Russell Hixson is an award-winning investigative journalist who spent the early parts of his career doing crime and courts reporting in the U.S. before stumbling into covering Canada’s construction sector. He spent eight years writing for the Journal of Commerce where he became well versed on the industry and its issues. He’s covered the federal budget from Ottawa and documented the early impacts of the COVID-19 pandemic while locked down in his bedroom.
Hixson has developed a passion for the construction industry and seeks to convert others by sharing its stories through SiteNews. When he’s not writing stories, the East Vancouver resident enjoys kayaking, skateboarding and avoiding the neighbourhood skunks.
The new Ksyen Regional Hospital in Terrace, B.C., has opened ahead of schedule, providing a state-of-the-art health-care facility more than twice the size of the previous hospital.
It includes 82 beds, private rooms, advanced emergency and trauma care facilities, four operating rooms, and cutting-edge diagnostic equipment.
Upgraded to serve as a Level 3 trauma center, the hospital aims to reduce the need for patient transfers to other facilities by offering advanced services locally.
The Whole Story:
Terrace B.C.’s new state-of-the-art Ksyen Regional Hospital is now open to the public ahead of schedule.
“People in Terrace had been asking for an upgraded health-care facility for years, and our government recognized the need and took action to make sure it happened,” said Josie Osborne, Minister of Health. “British Columbians deserve access to health care in modern, cutting-edge facilities and we are excited to be able to provide this to the community. We will continue to invest in capital health projects around the province.”
The new hospital is more than twice the size of the previous facility and has 82 beds, private rooms, a bigger emergency department space, including two trauma bays, six stretcher bays, pediatric care space and four operating rooms, as well as the latest diagnostic imaging equipment.
The hospital opened ahead of schedule. Initially, construction was anticipated to be complete in 2025.
“People in Terrace and throughout the province expect health care they can rely on when they or their loved ones need it,” said Debra Toporowski, Parliamentary Secretary for Rural Health. “With the new Ksyen Regional Hospital, we’re strengthening local care so fewer people will have to travel for services they need and more people can receive care in their own community.”
Work is underway to have the new hospital serve as a Level 3 trauma centre, upgraded from its current designation as Level 4, to support communities in northwestern B.C. by providing immediate assessment, resuscitation, surgery and intensive care. This new certification will allow more patients to be cared for locally without needing to be transported to another facility.
The new hospital will also include a Tier 3 neonatal intensive care unit and special care nursery, which will provide community-based antenatal and postnatal services, education and parenting support to pregnant individuals, especially those at a higher risk of pregnancy complications compared to Tier 1 and 2 services.
The project cost of $633 million is being shared between the provincial government, through Northern Health, and the North West Regional Hospital District, which is contributing $120.2 million.
Work has been completed or is underway throughout B.C. to plan, build or upgrade 30 hospitals or health facilities, 11 long-term care centres and four cancer centres.
The Ontario government has announced plans to introduce the Working for Workers Six Act, 2024, a suite of proposed measures intended to protect the health and wellbeing of workers, bring more people into the skilled trades and keep costs down for Ontario workers.
Officials say the package would support workplace safety by cracking down on bad actor employers, with mandatory minimum fines of $500,000 for corporations convicted of repeated offences within a two-year period under the Occupational Health and Safety Act. The government is also proposing to expand existing roadside safety laws under the Highway Traffic Act to require motorists to slow down and move over for roadworkers, such as highway maintenance workers.
“As our government continues to bring back better jobs and bigger paycheques to Ontario, we are keeping workers healthy and safe no matter where they work: On a highway, a job site, or the shop floor,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “Our government’s proposed sixth Working for Workers bill will introduce game-changing measures to grow Ontario’s workforce by bringing more women into the trades, cracking down on bad actors who exploit newcomers and harm workers, and introducing nation-leading cancer protections for firefighters.”
Here are some of the changes that could impact the construction sector:
Health & Safety
Supporting health and safety for tradespeople on construction projects by enhancing the dialogue and transparency between workers and employers through Worker Trades Committees, which the Minister can order to create.
Bringing clean washrooms from Bay Street to Main Street through a new regulation for washroom cleaning records that covers what records must be posted and where. This is in direct response to advocacy from tradeswomen and other sector stakeholders who have cited better washroom facilities as a key policy to encourage more women to join the building trades.
Bringing more women into the trades and growing Ontario’s trades workforce by explicitly requiring properly-fitting personal protective equipment (PPE) for women, and all workers with diverse body shapes. This expands on the requirement for properly fitting PPE for women and diverse body shapes in the construction sector that was included in the Working for Workers Act, 2023 to include all sectors.
Cracking down on bad actor employers that harm workers by imposing mandatory minimum fines of $500,000 for corporations convicted of repeat offences under the Occupational Health and Safety Act within a two-year period, which resulted in the death or serious injury of one or more workers.
Creating a new 27-week long-term illness leave for employees unable to work due to a serious medical condition as defined by a medical practitioner, such as cancer, multiple sclerosis or Crohn’s. If passed, this would be one of the longest provincial leaves in Canada and would ensure workers with a serious medical condition have the time away from work they need to get treatment and recover, without risking their jobs.
Unlocking $400 million to invest in health and safety programs for workers and employers developed by the WSIB, focusing on mental health, preventative and chronic injury care and recovery to ensure workers have the supports they need to return to work safely and quickly. This will include expanding the WSIB’s mental health care programming to partner with 11 public hospitals and their networks of community-based service providers across Ontario to ensure workers have the care they need, when and where they need it.
Launching a new Safe Business Bonus with an additional $1,000 bonus to eligible employers who create a new workplace health and safety action plan approved through the WSIB’s Health and Safety Excellence program, starting in 2025. Over 4,600 businesses are currently enrolled in the WSIB Health and Safety Excellence program. Since the program’s launch in 2019, members have received total rebates of over $68 million, including $15 million in additional incentives for smaller businesses that participated in 2023-2024.
Creating a new parental leave for parents through adoption and surrogacy, with a 16-week job protected leave under the Employment Standards Act for adoptive parents and parents through surrogacy, to ensure they have adequate time to meet the demands of the adoption or surrogacy process, attach and welcome their child into their new home. This would also align with upcoming federal changes to create employment insurance (EI) benefits for adoption.
Cutting costs for businesses
Returning $2 billion in surplus funds to Ontario businesses through the WSIB. Eligible employers will receive their one-time rebate starting in February 2025 if they are a safe employer, which includes not having been convicted more than once under the Workplace Safety and Insurance Act or Occupational Health and Safety Act since 2020. For a small construction business with 50 employees, this could mean receiving $46,000.
Cutting the average premium rate for Ontario businesses from $1.30 to $1.25 per $100 of insurable payroll through the WSIB starting in 2025, without reducing benefits. This is the lowest rate in half a century and will save Ontario businesses about $150 million annually starting in 2025 when compared to the 2024 rate. Over the past decade, the WSIB has cut the average premium rate by more than 50 per cent, resulting in cumulative savings for businesses of approximately $18.6 billion since 2017.
Removing the $150 fee for apprentices taking their first Certificate of Qualification exam, making it easier for more people to start their career in the skilled trades. When combined with other fee reductions and removals that the province has implemented since 2019, Ontario is saving each apprentice at least $330, putting almost $3.6 million back into the pockets of nearly 11,000 apprentices.
Enabling implementation of a new accelerated framework for the Ontario Immigration Nominee Program (OINP) that employers can apply for in order to access more efficient, streamlined processes, pending further regulatory changes.
Growing the workforce
Training over one million workers through Ontario’s Skills Development Fund (SDF), including launching the second round of the SDF Capital Stream on November 29, with over $74 million in available funding to build, expand and retrofit training facilities for workers in the trades, including construction, manufacturing, technology and health care.
Proclaiming April 2, 2025, as the date on which certain functions, including exam administration, will be transferred from the province to Skilled Trades Ontario (STO) under STO’s new Chief Executive Officer, Candice White.
Opening access to apprenticeship opportunities to more people by creating alternative criteria for individuals who cannot meet the current academic standards to register as an apprentice.
Accelerating registration timelines for internationally trained applicants in regulated professions by having the time limit reduced for regulatory bodies to make their decision from six to three months, enabling internationally-skilled newcomers to work in Ontario faster.
Streamlining and accelerating processes and removing barriers for internationally trained workers by requiring regulated professions to have a plan for enabling multiple registration processes to take place concurrently, allow for alternative documents, concurrent processing of registration documents, and minimum requirements for assessing qualifications.
Honouring workers by creating a new Skilled Trades Week during the first week of November each year.
Jared Seida has started a new position as Vice President, Construction Services at Synergy Group of Companies. Seida is an experienced operations manager with a demonstrated history of working in the construction industry.
Donna Grant is BC 1 Call‘s new President. Grant has extensive marketing experience and background in the construction sector, including her role as President of the Vancouver Regional Construction Association (VRCA).
Wayne Ferguson has been appointed Chief Operating Officer and Executive Vice President, Services Division, at EllisDon. His 27-year journey with EllisDon has seen him lead and expand company operations in Alberta, Saskatchewan, and most notably in Ottawa, where he has played a pivotal role in redefining the brand and driving growth.
Brandon Pinch has been promoted Vice President, Service, and Andrew Rowland has been promoted to Vice President , Speciality Trades & Support Services at Bird Mechanical.
Brandon Pinch and Andrew Rowland of Bird Mechanical.
Al Boissonneault has joined CMIA+ as Director, Greater Sudbury – Resource & Industry markets. Boissonneault’s new role is a critical piece of the firm’s expansion into Northern Ontario. Boissonneault’s resume includes work at Wesdome Gold Mines in Wawa, Barrick Gold , Python Mining Consultants, Kovit Engineering/Outotec (now Metso) and Vale.
Candice White will be the new Chief Executive Officer (CEO) for Skilled Trades Ontario (STO), effective November 25, 2024. White brings over a decade of executive level experience, including serving as the Chief Administrative Officer for multiple municipalities, most recently the Municipality of Port Hope, and on boards of provincial agencies.
Harold Reinders has been appointed Chair of the League of Champions. The league is a distinguished organization dedicated to promoting safety champions and advocating for a strong health and safety culture within the construction industry.
Jesse Unke has wrapped up his time as president and CEO of Maven Consulting. He thanked his colleagues at Maven for the opportunity and is excited for his next steps. But before that, he intends to attend an auto show in Las Vegas with his father.
Ben Martin is Ledcor Industries’ new Senior Vice President, Finance and Risk Management. Martin has more than 15 years of industry experience.
Nathan Sikkes is McElhanney’s new Energy and Resources Market Sector Vice President in B.C. and Warren Lippitt is their new Prairies South Regional Vice President.
Appointing Warren and Nathan were no-brainers for our firm. Warren’s understanding of the region and our clients’ needs, combined with Nathan’s deep knowledge of the energy and resources market, position McElhanney to better tackle our clients’ challenges as our own
Jennifer Price, McElhanney President & CEO
Steve Chapman is Rain City Industrial’s new VP of Construction. Chapman has over 30 years of experience in industrial, heavy industrial, and commercial construction. Part of his role will be to lead the company’s newest division, Rain City Heavy Industrial, as it expands the firm’s capabilities into the oil and gas, mining, chemical processing, power generation, and heavy manufacturing industries.
Chris Paszkat is now President of Inscan Contractors. Paszkat is a longtime veteran of the company, having spent more than 21 years there.
Roman W. Loehnert has accepted a new role as Operations Manager for Modern Niagara. Loehnert is an experienced superintendent & project manager with a demonstrated history of working in the construction industry. His skills include AutoCAD, hydronic systems, value engineering, project management and plumbing code knowledge.
Jim Weir and Stan McGillis, bother formerly of Morrison Hershfield, have accepted post-acquisition roles at Stantec. Weir has been named regional growth leader for transportation (Canada). McGillis has been appointed infrastructure sector leader for program management and construction management (Canada).
After 6+ amazing years at Westridge Construction Ltd., it was time for a new challenge. I’ve had the privilege of working with some of the most dedicated, hardworking people who’ve made the growth of Westridge possible over the last 6 years. The growth and success have been a result of the hard work, teamwork, and passion that each individual brought to the table.
Paul Whelan, Manager, Project Delivery, SaskBuilds
David Bianchi is now Vice President, Real Estate and Development, for Tim Hortons, after holding a similar position at Canadian Tire Corporation.
Brynn Nheiley is now Executive Director for Sustainable Buildings Canada. Previously, Nheiley worked for the City of Burlington.
Luke Schauerte is now CEO of Woodfibre LNG. Schauerte brings more than 20 years of experience in the Canadian and global energy industry. He comes to Woodfibre LNG from LNG Canada where he served as Vice President, Asset.
Robert Wong is celebrating 25 years with Prism Construction. Wong is one of only two people who can say they’ve been part of every single project Prism has built.
Shannon Fitzsimmons is MAKE Projects’ new Regional Director for Edmonton. Fitzsimmons has more than five years of experience in facility planning, design, construction, and capital program development.
Roger Halbgewachs has been promoted to Director of Sales at Western Archrib. With 35 years of experience in the glulam industry, he brings deep industry knowledge, a strong understanding of engineering, and proven problem-solving skills.
Lucie Audlauer has announced her retirement from Subterra Renewables. The CEO led the company to become Canada’s fastest growing company in 2024. She plans to spend more time with her family.
Jorden Solecki is Navajo Stone’s new Managing Partner. Solecki has an extensive history in the wall and roofing sector.
Josh Kaufman announced he is co-founding InnoDev Partners. The real estate development company launched this month with a focus on medium density, sustainable housing.
It is an honour to give back to the Lower Mainland, the place I’ve always called home and where so many core memories have been made. I’m looking forward to supporting the development community as we tackle exciting projects in our ‘sandbox’ and to connecting or reconnecting with many of you in the weeks and months ahead.
Brandon Losse, Director of Business Development, Caliber
Kaveh Boromand has joined Turner & Townsend’s Canada Infrastructure team as its new Director – Head of Scheduling. Boromand has more than 20 years of experience in scheduling and project controls in Canada, Australia, and the Middle East and has worked in a variety of industries including rail, hydro, and real estate.
Reflecting on the past 13 years since the inception of our business alongside my esteemed business partners, Barry Hartman and Alex Elsey, fills me with gratitude. Our journey has been nothing short of remarkable, marked by growth, resilience, and invaluable partnerships.
Scott Foran, President, 505-Junk
Tim Ferwerda, current managing director of Finning UK and Ireland, will transition to the role of president of Finning Canada. David Primrose, current president of Finning Canada, will assume the role of executive vice president and chief development officer.
Neil Arnold is now Director of Construction at Kerkhoff. Arnold has 24 years of industry experience and has spent the past 6 years at the company in a variety of roles.
Peter Hennig is EBC’s new Vice President, Major Projects, Tunnel & Underground Group. With over 30 years’ experience in the construction industry and leading-edge expertise in tunnelling and underground work, Hennig has successfully completed numerous large-scale, complex projects across Canada and internationally.
Dale Beard has been hired as Procore’s Sr. Director, Solutions Engineering. Beard has a history of working in the information technology and services industry. He was the CEO and Co-Founder of Intelliwave which was recently acquired by Procore.
Doug Flynn has officially transitioned from CEO and President of Flynn Group of Companies’ to serving as one its board members. Doug began his career with Flynn Canada in 1982 working in the field in Western Canada. He advanced through the organization taking on roles in estimating, project management, and various other positions.
Taylor Archer has rejoined Beedie as its Vice President of Leasing. Archer previously worked at Beedie as Senior Leasing Manager.
Key Takeaways:
Alberta is committing up to $50 million from the TIER program to establish Canada’s first open-access, technology-agnostic drilling test site. This initiative aims to leverage Alberta’s advanced drilling expertise to accelerate the development of innovative energy technologies.
Initial studies have demonstrated the economic and environmental viability of the Alberta Drilling Accelerator, which could fast-track advancements in geothermal, helium, critical minerals, and carbon capture technologies. Industry interest is strong, with companies like Eavor Technologies, Tourmaline Oil Corp, and Halliburton expressing interest as anchor tenants.
The accelerator is a key part of Alberta’s strategy to achieve carbon neutrality by 2050. By fostering innovation in energy technologies and creating jobs, it sets the stage for sustainable development in industries critical to reducing emissions and diversifying Alberta’s economy.
The Whole Story:
Alberta plans to invest up to $50 million from the Technology Innovation and Emissions Reduction (TIER) program to support Canada’s first test site to advance energy technologies.
Alberta officials explained that the province has some of the most advanced and skilled drilling expertise in the world. Yet, unlike the United States, Japan and other countries, Canada does not currently have an open-access test site, which is critical for spurring innovation and leading-edge drilling technologies, such as geothermal, lithium, oil and natural gas.
To help fill this gap, Alberta’s government says it will invest up to $50 million from the industry-funded TIER program to support the Alberta Drilling Accelerator through a public-private partnership model. Funding will help create Canada’s first open-access, technology-agnostic, industry-led hub, leveraging Alberta’s drilling expertise to develop the technologies needed to reduce emissions, create jobs and deliver energy to the world.
“What we’re doing here today is setting the stage for innovation and prosperity far into the future,” said Premier Danielle Smith. “The Alberta Drilling Accelerator means big things for oil and gas exploration in our province, but also for industries that will be vital for achieving our goal of carbon neutrality by 2050. We are setting the stage for innovation and prosperity, pushing Alberta’s drilling expertise to places it’s never been before.”
In April, Alberta’s government invested $750,000 to help kick-start this project, supporting a feasibility study facilitated by Calgary-based Eavor Technologies in partnership with the Canadian Association of Energy Contractors and Canadian Geothermal Energy Association.
The initial findings suggest that creating an industry-led Alberta Drilling Accelerator is both economically and environmentally viable. The accelerator would allow companies to test and develop drilling techniques and technologies, accelerating geothermal, helium, critical minerals, carbon capture and other industries relying on the drilling sector.
Notably, several industry leaders have already expressed strong interest in serving as anchor tenants, including Calgary-based Eavor Technologies, Tourmaline Oil Corp and international oilfield service supermajor Halliburton. While no binding contracts have been signed, the province says tens of millions of dollars in private sector capital investment could potentially be secured.
The Alberta Drilling Accelerator could potentially start drilling in 2026, or sooner. Once operational, the Alberta Drilling Accelerator could help speed up the development of geothermal, helium, critical minerals, carbon capture, utilization and storage and other technologies and commodities that rely on Alberta’s drilling expertise.
Key Takeaways:
The joint venture between AECOM and Jacobs Consultancy Canada will provide preliminary engineering services to upgrade the Iona Island Wastewater Treatment Plant, which serves 750,000 residents and processes 200 billion liters of wastewater annually. The upgrade aims to meet regulatory requirements, improve water quality, and align with regional sustainability and carbon neutrality objectives.
AECOM plans to leverage its expertise in advanced water treatment technologies to enhance the facility’s environmental standards, operational efficiency, and climate resilience.
AECOM says it brings extensive experience in tackling Metro Vancouver’s unique environmental challenges, having collaborated on complex projects like the Stoney Creek Trunk Sewer Upgrade and the North Shore Wastewater Treatment Plant.
The Whole Story:
AECOM announced that its joint venture with Jacobs Consultancy Canada has been selected by Metro Vancouver to provide preliminary engineering services for the Iona Island Wastewater Treatment Plant upgrade. The project seeks to upgrade the existing facility to meet regulatory requirements and ensure protection of public health and the environment in a growing region.
“As Metro Vancouver continues to invest in its water treatment facilities, we’re ready to support them as the industry’s top Water design firm,” said Beverley Stinson, chief executive of AECOM’s global Water business. “Aligned with global trends toward investment in sustainable and resilient infrastructure, including in solving global water supply challenges, our team is excited to apply our expertise in advanced water treatment technologies to the Iona Island Wastewater Treatment Plant, ensuring it meets the highest environmental standards and supports regional sustainability.”
Built in 1963, the plant serves approximately 750,000 residents and processes about 200 billion liters of wastewater annually. Through the plant upgrades, Metro Vancouver aims to ensure the project will improve water quality, support the region’s carbon neutrality objectives and enhance climate resilience. The joint venture will provide preliminary engineering services, including design and project planning oversight. The project intends to provide significant and sustainable improvements to the treatment facilities whilst minimizing environmental impact and enhancing operational efficiency.
“We’re proud to serve as a trusted partner on this critical upgrade, which builds on several recent water and wastewater treatment projects our teams are delivering for Metro Vancouver,” said Richard Barrett, chief executive of AECOM’s Canada region. “Our deep understanding of the region’s unique environmental challenges and our experience on local projects will be instrumental in enhancing Metro Vancouver’s wastewater treatment capabilities and protecting the natural environment.”
The redevelopment of 610 Bay St. and 130 Elizabeth St. will create a mixed-income, mixed-use community with 873 purpose-built rental homes, including 290 affordable units, along with retail, public spaces, and a Toronto Paramedic Services hub.
The project integrates adaptive reuse of the heritage Toronto Coach Terminal, sustainable features like a geothermal energy system, and a design inspired by Indigenous principles, aiming to exceed Toronto’s Green Standards and achieve Zero Carbon Building Certification.
Partnerships with the University Health Network, Hospital Workers’ Housing Co-operative, and community organizations will provide housing for essential workers, while additional features like a public plaza and organ repair center underline the development’s community-centric approach.
The Whole Story:
The City of Toronto and CreateTO have announced the Kilmer Group and Tricon Residential (Kilmer-Tricon) as the preferred proponents for the redevelopment of the City-owned sites at 610 Bay St. and 130 Elizabeth St. – home to the decommissioned Toronto Coach Terminal.
The properties will be redeveloped into a mixed-income, mixed-use development including affordable housing, a new Toronto Paramedic Services hub and employment opportunities with a focus on innovative uses that take advantage of the unique location within the city’s Discovery District. The redevelopment will also include the adaptive reuse of the existing heritage building as well as streetscape improvements.
“We need to build more affordable homes in Toronto,” said Mayor Olivia Chow. “That’s why I am so pleased that this project will transform the former Toronto Coach Terminal into not only new rental and affordable housing, but a thriving hub with healthcare facilities and space for small business to start and grow. This project sets a high bar for how we can build more homes, while celebrating our City’s history and embracing Indigenous knowledge as we build new communities.”
Consisting of two towers with residential, retail and public space, the development will be a 100% purpose-built rental project, delivering 873 new homes including 290 affordable rental homes.
The design vision for the site, led by award-winning architectural firms Studio Gang, architects-Alliance and Smoke Architecture, with landscape design by CCxA, is rooted in the Indigenous principle of the Seven Directions. The goal is to create a complete community that puts people first, invigorates the surrounding area and creates tree-lined public spaces that connect the surrounding neighbourhoods.
Additional project features include:
adaptive reuse of the heritage Toronto Coach Terminal and bus bays
a new 23,000-square-foot Toronto Paramedic Services Hub that will provide vital emergency support to surrounding communities
a partnership with University Health Network which intends to operate a state-of-the-art organ repair centre for heart, lung, kidney and liver transplants
affordable housing partnerships with the University Health Network, and the Hospital Workers’ Housing Co-operative to provide housing options for essential hospital workers and their families, as well as Woodgreen Community Services, the March of Dimes and Wigwamen
a new public plaza positioned between the two buildings, which will create an urban oasis and incorporate a series of ‘outdoor rooms’
a geothermal district energy system and sustainable building design, exceeding the requirements of the Toronto Green Standard and the Canadian Green Building Council’s Zero Carbon Building Design Certification.
Completion of construction and leasing of rental homes at 610 Bay St. is expected in first quarter of 2029 and in Q1 2030 for 130 Elizabeth St.
The properties at 610 Bay St. and 130 Elizabeth St. were selected for redevelopment through the ModernTO program adopted by Toronto City Council in October 2019 and are part of eight high-value City-owned sites identified as being currently underutilized, with opportunities to unlock value and address City needs.
More information about this project can be found on the CreateTO website .
EllisDon and Impulse Partners have successfully completed the second round of their ConTech Accelerator program, selecting 30 top contenders from over 165 submissions. Eight finalists pitched their innovative ideas at EllisDon’s office in Mississauga, with significant participation from EllisDon’s senior leadership.
The program emphasizes collaboration between startups and construction industry experts. Finalists like SALUS, EHAB, and Specter Automation were recognized for developing solutions that address critical industry needs, such as safety management, climate change adaptation, and project planning efficiency.
Following the accelerator, EllisDon and Impulse Partners will continue working with the winning startups to refine their products and integrate them into the construction field, leveraging their industry expertise to help these technologies.
The Whole Story:
EllisDon Corporation and Impulse Partners have announced a successful second round of its ConTech Accelerator program. From over 165 submissions, 30 were selected as the top contenders. Following a series of interviews, representatives from the eight finalist startups traveled to EllisDon’s Mississauga office to pitch their innovative ideas in person.
“Building on the success of our inaugural accelerator, we’re thrilled to see even greater reception in this second year,” said Brandon Milner, CIO, Senior Vice President of Digital & Data Engineering, EllisDon.
During the three-day event, EllisDon provided a guided project tour as well as access to field teams, operations managers, and executives from the C-Suite who were present for the pitches and offered candid feedback on what they saw.
“The overwhelming response we’ve received this year—from our partners at Impulse to the startups who joined us in Mississauga—confirms we’re on the right track,” said Hammad Chaudhry, Vice President of Innovation & Construction Technology, EllisDon. “Our combined tech and domain expertise, allows us to drive innovation with a focus to benefit those in the field.”
EllisDon and Impulse Partners congratulated all eight finalists for making the decision a difficult one. The winners of the 2024 ConTech Accelerator are:
SALUS: A safety management software that integrates company safety programs into a comprehensive system to manage health and safety. By gathering data and information from the field, SALUS bridges the gap between the office and field operations, transforming how clients run their businesses.
EHAB: Helping the construction industry better understand the impacts of climate change on projects and plan accordingly. EHAB’s products assist construction companies, general contractors, designers, and clients in adapting to the climate crisis.
specter automation: The first and only 3D model look-ahead planning tool that helps teams build six-week look-ahead plans by visualizing data to better communicate to the field. Specter offers the most natural way to plan, document, and communicate on-site processes.
With the completion of this phase, EllisDon and Impulse Partners will now work with the winners to help develop their products, collaborate with them in the field, and deploy industry expertise where it is needed most—in helping the latest technologies find a place in one of the world’s oldest industries.
Key Takeaways:
The Anahim Lake Solar Project, led by the Ulkatcho Energy Corporation (UEC), is set to reduce diesel dependency in the remote Anahim Lake community by approximately 64%, contributing to BC’s greenhouse gas (GHG) reduction goals.
The project leverages partnerships with Wildstone Construction, SkyFire Energy, and local stakeholders, emphasizing First Nations collaboration, skills development, and long-term economic benefits for the Ulkatcho First Nation.
Supported through federal and provincial funding programs, including the Green Infrastructure Stream and CleanBC Communities Fund, the project also features partnerships with prominent entities like ATCO, Hatch, and Hitachi Canada, showcasing a model for clean energy initiatives in remote communities.
The Whole Story:
Canada’s largest off-grid solar project has officially entered the construction phase with Penticton-based Wildstone Construction as the principal contractor.
When completed near Lake Anahim, B.C, the Anahim Lake Solar Project it is set to reduce the need for diesel generation in the remote community by approximately 64%. The Ulkatcho First Nation is off-the-grid, and power is currently entirely diesel generated.
The Ulkatcho Energy Corporation (UEC) has announced that Duz Cho Construction LP has completed the civil earthworks for the Solar Plant site. UEC is transforming the industrial land of an old sawmill owned by Yun Ka Whu’ten Forestry (a Member of the Ulkatcho Group of Companies) for the project. The project also includes the construction of a new access road, a solar control and monitoring facility, fire management, and other related property upgrades.
The UEC says it has made significant strides in the construction process with the recent selection of Wildstone Construction Ltd. as the principal contractor, following a competitive process.
“Wildstone is proud to be involved in this groundbreaking initiative along with our solar partner, SkyFire Energy,” said Mark Melissen, CEO Wildstone Construction Ltd. “This project not only marks a significant step toward sustainable energy for the Ulkatcho First Nation in Anahim Lake, but also offers long-term economic benefits, supporting local growth and energy independence for future generations.”
Based in Penticton, Wildstone brings a wealth of experience in executing projects within remote communities in BC, Alberta and Yukon, a strong commitment to collaborating with First Nations, use of local resources, and supporting long-term skills development for community members.
The UEC thanked all of its core funders and founding Technical Alliance Partners for all their support, noting that there is now a growing list of other collaborators assisting it in moving towards its objectives and eventual completion of project. This includes Strategies North Advisory and UGoC-DWB Consulting Services.
“This project marks a new path and a significant milestone for the Ulkatcho First Nation,” said Stephen James, CEO Ulkatcho Group of Companies. “Thanks to the unwavering support from BC Hydro and our Federal & Provincial Governments, the Anahim Lake Solar Project will greatly reduce the community’s reliance on diesel fuel. and will contribute to reducing BC’s GHG emissions. We value the opportunity to develop strong alliance partnerships in this Project, and look forward to working with Wildstone Construction Ltd.”
As the Anahim Lake Solar Project progresses, Ulkatcho Energy Corporation invites community members and stakeholders to stay informed. Future updates will be shared through the Ulkatcho First Nation website and social media channels.
The Anahim Lake Solar Project construction is expected to be completed by October 2025. On April 19, 2024, Ulkatcho Energy Corporation and BC Hydro signed a first-ever Community Electricity Purchase Agreement (CEPA) for electricity generated through the Solar Plant.
The Anahim Lake Solar Project is being supported through blended funding including:
the Government of Canada through the Green Infrastructure Stream of the Investing in Canada Infrastructure Program, the Community Opportunity Readiness Program, and Natural Resources Canada
the Government of British Columbia through the CleanBC Communities Fund, and
the New Relationship Trust through the Community Energy Diesel Reduction and BC Indigenous Clean Energy Initiative programs.
Excavation has begun on a 16-metre-deep launch shaft at Exhibition Station, which will serve as the starting point for tunnel boring machines digging six kilometers eastward. The Ontario Line subway is a major part of Ontario’s largest-ever subway expansion project.
Once completed, the Ontario Line will provide over 40 connections to other transit services, significantly reducing travel times—for example, cutting a cross-city trip from Exhibition Place to Don Mills Road from 70 minutes to under 30 minutes.
The Ontario Line is part of the Transportation Plan for the Greater Golden Horseshoe.
The Whole Story:
The Ontario government has officially started excavating the launch shaft for the Ontario Line subway tunnels at Exhibition Station.
“It’s been more than 60 years since the first subway tunnels were built in downtown Toronto,” said Prabmeet Sarkaria, Minister of Transportation. “Under the leadership of Premier Ford, we’re getting the Ontario Line done to tackle gridlock and increase access to fast, reliable and affordable transit for millions of people across the GTA.”
The 16-metre-deep launch shaft will be the starting point for two tunnel boring machines that will dig six kilometres east, from Exhibition Station to the Don Yard, west of the Don River. Once tunnelling is complete, the launch shaft will be repurposed as a tunnel portal where Ontario Line trains will transition from above to below ground.
“The Ontario Line subway is part of one of the biggest partnerships to construct public transportation in Canadian history,” said the Honourable Ahmed Hussen, Minister of International Development, on behalf of the Honourable Sean Fraser, Minister of Housing, Infrastructure and Communities. “Work is progressing and today’s groundbreaking is another step toward affordable, reliable and quick public transit for Torontonians.”
Exhibition Station will be a vital transit hub, serving both the future subway and existing GO rail customers. A trip across the city from Exhibition Place to the Eglinton Crosstown LRT at Don Mills Road will take 30 minutes or less compared to the hour and 10 minutes it takes today. The Ontario Line will offer more than 40 connections to other subway, bus, streetcar and regional train services, bringing hundreds of thousands more people within walking distance of transit.
As part of the Transportation Plan for the Greater Golden Horseshoe, the government is delivering Ontario’s priority transit projects, which include the largest subway expansion in Canadian history – the Ontario Line, the Scarborough Subway Extension, the Eglinton Crosstown West Extension and the Yonge North Subway Extension.
Key Takeaways:
The City of Vaughan has approved massive cuts to its development charges for residential developments, which historically were among the highest in the Greater Toronto Area (GTA).
Overall reductions range from 88% to 92% across various residential types, translating into substantial cost savings for developers and potentially for homebuyers.
Mayor Steven Del Duca emphasized that high development charges were an unfair tax burden on homebuyers, particularly affecting young families wanting to live near where they grew up.
The Whole Story:
The City of Vaughan has approved massive development charge reductions, which historically have been among the highest in the Greater Toronto Area.
From 2009 to 2021, the city’s development charge rates increased by 229%, and, since 2018, rates have increased another 66%.
For example, prior to the changes, the city’s published development charge rate for low-rise residential was $94,466. The new City development charge rate applicable to low-rise residential will now be $50,193.
This step, which comes following a Member’s Resolution from Mayor Steven Del Duca to find solutions to this housing crisis, positions the city to address affordability challenges and to make life easier, particularly for young families.
What is changing
The council-approved staff report calls for the following:
That staff revise the development charge rates on all residential development applications to the rates in effect on Sept. 21, 2018, until Nov. 19, 2029, through the use of section 27 agreements.
That staff lower development charge rates on low-rise residential developments through the use of section 27 agreements.
That staff initiate a new development charge background study and Development Charge By-law.
That Council approve a new Development Charges Rate Reduction and Deferral for Residential Development Policy.
That staff stop charging development charge interest on residential developments.
“Development charges have become an unfair tax burden on homebuyers,” said Mayor Steven Del Duca. “Too many of our residents, in particular young families in our community, have seen their dream of buying a home close to where they grew up, disappear completely as housing prices have spiraled out of control. We have a housing affordability crisis and it’s time for us to get real about the solutions needed to solve it. Today’s decision by Vaughan Council to dramatically reduce our development charges for the foreseeable future is a strong step in the right direction. I urge other municipalities to follow our lead and do the right thing.”
How big are the cuts
These adjustments apply to various types of residential developments, including high rise, low-rise and mixed-use buildings. According to the City of Vaughan, the reductions, which range from 88% to 92%, translate into substantial cost savings: $44,273 for single-detached and semi-detached homes, $36,318 for multiples, and $28,092 and $20,243 for large and small apartment units, respectively.
The policy also suspends development charge interest on residential developments. This announcement from Vaughan is one of the most comprehensive and leading measures taken to address the cost to build and development charges.
Based on BILD’s 2024 Municipal Benchmarking Study, Vaughan’s municipally added fees and development charges on new homes had been the highest in the GTA. These new DC rate reductions by the City of Vaughan, effective as of November 19, 2024, will lower the city’s DC rate to well below comparable towns and cities in the region.
“BILD recognizes and commends Mayor Del Duca and the City of Vaughan for taking bold action to address housing supply and the cost to build by lowering development charges,” said Dave Wilkes, President and CEO of BILD. “This will enhance the financial viability of future projects, unlocking potential investment and stimulating supply.”
Canada’s electrical contractors are one of the unsung heroes powering the nation’s infrastructure, from towering skyscrapers to sprawling transit systems. These companies don’t just wire buildings; they energize innovation, ensuring cities run seamlessly and industries thrive.
From legacy firms with nearly a century of expertise to bold upstarts redefining sustainable practices, the stories of these contractors showcase ingenuity, resilience, and a dedication to excellence. Let’s dive into a list of Canada’s top electrical contractors who are lighting the way in construction and development.
Houle Electric
Houle Electric, established in 1944 and based in B.C., is a leading electrical contractor offering comprehensive services in electrical construction, building controls, and data networks. With a reputation for excellence in commercial, institutional, and industrial markets, Houle has been involved in significant projects such as the Vancouver Convention Centre expansion, the University of British Columbia’s Aquatic Centre, and the Royal Inland Hospital Patient Care Tower. There were recently named a finalist in Procore’s Groundbreaker Awards in the Culture & Workforce Development Category.
Western Pacific Enterprises Ltd.
In 1973, friends Dieter Fettback and Ernie Moore mortgaged their homes to start an electrical contracting company. It’s a gamble that paid off big. Western Pacific Enterprises Ltd. is one of Western Canada’s largest electrical contractors, specializing in large-scale industrial, commercial, and institutional projects. Headquartered in British Columbia, the company has played a critical role in complex projects like the expansion of the Vancouver International Airport and the Port Mann Bridge electrical systems. Their expertise extends to power distribution, communications, and transit infrastructure, including work on the SkyTrain rapid transit system. The were recently presented with a Gold Award of Excellence from the Vancouver Regional Construction Association for their work on The Post South Tower, a $13.8-million project.
Black & McDonald Limited
Black & McDonald Limited, founded in 1921 as an electrical wiring contractor, is a multifaceted electrical contractor operating across Canada and the United States with more than 6,500 employees. Offering a wide range of services including electrical construction, facilities management, and energy solutions, the company has been instrumental in projects like the Eglinton Crosstown Light Rail Transit in Toronto. They have also provided maintenance services for utility providers and contributed to large-scale industrial projects in the energy sector, showcasing their versatility and commitment to quality.
Ozz Electric Inc.
Headquartered in Concord, Ont., Ozz Electric Inc. is renowned for its work in commercial, industrial, and residential electrical contracting. Since its inception in 1991, the company has participated in landmark projects such as the Aura Tower in Toronto—the tallest residential building in Canada—and the Bay Adelaide Centre. Ozz Electric is recognized for its innovative approaches and commitment to sustainable building practices, integrating cutting-edge technology into their electrical solutions.
Plan Group
Plan Group is one of Canada’s largest technical services providers, delivering integrated solutions in electrical, mechanical, and communications contracting. With over 60 years of industry experience, Plan Group has contributed to significant projects like the Humber River Hospital in Toronto, Canada’s first fully digital hospital, and the Bay Adelaide Centre. Their work spans healthcare, commercial, industrial, and infrastructure sectors, emphasizing innovation and collaborative project delivery methods to meet complex project demands.
Guild Electric Limited
Based in Toronto, Guild Electric Limited has been providing electrical contracting services since 1954. Specializing in transportation infrastructure, utilities, and commercial projects, they have been pivotal in the maintenance and installation of traffic signal systems throughout the Greater Toronto Area. Guild Electric has also worked on large-scale endeavors like the Toronto Transit Commission’s Line 1 subway extension and various high-rise commercial buildings, showcasing their expertise in both public and private sectors.
Smith and Long Limited
Established in 1930, Smith and Long Limited is a full-service electrical contractor operating primarily in Ontario. Offering services across industrial, commercial, and institutional sectors, the company has undertaken notable projects including electrical installations for the Toronto Pearson International Airport and multiple healthcare facilities. Their comprehensive services encompass design-build, maintenance, and emergency response, reflecting a longstanding commitment to excellence and reliability in electrical solutions.
Ainsworth Inc.
Ainsworth Inc. is a leading provider of integrated facility solutions, including electrical, mechanical, and technical services across Canada. With a history spanning over 75 years, Ainsworth has been involved in major industrial and commercial projects such as maintenance services for large retail chains like Walmart and energy management solutions for various enterprises. They have also provided critical infrastructure support for data centers and telecommunications facilities, emphasizing their role in advancing technological integration.
Canem Systems Ltd.
Founded in 1960, Canem Systems Ltd. specializes in electrical and data communication construction, operating across Western Canada. The company has delivered services for sectors including healthcare, commercial, and institutional projects. Notable endeavors include the electrical systems for the Calgary South Health Campus, the TELUS Spark Science Centre, and contributions to the development of educational institutions like the University of British Columbia’s Okanagan campus, highlighting their versatility and commitment to quality.
E.S. Fox Limited
E.S. Fox Limited, based in Ontario and established in 1934, is a multi-trade industrial contractor offering electrical, mechanical, and civil/structural services. With a strong presence in the industrial sector, they have been integral to projects in energy, mining, and manufacturing. Significant projects include work on nuclear power plants such as the Bruce Power facility, automotive manufacturing plants for companies like General Motors, and involvement in large-scale infrastructure projects, underlining their expertise in complex industrial environments.
Alltrade Industrial Contractors Inc.
Alltrade Industrial Contractors Inc., headquartered in Ontario, provides electrical and mechanical contracting services with a focus on industrial, energy, and infrastructure sectors. The company has been involved in significant projects like the Waterloo Light Rail Transit system and renewable energy installations including wind and solar farms. Their work on various industrial plant projects requiring specialized electrical expertise demonstrates their capacity to handle complex and technical assignments.
Pro Electric Inc.
Pro Electric Inc., established in 1973 and based in Ontario, offers electrical contracting services for commercial, institutional, and industrial projects. The company has worked on significant endeavors such as electrical installations for educational facilities like Fanshawe College, healthcare institutions including London Health Sciences Centre, and various commercial developments. Pro Electric is known for emphasizing safety, quality workmanship, and client satisfaction, maintaining long-term relationships with clients through consistent performance.
Key Takeaways:
Barkerville Gold Mines has received an operating permit under the Mines Act for its Cariboo Gold Mine, marking the first project fully assessed under British Columbia’s updated 2018 Environmental Assessment Act.
The Cariboo Gold project, with a 16-year underground mining plan, represents a significant economic investment of over $1 billion, employing approximately 634 people during construction and processing 1.1 million tonnes of gold-bearing ore annually.
An additional permit under the Environmental Management Act is under review, aiming to regulate waste discharge and protect public health and the environment.
The Whole Story:
A provincial statutory decision-maker has granted Barkerville Gold Mines, owned by Osisko Development Corporation, an operating permit under the Mines Act for its Cariboo Gold Mine in Wells, in east-central B.C.
The permitting process for the project was completed in 13 months, following a rigorous technical review conducted by a qualified team of technical experts in collaboration with First Nations.
Cariboo Gold is an underground mine that will employ approximately 634 people during construction and see an initial investment of $137 million and another $918 million over the life of the mine. The project will have the capacity to process approximately 1.1 million tonnes per year of gold-bearing ore. It will include underground mining over 16 years, ore milling at the Quesnel River mine, approximately 58 kilometres southeast of Quesnel, storage of waste rock at the Bonanza Ledge Mine near Barkerville, and a transmission line from the Quesnel area to the mine.
A permit under the Environmental Management Act (EMA) for the Cariboo Gold project is under consideration with a statutory decision-maker in the Ministry of Environment and Parks. A decision is expected in the coming weeks. An EMA permit would provide authority for the company to introduce wastes into the environment while protecting public health and the environment. The EMA regulates industrial and municipal waste discharge, pollution, hazardous waste and contaminated site remediation.
This is the first project entirely assessed under the new 2018 Environmental Assessment Act that has been granted a Mines Act permit.
The Environmental Assessment Office completed its assessment of the mine project with extensive consultation from experts, First Nations, including the Lhtako Dené, Xatśūll, and Williams Lake First Nations, government agencies and the public.
The Environmental Assessment Act was modernized to enhance public confidence, transparency and meaningful participation, to advance reconciliation with First Nations, and to deliver stronger environmental protections, while supporting sustainable economic development.
Key Takeaways:
Fettback & Heesterman focuses on measured, intentional growth, choosing quality over quantity by taking on projects they can excel at and saying “no” to work that could compromise their reputation or culture.
Leveraging decades of experience, they have avoided common pitfalls by implementing enterprise software from the start, maintaining sound financial practices, and prioritizing workplace culture and employee satisfaction.
The duo emphasizes creating a positive work environment, investing in tools and support for their team, and staying true to their values, which they credit as critical to their success and industry recognition.
The Whole Story:
After two decades building high-level careers at one of Canada’s largest and most sophisticated electrical contractors, Andrew Fettback and Chris Heesterman quit their jobs.
Fettback had risen to vice president and Heesterman was operations manager. But the pair longed for a smaller, family-style business with less of a traditional corporate structure.
“That was the spark,” said Fettback. “We knew that if we took my experience and relationships and Andrew’s experience and relationships, we could do something on our own that would be amazing.”
The pair had to hit the ground running. Right after finishing work on his last day at his old company, Fettback got his first call.
“The bank account wasn’t open yet. We weren’t incorporated. We didn’t even have a name. They asked if we could bid a job. I said ‘yes’, went home, worked on it and sent it in the morning. My phone rang eight minutes later and we had the job.”
They scrambled to rent trucks, buy hardhats, call in favours and use their personal credit cards as the business immediately took off. While they their knowledge of construction was deep, they were still learning eachother.
“We have always been friends, but we didn’t know what the other was capable of, what the other’s strengths were. We started this company and I just knew he was good at what he did.”
20 months later the projects are stacking up and their work is winning awards. Each of them has gravitated towards their area of expertise and learned to trust the other.
Saying ‘no’
The company’s growth has been massive with Fettback and Heesterman employing around 100 people. But as you read this article, that could change. The pair stressed that there is no set growth plan. They have enough experience to know that too much growth or the wrong kind of growth can crush a business.
“People ask us about our growth plan,” said Fettback. “We don’t have a growth plan. We could do the same business as our first year and be happy. We want to be the best and only take on work we can deliver on. We say ‘no’ to more work than we say ‘yes’ to.”
He explained that too much overhead, like a massive office or a large workforce, can eat into revenue. It can also be tempting to take bad jobs when the market slows.
“Well that bad job takes two to three years, and during that time you are fighting with the general contractor,” said Fettback. “That trickles down. The foreman feels it. The project manager feels it. You’ve created negativity out of desperation.”
Taking on work that you can’t execute also creates risk. The pair stated that they only want to agree to jobs that they can knock out of the park.
“We would rather sit back for three months and just pay the bills than take a job that is going to tarnish our reputation,” said Heesterman. “We take pride in knowing when to say ‘no’. Whether it’s a big infrastructure job or a small tenant improvement, we do a deep dive to make sure it’s not going to impact our people.”
Starting right
The benefit of starting a business after decades of experience is solving problems before they exist. When it comes to financials and profitability reporting, Fettback explained that many first-time business owners get it wrong.
“We have had the experience that bonding companies know that you recognize profit based on a percentage of work earned and how that percentage of work earned is calculated and many other things,” he said. “The legal stuff, the bonding, the insurance, I lived in that world so it wasn’t new to us.”
They also started with enterprise software from day one, a large expense, but well worth it as they scale.
“We have been through the experience of changing software, it’s a pain, so let’s just start where we know we need to be,” said Heesterman. “We have already reaped the benefits of that.”
What’s next
Fettback’s arms are now covered in tattoos: one of his wife, some for his three sons, a quote from “Dune” and, of course, his company logo.
“Being in that corporate culture, I’d have to fly to Denver and report to the board, I was always cognizant of how I looked. But this company is about us, and im going to be myself.”
Right now, the company is focused on working with the right trade partners, the right clients and building the right team.
“If we expand too quickly and just try to get bodies in chairs, we will lose our culture,” said Fettback.
They also go the extra mile to make sure workers have the best tools, good food, warm heaters, clean environments and more.
“Happy people are hard-working people,” said Fettback.
The approach appears to be working. They have opportunities on the horizon in Eastern Canada and the Caribbean. The company was recently presented with a Gold Award from the Vancouver Regional Construction Association for the “Electrical Contractor – Up to $2 million” category. It was honouring their work on the SAAM Towage project at the Port of Vancouver. They were also presented with a Safety Award for having a Zero-Frequency Injury Rate.
Key Takeaways:
A Pomerleau survey revealed that while 90% of Canadians view construction as essential to economic development, many still believe it is not a good career path to go down.
With Canada needing to recruit 300,000 construction workers over the next decade to meet critical infrastructure needs across energy, housing, healthcare, and transportation, Pomerleau is calling for mobilization to tackle both labor shortages and societal challenges.
Pomerleau has introduced initiatives like a state-of-the-art training center, unique internship programs, employee share ownership, and upcoming campaigns to attract women, youth, and Indigenous talent, aiming to modernize the industry and ensure long-term workforce sustainability.
The Whole Story:
A new survey shows that while 90% of Canadians see construction as vital to economic development, far less view it as a good career option.
The data comes from a public opinion survey conducted this summer by construction giant Pomerleau. As Canada faces a massive infrastructure boom and a looming shortage of 300,000 construction workers, the contractor is launching initiatives to modernize the industry, attract diverse talent, and meet the demands of the century’s biggest projects.
Faced with major societal challenges that will require a series of major construction projects, Pomerleau announced that it is launching an appeal for mobilization to tackle the biggest issues humanity faces. They explained that this “project of the century” will be needed to meet a wide range of needs in different sectors: energy and climate transition, rising housing needs, healthcare, education and transportation. In addition to carrying out these major projects, companies will be faced with the already significant challenge of construction labour shortages.
Mediocre perception
During the summer of 2024, Pomerleau conducted a major opinion survey, in conjunction with Léger, to gain a better understanding of the general public’s perceptions of the construction industry. Several findings emerge from the survey:
90% of respondents believe that construction is essential to economic development.
74% of respondents believe you need to be physically strong to work in construction.
64% of respondents think it’s still hard for women to work in construction.
56% of respondents would recommend working in the construction industry to their children or relatives.
55% of respondents believe the construction sector offers attractive prospects to young people.
Pomerleau stated that these findings highlight the public’s awareness of the construction industry’s leading role in building strong communities, but believe the public would benefit from learning more about modern developments in the industry as well as the full potential offered by construction trades.
“We need to make sure construction trades become attractive career choices for as many people as possible. We need to restore the construction industry to its former glory. We have a responsibility to help people discover its most attractive features. Construction is an industry made up of passionate people who are determined to make a positive difference in the lives of communities. At the end of the day, society needs modern infrastructure such as housing, hospitals, schools and sustainable modes of transportation,” says Philippe Adam, Pomerleau’s CEO.
Here are some of the initiatives Pomerleau itself is implementing to address the problem.
The refurbished Unit 1 at the Darlington Nuclear Generating Station will provide 875 MW of clean energy for over 30 years, powering 875,000 homes and helping meet Ontario’s forecasted 75% electricity demand increase by 2050.
The $12.8 billion refurbishment project is expected to generate $90 billion in economic benefits and create 14,200 jobs annually over its lifespan, with 96% of costs spent within Ontario, significantly boosting the provincial GDP.
Completed five months early, Unit 1’s refurbishment showcases Ontario’s ability to deliver large-scale, complex nuclear projects safely, on time, and on budget, highlighting the expertise of a 6,000-member workforce, including skilled tradespeople and industry partners.
The Whole Story:
Ontario has completed the refurbishment of Unit 1 at the Darlington Nuclear Generating Station five months ahead of schedule.
Refurbishing and returning Unit 1 to service provides 875 megawatts (MW) of power for the next 30-plus years, enough to power 875,000 homes.
“Ontario needs more electricity – 75% more by 2050 – to power new homes, historic new investments and an electrifying economy,” said Stephen Lecce, Minister of Energy and Electrification. “Delivering this massive clean energy project five months ahead of schedule is a testament to the incredible knowledge and skill of Ontario workers and positions us for success as we build out our plan to meet the soaring energy demand over the next 25 years.”
The Darlington Refurbishment Project is one of Canada’s largest energy projects. The refurbishment of Unit 1 involved the successful removal and replacement of major components of the reactor and its associated equipment including pressure tubes, calandria tubes and feeder pipes, as well as inspection and upgrades of the Turbine Generator equipment.
According to an independent report by the Conference Board of Canada, the entire $12.8 billion project, and the subsequent 30 years of station operation, are expected to generate a total of $90 billion in economic benefits for Ontario and create 14,200 jobs per year. With 96% of project costs spent in the province, for every $1 spent on the project, Ontario’s GDP will increase by an average of $1.40.
“Unit 1 is the third unit we will have refurbished months ahead of schedule, safely and with quality,” said Ken Hartwick, OPG President and CEO. “Through the planning, dedication, skill and innovation of OPG and its project partner team, including hundreds of skilled tradespeople, we are now in year 9 of this 10-year refurbishment project execution phase, clearly demonstrating we can complete large, complex nuclear projects on schedule and on budget.”
According to Ontario’s Independent Electricity System Operator (IESO), the province’s demand for electricity is forecast to increase by 75% by 2050, the equivalent of adding four and a half cities the size of Toronto to the grid. Continued operation of the Darlington Nuclear Generating Station during that period will help tackle the rising demand while reducing emissions, taking the equivalent of two million cars off Ontario’s roads per year.
The project involved the removal and replacement of major reactor components, including pressure tubes, calandria tubes, and feeder pipes, as well as inspection and upgrades of the turbine generator equipment. The work was carried out by a team of approximately 6,000 people from OPG and its vendor partners, including skilled tradespeople, project management professionals, and support services personnel.
The team comprised members from various unions, such as the International Brotherhood of Boilermakers, United Brotherhood of Carpenters and Joiners, International Brotherhood of Electrical Workers, and several others.
Since the project began in 2016, OPG has applied thousands of lessons learned on each subsequent unit to achieve major efficiencies and schedule savings. This includes an industry-first combined pressure tube and calandria tube removal process.
Unit 1 now joins Darlington’s Units 2 and 3, which were successfully refurbished in 2020 and 2023, respectively, as OPG’s latest nuclear success story.
Unit 4, the final unit undergoing refurbishment, is currently in the reactor rebuilding phase and progressing on schedule to be completed by the end of 2026 to wrap up the ambitious 10-year, $12.8-billion mega-project.
What started as a high-tech whiteboarding solution designed for brainstorming sessions has become an essential tool for some of the largest construction projects in North America.
“Whether you’re building a doghouse or a $5 billion hospital, Hoylu works,” says Zach Hurvitz, Senior Vice President of Sales and Customer Success for Hoylu.
Originally, Hoylu wasn’t even intended for the construction industry. But the tool’s intuitive blend of task management, whiteboarding, and collaboration tools—paired with an eclectic expert team that has mastered ease-of-use—caught the attention of contractors looking for something different. Now, Hoylu has become a software solution for some of Canada’s biggest names in construction, like EllisDon and Chandos.
Hoylu’s origins are deeply rooted in innovating to meet customer needs. Starting in 2016, the company initially focused on interactive whiteboarding and display technology for all sectors.
“We began by offering in-person collaboration tools, but we quickly recognized an opportunity in the construction industry,” says Hurvitz.
The company’s journey from display solutions to a full-fledged software as a service (SaaS) company has been marked by the shift toward digital-first project management, a transition prompted by the global pandemic’s acceleration of online collaboration.
While Hoylu’s early focus was broad, spanning industries like agile development and general collaboration tools, it wasn’t long before construction emerged as their primary target market.
“We noticed that construction teams were buying our whiteboarding solutions, even when they had access to other tools,” Hurvitz explains. “They loved how intuitive and easy it was to use compared to other software on the market. So, we doubled down on construction.”
Hoylu’s success in the construction industry can largely be attributed to its user-centric approach. Hurvitz explained that many construction management tools on the market today are comprehensive but unwieldy, bogged down by complex features that deter widespread adoption. Hoylu, on the other hand, prides itself on ease of use.
“We wanted to create a tool that construction teams, who are often more familiar with hands-on work than software, could adopt quickly without a steep learning curve,” says Hurvitz.
Hoylu’s interface is clean and minimal, with an emphasis on visual clarity. This simplicity is crucial for on-site teams who need real-time updates without technical hassles. Hurvitz points out that Hoylu’s automatic generation of look-ahead schedules—a task that traditionally takes hours of manual input—saves users considerable time.
Hoylu’s team is so focused on clarity and ease of use, that they recently implemented dynamic text resizing so content doesn’t get lost when users are looking at the bigger picture.
When it comes to Hoylu’s recent entry into the Canadian market, Hurvitz explained that it happened organically.
“The construction industry in Canada, especially with firms like Chandos and EllisDon, is extremely forward-thinking,” said Hurvitz. “They understand the value of tools that enable collaboration and streamline complex workflows.”
EllisDon implemented Hoylu on major projects like the Royal Columbian Hospital redevelopment in B.C. Chandos Construction has adopted Hoylu across several regions as a standard part of their project management toolkit, particularly in the Calgary area.
Why are these contractors choosing Hoylu? Hurvitz explained that unlike traditional construction software that can feel rigid or overly complex, Hoylu strikes a balance between structured and unstructured data, allowing teams to customize their workflows while maintaining essential analytics and reporting capabilities.
“We’re providing the structure that construction teams need while offering the flexibility to adapt to each unique project,” says Hurvitz. This ability to serve both small projects and multi-billion-dollar developments, like hospital projects, gives Hoylu a competitive edge.
Looking ahead, Hurvitz sees the future of construction management heading toward widespread digitization, with tools like Hoylu at the forefront of that change.
“There’s going to be a clear separation between companies that embrace digital transformation and those that don’t. The firms that adopt tools like Hoylu will be able to operate more efficiently, make fewer mistakes, and ultimately be more profitable. We’ve just scratched the surface of what Hoylu can do for the construction industry.”
