Author: Russell Hixson

Key Takeaways:

• The Ontario government is building a new state-of-the-art hospital in Waterloo Region.
• The hospital will be located on the University of Waterloo lands, making it convenient for people in the area to access care.
• The new hospital will offer a wider range of services, including emergency care, critical care, maternal care, and more. It is expected to open in 2035.

The Whole Story:

The University of Waterloo has been chosen as the site for the new state-of-the-art hospital being built for Waterloo Region in partnership with St. Mary’s General Hospital and Grand River Hospital. The Ontario government has invested $5 million to support the early planning and construction of the new hospital that will expand services and add more beds.

“The new site for the Waterloo Region hospital at the University of Waterloo will foster innovation, enhance research and better connect the growing region to convenient care closer to home,” said Premier Doug Ford. “Right across the province, our government is investing more than $50 billion to support more than 50 major hospital projects. When it comes to your health, we’re building a health care system that people across Ontario can count on.”

The new hospital site is located on University of Waterloo lands west of Bearinger Road and Hagey Boulevard in Waterloo, making it more convenient for people living in the area and surrounding communities to access. The new hospital will include the facilities to provide the following care:

• emergency services and critical care
• medical imaging, diagnostic services and enhanced surgical spaces
• maternal, newborn, and pediatric care
• modernized medical and surgical inpatient units
• cardiac clinics

Planning work between the hospitals and the University of Waterloo is underway, with the new hospital expected to open in 2035.

“Under the leadership of Premier Ford our government is making record investments to build a health care system that lasts, connecting more people to the care they need, when they need it,” said Sylvia Jones, deputy premier and minister of health, “The new Waterloo hospital is the next step our government is taking to ensure families in the rapidly growing Kitchener Waterloo region are provided with the right care, in the right place, for decades to come.”

Practice Lead – Abbotsford, B.C. – SiteTechnology

Senior Estimator, Pipeline – Edmonton, Alta. – Ledcor

Vice President, Procurement – Toronto, Ont. – Infrastructure Ontario

Estimator, Sewer & Water Construction – Vancouver, B.C. – Castle Rock Enterprises

Senior Construction Project Manger – North Vancouver, B.C. – Naikoon Contracting

Project Manager, Electrical Construction – Vancouver, B.C. – Centre Electric

Design Manager – Nelson, B.C. – Kalesnikoff

Project Engineer – Richmond, B.C. – Flatiron Construction

Matt Roberts has been on both ends of the construction labour shortage and is using his real life experiences both, good and bad, to build a unique platform for workers and companies in the temporary labour space in Canada. 

After leaving the UK construction industry to settle in Vancouver, the experienced carpenter struggled to find connections and make a living wage. And after starting his own contracting company, he had to build out his own international network to source quality workers. 

With the Canadian industry facing a critical shortage of workers, Roberts felt his approach could solve two problems at once: support overseas workers looking for a better life and providing high quality and legal labour for construction. 

The result was A Few Good Lads, a labour service that specializes in construction and related sectors, and adopts a long-term approach to reinforcing the industry’s ranks. 

Raised in Sheffield, a historic steel-producing city in South Yorkshire, Roberts was immediately drawn to the trades. His family has a rich history of carpentry, furniture making and steel production, so he decided to also work with his hands.

“I went down the non-academic path and I love it,” said Roberts. “I really took a shine to it, and I was lucky enough to get trained by a master carpenter in the UK. I learned good, standard carpentry and was fortunate to work on some beautiful properties. I fell in love with it straight away and I never thought about doing anything else. I’ve always loved construction and have an interest in architecture. It’s being able to put your stamp on something.”

Coming to Canada

At 23, Roberts was at a crossroads. He could play it safe and put a downpayment on a house in his hometown or try something new. Coming from a poor background, he’d never been able to travel. So, he decided to pack his bags and explore the world. It was a years-long journey that transformed his thinking and eventually landed him in the Canadian industry. 

He saw Israel, India, parts of Asia and even lived in Australia for several years. All along the way he made friends and learned about other cultures. 

“I met some Canadians and Irish people who’d settled in Vancouver, so I decided to come see them for a few months and here I am 13 years later,” said Roberts, who also recently became a Canadian citizen.

But early on it wasn’t easy. Despite his extensive trades experience, Roberts struggled to have his credentials and experience recognized in Canada and be compensated accordingly.  

Eventually he was able to familiarize himself with the local industry, earned more and started his own contracting company. He then ran into the same problem construction companies across the country are familiar with finding quality labour. 

“I used the general labour companies that existed then and it wasn’t cutting it,” said Roberts. “The quality wasn’t there, and the guys weren’t working out.”

He began tapping into his global network that was built up from years of traveling and sourced labour from the expat community. 

“I won a project in Shaughnessy doing a big house and used my lads and all the subtrades were saying asking where I found such good workers and that’s kind of how A Few Good Lads was created.”

A home away from home

Unlike other labour services, Roberts wanted to create the kind of community and support that wasn’t there when he was starting out in Canada. 

“I wanted to give us immigrants a fair landing pad and a fair wage,” said Roberts, whose team helps workers by providing insights into moving to Canada, securing a job and finding housing. They also provide social events, meetups and support for whatever may arise. 

The process starts even before workers get on a plane. Lads has strategic partners in several countries that help vet candidates and prep them for Canadian life and the local industry. 

“We’re a home away from home and offer support all the way through, so I don’t think other competitors in our field have the same retention that we do,” said Roberts.

He noted that this feeds into long-term upskilling, which means higher wages for their workers and more experienced people for clients. 

“That’s our ethos. We want to develop people who are going to stay in Canada, be a part of the Canadian lifestyle and want to work in the industry,” said Roberts. 

Lads has been able to take people with little or no construction experience, provide relevant training and help them build careers as a foreman or site superintendent. Roberts believes that Lads is a social enterprise as much as it is a business and can be a force for good.

“It’s the same feeling I get when I have built or renovated a house for a family. This is my replacement for swinging a hammer, it’s helping these guys make a go of it,” said Roberts. 

“It’s also about giving back to Canada and being a part of the Canadian experience,” he said. “I’m a really proud recent citizen here, and it’s great knowing that some of our lads will become citizens and contribute back into the Canadian way of life.” 

Lads has its eye on expansion. They’ve seen remarkable success in Vancouver and Toronto and currently have their eye on setting up shop in Calgary, Kelowna and Vancouver Island. The big picture isn’t just helping construction. It’s about helping Canada solve a real problem that is driving up construction costs and housing prices.  

Demographic cliff

With massive parts of the construction sector forecast to retire, Roberts really believes a more refined immigration strategy could be key to maintaining the workforce. 

A recent report by BuildForce Canada found that Canada’s immigration system heavily favors university-educated applicants and overlooks individuals with trade certificates or competencies needed in the construction sector. A small percentage of applicants admitted to Canada have apprenticeable or non-apprenticeable trade certificates (4%), while a large chunk have university education (69%).

“I think focused immigration is the key solution to mitigating the current labour issues. We need to target immigration more specifically towards the industry then offer pathways to continuing training and certification in the Canadian system’” said Roberts. .” We are really proud that a Few Good Lads is able to play such a key role in connecting aspiring workers with good quality local companies” 

If you are looking for labour or recruitment services, contact the team at A Few Good Lads.

Key Takeaways:

• This summer, construction will begin on a new interchange at Highway 400 and Simcoe County Road 88, along with a new southbound lane on Highway 400 connecting to the future Bradford Bypass.
• The government believes these improvements will help tackle gridlock, shorten travel times, and improve commutes across the Greater Golden Horseshoe.
• The construction phase is expected to create up to 2,200 jobs annually and contribute significantly to the province’s GDP.

The Whole Story:

The Ontario government is getting shovels in the ground on a new interchange at Highway 400 and Simcoe County Road 88 and a new southbound lane on Highway 400 that will connect to the future Bradford Bypass. Construction begins this summer and officials believe the work will play a key role in fighting gridlock across the Greater Golden Horseshoe.

“Our government is delivering on its promise to build the Bradford Bypass, expand our highway network and get people where they need to go,” said Prabmeet Sarkaria, Minister of Transportation. “Combined with the widening of Highway 400, these investments will help tackle gridlock, shorten travel times, and drive economic growth.”

The construction contract has been awarded to Dufferin Construction Company and includes building part of a southbound lane on Highway 400 that will connect to the new Bradford Bypass, reconstruction of the Highway 400-Simcoe County Road 88 interchange and its underpass bridge, widening Simcoe County Road 88 from two to four lanes and widening the Highway 400 platform to accommodate future expansion to 10 lanes.

“Today’s announcement demonstrates the government is choosing to build much-needed transportation infrastructure,” said Walid Abou-Hamde, CEO, Ontario Road Builders’ Association (ORBA). “ORBA and its members commend Premier Ford and his government on taking another step towards building the Bradford Bypass, an important part of the province’s plan to improve connectivity, relieve congestion and promote economic growth.”

In May, the Ontario government awarded AECOM the contract for the detail design of the west section of the Bradford Bypass, which will run 6.5 kilometres from Highway 400 to Simcoe County Road 4. The Bradford Bypass will be a vital link for communities in York Region and Simcoe County, providing better connections to jobs and housing. During construction, the project is expected to support up to 2,200 jobs annually and contribute up to $286 million to the province’s gross domestic product (GDP).

“The people of York-Simcoe have been asking for the Bradford Bypass for nearly 50 years,” said Caroline Mulroney, MPP for York-Simcoe. “Under the leadership of Premier Ford, our government is getting it done. We’re building new highways and expanding area roads that will ease congestion around Bradford West Gwillimbury, making life easier for area residents and commuters across York Region and Simcoe County.”

History has a way of repeating itself. 

In 2009, Mike Maierle, then a Construction Manager for a major general contractor in BC, packed up his bags and left Vancouver for the Bahamas to lead the nation’s largest infrastructure project ever—the Lynden Pindling International Airport Expansion for Nassau Airport Development and Vantage Group. It was a monumental responsibility. He had rapidly climbed the ranks and was on track to be a critical part of the company’s leadership.

But he dreamed of starting his own company, nimble enough to tackle the most interesting, complex projects imaginable.

“The construction industry has been stuck doing things the same way for decades and I was tired of the status quo. I wanted to start a company that would be disruptive and change the building game. I wanted a speed boat, not a cruise ship.”

Fifteen years later, Maierle is once again heading to the Bahamas for another massive project. But this time, as the Founder and President of ETRO Construction, with his own team.

Smooth landing

Maierle’s previous employer, in Joint Venture with local Bahamian General Contractor Woslee Construction, was tasked with expanding the airport to accommodate service for 2 million more travellers annually. While Maierle was already a veteran of large complex commercial projects, he was thrown into the deep end on an island in the Caribbean 5000 kilometres away from home.

“When I first landed in Nassau, we were learning on the fly,” said Maierle, recalling the airport project. “There was one trailer on-site. No desks. No chairs. No internet. And I was the first full-time team member to mobilize. We built a team of roughly 35 people with me leading the project as a 27 year old Construction Manager.”

Among them was Hrvoje Pavic and Dan Chyzowski who would go on to be some of ETRO’s first employees and remain part of its leadership team today. Pavic is a General Superintendent and Chyzowski is ETRO’s Vice President of Construction.

The project included a new International Arrivals and International Departures/Domestic Terminal, and a fully renovated and expanded US Departures Terminal. 

While he already had been making plans to launch his own construction company well before heading to the Bahamas, Maierle believes the experience he gleaned was invaluable. 

“I had a lot of autonomy to run the things out there, and I learned a lot about the business that I wasn’t exposed to before,” he said. 

The project was a huge success and foreshadowed some of the advanced construction methods ETRO now uses daily. His team worked with the owner and design consultant to develop new ways to pre-fabricate and revise standard construction sequencing so work could be accelerated. They utilised Building Information Modeling (BIM) and 3D scanning in its infancy and when others questioned its value to complete the 50 month project almost three months early under an accelerated schedule that accommodated a continuous flow of arriving and departing passengers throughout the three complex phases.

Coming full circle

Maierle is going back to the Bahamas, this time with his own company, ETRO, to build the 486,000 square foot Four Seasons Ocean Club Resort Residences, a curated collection of 67 turnkey private residences managed by Four Seasons, located in close proximity to The Ocean Club, A Four Seasons Resort.

The project includes four towers (three are six stories tall and one nine stories tall). It will be built on a two level podium, one for parking and back-of-house space, the other for restaurants, a spa, fitness facilities, and other luxury amenities. The entire project is expected to take roughly 40 months, wrapping up in 2028.

“It’s high-end finishes, everything is imported—whether it’s Italian stone, custom millwork, you name it. It’s a very unique project,” said Lee Cavazzi, Senior Project Manager with ETRO with vast experience managing large and complex out-of-town projects. “It’s a branded resort, so you have high standards you must comply with.”

But the biggest challenge is obvious. Located on Paradise Island near the Bahamian capital of Nassau in the Caribbean, it’s a long way from ETRO’s headquarters in Burnaby, BC. If you are missing an element of the project, it will take at least three weeks to have it shipped over, so coordinating the project and managing procurement before shovels get in the ground will be key to success.

“Everything has to be shipped in via container, so it’s a logistics challenge,” said Cavazzi. “We’ve spent a lot of time pre-planning, and we still are. There are a number of design-assist trade contractors on board, many of which will be formally awarded in the coming weeks so we are planning installation processes and sequence of deliveries with them. We will kickstart 3D  modelling of all the mechanical and electrical systems shortly as design is finalized so any conflicts can be resolved. ETRO is on the forefront of this kind of technology.”

Building with friends

ETRO is not going at it alone. 

In addition to working with Florida-based client Two Roads Development and New York-based Access Industries, ETRO has Joint Ventured with the same Bahamian company that contributed to the success of the airport project, Woslee Construction. Woslee’s experience, reputation and deep knowledge of the local industry, large fleet of equipment, and self perform capabilities pair well with ETRO’s cutting-edge pre-construction, project management, and VDC expertise. The partnership between Maierle and Woslee, forged during the airport project, has grown stronger over the years, built on mutual respect and shared successes.

“I’ve maintained a great relationship with Ashley Glinton, President, and Marc Hewison, Vice President, of Woslee since the airport project,” said Maierle. “Their expertise and local knowledge are invaluable, and combining that with our advanced construction process really creates an incredible partnership.”

This relationship has been immensely beneficial. When Woslee was looking for a JV Partner on its complex Four Seasons project, they reached out to a team with a proven record of success and sophisticated construction skills. 

“Projects of this size and scope only happen every so often in the Bahamas,” said Maierle. “Marc called me in late 2022 and asked if we would be interested and the rest is history.” 

Since then, ETRO has been engaged on the project for the past 18 months leading the  preconstruction services, budgeting, scheduling, logistics planning and trade engagement. . ETRO will deploy 10-12 management and supervisory staff to the Bahamas over the next two years and the JV are committed to ensuring at least 75% of the workforce on the project are local Bahamians. They expect to have 500-600 construction workers onsite at the peak of the project.

“We are talking to trades from all over the world: Europe, the U.S., Canada, Mexico, South America. It’s a global project,” said Cavazzi.   

ETRO doesn’t plan for this to be a one-time opportunity. Maierle explained that the close bond he’s formed with Woslee’s team could lead to more opportunities in the future.

“We will hopefully be there for the long term and continue to grow the market with our JV Partner,” said Maierle. “The staff we have sent there think it’s awesome. They can often walk to work. They are on the beach. Paradise Island is a beautiful place to be. It’s a cool opportunity. And we have always just wanted to build cool projects with great people.”

More often than not, people are visiting a hospital during a challenging time in their life.

The doctors, nurses and other staff have a critical role to play in ensuring patients get the care that they need, but the building itself can also assist in healing. Architecture firms like Parkin Architects, which specializes in designing medical facilities, are experts in creating spaces that provide privacy, efficiency, dignity and comfort.

They have worked on some of the nation’s largest and most sophisticated healthcare projects, including South Niagara Hospital, Surrey Memorial Hospital (Critical Care Tower), Royal Inland Hospital, Royal Columbian Hospital and more.

One of their recent projects, the new Western Memorial Regional Hospital in N.L. recently opened. It features a top floor designed specifically for mental health care.

The mental health care floor includes an adult unit, medical unit, a small child and adolescent unit, two observation rooms, a day program area and separate and secure outdoor terraces that have views of the mountains and harbour to promote mental healing.

SiteNews spoke with Parkin Principal May Chow, an expert in sustainable and healthcare design, about what goes into creating a modern healthcare facility.

SiteNews: What prompted you to specialize in the healthcare sector as an architect and what sort of training and knowledge does it take to get into this niche?

Chow: As an architect, I have a passion for creating built environments that focus on improving people’s quality of life. This is especially true by specializing in the healthcare sector as the spaces we design will be experienced by almost everyone at one stage or another, and most often, in the case of patients, it is during their most vulnerable time.

As part of our role as healthcare planners, we have the opportunity to work collaboratively with clinicians, hospital staff and key stakeholders through many rounds of user group meetings. One of the most invaluable skill sets is problem solving; finding design solutions through listening, understanding and prioritizing the clients’ requirements. Experience through internship training and knowledge gained through working in the healthcare facilities are keys to successfully navigate the design process in this niche. In recent years, studies in healthcare architecture as a specialization are also available at various schools of design and architecture across the country.

I understand your team recently wrapped up work on the Western Memorial Regional Hospital Project in Corner Brook. Can you tell me about how Parkin got involved in the project and what its role was?

Parkin is an award-winning architectural firm and a leader in healthcare design. In 2018, in response to the RFP issued by the Government of Newfoundland and Labrador to design and build a replacement facility to the aging Western Memorial Regional Hospital at a new site in Corner Brook, Parkin was invited by Corner Brook Healthcare Partnership to be the project architect in joint venture with B+H Architects and John Hearn Architect. As the lead healthcare architect, Parkin designed and planned most of the clinical departments. Our objective was to create a healing environment that reflects Western Memorial Regional Hospital’s vision to offer the best patient experience and to provide excellence in care.

My understanding from learning about the role general contractors play in hospital projects is that they are often extremely challenging. From a design perspective, what are some of the unique challenges that come with working on a medical facility?

Today, in the field of architecture, the fundamental design principles such as sustainability requirements to combat climate change, universal and accessible design are constantly evolving. In the specialization of healthcare design, there are additional specific standards that require our knowledge for implementation. Being cognizant of the best practices of evidence-based design and the latest breakthroughs in medical technologies and equipment are keys to a successful healthcare project. Another unique challenge involves the understanding of the principles and protocols of Infection Prevention & Control which affects all aspects of design including room layouts, material selection, locations of sinks and other mechanical systems.

How did the idea of including a mental health care floor come about? 

The requirement of a 24-bed adult inpatient mental health unit and a 2-bed pediatric and adolescent inpatient unit were the contractual programmatic requirements of the Project Agreement. At the start of the design process, after many iterations of departmental configurations, we concluded that the mental health program should be a department by itself on the top floor. For safety reasons, no other patient, visitor nor staff will need to come to this floor without reason. This top floor offers the patient rooms with the best panoramic views of Corner Brook, while at the same time offers the most privacy as other portions of the hospital cannot overlook the rooms, nor overlook the dedicated outdoor terraces on this floor.

What sort of research, expertise or inspiration did the team draw on when designing this portion of the hospital?

The objective of our design is to create healing environments that provide a sense of safety and promote positive behaviours. Our team draws on experience from similar projects, best practice knowledge, mental health guidelines and evidence-based design (EBD) research to develop the
design of this unit.

What are some of the features included in the mental health floor that can support a person who is experiencing a mental health issue?

Safety and security are key principles that are embedded in every aspect of the design on this floor. When a patient is experiencing a mental health issue, physical safety, mitigating the risk of self-harm and harm to others are crucial. The program provides for a safe room and two high observation rooms for patients who need a sense of refuge away from other patients. To access these rooms, on-floor discreet routes that preserve patient privacy and dignity are provided for the adult patients and are completely separate and distinct from the route for the child and adolescent patients. Once the patient is ready, they can go back to their own room, back to their community on the floor.

Is mental health becoming more of a consideration when it comes to designing hospitals and other buildings?

Mental Health affects all of us and yes, mental health programs and departments have become an integral part of hospitals. It is not enough to just address medical conditions as studies have shown that patients with medical issues are more likely to have mental health issues. It is important to design an environment that promotes both physical health and psychological well- being.

What does it mean to you and the rest of the design team to be able to support mental health patients and others for years to come?

I, and the design team at Parkin, feel very privileged to work on this important project, the new Western Memorial Regional Hospital. This hospital will be providing important services such as mental health support to the communities in western Newfoundland and Corner Brook. Every project we work on, we are cognizant of the patients and staff for whom we are designing. And every mental health project such as this one has its unique challenges. Resolving them will add to our learned experience to contribute, improve upon, and inform other future mental health design projects.

Key Takeaways:

• Lafarge and Hyperion are collaborating on a pilot project for a new technology called the Tandem Carbon Recycling System. This system captures carbon emissions from a cement plant and transforms them into high-performance minerals for sustainable building materials like low-carbon concrete.
• The pilot system has a capture capacity of 1,000 tonnes of CO2 per year,with the potential to be scaled up tenfold in the next year. This could lead to a major reduction in greenhouse gas emissions from the cement industry.
• The captured carbon is converted into minerals that enhance the strength and density of concrete. This paves the way for the development of more sustainable building materials with a lower carbon footprint.

The Whole Story:

Lafarge Canada Inc., a member of Holcim Group, and Canadian carbon technology innovator Hyperion Global Energy Corp, are launching Hyperion’s patented Tandem Carbon Recycling System pilot.

The process advances circularity by capturing and transforming carbon emissions into high-performance mineral components used to make sustainable building solutions such as low-carbon concrete and other materials. 

The pilot project, currently in operation at Lafarge’s Bath Cement Plant in Ontario, involves the testing of Hyperion’s net-zero mineral solutions for advanced concrete such as Lafarge’s ECOPact, the broadest range of low-carbon concrete globally, which can lower embedded carbon between 30-90% compared to standard concrete without any compromise in performance.

The joint effort will further develop and scale Hyperion’s proprietary Tandem Carbon Recycling technology, a drop-in system that captures and transforms waste carbon emissions into high purity minerals that permanently store carbon. Hyperion says its novel reactive mineralization process achieves up to 98% capture efficiency of carbon dioxide emissions, producing innovative mineral components that enhance the density and strength of concrete, among other industrial uses.

“Our collaboration with Hyperion marks an exciting milestone in our decarbonization journey and the advancement of our circular construction technologies,” said David Redfern, president and CEO of Lafarge (Eastern Canada). “We look forward to advancing our Net Zero strategy by leveraging carbon utilization technology like Hyperion’s, enabling us to further reduce CO2 emissions from our operations while at the same time producing innovative and sustainable building solutions.”

The pilot currently has the capacity to remove up to 1,000t CO2/year from plant operations, with potential to scale the system 10X over the next year. This represents a 500% scale-up of Hyperion’s novel technology since its original prototype as part of the global Carbon XPRIZE competition. The current system was fully manufactured in Ontario, working with local suppliers and trades, along with Hyperion’s team of industrial engineers.

“Working together with an innovative partner like Lafarge on this exciting pilot project allows us to apply our proprietary carbon recycling technology to large-scale industries, and make an immediate, measurable reduction on carbon emissions. At the same time, we are advancing our vision to offer a scalable and affordable decarbonization solution for industry, and a market-driven profit incentive on the cost of carbon removal,” said Heather Ward, CEO and Co-Founder of Hyperion.

Superintendent – Winnipeg, Man. – Aecon Group

Construction Project Manager – Saskatoon, Sask. – Saskatchewan Research Council

Virtual Design & Construction Services Manager – Mississauga, Ont. – EllisDon

Project Director, Calgary Greenline – Calgary, Alta. – AtkinsRealis

Senior Risk Manager – Edmonton, Alta. – PCL Construction

National Construction Safety Officer – Calgary, Alta. – Haztech Energy Corp.

Site Superintendent, Civil – Victoria, B.C. – Stone Pacific Contracting

Project Manager, Civil – Kelowna, B.C. – Allnorth Consultants

Senior Estimator/Project Manager, Construction – Vancouver, B.C. – Brighouse Civil

Key Takeaways:

• British Columbia Institute of Technology is incorporating collaborative robots (cobots) into their welding and metal fabrication programs.
• Students will learn to use cobots for simple tasks like pipe and structural joint welding, but critical hand skills remain essential for certification.
• Cobots can free up welders for complex tasks, potentially making BC’s manufacturing sector more competitive and creating new jobs through onshoring opportunities.

The Whole Story:

The largest trades training provider in Western Canada is introducing collaborative robots into its welding and metal fabrication programs.

The British Columbia Institute of Technology is incorporating “cobots” into the Welding and Metal Fabrication programs. A collaborative robot, or cobot, is a type of lightweight robot arm that can safely share workspaces with humans, while performing automated tasks without the use of complex programming codes. 

Mathew Smith, Director of the Centre for Welding Technologies and Metallurgy, says the cobot shows students how easy it is to implement welding automation in their everyday work. 

“Students don’t need to know anything about computer programming to be able to set the system up. Learning how to use this technology will allow them to go out into the work environment and know where and how a collaborative robot could be used,” Mathew explains. 

Cobots are commonly used to support manufacturing and assembly tasks. The lower cost, smaller size, and ease of use without specialized programming expertise make the cobot more favourable than traditional robots. The main difference between a traditional robot and a cobot is that the latter can detect human presence and adjust its behaviour accordingly.   

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 “If you’re working around a cobot, it will detect you and stop if you get on its way – making it safer to work around, whereas traditional robots don’t work that way because they have already been programmed to perform a specific task regardless of the circumstance,” explains Mathew.  

Students will be able to automate common tasks including the welding of pipe and structural joints, including groove and fillet welds. A camera has also been mounted on the robot arm to allow students to monitor the welding in real time. 

The cobot will be used to supplement the training already provided in these programs and will not replace the learning of critical hand skills required to become a certified welder in British Columbia. For example, faculty in metal trades programs are looking to introduce a project where students will build a lifting lug using as much automation as possible. The components of the lug will be cut from steel using an automated plasma table that the students will program. The lug will then be welded together using the cobot. 

“Currently, only a minimal amount of the welding work carried out in BC incorporates the use of automation,” explains Mathew. “Access and knowledge in using cobots to support the work of welders has the potential to make BC’s manufacturing environment more competitive.”  

He adds, “Workers will be able to use cobots to perform simple and repetitive welding tasks, freeing up time to work on more complex welding problems. This will allow BC to expand its manufacturing base, which will ultimately create more jobs as we become able to onshore manufacturing that is currently completed outside of the country.” 

Key Takeaways:

• The Holdom Overpass project aims to address two main goals: increasing rail capacity for the Port of Vancouver and improving traffic flow and safety for the Burnaby community. 
• The overpass will create safer and more reliable travel options for pedestrians, cyclists, commuters, and emergency responders. It will also improve connections to the Holdom Skytrain station and greenway areas south of the rail tracks.
• The rail corridor moves more than 40 million metric tonnes of export cargo, accounting for more than 40% of the port’s total international exports in 2023. 
• Work will begin later in late 2024.

The Whole Story:

Work will soon begin on a $200-million overpass project in Burnaby, B.C.

The Port of Vancouver announced that the construction of a new four-lane overpass crossing the rail lines at Holdom Avenue in Burnaby will begin in late 2024. The Vancouver Fraser Port Authority is delivering the Holdom Overpass project in partnership with the City of Burnaby, CN, and the Government of Canada.  

The overpass will extend Holdom Avenue south over the rail corridor and Still Creek, connecting it with Douglas Road. Once complete, there will be an increase of rail capacity for Port of Vancouver terminals, supporting the reliable movement of goods through the region, and improved traffic flow and safety for the Burnaby community.   

“By investing in projects like the Holdom Overpass, we’re addressing current transportation needs, supporting our supply chains to make life cost less for Canadians, and also building the infrastructure to support vibrant, growing communities that are great places to work, live, and raise a family,” said Pablo Rodriguez, minister of transport.   

The rail corridor through Burnaby is the only rail connection to transport goods and commodities to and from port terminals located in North Vancouver, a vital link in the national supply chain that connects Canadian products like grain and fertilizer to global markets. The rail corridor moves more than 40 million metric tonnes of export cargo, accounting for more than 40% of the port’s total international exports in 2023. 

The City of Burnaby identified the Holdom Overpass as an important solution to provide better access and improve safety for cyclists, pedestrians, commuters, and first responders as part of its transportation plans. The Holdom Overpass active transportation facilities will improve connections to the Holdom Skytrain station, which is a main hub for cyclists and pedestrians, making travel from the Skytrain station to areas south of the rail tracks — such as the Central Valley Greenway — safer, faster, and more reliable. 

Canada’s trade through the region is growing, and the project is designed to mitigate the impacts of trade on those who live, work and commute in Burnaby. It will provide significant community benefits, including improved safety and traffic flows, reduced greenhouse gas emissions from less idling traffic at the existing crossing, better community access by creating more reliable travel times, and better emergency response options.  

The project will add to the rail improvements completed by CN in 2022, which included updates to the Thornton Tunnel to reduce the time between trains travelling through the tunnel and a new rail siding track running from Willingdon Avenue to Piper Avenue.  

The port authority has previously completed two phases of public engagement and continuous First Nations consultation, and input from these efforts has helped shape the overpass design. Public space surrounding the overpass will include First Nations cultural recognition, public art, and improved landscaping in the Still Creek and Beecher Creek areas. 

The road enhancements are part of the Burnaby Rail Corridor Improvements Project, a series of road and rail improvements to increase transportation efficiency and trade capacity through Port of Vancouver terminals on the North Shore. The Burnaby Rail Corridor Improvements Project is funded by the Government of Canada, through its National Trade Corridors Fund, the port authority, and CN.  

A great idea isn’t worth much if you don’t have the resources to make it a reality.

That’s a problem venture capital firms solve. They invest in young companies with high growth potential, and often can provide guidance to help them succeed. Recent years have seen many firms rise up with a specific focus on fostering innovation in the construction sector, highlighting how much opportunity exists.

Be sure to take note of the companies on this list as there is a decent chance construction’s next big tech breakthrough comes from one of them.

Ironspring Ventures

Based in Austin, Texas, Ironspring Ventures focuses on companies across the industrial supply chain, including construction, manufacturing, transportation & logistics, and alternative energy. Founded in 2020, they’ve raised over $160 million across two funds to invest in Seed and Series A rounds. They look for companies with the potential to improve productivity and solve challenges in these industries through automation and technology. They partner with their portfolio companies by leveraging their network of industrial experts and strategic investors.

Notable investments:

• ICON
• Fast Radius (Exited)
• Harbinger
• Plus One Robotics
• OneRail
• Assignar

Brick & Mortar Ventures

Brick & Mortar Ventures is a venture capital firm headquartered in San Francisco, California, founded in 2015. They focus on investing in early-stage companies that develop innovative software and hardware solutions for the industries that make up the built world. This includes Architecture, Engineering, Construction, and Facilities Management (AEC/FM). They aim to disrupt the traditional methods used in these industries by backing entrepreneurs who are creating new technologies. Brick & Mortar Ventures has a notable track record with past investments in companies like PlanGrid, BuildingConnected, and BuildZoom. Their funding comes from institutional investors, and they have a dedicated team with experience in both venture capital and the AEC/FM industries.

Notable investments:

• PlanGrid
• BuildingConnected
• BuildZoom
• Fieldwire
• Levelset (formerly Zlien)
• Rhumbix

Builders VC

Founded in 2014, Builders VC is another San Francisco venture capital firm specializing in early-stage investments. They target tech startups aiming to modernize established industries (construction included). Builders VC focuses on Seed and Series A funding rounds, but also participates in later stages. Their sweet spot lies in Enterprise Applications and high-tech solutions, although they also invest in sectors like healthcare, sustainability, and food & agriculture technology. For their efforts in the construction world, they have brought on venture partners with deep construction industry experience. Steve Dell’Orto, formerly a senior executive at Clark Construction, joined Builders VC to leverage his expertise and guide construction investments.

Notable investments:

• Fieldwire
• Modumate
• Camino Technologies
• DOZR
• Mercator.ai
• Foresight
• Bowery

HOLT Ventures

As the investment arm of HOLT Cat, the largest Caterpillar tractor and engine dealer in the U.S., HOLT Ventures aims to be an engine that powers construction innovation. in early-stage technology companies that can benefit the industrial and manufacturing sectors, particularly those that can optimize and improve the services offered by Holt CAT. This includes areas like construction technology, manufacturing process improvement, rental/distribution solutions, business productivity software. Their team primarily focuses on Seed and Series A funding rounds. They look for companies with innovative solutions that address challenges faced by their parent company, Holt CAT, and its customers. They also have active partnerships with many others on this list, including Ironspring, Building Ventures and Blackhorn Ventures

Notable investments:

• Document Crunch
• Skillit
• PLNAR
• Streamline
• Suppli
• RodRadar
• Voze
• Camp Six
• Document Crunch

Fifth Wall

Fifth Wall is one of the world’s leading venture capital firm dedicated to propelling the real estate industry forward through technology. Based in Los Angeles, they focus on innovative companies tackling critical challenges that impact the built environment. Climate change, aging infrastructure, inaccessible housing markets, and unreliable supply chains are just a few areas they address. Fifth Wall is backed by a global mix of more than 100 strategic limited partners from more than 15 countries, including BNP Paribas Real Estate, British Land, CBRE, Cushman & Wakefield, Hilton, Host Hotels & Resorts, Kimco Realty Corporation, Lennar, Lowe’s Home Improvement, Marriott International, MetLife Investment Management, MGM Resorts, Related Companies, Starwood Capital, Toll Brothers, and others.

Notable investments:

• Aurora Solar
• ICON
• SPAN
• VTS
• SOLARCYCLE
• NZero
• SPAN
• Soly
• Pacaso

MetaProp

Founded in 2015, MetaProp’s investment team has invested in over 150 technology companies across the real estate value chain. They claim to be the world’s largest early-stage PropTech portfolio. The firm manages funds for both financial and strategic real estate investors that represent a pilot- and test-ready sandbox of 20+ billion square feet across every real estate asset type and global market. Their partners include construction gians like Bosa Properties and Altus Group. They also run the MetaProp Bridge at Columbia University program. Each year, between six and eight of the best technology-driven real estate industry ideas are selected to participate in intensive education, mentorship, and growth hacking programs, culminating in exclusive Graduation Defense panels, Roadshows, and Demo Days for partners, investors, VCs, and media. 

Notable investments:

• Skillit
• Briq
• AirWorks
• Trestle
• BuildOps
• OnsiteIQ
• TracFlo
• Urbint
• Mapped
• Kwant

Building Ventures

Building Ventures is a venture capital firm with a specific focus on the built environment. More specifically, they target companies that develop solutions that impact how we design, build, operate, and experience our physical surroundings. This could include anything from construction technology to sustainable building materials. Building Ventures doesn’t just want cookie cutter companies. They say they prioritize companies that have the potential to create a transformative impact.

Notable investments:

• Work & Mother
• SmartPM Technologies
• Dandelion Energy
• Measurabl
• Built Robotics
• Mosaic
• SKILLIT
• SmartPM
• Blokable

Formwork Labs

Formwork Labs, a collaborative accelerator program, has a simple goal: to be the foundation for entrepreneurship and innovation for the construction industry. Their team focuses on nurturing early-stage startups in the Architecture, Engineering, and Construction (AEC) industry. Launched by Brick & Mortar Ventures and BuiltWorlds in 2022 as the first accelerator of its kind, they provide funding, mentorship, and industry connections to help these young companies refine their products and go-to-market strategies. Recently, they announced the launch of their third cohort, selecting five promising startups from a pool of over 70 applicants.

Current cohort:

• Flowlly
• MatBook
• Pivla
• Silo-in
• TerraScape AI

EllisDon ConTech Accelerator

EllisDon’s ConTech Accelerator acts as a launchpad for innovative construction technology startups. The program identifies promising young companies with solutions that address challenges in the construction industry. These startups receive mentorship, potential funding, and industry connections from EllisDon to help them refine their ideas and develop go-to-market strategies. Successful participants may even collaborate with EllisDon on real-world construction projects to test and improve their solutions, accelerating their growth and impact on the industry.

2023 program finalists:

• SiteLink
• The Link
• Provision

Blackhorn Ventures

Founded in 2017 in Denver, Colorado, Blackhorn Ventures is a venture capital firm that invests in early-stage companies using software solutions to improve efficiency and decarbonize industrial sectors like energy, construction, and transportation. They target companies that leverage digital tools to minimize resource use and environmental impact while aiming for strong financial returns. Just this month they announced the close of their third fund, Blackhorn Ventures Industrial Impact Fund II, LP (IIF II) which garnered $150 million in new commitments. The fund’s focus is seed and Series A stage investments into capital-efficient software solutions, vertical SaaS companies, and AI applications that address the urgent need for industrial resource efficiency and decarbonization at scale.

Notable investments:

• Aperia Technologies
• EcoWorks
• Briq
• Agorus
• Amperon
• Circuit Mind
• Datch
• QuoteToMe
• Hyperframe

Shadow Ventures

Founded in Atlanta, Georgia in 2017, Shadow Ventures is a venture capital firm focused on seed-stage startups that bring innovation to the built environment. They target companies using technology to tackle challenges in real estate and construction, with a specific interest in sustainable solutions. Their investments aim to transform how we design, build, and operate buildings. They recently announced their new $34 million Seed Fund II. This fund aims to continue their mission of financing ambitious entrepreneurs with frontier technologies for the global infrastructure sector.

Notable investments:

• Okibo
• Constructn.ai
• BotBuilt
• jet.build
• Green Badger
• Ecobot
• billy
• Rabbet
• Aren
• ICON
• Konstru
• Hummingbird Kinetics

Energize Capital

Formerly Energize Ventures, this firm wants to make the world a healthier place. A leading climate software investor, Energize Capital partners with with innovators to accelerate the sustainability transition. Their team has decades of experience in the climate technology space, and they leverage that deep industry and operational expertise to guide a research-based, proactive and thorough investment approach. They support companies at various stages of maturity by helping them scale and realize their full potential, from early commercialization to the public markets. They have several areas of focus: renewable energy, industrial operations, electrification/mobility, infrastructure resilience and decarbonization

Notable investments:

• Amperon
• Urbint
• Sitetracker
• Aurora Solar
• Handle
• PVcase
• SINAI

Key Takeaways:

• PCL Constructors Westcoast Inc. and Parkin Architects Western Ltd. have signed a single target outturn cost alliance development agreement to deliver the project.
• The total cost of Phase 2 is approximately $1.7 billion.
• Phase 2 of the Burnaby Hospital redevelopment includes the construction of the Keith and Betty Beedie Acute Care Tower.
• The tower will feature 160 private rooms to support general medicine, medical oncology, cardiac telemetry, intensive care and high-acuity patients, a new medical imaging department with two CT scanners, a spiritual-care suite, public spaces and hospital support services.
• Burnaby is the province’s third-largest city, and the number of patients requiring hospital care there is expected to increase by approximately 60% by 2036.

The Whole Story:

Fraser Health and the Provincial Health Services Authority have selected the preferred proponent team for Phase 2 of the Burnaby Hospital redevelopment project.

The multi-party contract, known as a single target outturn cost alliance development agreement, involving PCL Constructors Westcoast Inc. and Parkin Architects Western Ltd., was signed and approved on June 21, 2024. This alliance agreement means the owner, builder and designer team up for full project delivery.

“The vision to redevelop the Burnaby Hospital has always been to allow more people to have access to modernized acute-care services, such as life-saving cancer care, within their community,” said Adrian Dix, Minister of Health. “With Phase 1 of the Burnaby Hospital redevelopment project well underway, Fraser Health is taking more major strides. I’m excited that we’ve reached this milestone because it means we are closer to beginning design and construction for Phase 2.”

Phase 2 of the Burnaby Hospital redevelopment includes the construction of the Keith and Betty Beedie Acute Care Tower, which will feature 160 private rooms to support general medicine, medical oncology, cardiac telemetry, intensive care and high-acuity patients, a new medical imaging department with two CT scanners, a spiritual-care suite, public spaces and hospital support services.

“We are grateful to our partners, staff and medical staff for their agility and dedication to our patients, families and communities as we make space for construction needs,” said Dr. Victoria Lee, president and CEO, Fraser Health. “This redevelopment project is not just about building a new facility, it’s about fostering hope, enhancing patient care and shaping a healthier future for everyone in Burnaby.”

The new tower will also be home to the new BC Cancer – Burnaby McCarthy Centre, which will include 54 ambulatory-care rooms, 31 chemotherapy chairs, space for five linear accelerators, space for two PET/CT scanners, an oncology pharmacy, and clinical trials and research space.

Phase 2 also includes the demolition of the West Wing building, expansion of the emergency department to 104 treatment spaces, and renovations to the endoscopy and laboratory components. Construction is expected to start in late 2025 and be ready for patients in 2030. The total cost of Phase 2 is approximately $1.7 billion with funding from the Province, Burnaby Hospital Foundation and BC Cancer Foundation.

“As a key funding partner, we are thrilled to contribute to this pivotal phase of our hospital’s transformation,” said Kristy James, president and CEO, Burnaby Hospital Foundation. “Our steadfast commitment to enhancing patient care and community health in Burnaby, East Vancouver and the surrounding areas remains unwavering. This redevelopment initiative mirrors our dedication to advancing medical excellence and innovation, setting a new standard in health-care delivery.”

In April, a Phase 1 construction milestone was reached with the removal of two cranes from the site. Phase 1 of the Burnaby Hospital redevelopment, undertaken by design-builder EllisDon, includes the construction of the new health-care pavilion, which features maternity, neonatal intensive care, mental-health in-patient and medical in-patient units. The estimated completion date for the new pavilion is 2025.

Additional work underway in Phase 1 includes a comprehensive upgrade of the Jim Pattison Surgery Centre, now with a total of 10 new or upgraded operating rooms, as well as renovations to the emergency department and other support areas as part of the expansion and renovation of the Support Facilities Building.

Commonly used in Australia and the UK, alliance agreements are an equitable and collaborative model that is well-suited for large-scale, complex projects where a high-level of co-operation and flexibility is required. 

Burnaby Hospital opened in 1952 and provides a range of acute-care services, including emergency care, critical care, surgery, maternity, neonatal intensive care, palliative and adult mental-health and substance-use services.

Burnaby is the province’s third-largest city, and the number of patients requiring hospital care there is expected to increase by approximately 60% by 2036.

*Editor’s Note: Emails, video calls, regular calls, paperwork, site visits—most construction professionals don’t have hours to go through press releases and news articles detailing the latest business deal in the industry. But we do. Each month we distill all that information into a pure, concentrated syrup called Business Moves. This month was big for sustainable companies, Indigenous partnerships, tech funds and more.

Buffalo River Developments LP has acquired majority interest in Threeosix Industrial Services Inc. The groups reached an agreement where Buffalo River Dene Nation, via its development corporation Buffalo River Developments LP, completed a significant investment in Threeosix in exchange for a majority stake in the group of companies. Threeosix is a multi-discipline industrial solutions provider based in Saskatoon, Sask. Buffalo River Developments is the wholly-owned economic development corporation of the Buffalo River Dene Nation.

Volvo Group and Westport Fuel Systems Inc. have formed joint venture to promote, develop and further accelerate the commercialization of the high pressure direct injection (HPDI) technology—a fuel system used to reduce CO2 in long-haul trucking and other high-load and off-road applications.

Parity, a remote HVAC optimization as a service company for multifamily buildings and hotels, announced today the successful closing of its USD $19M Series B funding round. Parity aims to limit energy waste and maximizes demand response performance by remotely operating existing heating, ventilation, and cooling systems in real-time. The round was completed by Idealist Capital, joining existing investors ArcTern Ventures, Wyse Meter Solutions Inc., and RET Ventures.

The Hillcore Group, an independent Canadian investment firm, successfully completed the acquisition of CEDA, which has been majority-owned by OMERS since 2005. CEDA specializes in providing industrial maintenance, turnaround and environmental services to clients in the oil and gas, pipeline, power, pulp and paper, chemical, mining, municipal and steel markets.

Schneider Electric, a global digital energy management and automation company, is transforming its Digital Buildings business in Canada with the launch of the SMART Buildings Division. The company stated that this evolution marks a strategic move to deliver comprehensive solutions and services that support building owners and operators in achieving their decarbonization and sustainability goals.

Through our SMART Buildings division in Canada, we’re set to enhance efficiency, sustainability, and occupant comfort. Our goal is to empower building owners and operators to create smarter, more efficient spaces for a sustainable future

Emily Heitman, President of Schneider Electric Canada

Backwoods Energy Services, one of the largest and most sophisticated Indigenous-owned contractors in Western Canada, has formed a strategic partnership with Kihew Fabco, an Indigenous-owned fabrication shop in Saskatchewan. The partnership is poised to strengthen the capacity of both organizations through the creation of employment opportunities, training programs, and revenue streams that directly contribute to community initiatives.

Canada-based companies Stantec and WSP have both made Time Magazine’s first list of the world’s 500 Most Sustainable Companies. The top spot on the list went to a company previously mentioned in this month’s edition of business moves, Schneider Electric, which is based in France. Stantec ranked 14th and WSP ranked 54th.

Electrical distributor EECOL Electric announced that it has acquired Independent Electric Supply of Toronto. Independent, with its 40 team members, has been serving customers in the Toronto area market since 1921. Officials said the acquisition underscores our dedication to serving customers across Canada with unparalleled service and top-quality products from hundreds of premier manufacturers

Pembina Gas Infrastructure Inc. (PGI), a gas processing entity in Western Canada jointly owned by Pembina and KKR, has entered into a purchase and sale agreement with Whitecap Resources Inc. to acquire a 50% working interest in Whitecap’s 15-07 Kaybob Complex as well as executed an agreement to support the future infrastructure development for Whitecap’s Lator growth area. Gross proceeds related to the transaction are $420 million ($252 million, net to Pembina).

Aecon Utilities, a subsidiary of Aecon Group, has acquired a majority stake in Xtreme Powerline Construction, a Michigan-based electrical distribution utility contractor, for $73 million. The acquisition will allow Aecon Utilities to expand its U.S. presence and services offered, particularly in repairing and upgrading electrical grids. Xtreme’s management will retain a minority ownership and leadership roles, while Aecon Utilities gains access to Xtreme’s expertise and client relationships.

Blackhorn Ventures has announced the close of its third fund, Blackhorn Ventures Industrial Impact Fund II, LP (IIF II). With $150M in commitments towards the new fund, Blackhorn says its team is exceptionally well-positioned to partner with world-class founders. Its focus is seed and Series A stage investments into capital-efficient software solutions, vertical SaaS companies, and AI applications that address the urgent need for industrial resource efficiency and decarbonization at scale.

e-Zinc, a company focused on long-duration energy storage with its zinc-air battery, announced it has raised an additional USD $31 million in follow-on funding to its $25 million Series A round. This oversubscribed Series A2 round was led by Evok Innovations, with additional investments from Mitsubishi Heavy Industries, Export Development Canada (EDC), and Ultratech Capital Partners. e-Zinc’s existing shareholders also participated, including Toyota Ventures, Eni Next, Anzu Partners, BDC, and Graphite Ventures. e-Zinc plans to use this financing to accelerate product development and complete the construction of its 42,000 sq. ft pilot manufacturing facility in Mississauga, Ont.

Ironspring Ventures has announced $100 million in new funds to continue partnering with early-stage founders who are creating change and catalyzing innovation across the industrial supply chain. Ironspring officials stated that there’s never been a better time to invest in these critical industrial industries. They added that infusion of new capital will fuel their ability to back the entrepreneurs and teams who are revolutionizing the way the world designs, builds, distributes, and operates in the physical world.

Ramudden Global has announced the acquisition of RSG International, a group of road safety businesses based in Toronto. With this acquisition, Ramudden Global surpasses $1.74 billion in revenue and more than 5,000 employees in 12 countries.

I see this as a breakthrough for our business and a great opportunity for our staff to embark on an exciting journey. Combining forces enables us to gain the strength needed to realize our expansion plans. By combining European and North American expertise, we aim to bolster our offerings and deliver superior infrastructure safety solutions in our region

Lisa Laronde, President or RSG

Steelhead LNG, a Vancouver-based developer in the liquefied natural gas (LNG) industry, announced the recent award of patents in the U.S. and South Korea in relation to its proprietary near-shore floating LNG production facility system. The patents cover pivotal aspects of Steelhead’s approach to liquifying natural gas for export and are in addition to the patents already issued to Steelhead LNG in Canada, Australia and Mexico.

Pennsylvania-based infrastructure product provider JENNMAR has acquired Dumotech Industrial Products in Quebec. JENNMAR said that Dumotech complements JENNMAR’s offering of infrastructure products and specialized services to the civil, solar, mining and construction industries, and strengthens its presence in Quebec through an expanded product range and local proximity to the region’s mines.

DC Equipment has opened a new manufacturing facility in Prince George, B.C. marking the return of Madill equipment production to B.C. The first machines to be produced at this facility will be the Madill 3000B Log Loaders.

Advanced Construction Robotics (ACR), announced it has entered into an agreement with Nucor Rebar Fabrication, Inc. (Nucor), North America’s largest fabricator and installer of rebar. This partnership will introduce cutting-edge technologies into Nucor’s operations.

Key Takeaways:

• The CIB is providing a $100 million loan to finance sustainable building retrofits.
• GDI’s subsidiaries Ainsworth and Énergère will provide turnkey design/build retrofit services.
• Each building is expected to reduce greenhouse gas emissions by a minimum of 30% annually, for an average of 37% across the project portfolio.
• The work is expected to support approximately 500 jobs in the trades sector.

The Whole Story:

The Canada Infrastructure Bank (CIB) has reached financial close on a $100 million investment with GDI Integrated Facility Services Inc. (GDI). The financing supports deep energy retrofits in aging buildings across Canada to help reduce their environmental impact.

GDI has formed a Special Purpose Vehicle (SPV) to finance the capital costs of the retrofits which will include the CIB’s investment with the remainder funded through an equity investment by GDI and third parties. GDI’s wholly owned subsidiary Ainsworth (Ainsworth) and its subsidiary, Énergère will source energy projects and provide complete turnkey design/build services. The companies will offer initial energy audits, energy modelling, system design, installation, commissioning, measurement and ongoing energy management, data analytics and energy optimisation.

Ainsworth, GDI’s technical services business segment, alongside Énergère, an energy services company have the capacity and experience to provide their clients with tangible solutions to accelerate the decarbonization of buildings.

Each project carried out by the Special Purpose Vehicle (SPV) will vary in scale and approach. Ainsworth’s turnkey energy services will provide their clients with deep energy retrofit solutions to dramatically reduce carbon emissions. Carbon reduction measures include fuel switching, HVAC upgrades, transitioning to clean and renewable power sources like solar generation, electrical vehicle charging and energy storage facilities.

Once all retrofits are complete, it is estimated that approximately 44,000 tonnes of greenhouse gas emissions (GHGs) will be reduced per year. In addition, the projects are expected to support approximately 500 jobs in the trades sector.

The investment is part of the CIB’s Building Retrofits Initiative which has committed over $1.2 billion towards financing sustainable retrofits. Buildings account for around 18% of Canada’s total GHG emissions. Investments from the CIB help to prioritize and accelerate building retrofits to help meet Canada’s climate change goals.

“No one can reduce the environmental impact of aging buildings across the country on their own,” said Sean Fraser, minister of housing. “This requires the public and private sectors coming together. We are proud to announce this agreement today that is a shining example of such a partnership, and is one that will help Canada reach net-zero emissions by 2050.”

Key Takeaways:

• The company said this second phase this will significantly increase their ability to process natural gas and extract valuable natural gas liquids (NGLs).
• The NGL North Phase Two expansion is expected to cost $1 billion and be in-service in 2027.
• The increased NGL production is secured by long-term agreements with Alberta’s petrochemical companies, providing them with a reliable source of key materials.

The Whole Story:

Calgary-based energy company Wolf Midstream has announced a positive final investment decision to proceed with its NGL North Phase Two project, which will significantly increase the natural gas liquids (NGL) production capacity of Wolf’s existing NGL North System (NGL North), which was successfully commissioned in 2023.

Once completed, the expanded system will have the ability to recover NGL from approximately 1.5 billion cubic feet per day (Bcf/d) of natural gas and produce over 90,000 barrels per day (bpd) of NGL, including over 60,000 bpd of ethane. The vast majority of this production is committed under long-term agreements with Alberta’s growing petrochemical industry. NGL North Phase Two is an incremental investment in Alberta of approximately $1 billion, supported by Wolf’s shareholder, Canada Pension Plan Investment Board (CPP Investments).

“NGL North Phase Two includes Wolf Recovery Facility 2 which will recover higher carbon natural gas liquids prior to combustion at downstream oil sands production facilities,” said Kevin Jagger, president, Wolf NGL. “Additionally, the project includes a 125-kilometre pipeline lateral, a material expansion of the Wolf Feedstock Separation facility in Sturgeon County, a new unit train rail terminal and large-scale salt cavern storage.”

The entire NGL North project is a Wolf proprietary NGL recovery, transportation, and separation system capable of producing approximately 70,000 barrels per day of NGL including ethane, propane, butane and condensate.

It has three main components:

Recovery: an NGL recovery facility with an ultimate capacity of approximately one billion cubic feet per day, located in Northeast Alberta that recovers higher carbon NGL prior to downstream combustion;

Transportation: an NGL transportation system that includes approximately 100 kilometres of new-build pipeline to connect to Wolf’s existing 16-inch pipeline to transport recovered NGL from Wolf Recovery Facility I to the Wolf Feedstock Separation complex; and

Separation: an NGL separation complex located in Sturgeon County, Alberta and immediately proximate to Wolf’s existing Sturgeon Terminal and Alberta Carbon Trunk Line origin point. Wolf Feedstock Separation will have an ultimate capacity to produce approximately 70,000 barrels per day of NGL including ethane, propane, butane, and condensate.

“This is a very exciting opportunity,” said Bob Lock, president and chief executive officer of Wolf, “along with pre-investment for future phases, this expansion continues to build out NGL North’s ultimate potential of processing nearly 3 Bcf/d and recovering 170,000 bpd of NGL, creating a critical source of incremental, reliable feedstock supply for a new wave of downstream market development in Western Canada.”

The NGL North Phase Two expansion is expected to be in-service in 2027.

• Director Marketing, Brand and Communications – Calgary, Alta. – Suncor
• Senior Construction Engineer – Prince George, B.C. – BC Hydro
• Social Media Coordinator – Abbotsford, B.C. – SitePartners
• VDC Coordinator – Mississauga, Ont. – Bird Construction
• Coordinator, Construction Services – Quebec – Defence Construction Canada
• Senior Project Manager – Vancouver, B.C. – Scott Construction Group
• Lead Planner – Vancouver, B.C. – TransLink
• Senior Environmental Manager – Richmond, B.C. – Flatiron Construction

Key Takeaways:

• More and more companies and municipalities are realizing the benefits of social procurement.
• David LePage, who passed away this summer, was a key figure in promoting social procurement in Canada. His work helped to develop the concept and encourage companies to adopt social procurement practices.
• By opening up opportunities for underrepresented groups, social procurement can help to bring more talent into the industry.

The Whole Story:

Advocates for social procurement have had a bittersweet year. 

The movement to utilize construction spending to benefit local communities has gained traction among some of the nation’s largest construction companies and on some of its largest projects. Buy Social Canada, one of the main forces behind the movement, celebrated its tenth year and was preparing to reflect on its growth. 

But then Buy Social Canada’s founder and a champion for ethical and impactful construction spending, David LePage, suddenly passed away after a brief illness. 

“It’s almost impossible to say in words the impact that David had,” said Elizabeth Chick, Buy Social Canada CEO. “He was really instrumental in driving forward both the social enterprise ecosystem and the work that’s been achieved there in the last decade and the social procurement movement in Canada.”

Chick stated that his legacy will be as someone who was able to make progress in these efforts while understanding what these concepts should look like in practice. 

“The fruits of that labor are the social outcomes that we are seeing across the country,” said Chick. “And there are folks not just across Canada, but globally who want to thank David for the work that he’s done to drive social enterprise forward.”

Part of that legacy is helping companies like Delnor Construction Managers, which implemented social procurement policies on the kihcihkaw askî (Sacred Land) project in Edmonton. The city partnered with various Indigenous organizations for the project and there were requirements to ensure Indigenous people and businesses could participate in the work. 

“That was the beginning of our journey,” said Delnor Construction corporate project development manager Jason Deboski. “We worked with Buy Social to develop a social procurement framework.” 

Delnor did internal surveys with their vendors, trained employees and explored the concept of social procurement in construction. 

“I feel that construction can bee a tool to have a social impact in our communities,” said Deboski. “Barriers to entry are fairly low. You can start as a labourer and build a great career for yourself.” 

Deboski added that learning about the impact Delnor can have on the Edmonton community, especially with underrepresented groups like Indigenous people, has been a game changer. 

“It’s super important to me to be able to build a career for myself and the people that I work with,” he said. “But to be able to have a positive social impact in this community and see others getting to follow in the path I’ve been fortunate to walk down, it’s incredibly exciting and rewarding. Construction has given me so much. I am halfway through my career. I’ve learned a lot. To be able to give to others what has been given to me is the biggest draw in all this.”

LePage’s efforts have also reached some of the nation’s biggest, most sophisticated contractors. Early on, it was just Chandos, led by longtime social procurement advocate Tim Coldwell, who has since left Chandos to continue social procurement advocacy at Énska, Canada’s first Indigenous real estate advisory and project governance practice.

“I’ve known David for nearly a decade and worked closely with him advocating for social procurement across Canada,” said Coldwell. “David’s vision for a more inclusive society lives on through the work that Elizabeth Chick and her team at Buy Social Canada do every day. Through his work, David impacted the lives of thousands and thousands of people across Canada and he will be remembered for that.”

During the last decade the list of companies looking integrate social procurement into the business has steadily grown. 

“When I started at Buy Social Canada, we were just working with Chandos. Now we are working with Chandos, Delnor, PCL, Bird Construction, Clark Builders and a lot of these general contractors,” said Chick. 

She noted that many builders are starting to realize that social procurement isn’t just good for communities. It’s good for business. 

“We are having conversations with these contractors and they are saying that it used to be, and still is, a value add, but now they are starting to realize and quantify the work they are losing by not doing this because it is becoming a requirement,” said Chick. “Municipalities across the country—Edmonton, Calgary, Wood Buffalo, Peterborough, Brampton, Toronto—All them them are starting to ask in bids what are you doing for inclusive employment, if you practice social procurement.” 

With the nation facing a critical shortage of skilled construction workers, Chick believes that social procurement could be a great way to unlock talent from underrepresented groups. 

“We’re talking about opening up a pipeline of people and businesses that you may not have encountered before and so really this is an opportunity as the industry is facing a skill shortage, as we’re experiencing these supply chain issues,” she said. “These are people and businesses that are ready to serve you and work with you on that project to ensure that you are both successful and we are really seeing that.”

Chick explained that Buy Social Canada offers education and training on what social procurement is and provides the tools that are needed to put it into practice. They also do consulting and partnerships with the public and private sector and then help put that into practice on the ground.

One of the key tools Buy Social Canada has produced to aid these efforts has been a guide to community benefits and construction. The group also plans to release an updated guide to social enterprise this September. 

Those looking for a way to remember LePage and his legacy have been asked to consider donating to the Social Enterprise Policy Fund which he established.

Rain City Industrial’s strategy for Western Canada is anything but generic. They have built a team of specialists.

The west coast-based industrial design-build firm has managed to carve out their own place in warehousing/logistics, cold storage, agritech & food processing, manufacturing, and life science markets. We caught up with Brett Jeffrey, president, CEO & partner, Rain City Industrial, to chat about how they zeroed in on their niches, what it takes to be a successful industrial builder and how their team is overcoming workforce shortages, high costs and other challenges the industry faces.

SiteNews: Tell me a bit about Rain City, its team and the regions that you build in.

Brett Jeffrey: Rain City Industrial is Canada’s premier design-build firm specializing in industrial workspaces and specialty construction. At Rain City Industrial, we specialize in the integrated design and construction of industrial workspaces including distribution, manufacturing, cold storage and food processing facilities. Our team of experts in workspace planning, design, project management, construction, and real estate delivers tailored solutions for our industrial clients. We operate primarily in the Lower Mainland, Okanagan, Vancouver Island, and Alberta, leveraging our regional expertise to drive successful projects and provide innovative industrial spaces.

What are some of the niches that Rain City caters to and what sort of clients do you serve?

Rain City Industrial specializes in a variety of unique industrial projects tailored to specific market needs. We focus on high-density storage facilities, including logistics, manufacturing, and warehousing, as well as specialized facilities requiring precise environmental controls, including food processing, cold storage, pharmaceuticals, life sciences, agritech, and data centres. Our clients range from large corporations seeking expansive warehousing and distribution centres to smaller enterprises needing customized manufacturing and storage solutions. Our in-house, all-inclusive, design-build approach allows us to meet the unique demands of each project, delivering tailored, high-quality industrial workspaces. This method ensures seamless integration of all components, facilitating smooth and efficient operations for our clients.

What sort of trends are you seeing in industrial space requirements?

In the industrial real estate sector, there’s a growing preference for properties strategically located in core markets close to essential logistics, skilled workforces, and amenities. This choice not only optimizes operations and attracts top talent but also focuses on designing facilities with future expansions in mind. By prioritizing scalability and adaptability, businesses ensure their spaces can evolve to meet changing demands, making location a crucial factor for long-term competitiveness and growth. With space at a premium, companies are also maximizing their industrial workspaces vertically. Vertical storage solutions like multi-level racking and automated systems are becoming increasingly popular, allowing businesses to efficiently use every cubic foot of their facilities. This shift enhances storage capacity and operational efficiency, which is crucial for managing inventory in constrained spaces.

What are some of the unique challenges that emerge when trying to create temperature-controlled environments?

Creating temperature-controlled environments presents several unique challenges. These include ensuring precise temperature regulation, managing humidity levels, and integrating specialized insulation and heated floors. Additionally, the need for temperature-controlled fire suppression systems and customized racking designs can complicate the process. At Rain City Industrial, our all-inclusive approach is pivotal to our success in addressing these challenges. We ensure seamless coordination of all project components by integrating specialized design and construction expertise in-house, along with company-owned vertically integrated trades such as refrigeration and racking. This integration facilitates a streamlined workflow, enhancing the efficiency and coherence of every project. Our comprehensive design-build process tackles the unique challenges and risks of misaligned project designs and fragmented schedules. By streamlining the entire process from design and permitting to construction, we ensure a unified and efficient execution, promoting efficiency on the construction site and overcoming the complexities associated with temperature-controlled environments.

What sort of projects or clients require these kinds of facilities?

These facilities are required for various projects and clients, including cold storage warehouses, refrigerated distribution centres, food and beverage processing, pharmaceutical storage facilities, data centres, laboratories and research facilities, food processing plants, cleanrooms for manufacturing, and medical storage rooms (used to store vaccines and biological samples).

How were you and your team able to develop the skills needed to specialize in this area?

We have developed the skills needed to specialize in this area by hiring experts in industrial workspaces, temperature-controlled environments, racking and storage, and specialty construction. Our in-house specialists actively manage our industrial designs, ensuring projects are built on practical and sound construction methodologies. Our senior leadership team trains our new generation of professionals through active participation in all aspects of the industrial design-build process. This mentorship and hands-on experience ensure continuity of expertise, ultimately maintaining our high standards in creating efficient, high-quality industrial spaces.

I understand that Rain City is the only design-build contractor in Canada with a warehouse racking and storage dealership. What prompted Rain City to develop this capability and what benefits does it provide?

Racking is a critical component in most industrial workspaces, essential for maximizing space utilization and enhancing operational efficiency. At Rain City Industrial, our unique capability to manage racking design and construction in-house as part of our warehouse racking and storage dealership allows for the seamless integration of storage solutions within the overall project design. This coordination extends through all phases of the project, including design, permitting, and construction. By incorporating racking systems directly into the workspace design, alongside considerations for lighting and fire suppression, we create a cohesive and safe environment that significantly boosts efficiency and aligns with our clients’ broader project goals.

Where do you see the major areas (geographically) of growth and opportunity in the industry project sector?

The Lower Mainland is a key area for industrial growth, particularly in e-commerce logistics, port-related infrastructure, and high-tech industries. Constrained land supply and rising demand are driving the need for large, well-located industrial spaces near major transportation hubs. Okanagan’s focus on agriculture and agritech, as well as Vancouver Island’s renewable energy and marine industries, also present significant opportunities for industrial development. In Alberta, diversification beyond oil and gas is leading to growth in advanced manufacturing, technology, and renewable energy sectors. Cities like Calgary and Edmonton are becoming hubs for these industries, driving demand for new industrial spaces to support this evolution.

What sort of kinds of builds are you seeing in high demand right now and where do you see that demand going in the future?

Currently, the highest demand for industrial builds is centred around core markets with strong workforce pools, excellent transportation links, and comprehensive amenities. These areas are highly desired by businesses focusing on industrial manufacturing and logistics due to their strategic locations. Due to rising property costs, there is also a high demand for industrial builds that maximize warehouse cubic square footage. Owners and occupiers seek efficient workspace designs that utilize vertical storage through advanced racking systems and compact automation solutions. This trend is driven by the need to optimize space and enhance operational efficiency. Looking forward, the emphasis on smart technologies and scalable designs will grow as businesses aim to future-proof their facilities and improve productivity.

The construction industry is facing high costs, labour shortages and many other challenges. What sort of approach to construction have you found to be most successful in mitigating project risks?

In today’s construction industry, marked by rising costs and labour shortages, having a strong workforce and strategic industry alliances is key to mitigating project risks. Aligning with expert trades and consultants enhances project execution, maintaining timelines and budgets by leveraging specialized knowledge. Additionally, owning critical design-build trades like refrigeration and racking allows for tighter integration and control in the construction process. This not only streamlines operations but also minimizes delays and cost overruns, enabling efficient adaptation to the dynamic construction landscape and significantly reducing project risks.

Key Takeaways:

• The project represents a significant advancement in ATCO’s and Alberta’s goals of reducing greenhouse gas emissions. The captured CO2 from industrial facilities will be permanently stored underground.
• The facility is designed as a multi-phase project with initial storage capacity secured by Shell’s existing carbon capture project. Future development will cater to the needs of ATCO and Shell, with additional space available for other industrial emitters in the region.
• The Atlas Hub will leverage the experience and technology from Shell’s Quest CCS project.

The Whole Story:

ATCO EnPower and its partner Shell Canada Limited have decided to proceed with the first phase of the Atlas Carbon Storage Hub.

ATCO stated that the investment in this multi-phase, open-access carbon storage hub is a major milestone in its commitment to reduce greenhouse gas emissions. The facility will be located east of Edmonton and able to store industrial emissions from the Alberta Industrial Heartland region.

“Today’s announcement marks a significant step forward in Alberta’s energy transition. Carbon capture and storage is a critical component of our successful energy future,” said Bob Myles, chief operating officer, ATCO EnPower. “ATCO EnPower is actively working across all aspects of the energy transition value chain, and collaborative efforts with government, our partners and local communities have been instrumental in advancing this initiative.”

ATCO EnPower and Shell are 50/50 partners in the Atlas Carbon Storage Hub, which is located in the middle of Alberta’s energy and petrochemical sector. The first phase of the Atlas project is planned to be operational by 2028, anchored by CO2 volumes from Shell’s Polaris carbon capture project.

Future development of Atlas, which is subject to a future investment decision, will be aimed at meeting both ATCO EnPower and Shell’s carbon storage needs, with remaining capacity available for third-party emitters through open access.

The Atlas Carbon Storage Hub is integral to ATCO’s decarbonization and ESG targets. The facility is expected to provide a resource for emitters in the Alberta Industrial Heartland to reduce both their carbon emissions and carbon tax liability.

The Atlas Hub plans to leverage the lessons learned from Quest CCS, which was built and is operated by Shell at the Scotford upgrader near Edmonton. The Quest project originated as a collaboration between Shell Canada, other oil sands producers, and the Canadian and Alberta governments. Following construction, the Quest facility achieved mechanical completion in February 2015

Quest has safely stored over nine million tonnes of CO2 since it began operations in 2015. The project exceeded expectations by capturing and safely storing over 1 million tonnes of CO2 by September 2016, ahead of schedule. Additionally, Shell has made the project’s design and learnings publicly available to promote wider CCS adoption.

Shell’s Quest facility captures carbon dioxide emissions from an oil sands upgrader using a chemical solvent. The captured CO2 is then compressed and transported via pipeline to a deep underground rock formation where it’s safely stored, permanently preventing its release into the atmosphere.