Author: Russell Hixson

Key Takeaways:

• Procore is integrating its AI assistant, Procore Copilot, further into the platform and with Microsoft Teams. This will allow users to ask questions about projects in natural language and get answers directly within Teams.
• New features like AI Locations will automatically generate project location lists and Procore Maps will offer better visualization of project progress through photos.
• Procore will leverage AI to surface key information on responses to requests for information (RFIs) and submittals, providing context on project requirements and industry benchmarks.

The Whole Story:

Construction management software provider Procore Technologies is deepening its integration with artificial intelligence. 

Among the many solutions announced at Innovation Summit 2024, newly announced product updates give Procore customers deepened access to AI, improve field productivity, and drive efficient cost management:

Procore Copilot AI will further integrate into the Procore platform via Microsoft Teams. This upcoming integration will bring important project data and context directly from Procore into Microsoft 365. Procore Copilot AI users will then be able to simply ask questions about Procore projects in Teams, in normal, conversational language, and receive a complete summary of the pertinent information along with links to related information sources. Users will be able to search for, view, and attach Procore project information (such as requests for information (RFIs), Specifications, and Submittals) in work on calls, meetings, and chats.

AI Locations will allow users to scan project drawings and automatically build out project location lists. This will unlock the ability to organize project items by location as they’re created in the field later on. Procore will also utilize AI to surface key information on RFIs and submittal response time, alongside context on project requirements and industry benchmarks.

Procore Maps will enable viewability of photos on a map to understand work status across all areas of a project to help optimize workflows and reduce delays. Procore Maps will be able to filter photos on a map by date to pinpoint specific milestones or events captured during a project timeline.

Procore says this will streamline visual data and support smart decisions on the go. Users will also be able to navigate to where photos are captured directly from the map interface, providing context and clarity to team members regardless of their location.

• Senior Project Manager – Richmond, B.C. – Bird Construction
• Construction Manager – Vancouver, B.C. – Omicron Canada
• Construction Superintendent – Toronto, Ont. – Arkfield Development
• Senior Superintendent – Vancouver, B.C. – Scott Construction
• Construction Supervisor – Toronto, Ont. – Formstructures Construction
• Vice President of Revenue – Vancouver, B.C. – SiteMax
• Marketing Manager – Surrey, B.C. – Finning Cat
• Site Superintendent – Vancouver, B.C. – Colony Construction

Key Takeaways:

• The contract was awarded to Capital Line Design-Build Ltd., a member of the Ledcor Group of Companies, with AECOM as their design partner.
• Work includes building an underpass, two bridges, two stations, an operations/maintenance facility and more.
• An economic assessment estimates the extension will generate 9,500 full-time jobs and $1 billion in wages and salaries through construction, operations and maintenance.

The Whole Story:

The City of Edmonton has awarded the Design-Build contract for Phase 1 of the Capital Line South Extension project from Century Park to north of Ellerslie Road.  

The City completed negotiations and formally awarded the contract to Capital Line Design-Build Ltd., a member of the Ledcor Group of Companies, with AECOM as their design partner. Over the coming months, the Ledcor team will begin detailed design with major construction along 111 Street anticipated to begin in 2025. Phase 1 of the project is a 4.5-kilometre, high-floor LRT extension along the west side of 111 Street and includes:

• An LRT underpass at 23 Avenue
• Two bridges (one across Blackmud Creek and one across Anthony Henday Drive)
• Two stations (Twin Brooks station and Heritage Valley North station connecting to the Heritage Valley Transit Centre and Park and Ride)
• An Operations and Maintenance Facility (south of Anthony Henday Drive)
• Light Rail Vehicles (LRVs)

“Our city is experiencing rapid growth,” said Mayor Amarjeet Sohi. “As more people choose to call Edmonton home, we need to respond to the added pressure on our transportation network. The Capital Line South Extension will help improve sustainable mobility options as we grow to a city of two million by increasing ridership capacity and providing additional transportation options to communities in south Edmonton.”

Ledcor was selected as the preferred bidder in April 2024. Contract negotiations between the City and the preferred bidder occurred throughout April and May.

“The Capital Line South Extension project is a critical addition to our LRT network,” said Craig Walbaum, acting deputy city manager, Integrated Infrastructure Services. “This project has been many years in the making and delivers on The City Plan goals of improving how we move people quickly, efficiently and sustainably along our transportation corridors. We look forward to working with Ledcor to bring this transformational infrastructure to life.”  

“Building on Ledcor’s 75-year legacy of serving Edmontonians, we are thrilled to be chosen by the City of Edmonton, with our design partner AECOM, to construct this vital new phase of public transit which will serve the city’s growing population for many decades to come”, said Brad Mytko, SVP Infrastructure, Ledcor Group. “With passion and dedication, we will deliver a successful project, ensuring safety every step of the way.” 

In addition to expanding the city’s mass transit infrastructure, the Capital Line South Extension project is expected to financially benefit the region. An economic assessment estimates the extension will generate 9,500 full-time jobs and $1 billion in wages and salaries through construction, operations and maintenance. The project is also projected to generate $88 million in tax revenue for Alberta and $211 million for the rest of Canada over 30 years. 

The $1.34 billion project has funding commitments from the Government of Canada, the Government of Alberta and the City of Edmonton.

Building a sterling reputation in the renewable energy sector doesn’t come easy. It takes years of doing things right and building trust. 

For Alltrade Industrial Contractors, its journey to becoming a respected contractor in the field can be traced back to its very inception. Its first major project was performing the electrical scope on a 10MW solar project outside of Ottawa in 2011. From there, the team quickly built up a solid reputation for executing renewable work. Within four years, it had 350 team members working across Ontario, with many focused on utility-scale solar and wind projects during the province’s Feed-in Tariff (FIT) program.  

“We didn’t know much about the market at that point, but we won the electrical self-perform scope and we took that project on,” said Kevin Ritzmann, Alltrade’s Senior Director, Energy. “We learned a lot, and this was just as the FIT program was launching in Ontario. We didn’t really realize how big that would be for us at the time, but we just focused on doing a good job on this first project.”

Banking Experience

With the FIT program in full swing, Alltrade’s growing skills were in high demand.  

“It seemed like all of these projects came at once due to the funding that came in Ontario. They were all very focused and schedule driven—you had to be able to execute on time,” said Ritzmann. “That was the main driver.”

Its renewables resume today is impressive: Alltrade has worked on over 1GW of utility-scale solar projects in Canada, 500MW of wind projects, and 360MWh of Battery Energy Storage (BESS) projects. Some of the most notable are the 102MW Sollair Solar Project, the 300MW Henvey Inlet Wind Project, and the Elmira BESS Project (Alltrade’s first major BESS project), and its first BESS augmentation project.

One key to Alltrade’s success has been its company culture of empowering workers and giving them the necessary resources to achieve their goals. This cuts down on red tape and allows the agile team to move quickly and keep projects on schedule.    

“We have always been very focused on empowering the people, the team members doing the work by providing the right tools, information, and material,” said Ritzmann. “Most people naturally want to do a good day’s work, so supporting them through the challenges of construction so that they can achieve their personal and professional goals builds trust and loyalty over time.”

Growing a Reputation 

Reputation is everything when it comes to renewable projects. Clients have to trust that their contractor will perform quality work on time. One of the ways Alltrade builds trust is by getting involved early on in a project.  

“We are able to provide guidance and advice as well as show our customers ongoing or completed projects so that they can see our work firsthand,” said Ritzmann.

Over time as projects are completed,this success can enhance a company’s   reputation. 

“Having a strong track record of executing work safely, with a high level of quality, and delivery on time is very important when you are talking to owners,” said Ritzmann. “We have been fortunate to have been on many projects over the last 13 years in this industry. We have seen what works and what doesn’t and have been able to avoid many major challenges by having this experience.”

Getting it Done, Together

Alltrade also doesn’t believe in silos. Instead, the company has adopted a partnership mindset with suppliers and subcontractors; a victory for one is a victory for all. 

“We want everyone to be successful on the project so that it’s a win-win-win for all involved. We want to continue working together on the next project and take all the efficiencies gained and lessons learned and apply them moving forward together as a team.  This approach has proven to be very valuable to us over the years in maintaining a good reputation in the industry.”

Working together is especially critical for renewable energy projects, which can be deceptively complex. Executing takes a detailed understanding of the full project process, from permitting and interconnection to detailed design and long-lead procurement. Thinking quickly is essential when challenges arise.

“Once you actually start on site, you have to maintain that assembly line of installation while facing inevitable material delays and geotechnical challenges,” he said. “Knowing what challenges your client will face and avoiding those pitfalls on the front end as much as possible and working together closely with the owner to collectively come up with innovative solutions is how trust is built.”

The entire process is a carefully orchestrated dance that cannot be interrupted. Using solar as an example, Ritzmann explained that sequencing is critical. The civil work has to go first, the pile foundations next, and then your rack and panel installations follow. If you have a log jam in one area, the entire flow gets backed up and problems compound quickly. 

“Scheduling is very important, making physical space for the work on site is important,” said Ritzmann. “And, of course, you can’t install material that you don’t have, and you can’t order the material without a design.”

That’s where Alltrade’s early involvement and collaboration shine. The team can work together to anticipate any potential interruptions and solve them before they happen. 

“We don’t go into a project crossing our fingers,” said Ritzmann. “We have a plan. If you don’t have one when you hit the site, it’s already too late. It’s very difficult to make that time up once you’re in construction, and it’s very, very expensive.”

If you are looking for a trusted partner, Alltrade offers full turn-key Engineer, Procure,and  Construct (EPC) solutions on utility-scale solar and battery energy storage projects up to any system size across Canada. Alltrade offers value by self-performing the electrical scope up to 230kV and above to be able to handle the interconnection process for clients and help manage the overall schedule to complete projects on time. 

Alltrade has experienced estimators, engineering managers, project managers, and construction managers, as well as key superintendents and field supervisors who are involved throughout the construction process.  

Alltrade is supported by its parent company, Barton Malow, which was listed among the top 400 contractors of 2024 by Engineering News-Record (ENR). Barton Malow checks in at No. 19 with $6.4 billion USD in revenue.

Key Takeaways:

• BC Hydro is investing over $1.25 billion in Burnaby over the next decade to upgrade and expand the electricity grid. 
• These new construction projects are forecast to support 10,500 to 12,500 jobs on average annually, and will increase and maintain BC Hydro’s capital investments as major projects such as the Site C hydroelectric dam are completed.
• BC Hydro’s plan reflects a growing demand for electricity across the province. Electricity demand in B.C. is expected to increase by 15% or more between now and 2030.

The Whole Story:

BC Hydro plans to construct more than $1.25 billion in capital projects throughout Burnaby over the next decade. The goal is to upgrade and expand the electricity grid as the region’s population grows. 

“We must build out B.C.’s electrical system like never before, to power our homes and businesses, to power a growing economy and to power our future,” said Josie Osborne, minister of energy, mines and low carbon innovation. “In Burnaby and communities across B.C., these construction projects will create thousands of good jobs over the next decade and ensure that people have access to clean, affordable and reliable electricity – when they need it and where they need it.”

In January 2024, the Province announced BC Hydro’s updated 10-year capital plan, which contains $36 billion in regional and community infrastructure investments throughout B.C., which is a 50% increase in investments over its previous capital plan. These new construction projects are forecast to support 10,500 to 12,500 jobs on average annually, and will increase and maintain BC Hydro’s capital investments as major projects such as the Site C hydoelectric dam are completed.

The plan reflects growing demand for electricity across sectors due to population growth and housing construction, increased industrial development, and people and businesses switching from fossil fuels to clean electricity, among other factors.

“In growing cities like Burnaby, where we are seeing significant housing, building, transportation and industrial growth, we are embarking on significant upgrades to our electricity system, including investments in new and expanded substation projects as well as voltage conversion projects to ensure we can continue to provide reliable and clean electricity to our customers,” said Chris O’Riley, president and CEO, BC Hydro. “We are also making important changes to our customer connections process to speed up timelines for newly constructed homes and buildings.”

Burnaby is experiencing significant growth in the Brentwood, Metrotown and Burquitlam/Lougheed communities, as well as forecasting industrial growth in the Big Bend and Lake City areas. To meet growth in these areas, BC Hydro is investing in several projects as part of its 10-year capital plan, including:

• Horne Payne substation expansion: will power an additional 10,000 to 17,500 homes, expected completion in 2027.
• Newell substation expansion: will power an additional 10,000 to 17,500 homes, expected completion in 2027. 
• Lougheed substation expansion: will power an additional 20,000 to 35,000 homes, expected completion in 2029.
• Barnard substation expansion: will power an additional 18,000 to 30,000 homes, expected completion 2029.
• New substation to serve Metrotown area: will power an additional 40,000 to 70,000 homes, expected completion 2033.
• Voltage conversion projects in Metrotown and Barnard.
• Converting BC Hydro’s equipment to a higher voltage.

“Burnaby residents and business owners are seeking affordable and reliable options for clean energy and these investments in electricity infrastructure will help meet those needs as our city grows,” said Sav Dhaliwal, acting mayor of Burnaby. “We seek to be a leader in the transition away from carbon-intensive energy and these foundational investments from BC Hydro are essential steps on that path.”

Separate from its 10-year capital plan, BC Hydro recently launched a call for power to acquire approximately 3,000 gigawatt hours per year of clean electricity. This is BC Hydro’s first competitive call for power in more than 15 years and will add 5% to its current supply, and will be the first in a series of calls for power as BC Hydro requires more power to electrify B.C.’s growing economy and reduce harmful pollution.

Canada’s cement sector is a major force in the construction industry, driving economic growth and job creation. 

The industry employs over 166,000 people and contributes $76 billion annually to the economy. Concrete itself is the backbone of countless construction projects, valued for its durability and versatility. 

It also has a role to play in decarbonizing the construction sector. In November 2022, the Cement Association of Canada partnered with the government to launch the “Roadmap to Net-Zero Carbon Concrete by 2050”. This ambitious plan outlines a path for reducing greenhouse gas emissions by over 15 million tonnes cumulatively by 2030, followed by ongoing annual reductions exceeding 4 million tonnes.

Lafarge Canada

Lafarge Canada, a member of the LafargeHolcim group, is the largest provider of construction materials in Canada with over 6,000 employees and 350 sites. They offer a variety of building solutions including aggregates, asphalt, cement, and precast concrete. Their recent focus is on sustainability, with a pilot project achieving 100% circular production of clinker in Nova Scotia and their ECOPact and ECOPlanet lines offering green concrete and cement options.

• Cement plants in Bath, Ontario; Richmond, British Columbia; Exshaw, Alberta; Brookfield, Nova Scotia
• Ready-mix concrete plants across Canada, including major locations in Vancouver, Calgary, Edmonton, Winnipeg, Toronto, Ottawa, Montreal

CRH Canada Group

CRH Canada Group, a subsidiary of the global building materials giant CRH plc, is one of Canada’s leading players in the construction industry. They employ over 4,300 people across 110 locations in seven provinces. CRH Canada offers a wide range of building materials including cement, aggregates, and ready-mix concrete through their network of companies.They also manufacture architectural products and have a strong presence in the precast and infrastructure sectors. In recent news, CRH Canada has been expanding its footprint through acquisitions, but has also sold off some assets in eastern North America to Béton Provincial.

• Cement plants in Mississauga, Ontario; Joliette, Quebec
• Ready-mix concrete plants across Canada

Heidelberg Materials

Heidelberg Materials, formerly known as HeidelbergCement, is a major supplier of construction materials in Canada.Acquired in 1993, their Canadian operations boast 3 modern cement plants, extensive aggregate deposits, and numerous ready-mixed concrete facilities. They strategically distribute cement throughout the country and are a leading supplier of aggregates in western Canada. Additionally, they operate pipe companies across several provinces. Their 2016 acquisition of Italcementi further strengthened their presence with the addition of Essroc, a historic Canadian cement producer.

• Cement plant in Redcliff, Alberta
• Ready-mix concrete plants across western Canada

Ciment Quebec

Ciment Québec, boasting one of the most modern cement plants in North America, is a key player in Quebec’s construction industry. Their offerings include cement, concrete, construction materials, and aggregates. Founded in 1952,the Saint-Basile-based company celebrates its 70th anniversary this year. Looking towards the future, Ciment Quebec is committed to sustainability efforts, with a recent multi-million dollar project aiming to develop less polluting cement.

• Cement plant in Saint-Basile, Quebec

Votorantim Cimentos North America (VCNA)

Votorantim Cimentos North America (VCNA) is a leading cement producer in North America, with a strong presence in the United States and Canada. They are a subsidiary of Votorantim Cimentos, the seventh largest cement producer in the world. VCNA operates six cement plants, 198 aggregate production units, and concrete centers across North America, with a total capacity of 31.8 million tons/year of cement, 7.8 million m³/year of concrete, and 23.0 million tons/year of aggregates. Headquartered in Toronto, Ontario, they have 134 locations in North America, operating as St Marys Cement, Canada Building Materials (CBM), Prairie Materials, Superior Materials, and United Materials. Together, these companies provide jobs to more than 2,600 building materials employees.

• Cement plants in Bowmanville, Ontario; Dixon, Illinois; Charlevoix, Michigan

Federal White Cement

A Canadian manufacturer operating since 1979, Federal White Cement, based in Woodstock, Ontario, specializes in white Portland and masonry cement for the construction industry. This family-owned company prioritizes innovation, offering traditional and eco-friendly white Portland cement options alongside white masonry cement. While specific recent updates aren’t readily available, their website provides details on their commitment to high-quality and sustainable white cement solutions.

• White cement plant in Woodstock, Ontario

Béton Provincial Ltée

Béton Provincial Ltée, a Quebec-based family-owned company established in 1960, stands out in Eastern Canada for its diverse, high-quality concrete and paving products. They focus on a personalized customer approach and boast a wide distribution network, supplying construction projects across the region. In recent news, Béton Provincial made headlines by acquiring assets from CRH Canada, further solidifying their position in the market.

• Major ready-mix concrete plants in Quebec

Key Takeaways:

• The project is being completed in phases to allow the arena to remain operational throughout construction. 
• The renovations prioritize enhancing the visitor experience through features like digital signage, frictionless payment systems, and upgraded food and beverage options. 
• The project involves collaboration between the venue owner, architects, designers, and construction managers. 

The Whole Story:

Last year, Maple Leaf Sports & Entertainment (MLSE) announced the $350 million Scotiabank Arena Reimagination project, a multi-phased renovation featuring significant enhancements to virtually all corners of the arena including concourses, premium clubs, suites, technology as well as retail and food and beverage spaces. 

This month, the organization is beginning the second phase of construction covering an all-encompassing design makeover of the 100 Level concourse and building a brand-new luxury club space. As the arena undergoes this new phase of construction, the venue will remain open at full capacity for all scheduled events.

The Scotiabank Arena Reimagination is being completed in collaboration with Brisbin, Brook, Beynon Architects, DesignAgency, owner’s representative firm CAA ICON and construction manager PCL Construction.

“Following the success of last summer’s first phase of the Scotiabank Arena Reimagination project, we are thrilled to introduce even more state-of-the-art improvements to Canada’s top-ranked venue this summer,” said Keith Pelley, president and CEO, MLSE. “Delivering the very best sports and entertainment fan experience will always be our top priority, and we are thankful to MLSE ownership for their commitment and investment in this project as we strive to build on Toronto’s reputation as a world class market with top venues for our teams, performers and fans.”

In October 2023, the first phase of the project was completed and fans were introduced to a complete floor to ceiling remodel of all Mastercard Executive Suites on the 200 Level along with the first-of-its-kind Mastercard Lounge, a shared members space with a premium viewing and dining experience. 

Scotiabank Arena was also the first Canadian venue to unveil two concession stands using Amazon’s Just Walk Out Technology that revolutionized fans’ food and beverage experience with no checkout lines. In 2019, a preliminary phase of the project took place with the addition of a new 2,200 square foot LED videoboard in Maple Leaf Square, two largescale screens in the Galleria, LED colour changing arena signage and a full renovation of Real Sports.

“Leveraging over a quarter-century worth of history and collaboration with Maple Leaf Sports & Entertainment, PCL is passionate about bringing the reimagined vision for Scotiabank Arena to life,” said Marc Pascoli, senior vice president and district manager, PCL Constructors Canada Inc. “Following the successful completion of the first phase of renovations last summer, the second phase of the complex renovation will again be delivered through a fast-track schedule starting ahead of and carrying through the 2024-2025 Maple Leaf and Raptors seasons. We look forward to helping MLSE take their fan experience to even greater heights.”

Phase 2: Summer 2024

Beginning now and through to October 2024, the following upgrades are scheduled to be completed:

• A complete renovation of the first section of the 100 Level concourse with transformative design and functional elements. The arena’s redesigned main concourse will include upgraded finishes, additional LED screens, digital beacons and hubs that can change to align with the atmosphere of the event being hosted on a particular night.
• The addition of a second Real Sports Apparel retail store on the 100 Level concourse for a 2,600 square-foot fan shopping experience. The larger store offers increased access to official team and event merchandise while integrating a new contactless RFID (Radio-frequency Identification Technology) check-out experience. The existing store by Gate 1 will also be renovated to match the new design of this location.
• Conversion of apparel kiosks on the 100 Level into mini walk-in shops equipped with rotating walls and digital signage for an enhanced shopping experience. Two new autograph memorabilia glass showcases will also accompany these shops, replacing ad hoc memorabilia auction locations.
• Additions to the ongoing museum-like art collection curated in collaboration with Sports & The Arts (SATA).
• The remodeling and addition of more inclusive and accessible spaces onto the 100 Level concourse including an infant feeding room, prayer room, all gendered bathrooms and more.
• The introduction of the all-new MNP Pass Social Club on Event Level. Members of the club will be embedded into the action of the game as they get an exclusive, arms-length view of players making their way to the ice or court from their locker room and have access to corresponding platinum seats.
• The reinvigoration of the Hot Stove steakhouse restaurant on the 200 Level with a new dedicated entrance from outside of the arena by Gate 1 of the Galleria.
• The implementation of secure, frictionless security screening.
• Digital signage upgrade within the renovated spaces using LG’s expansive suite of display and LED technology to support with fan communications and wayfinding.                                                                                                  

Phase 2: Fall 2024 to Spring 2025

Through the duration of the 2024-25 Maple Leafs and Raptors regular seasons, the venue will undergo the following improvements:

• Completion of the 100 Level concourse transformation, consistent with the dynamic designs and digital upgrades being made to the first portion of the space this summer.
• Continued expansion of self check-out and mobile ordering capabilities alongside traditional counter service for food and beverage as well as merchandise to give fans more choices, flexibility and reduce line ups inside the arena.
• An arena-wide audio-visual system and WIFI enhancement.
• Design makeover of the Molson Brewhouse on the 100 Level concourse, spotlighting the original façade of the Toronto Postal Delivery Building and seamlessly integrating the historic windows as the backdrop.
• Upgrades to the open-concept broadcast studio located at Gate 6 on the 100 Level concourse.

Future changes include enhancing further fan-facing spaces as well as back-of-house artist and athlete areas to continue to position Scotiabank Arena as a top-ranked live events venue.

“This latest reimagination phase marks a pivotal moment in the project as every fan that enters through the doors of Scotiabank Arena will get to feel the visual, functional and atmosphere enhancements as they begin their experience from the main level concourse to their seats,” said Nick Eaves, Chief Venues & Operations Officer, MLSE. “From purposeful design transformations to innovation technology additions to culturally impactful art integrations, this summer’s ground-breaking celebrates our commitment to ensuring our space is continuously improving to best serve our valued fans.”

As Phase 2 renovations take place from Summer 2024 to Spring 2025, Scotiabank Arena will remain open at full capacity for all expected games and shows. To ensure the timely completion of the in-depth renovations, Gate 1 will be closed during the construction period along with select concession stands, bars and bathrooms on a rolling basis. Fans are encouraged to allow more time for entry and consult their “Know Before You Go” email prior to each event to plan their visit.

The Scotiabank Arena Reimagination is being completed in collaboration with Brisbin, Brook, Beynon Architects, DesignAgency, owner’s representative firm CAA ICON and construction manager PCL Construction. Fans can learn more about the project at  scotiabankarena.com/reimagination and access renderings and videos here.

 Scotiabank Arena is home to the NHL’s Toronto Maple Leafs Hockey Club and the NBA’s Toronto Raptors Basketball Club. Owned and operated by Maple Leaf Sports & Entertainment (MLSE), Scotiabank Arena opened its doors in February 1999. 

Key Takeaways:

• Bird Construction plans to acquire privately-owned, B.C.-based civil infrastructure contractor Jacob Bros for $135 million.
• Jacob Bros has a workforce of over 350 salaried, hourly and craft personnel. For full year 2024, Jacob Bros is expected to generate approximately $300 million of revenue and $37 million of Adjusted EBITDA. 
• Jacob Bros’ two shareholders, Scott Jacob, CEO and Todd Jacob, COO, will join Bird to lead the combination of Bird’s Western Infrastructure business and their existing business. 

The Whole Story:

Bird Construction has announced plans to acquire B.C.-based civil infrastructure contractor Jacob Bros for $135 million. 

The transaction, pending relevant regulatory approvals and the satisfaction of other customary closing conditions, is expected to be completed early in the third quarter of 2024. 

Headquartered in Surrey, B.C., Jacob Bros is a privately-owned civil infrastructure construction business with self-perform capability, serving public and private clients across the region with a workforce of over 350 salaried, hourly and craft personnel. Jacob Bros’ two shareholders, Scott Jacob, CEO and Todd Jacob, COO, will join Bird to lead the combination of Bird’s Western Infrastructure business and their existing business. 

“Today is a momentous day for Jacob Bros as we become part of the Bird Construction team – one of Canada’s oldest and most respected brands in the construction industry,” stated Scott Jacob, president and CEO of Jacob Bros. “Bird shares many of our core values and our cultural attributes, and will be a great fit for our people and our clients. With access to Bird’s resources, we will be able to build on our success and accelerate our growth and capacity as one of Western Canada’s most respected builders of public and private infrastructure”.  

Jacob Bros specializes in civil infrastructure construction across a wide array of projects, such as airports, seaports, rail, bridges and structures, earthworks, energy projects, and utilities. Additionally, Jacob Bros delivers expertise in specialized projects that require innovative, purpose-built, custom solutions that leverage their suite of comprehensive services.  

“We are really pleased that Scott and Todd Jacob will be bringing their comprehensive experience to the Bird team. The acquisition of Jacob Bros, a full-service infrastructure provider in BC, represents a significant milestone in the evolution of our business, establishing a broader and more diversified operation. The company brings a strong market reputation, highly skilled team, and proven track record for delivering complex projects to sophisticated, long-term clients,” stated Teri McKibbon, president and CEO of Bird. “The combined company will have a greater platform from which it will be able to access larger-scale projects and expand career opportunities for employees. The acquisition will enable Bird to advance our strategic focus on complex work in high-demand, higher-margin self-perform sectors, which we expect will contribute to continued margin enhancement.”   

Bird offered the following reasoning for the acquisition: 

• Aligns with M&A criteria: The acquisition supports Bird’s M&A strategy of targeting high-performing, culturally aligned, complementary businesses with strong cross-sell opportunities and developing a national civil infrastructure vertical. 
• Increases exposure to key secular tailwinds: Positions the combined company to capitalize on opportunities related to electrification, the growing demand for low-carbon and green infrastructure solutions, and transportation infrastructure requirements. 
• Adds civil infrastructure expertise: Jacob Bros augments the strong Bird team with a highly experienced leadership team and skilled workforce with the ability to execute civil infrastructure and special projects of varying size, complexity, and scope. 
• Enhances core Infrastructure vertical: Significantly increases revenue generated by Infrastructure projects, which advances Bird’s strategy to balance its portfolio across its three core verticals, Industrial, Buildings, and Infrastructure. 
• Expands scale and geographic reach: Together with other recent acquisitions in Ontario, Jacob Bros brings Bird closer to its goal of establishing a national full-service civil infrastructure footprint through the expansion of civil capabilities into the largest market in Western Canada.  
• Anticipated contribution to margin accretion: The combined company will leverage Jacob Bros’ capabilities in higher margin self-perform and special projects areas, in addition to its robust backlog with a diversified project mix and fleet of modern equipment to further pursue profitable growth. 

For full year 2024, Jacob Bros is expected to generate approximately $300 million of revenue and $37 million of Adjusted EBITDA. 

The Jacob brothers were raised in a construction family. The Jacob brothers established three individual careers within different sectors of the construction industry. In 2008, they decided to collaborate, combining years of experience and individual specializations into one multi-faceted firm—Jacob Bros Construction. Jacob Bros has grown rapidly over the past decade and recently expanded into a new office and maintenance facility that was designed and built by its own team.

One of Jacob Bros’ biggest projects in recent years was the Centerm Expansion Project in Vancouver. Their team was involved the design and construction of a container terminal expansion and improvements to surrounding port road infrastructure for the Vancouver Fraser Port Authority. The project was carried out by Centennial Expansion Partners, a joint venture that included Jacob Bros, Dragados Canada Inc., and Fraser River Pile and Dredge (GP) Inc.

Time will tell what the root causes were that led to the main water feeder breaking, but we can all agree today that its failure has provided another significant example of the need to plan, design, maintain, and invest in critical infrastructure. While capital planning often favours more visible assets (i.e., recreation centres, fire stations, affordable housing) that lead to political photo ops, ensuring the services that fuel a city can continue to function should always be a top priority.

What should be next for municipalities and businesses that own real estate and infrastructure assets to deliver services?

First, they should identify critical components and ensure they can function as intended. This involves conducting thorough assessments to pinpoint vulnerabilities and potential failure points within their infrastructure. Regular maintenance schedules and proactive upgrades should be implemented to address issues before they escalate into major failures.

Additionally, municipalities and businesses should invest in modernizing their infrastructure with resilient and sustainable technologies. This includes adopting smart technologies that can monitor and manage infrastructure health in real time, allowing for swift responses to emerging issues. Collaboration between public and private sectors is also essential to pool resources, share expertise, and create comprehensive strategies for infrastructure resilience.

Finally, it’s crucial to foster a culture of continuous improvement and preparedness. This means staying informed about the latest advancements in infrastructure technology, engaging in ongoing training for personnel, and developing robust emergency response plans to mitigate the impact of any unforeseen events. By prioritizing these actions, municipalities and businesses can ensure their infrastructure remains robust and capable of supporting essential services for their communities.

We’ve seen bridges fall in Montreal and Saskatoon, and a previous pipe burst in Calgary (2009, Mount Royal). Let’s hope the Gardiner can stay up a little longer. As we inherit assets from generations before us, I don’t think we will have the resources to support them all. It’s time for us to be innovative, explore private and public innovation, and reconsider the levels of services we expect for our cities.

About the author

Scott Pickles is a seasoned real estate professional with over 20 years of experience in various sectors (public, non-profit, and private). Combining his background as a registered architect with consulting and client-side experience, he has a successful record of delivering complex real estate projects. His expertise spans strategic advisory, financial analysis, planning, and various building types.

Project Director, Commercial/Institutional – Calgary, Alta. – Bird Construction

Workforce Manager – Vancouver, B.C. – PCL Construction

Environmental Manager, Infrastructure – Burnaby, B.C. – Ledcor

Chief Estimator, Buildings – Toronto, Ont. – Graham

Senior Highway Design Engineer – Nelson, B.C. – BC Public Service

Business Development Director – Toronto, Ont. – Aecon

Senior Environmental Manager – Richmond, B.C. – Flatiron Construction

Senior Marketing Specialist – Markham, Ont. – Premier Construction Software

Project Engineer, Pattullo Bridge Replacement – New Westminster, B.C. – TI Corp

Key Takeaways:

• A report by Resource Works and the First Nations LNG Alliance (FNLNGA) examined the economic benefits of liquefied natural gas (LNG) projects in B.C.
• A $4.1 billion investment in engineering/construction leads to a $4.5 billion increase in GDP and creates over 35,000 jobs.
• Engineering/construction in B.C. generates 8.9% more GDP compared to the average investment project in Canada.
• B.C. and Alberta capture most of the benefits (90.6%) from engineering construction projects in B.C.
• LNG projects also benefit from lower liquefaction costs due to B.C.’s cool climate and lower shipping costs due to its proximity to Asian markets.

Investment in LNG projects in B.C. can generate massive economic benefits, a new report found.

The study, prepared by Resource Works and the First Nations LNG Alliance (FNLNGA), investigates the economic impact of LNG projects with the goal of offering a clear, data-driven view of how LNG development can lift up the economics of B.C. and Indigenous peoples.

Using Statistics Canada’s Input/Output model, the paper reveals that LNG investments substantially boost the provincial and national economy, generating more GDP and jobs compared to other investment projects in Canada. A $4.1 billion investment in engineering construction, closely related to LNG projects, yielded a $4.5 billion increase in GDP and created over 35,000 jobs. The study also shows how these benefits ripple out to provinces outside of British Columbia.

To create the report, the groups enlisted the help of Philip Cross, a career statistical scientist who does research for various institutes across Canada and is a member of the Business Cycle Dating Committee at the C.D. Howe Institute. He has written extensively on natural resources and the Canadian economy. Before that, he spent 36 years at Statistics Canada, the last few as its Chief Economic Analyst, where he researched various economic and statistical issues and wrote its monthly assessment of the economy.

The study comes at a time when billions have already been invested in B.C.’s LNG sector. After years of planning and construction, the province’s first major LNG facility—LNG Canada—is about to be completed, followed by the smaller Woodfibre project. The LNG Canada $18 billion investment is supplied by TC Energy’s 670-kilometre Coastal GasLink pipeline connecting northeastern BC to Kitimat. LNG takes natural gas and cools it in terminals to –162 degrees Celsius so that it becomes a liquid, which requires 600 times less volume in tankers that transport it to overseas markets, where another terminal
converts it back to gas to be shipped by pipeline to customers.

It might not stop there. Here are other LNG projects with their eye on B.C.:

• Cedar LNG: A joint venture between the Haisla Nation and Pembina Pipeline Corp., located at Kitimat.
• Ksi Lisims LNG: A floating LNG project on Pearse Island, currently undergoing environmental assessment.
• LNG Canada Phase 2: A potential expansion of the existing LNG Canada project.

The report concludes that LNG projects offer significant economic benefits for BC and Canada. By overcoming regulatory hurdles and capitalizing on global market opportunities, Canada can become a key player in the international LNG market.

“As we launch this report, we aim to engage with policymakers, industry stakeholders, and the communities affected by these projects,” wrote officials from Resource Works and FNLNGA. “The findings underscore the critical need for thoughtful regulatory frameworks that support the growth of the LNG industry while balancing environmental considerations and the well-being of our communities. Together, let us move forward with the knowledge and insights gained here to harness the opportunities that LNG projects present for British Columbia and Canada.”

Key Takeaways:

• On Wednesday, June 5, a critical piece of water infrastructure in Calgary failed.
• The damaged water main has caused City of Calgary has issued a series of emergency water restrictions, including asking residents to reduce water use by 25%.
• The city is currently working to determine the cause of the break and repair it.

The Whole Story:

The City of Calgary has issued a series of emergency water restrictions due to a large damaged water main. 

Officials said Friday that crews are continuing to repair a large water main break in the Bowness and Montgomery area. This critical water transmission line has severely impacted the supply in Calgary’s reservoirs and the ability to move water across the city. 

Yesterday Calgary saw a significant reduction in water use until the afternoon; however, water use greatly increased around the time people got home from work. Calgary is currently using more water than it can produce.  

“If Calgarians do not reduce our water use, we are at risk of running out,” said officials. “The City is asking Calgarians to save water for the next few days while the work gets completed.

Officials are asking citizens to try to use 25% less water than yesterday. This could mean actions like shaving a few minutes off your shower, skipping a few flushes, and holding off on a load of laundry.

Crews are still working around the clock. Overnight, they continued to pump water from the area around the break. The city stated it was hopeful that by later today they be able to see the feeder main and determine the cause of the break.

A boil water advisory remains in place for all residents and businesses in Bowness. Residents and businesses need to bring water to a rolling boil for at least one minute prior to any consumption, including:

• drinking
• brushing teeth
• cleaning raw foods
• preparing infant formula or juices
• making ice, etc.

Alberta Health Services and The City will continue to monitor the situation, including sampling and testing of the drinking water to ensure it is safe for consumption. This advisory has been issued as a precautionary measure.

This advisory will remain in effect until further notice.

Key Takeaways:

• The federal government has launched a new $1.5 billion program, the largest investment in co-op housing in 30 years, to build thousands of affordable co-op homes by 2028.
• The program prioritizes co-op projects that target providing affordable housing for those who need it most, including Indigenous groups, women and children, and people with disabilities.
• It offers a combination of loans and contributions to help co-op housing providers build new co-ops and expand existing ones. Applications for the first funding round open July 15,2024.

The Whole Story:

The federal government has launched a new Co‑operative Housing Development Program to support a new generation of co-op housing in Canada and help make housing more affordable.

The new $1.5 billion program – co-designed with the co-operative Housing Federation of Canada and other leaders in the co-op sector – will provide loans and contributions to build and grow co-ops across Canada. 

“By focusing on people over profits, co-operative housing is able to keep housing affordable for the long term,” said Sean Fraser, minister of housing. “This is the largest investment in co-op housing in 30 years. It will help build thousands of new homes and create a new generation of co-operative housing across Canada.”

The program aims to build thousands of new co-op homes by 2028. Projects that focus on providing homes for those most in need will be prioritized.

Co-op housing providers will be able to apply for funding starting on July 15, 2024, and the first intake round will remain open until September 15, 2024. Additional intake opportunities will be announced at a later date. To start preparing an application and to receive updates, visit the Co-operative Housing Development webpage.

“Our government’s plan to build nearly 4 million new homes is the most ambitious housing plan in Canadian history,” said Chrystia Freeland, minister of finance. “We’re doing this to ensure every generation, especially Millennials and Gen Z, can find an affordable place to call home. Today’s investment to build more co-op housing—the largest investment in co-ops in three decades—will help us build more of the homes Canadians need.”

Co-operative housing, often referred to as “co-ops”, are managed by the people who live in it, with no outside landlord. Co-ops are generally more affordable than other private rental housing.

The program consists of approximately $500 million in contributions and $1 billion in loans to build new co-ops and grow existing ones. CMHC will administer the Co-operate Housing Development Program on behalf of the federal government. 

Projects will be prioritized for funding if they focus on providing homes for those in need of support, including Indigenous groups, women and children, and persons with disabilities.

*Editor’s note: Business Moves is a new regular feature from SiteNews that collects all the major corporate announcements impacting Canadian construction. If you have an announcement you want to make, email us at hello@readsitenews.com

Béton Provincial, the largest Canadian-owned company in the concrete and cement industry, has acquired assets from CRH Canada in Quebec, Newfoundland, Labrador and New York. Béton says this strengthens its distribution network, product offerings, and supply chain. The acquisition is expected to benefit the region’s economy and allows Béton Provincial to invest in green concrete initiatives.

Delta Water Products Group is consolidating its position in the water industry through a strategic rebranding and acquisitions. They’ve recently acquired WaterTec Irrigation Ltd., Arndt Motor & Pump Service, and Aquateck West, folding them into their existing Delta Water Products and Delta Irrigation brands under the new umbrella of DELTA WATER PRODUCTS GROUP. This unification aims to provide a wider range of irrigation, pumps & motors, waterworks, wildfire response, and HD conduit solutions across Western Canada and the Pacific Northwest.

CarbonCure, a Halifax-based clean technology company, has officially launched its operations in the United Arab Emirates. According to CarbonCure, the rapidly growing market is valued in the tens of billions annually and presents a significant opportunity for its technology. To solidify their presence,CarbonCure has secured partnerships with key players in the region, including Emirates Beton Ready Mix, Tremix, and industrial gas supplier Gulf Cryo. This collaboration was formally acknowledged during a signing ceremony held at the UAE government’s Make It In The Emirates Forum.

Enbridge Inc., a multinational pipeline and energy company based in Calgary, has acquired Questar Gas, a natural gas distribution company serving 1.2 million customers in Utah, Wyoming and Idaho. Questar Gas will join Enbridge’s Gas Distribution and Storage Business Unit and is expected to contribute significantly to Enbridge’s long-term dividend growth.

Barnhart Crane and Rigging, a major North American lifting and logistics company, has acquired NCSG, a leading crane and heavy haul services provider in Western Canada. This marks Barnhart’s first international expansion and its largest acquisition to date. NCSG brings a strong network of branches and roughly 400 employees with expertise in various industries, significantly boosting Barnhart’s presence in Canada.

Anthem Properties and Streamliner Properties have jointly acquired Carlingwood Mall, a shopping center in Ottawa. The mall sits in a growing area with limited housing and will be redeveloped in phases to incorporate new residential units while maintaining commercial space and serving the community.

Reconciliation Energy Transition Inc. (REIT) has entered into a joint development agreement with Sumitomo Corporation, a leading global trading company based in Tokyo, Japan, through its subsidiary Ammolite Carbon Sequestration (collectively known as Sumitomo Corporation Group). RETI and Sumitomo Corporation Group have finalized the terms under which Sumitomo Corporation Group will acquire a significant equity interest in the RETI East Calgary Region Carbon Transportation and Sequestration Hub project. The Hub is an open access CO2 sequestration-as-a-service solution for industrial emitters within the greater Calgary region and beyond with potential storage capacity of up to 10 million tonnes per annum.

Atlas Engineered Products (AEP), known for acquiring and operating operations in Canada’s truss and engineered products industry, is partnering with Westhaven Builders to supply materials for a senior living project in Michigan. AEP says the project is valued at $800,000 and strengthens its presence in the U.S. market while showcasing its ability to handle large-scale construction projects. 

AtkinsRéalis, a project management company, has welcomed Bird Construction, Millwright Regional Council and AECON as ambassadors of the Canadians for CANDU campaign. This campaign promotes the use of CANDU nuclear technology in Canada and abroad to fight climate change and strengthen the domestic nuclear industry.

GMS Inc., a building product distributor, is acquiring Yvon Building Supply, a company offering various construction materials in Ontario. This acquisition will expand GMS Canada’s services and product offerings in the province, allowing them to better serve their growing customer base. Yvon’s team will join GMS upon closing and continue operating under the Yvon brand name while integrating with GMS’s existing services.

Colliers, a diversified professional services company, is acquiring Englobe, a Canadian engineering and environmental services firm, for $475 million. This move expands Colliers’ presence in Canada and aligns with their strategy of growing recurring revenue streams. Englobe will be rebranded as Colliers in 2025 but will maintain its leadership team under Colliers’ partnership model.

Buffalo River Dene Nation (BRDN) partnered with Threeosix Industrial to launch Buffalo Contracting, an Indigenous-led company providing contracting services for Saskatchewan’s growing industrial and mining sector. This partnership aims to create high-quality jobs, training opportunities, and economic development for the community while promoting diversity and inclusion in the workforce.

Relay Transition Partners has announced that Pacific Radiator Mfg. Ltd. has been acquired by Petwin Private Equity. Pacific Radiator is the largest manufacturer of replacement copper-brass radiator cores and tanks in Western Canada. Servicing clients across Western Canada and the Pacific Northwest, the Company is known for its high-quality products, excellent customer service, and fast turnaround times. Relay Transition Partners acted as financial advisor to Pacific Radiator.

The Hoffmann Family of Companies (HFOC), a U.S.-based family owned private equity firm, has acquired majority ownership of CDN Controls (CDN)—a leading player in electrical and instrumentation maintenance, automation, communication and renewable/solar services. CDN operates across 10 branches, employs over 700 professionals and manages an expansive fabrication facility. 

SiteMax has announced a strategic partnership with The Net Effect, a digital business consulting firm for construction companies. The partnership brings together SiteMax’s construction management platform with The Net Effect’s expertise in digital business consulting for the construction industry. By joining forces, the two companies stated that they aim to offer comprehensive solutions to construction businesses, empowering them to streamline their processes, enhance efficiency, and achieve sustainable growth.

EllisDon has launched a new sub-brand, Building Digital, to provide technology services and products specifically for the AEC industry. With their experience in EllisDon’s Digital & Data Engineering Division, the Building Digital team aims to bridge the gap between the potential of technology and its usage in AEC by offering consulting services and developing tech products to help professionals adopt new technologies.

The Universal Group announced the latest expansion of its group of companies through the acquisition of Energetic Traffic Control Ltd. (ETC), a provider of comprehensive traffic management solutions based in Fort St. John, B.C. Universal also recently announced its entry into the U.S. through the acquisition of Advanced Traffic Control (ATC). ATC is based in Auburn, Washington and was founded by Jeff McLaughlin and Darrin Tish in 2015. ATC is primarily focused on providing traffic control services for large multi-year infrastructure projects on interstates and freeways across Washington State.

SitePartners, a marketing agency that specializes in the industrial sector, has announced the creation SiteHQ, the first industrial studio in Canada. The 10,000-square-foot space was custom built in Abbotsford, B.C.’s growing Rail District. SitePartners Founder and President Andrew Hansen stated that Site wanted a hybrid space: a production studio and office that would allow the firm to grow with its clients and create industry-leading work. The new space will be a place for the construction industry to connect, gather and build community.

Key Takeaways:

• The 12-floor, 170,000-square-foot office building constructed in 1982 will be converted into a 226-unit hotel in downtown Calgary. 
• Announced in November as one of the City of Calgary’s downtown office conversion partners, the Element Hotel is the first hospitality project as part of the Downtown Calgary Development Incentive Program.
• Demolition is completed, with construction now underway, and project completion slated for the summer of 2025.

The Whole Story: 

PBA Group of Companies (PBA) and its partner Concord Hospitality have officially started converting the former 12-storey office building in Downtown Calgary into an Element Hotel by Westin.

The building is a 12-floor, 170,000-square-foot office building constructed in 1982. PBA is converting the building’s existing office space and common areas into 226 fully appointed hotel suites, dining facilities and hotel guest amenities. Demolition is completed, with construction now underway, and project completion slated for the summer of 2025.

“We’re honoured to help take one of the first steps in transforming our downtown into a differentiated residential and recreational district that serves as a symbol of progressive inner city planning with this conversion,” said James Scott, senior vice president, planning and development, PBA Group of Companies. “We’re proud of our trusted partnership with Concord Hospitality and look forward to continuing the momentum with this novel conversion project which will have a notable impact in the community.”

Announced in November as one of the City of Calgary’s downtown office conversion partners, the Element Hotel is the first hospitality project as part of the Downtown Calgary Development Incentive Program. It will remove 170,000 square feet of unused office space from the city’s core. 

PBA stated that the conversion project exemplifies the pivotal role that repurposing buildings plays in advancing sustainability principles within real estate, demonstrating a commitment to sustainability and urban revitalization.

By offering extended-stay hotel units, PBA says it is adding to a range of choices within the hospitality sector, while supporting Calgary’s greater economic transition and welcoming a diverse mix of people to the downtown core. 

Embracing a sustainable, nature-inspired aesthetic, the hotel offers expansive studios and one-bedroom suites, which are outfitted with fully equipped in-room kitchens, spa-inspired bathrooms and the Priority Bicycles program, where hotel guests can borrow bikes free of charge during their stay.  

Infusing flexibility and convenience for groups, the Element brand pioneers a unique communal space known as Studio Commons. Centred around four guest rooms, this concept promotes community by allowing guests to cook, gather and unwind together within shared kitchen and living room areas, fostering a sense of togetherness and relaxation.

“Coming off the success of our first hotel development, The Dorian, this project brings a particular level of excitement for us at PBA as we look to create another dynamic, Calgary-centric property, but this time, in the west end of downtown, where our company began its nearly 60-year history,” said Scott. “Projects like this will help inject vitality into the community and contribute to Calgary’s reputation as a global city.”

Developers are the masterminds behind creating new structures and revitalizing old areas. Long before hammers are swinging on site, their teams are envision what could be. They play a crucial role in the construction progress, all the way from forming an idea to selling the final product. Here are 9 developers are having a major impact on the nation’s built environment.

Mattamy Homes

Mattamy Homes, founded in 1978 in Toronto, Canada, is one of the largest private homebuilders in North America. They’ve grown from building a single house to developing entire communities, designing not just the houses but also streets, parks and trails. With a presence across Canada and in 11 metro areas in the United States, Mattamy Homes has helped over 8,000 families a year achieve their dream of homeownership.

Known for:

• Hawthorne Village, Milton, Ont.
• Mattamy on Main, Whitchurch-Stouffville, Ont.
• Parkside Towns at Saturday in Downsview Park, North York, Toronto, Ont.

Concord Pacific

Concord Pacific, established in 1987, is Canada’s largest master-planned community builder. They’re responsible for large-scale developments like Vancouver’s Concord Pacific Place, with a focus on creating entire communities that include not only housing but also parks, amenities, and even commercial spaces. However their reach has been extending beyond Canada, with projects currently underway in the U.S. and the U.K.

Known for:

• Concord Pacific Place, Vancouver, B.C.
• Park George, Surrey, B.C.
• ACFN-Concord Solar Partnership, Alberta

Tridel

Tridel is an old dog that has constantly been learning new tricks. Founded in Toronto in the 1930s, Tridel earned a reputation for shaping skylines. They’re the largest builder of condominiums in the Greater Toronto Area, with over 90,000 homes constructed to date. Tridel’s focus goes beyond just building residences; they’re committed to sustainable practices through their Tridel Built Green Built for Life communities and are known for creating vibrant communities with a focus on innovation and design.

Known for:

• The Well, Toronto, Ont.
• Aqualina & Aquavista, Toronto, Ont.
• YYZ Condominiums, Mississauga, Ont.

Menkes Developments

Founded in 1954, Menkes Developments is a major player in the Canadian real estate scene, particularly in the Greater Toronto Area. They specialize in creating a variety of property types, from high-rise condos and elegant single-family homes to coveted office, industrial, and retail spaces. Renowned for their innovative designs, Menkes focuses on developing complete communities, not just individual buildings.

Known for:

• Watermark at Whitby Harbour, Whitby, Ont.
• Sugar Wharf Condominiums, Toronto, Ont.
• The Residences at Yorkville, Toronto, Ont.

QuadReal Property Group

QuadReal Property Group is a relative newcomer. Established in Vancouver in 2016, is a rapidly growing real estate investment and management company. They own and operate a wide range of properties across Canada, including residential suites, office buildings, shopping centers, and industrial spaces. QuadReal emphasizes thoughtful development, prioritizing sustainability and heritage preservation in their projects. They go beyond just managing buildings, fostering a sense of community within their properties.

Known for:

• The Post, Vancouver, B.C.
• Bay Adelaide Centre, Toronto, Ont.
• Yonge Sherbrooke Condominiums

CentreCourt Developments

CentreCourt Developments, established in Toronto in 2010, has become a major force in the Greater Toronto Area’s (GTA) high-rise residential landscape. They focus on well-designed condo buildings situated near public transit, amenities, and employment hubs. Their success is evident; with over 19 projects completed or under construction, CentreCourt has provided homes for over 10,000 residents and boasts a development value exceeding $5.6 billion.

Known for:

• 411 Church Street, Toronto, Ont.
• The Parker Condominiums, Mississauga, Ont.
• One City Condos, Toronto, Ont.

The Daniels Corporation

For over 40 years, The Daniels Corporation has been a major developer in the Greater Toronto Area (GTA), building nearly 40,000 homes and shaping communities. Their focus goes beyond bricks and mortar; they strive to create vibrant neighbourhoods with a commitment to social responsibility, environmental awareness, and iconic design, as seen in their work on Toronto’s Regent Park revitalization and the TIFF Bell Lightbox.

Known for:

• Regent Park Revitalization, Toronto, Ont.
• TIFF BELL Lightbox, Toronto, Ont.
• City of Vaughan’s Sugar Wharf Development, Vaughan, Ont.

Bosa Properties

Bosa Properties, founded in Vancouver over five decades ago, has built a strong reputation for quality and community focus. They specialize in residential construction, with a portfolio of condos, townhomes, and single-family homes across British Columbia. Bosa prioritizes not just the aesthetics of their buildings but also the creation of well-designed neighbourhoods, evident in their commitment to functionality and fostering a sense of community within their developments.

Known for:

• Fifteen Fifteen (Jenga Tower), Vancouver, B.C.
• University District, Surrey, B.C.
• The Empress Hotel Revitalization, Victoria, B.C.

Brivia Group

Brivia Group, a Montreal-based developer with over 20 years of experience, has carved a niche in Quebec’s real estate landscape. They focus on exceeding expectations for investors, partners, and communities. Known for their visionary leadership and focus on quality, innovation, and social responsibility, Brivia Group has a growing portfolio of successful and inspiring projects. Outside of Quebec, they are planning CURV, a 60-storey residential development that will be the world’s tallest passive house building.

Known for:

• MAÏA, Montreal, Quebec
• Quartier Dix30, Brossard, Quebec
• OVO (Nolen & O’Connell), Montreal, Quebec

When you’re trying to buy a house or apartment, most people use a local realtor, and when handling their investment portfolio, they use an investment manager. But what are your options if you have a property that may have further development potential or is currently underdeveloped? Where do you turn and how do you even know what the development potential of your property is?

“I know from experience, I grew up in the construction and real estate industry, but when I was first starting out in development, I didn’t know who could really help,” explained engineer and entrepreneur Geoff Krahn. “There are tons of great developers, professionals, architects, engineers, contractors out there, but there was no service and platform that really pulled everything together into a simplified process with full transparency,” noted Krahn. “I struggled through my first projects, and I thought about how hard it would be for a person who was not in the industry, day-in and day-out.”

Krahn decided that if this was an issue for him, it must be for others. He searched for a better and easier way to  help people who wanted to develop, but there was nothing that truly filled this gap. He decided to step in and fill that gap himself.

“I started to create the company, process and technology that became Reveloper,” explained Krahn. “Why could you check the status of your investments online, but not for a development project? The experience and technology was there, but putting it all together in a simple and repeatable process that was not yet done. I wanted to simplify the entire process and make it accessible for more people. Whether they owned a single property or many properties.”

Benefits to property owners

Krahn wanted a typical property owner to not just have the same  access and advantages of a typical large-scale developer, but more.

“Most property owners aren’t large scale real estate developers,” explained Krahn. “Real estate development is tough. Many developers have in-house specialists, project managers, legal counsel and resources that just are not available to the average property owner.”

But he knew that there was huge financial potential to the property owner, if done right. 

“It doesn’t need to be so hard, time consuming and stressful,” he said. “From feasibility and financial analysis, through permitting, construction and sales or leasing. Reveloper gets you access to the best local architects, engineers, contractors and realtors, which you would typically not, if trying to do this on your own.”

Understanding that he wanted to leverage the existing expertise of those in the construction and real estate industry, Krahn did not try to integrate all those involved in construction or development  into an existing company.  

“Our job is to be the single point of contact and  facilitate the development process,” said Krahn. “We wanted both the property owners and all those involved in the development process to benefit. The owners get a much more valuable developed property and the architects, engineers, brokers and contractors get a simplified process in which they don’t need to focus so much on the coordination/administration items that eat up their time and focus on utilizing their expertise to deliver the best possible service and end-product.”

It’s a win-win for all parties involved. For the property owners, the value that it can create is huge. Some property owners are wary of selling or developing  property, as  property has increased in value so much over the years they have held it. The properties are income producing and cash flow positive with little debt on them.

“They don’t ever want to sell the property and are holding the property because it has increased so much in value,” Noted Krahn. “But what’s better: a 10% increase on a $2-million dollar ($200,000 ) undeveloped property or a 10% increase on a $10-million dollar ($1 million) developed property?”

Providing more options with a focused approach

Krahn states that typically there were limited options for these owners – leave the property as is, sell the property or do it yourself.

“Often option one and two are selected and properties are left underutilized or sold off,” explained Krahn. “Leaving the owner to potentially forego a huge amount of value. We are providing a simpler option which allows you to reap the benefit of development while minimizing the risk and resources required. And doing it with more efficiency and transparency.” 

Wanting to keep a singular focus to deliver the best possible service and platform, Reveloper has kept its focus on industrial and commercial development.

“We wanted to create the best possible service and access for our clients, the property owners,” said Krahn. “Our specialized development dashboard allows you to always know what is going on and gives you more control — which is completely unique to the current way of doing things.  From live updates and financials to construction photos and video — it’s as easy as checking your online bank account.”

The response was overwhelmingly positive, as many people, even those in the industry, were frustrated with the shortcomings and standard ways of doing things. 

A leader in technology

Krahn believes in using technology to aid in this process, but by only using it strategically as an enhancement to those involved and not as a replacement. 

“Real estate is full of what I call the three ‘R’s: Relationships, Reputation and Referrals,” Krahn noted. “In the end, it’s a people-based industry. We greatly understand and appreciate this. We are simply using our technology and platform to amplify the abilities of these talented professionals, making them able to better scale their abilities, by removing tedious tasks and confusion from lack of clarity.”

This focus on improvement, simplification and enhancement of the entire process, can be seen in every part of the development process. 

“We have worked hard to improve all areas of the development process,” stated Krahn. “From using GIS data and AI to greatly improve the feasibility analysis for properties all the way to easier ways to collect and store the data for the tenants and end user.”

Krahn is proud of the full end-to-end development management service they have created and believe that it is unmatched in the development industry.

“Our development managers and software make the entire process simpler and more efficient. Combine all this with an online dashboard, document storage, and everyone involved is able to rest assured, knowing that they are getting the best experience and outcome possible.”

If you’re interested in the development potential of your property, explore the development feasibility possibilities that Reveloper can provide today. They’re your partner in developing industrial and commercial properties.

Key Takeaways:

• The team is expecting a projected gross joint venture capital cost of $1.35 billion, excluding governmental incentives and support.
• The bulk of REEF’s construction activities are planned to take place over 2025 and 2026 with select workstreams beginning in 2024.
• 90% of equipment, packaging and pipes expected to be prefabricated offsite in controlled operating environments.

The Whole Story:

A joint venture comprised of AltaGas Ltd. and Royal Vopak has announced a positive final investment decision (FID) on the Ridley Island Energy Export Facility (REEF), a large-scale liquefied petroleum gas (LPG) and bulk liquids terminal with rail, logistics and marine infrastructure on Ridley Island in B.C. Following a five-year environmental preparation and review process, extensive engagement with multiple stakeholders including Indigenous rights holders and local communities, the joint venture is set to deliver the export facility. 

“This positive FID enables AltaGas to continue connecting Canadian energy to Asian markets and drive valuable outcomes for all our customers,” said Vern Yu, president and CEO of AltaGas. “Canada has a structural advantage in delivering LPGs to Asia with the shortest shipping time and lowest maritime emissions footprint. AltaGas delivers more than 19 percent of Japan’s propane and 13 percent of South Korea’s LPG imports, connecting our upstream customers with customers in Asia. We look forward to working with our partners to drive more long-term value creation with REEF.”

The joint venture stated that it has completed all major gating items, including front-end engineering design (FEED) and a detailed Class III capital estimate. Site clearing work is more than 95% complete and with required permits in hand, the project is expected to come online near the end of 2026.

The team is expecting a projected gross joint venture capital cost of $1.35 billion, excluding governmental incentives and support.

The team added that onsite work will be minimized to reduce capital cost risk and community impacts, with 90% of equipment, packaging and pipes expected to be prefabricated offsite in controlled operating environments.

The team believes the facility will enhance Canada’s role as a growing global energy exporter, strengthen Canadian and Asia Pacific energy connectivity and provide Canadian producers and aggregators with access to the premium global markets for LPGs.

The joint venture expects to lock-in more than 60% of the phase 1 capital costs through fixed-price, lump-sum engineering, procurement and fabrication contracts prior to construction.

Vopak and AltaGas anticipate funding their 50% pro-rata ownership through each company’s respective financial capacity with no leverage at the Partnership level.

The capital cost breakdown of phase 1 includes approximately $875 million for construction of the facility, balance of the plant and LPG storage tanks and $475 million for construction of the new dedicated jetty and extensive rail and logistics infrastructure. The infrastructure includes additional redundancies to provide operational flexibility that benefits the Joint Venture and customers over the long term.

The bulk of REEF’s construction activities are planned to take place over 2025 and 2026 with select workstreams beginning in 2024.

The team noted that with only ten shipping days to the fastest growing demand markets in Northeast Asia, REEF has a structural advantage in delivering LPGs to Asia with the shortest shipping time globally.

The project has First Nations support agreements in place and will drive further economic benefits to local communities in Northwestern B.C. through construction activities, long-term job creation and community investment focused on delivering positive outcomes for all stakeholders.

REEF will be constructed and operate under AltaGas and Vopak’s existing exclusive rights granted by the Prince Rupert Port Authority (PRPA) to develop LPG, methanol and other bulk liquids exports on Ridley Island.

“We are excited to be able to execute on our growth strategy and invest in export infrastructure on this highly strategic location” said Dick Richelle, chairman of the executive board and CEO of Royal Vopak. “Prince Rupert, with the shortest shipping distances between North America and Asia, gives the opportunity to drive progress by increasing the trade between Canada and the Asia Pacific region. We are proud to contribute to this development and are thankful for the good collaboration with our partner AltaGas and other key stakeholders. The trust and support of local First Nations and communities makes this envisioned terminal a reality.”

Metrolinx

Renny, a tunnel boring machine, breaks through the final wall after two years of digging for the Eglinton Crosstown West Extension project.

Turner Construction

High school carpentry apprentices wrap up their time with at Canadian Turner Construction Company‘s Self Perform Operations’ warehouse.

Ventana Construction Corporation

Ventana crews document their historic work on the creating the world’s most seismically advanced mass timber building, The Hive, in Vancouver.

WDBA-APWD

The Gordie Howe Bridge Project is inching closer to meeting in the middle. While more steel and concrete needs to be placed, the gap to connect the deck is only 11 metres.

CGC Inc.

Construction is officially under way on CGC’s newest and most sustainable manufacturing plant in Wheatland County, Alberta.

Mike Garrod / True Mechanical

While True Mechanical superintendent Mike Garrod utilizes BIM and AutoCAD to design and fabricate mechanical rooms and systems, he still can dust off his pencil and plan things the old-fashioned way. These drawings were for Anthem Properties’ JINJU project in Coquitlam, B.C.

Bird Mechanical

A welder with Ontario-based Bird Mechanical goes about their work.

SiteNews

We can’t help but toot our horn a little bit. Here is a shot from our recent event to celebrate Construction’s Most Influential People in Calgary. In this shot, SiteNews co-founder Andrew Hansen (left), Orion Construction president Josh Gaglardi (middle) and SkilledTradesBC CEO Shelley Gray (right) participate in a panel.

SHD Aerial Services / Lafarge Concrete

Crews work on Concert Properties‘ Myriad project in Coquitlam. The project team includes Bosa Construction and Lafarge Concrete.

Raymond McDonald / ATCO

Raymond McDonald, supervisor of work coordination for ATCO‘s electricity division – Drumheller operations, captures an out-of-this-world shot of the Northern Lights.

The Shot of the Month goes to:

Carlos Planelles / Acciona

It’s safe to say this team has all the camera angles covered. Crews celebrate tunnel boring machine Elsie breaking through to Arbutus station for the Broadway Subway project in Vancouver.