Russell Hixson is an award-winning investigative journalist who spent the early parts of his career doing crime and courts reporting in the U.S. before stumbling into covering Canada’s construction sector. He spent eight years writing for the Journal of Commerce where he became well versed on the industry and its issues. He’s covered the federal budget from Ottawa and documented the early impacts of the COVID-19 pandemic while locked down in his bedroom.
Hixson has developed a passion for the construction industry and seeks to convert others by sharing its stories through SiteNews. When he’s not writing stories, the East Vancouver resident enjoys kayaking, skateboarding and avoiding the neighbourhood skunks.
The Movember Construction Challenge focuses on raising awareness about men’s mental health and other medical issues, ( particularly prostate and testicular cancer).
The initiative highlights progress in addressing mental health in construction, breaking down the “tough guy” mentality and encouraging open discussions.
This year’s industry program is bigger and better than ever. Companies across the construction sector are invited to participate in a 30-day challenge to raise funds and awareness. The winning team will earn a special trophy.
The Whole Story:
The construction sector is once again uniting for the Movember Construction Challenge, a month-long initiative to raise awareness and funds for men’s mental health, suicide prevention, prostate cancer, testicular cancer and other issues facing men.
But this year it is bigger and better than ever. Companies from across the sector—ranging from suppliers and trades to builders of highways and skyscrapers—will compete for fundraising glory while championing critical health issues that impact men in construction. The victorious team won’t only earn bragging rights. They will get to take home the Construction Challenge Trophy.
Addressing Critical Health Issues
The construction industry faces unique challenges when it comes to mental health. Workers often endure long hours, physically demanding tasks, and high-pressure environments. The industry’s prevailing “tough guy” mentality further complicates conversations about mental well-being.
The statistics are alarming: men account for 75% of all suicides in Canada, and construction workers are five times more likely to die by suicide than from job-related injuries. Additionally, 83% of workers report experiencing moderate to severe mental health issues. The Movember Construction Challenge seeks to address these pressing issues and foster a safer, more supportive environment for workers.
“Bringing Movember into the workplace has had a huge impact on our team,” said Rob Reid from Ledcor. “We’ve always emphasized physical safety, but we’ve evolved to consider mental health as part of that equation.”
Progress is being made. Reid noted that after two of his grandfathers died from prostate cancer, early detection saved his father’s life. And Movember discussions at Ledcor prompted an employee to get checked. He was diagnosed, treated and has since returned to work.
“This reminded me that every one of the conversations we have about our health could save someone’s life,” said Reid.
Kevin Hatch from Twin Lions Contracting added, “Mental health often gets overlooked in construction. We believe it’s crucial to create a healthy working environment where everyone feels safe to speak up and seek help when needed.”
A Challenge with Purpose
The Movember Construction Challenge invites companies to participate in 30 days of fundraising and awareness-building activities focused on men’s health. Teams will compete through fun events and personal challenges, with the top fundraising team winning the coveted Construction Challenge Trophy, a symbol of leadership in men’s health advocacy.
“By getting involved in the Construction Challenge, construction professionals are building more than just projects; they’re building communities where health and well-being are prioritized,” said Mitch Hermansen, director of development at Movember.
How to Get Involved
Companies are encouraged to register at movember.com and join the challenge by:
– Starting conversations about men’s health and encouraging open dialogue.
Participants can contribute to Movember in various ways, from growing a moustache to taking part in the Move Challenge, which involves running or walking 60 km to honour the 60 men lost to suicide every hour. Others can host events or create unique challenges to raise funds and awareness for men’s health.
“Movember is a fun, engaging campaign that resonates with this industry and tackles issues that directly impact its workforce,” said Hermansen. “The challenge allows us to work alongside leaders in the construction industry to drive meaningful change in workplaces and communities.”
Making a difference
Movember’s impact is significant, with over 50,000 Canadians participating in 2023, raising $20 million for men’s health. Since 2013, the organization has invested over $110 million into prostate cancer research and continues to fund mental health programs such as Movember Conversations, an online tool to support people in helping their peers with mental health issues. The Canadian construction industry is doing its part. Last year, the Construction Challenge raised $411,758. Ledcor was the top team, raising more than $109,000.
“We know that working in construction comes with stress factors that can have hidden psychological impacts,” said Edward Pyle, Vice President of the Saskatchewan Construction Safety Association. “Mental health concerns are as critical as physical hazards in our industry. We encourage the construction community to use this Movember challenge as an opportunity to have conversations with their teams and share resources to ensure everyone gets the support they need.”
The federal government is set to launch the Housing Design Catalogue in December 2024, featuring up to 50 standardized designs, including row housing and accessory dwelling units.
The project has received $11.6 million in funding from Budget 2024 and involves collaboration with architects like MGA | Michael Green Architecture and LGA Architectural Partners Ltd., alongside regional experts.
The Housing Design Catalogue aligns with the government’s broader strategy to address the housing crisis by integrating various housing programs and supporting an Industrial Strategy for Homebuilding. This approach aims to improve construction efficiency, reduce costs, and provide detailed, permit-ready design packages by early 2025.
The Whole Story:
Sean Fraser, Minister of Housing, Infrastructure and Communities, unveiled plans for the Housing Design Catalogue, a key initiative aimed at expediting the construction of new housing across Canada. The first iteration of the catalogue, set to launch this December, will feature up to 50 standardized conceptual designs, including row housing, fourplexes, sixplexes, and accessory dwelling units, intended to streamline the design, approvals, and construction processes.
“We need to build more homes, faster to end Canada’s housing crisis and ensure that everyone has a safe and affordable place to call their own,” said Minister Fraser. “The Housing Design Catalogue will help get us there by expediting approval processes and building times, and reducing the cost of building.”
The design contracts were awarded to MGA | Michael Green Architecture, which will cover British Columbia, and LGA Architectural Partners Ltd., which will collaborate with five regional teams to develop designs for Alberta, the Prairies, Ontario, Quebec, the Atlantic, and the North. In addition, an open submission process has been launched, inviting industry members to contribute existing prefabricated housing designs, with submissions due by November 8, 2024.
The government is also preparing to launch a competition in November for innovative mid-rise building designs, which will inform future iterations of the catalogue. The initiative aligns with Budget 2024, which allocated $11.6 million for the development of the catalogue, underscoring the federal commitment to tackling the housing crisis through collaboration with provinces and municipalities.
MCA’s recently completed Flora project in Paris, France.
With the aim of integrating other housing programs, the Housing Design Catalogue is expected to support an Industrial Strategy for Homebuilding, expediting construction methods while reducing costs. Detailed construction packages, compliant with building code requirements, will be made available in early 2025, further facilitating the development of new homes.
The Housing Design Catalogue is a recent initiative by the Canadian federal government, announced in late 2023 as part of efforts to address the country’s housing crisis. This project draws inspiration from a post-World War II program run by the Canada Mortgage and Housing Corporation (CMHC) between the late 1940s and 1970s, which provided standardized house designs to speed up construction.
The modern iteration, supported by Budget 2024 with $11.6 million in funding, aims to provide pre-approved, standardized housing designs that can be used across the country to accelerate construction and reduce costs. The government began targeted consultations with industry professionals, technical experts, homebuilders, non-profit housing providers, and various levels of government in January 2024 to inform the catalogue’s development.
In July and August 2024, the federal government invited multidisciplinary design teams to submit proposals for the first iteration of the catalogue, focusing on low-rise designs. The initiative is expected to feature a variety of housing types, including accessory dwelling units, multiplexes, and small to medium-sized buildings, with potential expansion to higher-density constructions and innovative building methods like modular and prefabricated homes.
Key Takeaways:
Ontario plans to introduce legislation requiring municipalities to get provincial approval before installing new bike lanes if they remove traffic lanes. Municipalities must prove these lanes won’t negatively impact vehicle traffic.
Ontario is moving forward with plans to increase speed limits to 110 km/h on all 400-series highways, and potentially up to 120 km/h on newly designed highways where safe.
The government is consulting with municipalities to create a pothole prevention and repair fund for the 2025 construction season, aimed at supporting smaller municipalities and improving road conditions across the province.
The Whole Story:
Ontario plans to introduce legislation that would, if passed, require municipalities to receive approval from the province before installing new bike lanes that would result in the removal of lanes for traffic. Municipalities would be required to demonstrate that the proposed bike lanes won’t have a negative impact on vehicle traffic.
“Cities in Ontario have seen an explosion of bike lanes, including many that were installed during the pandemic when fewer vehicles were on the road and their impacts on traffic were unclear,” said Prabmeet Sarkaria, Minister of Transportation. “Too many drivers are now stuck in gridlock as a result, which is why our government is bringing informed decision-making and oversight to bike lanes as well as taking steps to increase speed limits safely and clean up potholes.”
These proposed changes are part of upcoming legislation that will kick off the fall sitting of the Ontario legislature on October 21, 2024, with a focus on tackling gridlock and getting drivers and commuters across Ontario out of traffic.
Ontario is also moving forward with plans to increase the speed limit to 110 km/h, where it is safe to do so, on all 400-series highways. This builds on the safe and successful increase of speed limits on more than one-third of provincial 400-series highways to date. The government is also developing a design standard to allow vehicles to travel safely at speeds higher than 120 km/h on new highways.
In addition, to help make Ontario roads safer and prevent accidents and damages that can occur from potholes, the government is consulting with municipalities to develop a potholes prevention and repair fund to open in the 2025 construction season. The program would support smaller municipalities with road maintenance and set standards to help improve road conditions and promote high-quality roadwork across the province.
The government is also proposing to enshrine in the legislation the current freeze on knowledge and road test fees so that any future increases would require a legislative amendment. The freeze on fee increases, which was scheduled to rise roughly 4.5% a year, is expected to save Ontarians $72 million this decade.
RSG International has announced a new partnership with Mark’s Commercial aimed at providing inclusive personal protective equipment (PPE) to all field employees across its businesses.
“We’re committed to providing PPE that goes beyond simply fitting men and women—we aim to offer safety gear that is inclusive for everyone, regardless of gender, religious beliefs, or background. The safety equipment that protects our workers should be accessible to all,” says Lisa Laronde, President of RSG International. “By focusing on inclusivity, we ensure that every team member feels valued and protected. Safety shouldn’t be one-size-fits-all; it should reflect the diversity of the workforce, allowing everyone to perform their best while staying safe on the job.”
As part of this initiative, RSG International has been trialling women’s shirts in the Health and Safety department at Powell Contracting, which has achieved accreditation under ISO 45001:2018, the global standard for occupational health and safety.
“For women in construction, finding PPE that fits well is a constant challenge. Most clothing is designed with men in mind and often doesn’t fit properly. When your equipment fits right, you can focus on the job without worrying about whether you’re properly protected,” says Jenn Eden, Health and Safety Manager at Powell Contracting.
RSG International has been collaborating with Mark’s Commercial for over a year, purchasing their VizLite vests, which feature illumination technology to enhance visibility in low-light conditions. These vests provide a crucial layer of safety for road workers, who often face life-threatening hazards due to poor visibility. The enhanced visibility helps mitigate risks posed by fast-moving vehicles and poor lighting.
“We take great pride in partnering with forward-thinking companies like RSG International and industry leaders such as Lisa Laronde, who prioritize employee safety and well-being,” said Adam Gaiser, Vice President of Mark’s Commercial. “Over the past year, we’ve been thrilled to work with Lisa and her team to develop innovative, inclusive PPE products that fit every member of RSG’s diverse workforce. By collaborating, Mark’s Commercial and RSG International are not only introducing new technologies like VizLite High Visibility PPE, but we are also making our product line truly inclusive—designing garments that accommodate all employees, including those specifically tailored for women.”
RSG International stated it is excited to test VizLite tape to further bolster its safety measures and assess its effectiveness in enhancing work zones and road safety.
Key Takeaways:
The City of Calgary and Alberta’s government have agreed to advance Phase 1 of the Green Line LRT project from 4th Street S.E. to Shepard, preserving over 700 jobs and maintaining shared investments.
Alberta reaffirmed its $1.53 billion funding commitment to support ongoing work, while AECOM develops a revised downtown alignment to improve transit connectivity.
The Calgary Construction Association praised the decision, emphasizing the project’s significance for job creation, economic growth, and future phases of Calgary’s transit infrastructure.
The Whole Story:
The City of Calgary and Alberta’s Government have reached an agreement to move ahead with Phase 1 of the Green Line LRT project, extending the line from 4th Street S.E. to Shepard.
“Over the past few weeks, the City of Calgary and Alberta’s Government have engaged in productive discussions to deliver a Green Line that meets the needs of Calgary’s commuters and preserves value from the previous Phase 1 of the project,” said the province and the city in a joint statement.
Officials stated that this decision will preserve over 700 jobs and maintain shared investments in the city’s transit infrastructure.
Alberta’s government reaffirmed its $1.53 billion funding commitment, while AECOM, in collaboration with the City, works on a revised downtown alignment to improve connectivity with Calgary’s Red and Blue lines, southeast communities, and the new Event Centre. This alignment will be either at-grade or elevated and will connect into the Red and Blue Lines, the new Event Centre, and to southeast Calgary communities.
The Calgary Construction Association (CCA) welcomed the decision, emphasizing the project’s role in job creation, economic growth, and improved transit connectivity. CCA President Bill Black called the Green Line “essential” for both commuters and Calgary’s construction industry.
“We are proud to see the City of Calgary and the Province of Alberta working together to ensure this project stays on track. Every step forward is a win for both Calgary’s commuters and the construction industry,” said Black.
The CCA stated it is also optimistic about the continued collaboration between the City and Province on refining the downtown alignment, which will improve connectivity to key destinations, including the new Event Centre and southeast Calgary communities. The CCA noted that project remains a cornerstone for future economic development and a vital piece of Calgary’s transportation infrastructure.
The group added that with over 200 people moving to Calgary every day, efficient transit infrastructure like the Green Line LRT is more important than ever to serve the city’s growing population. As the city expands, the CCA reaffirmed the need for ongoing dialogue to ensure that North-Central Calgary is also served with adequate transit connectivity in future phases of the Green Line project. The group stressed that A fully connected LRT system is essential for maintaining Calgary’s long-term mobility and economic vitality.
Initially proposed as the city’s largest infrastructure project, the Green Line was meant to be a significant expansion of Calgary’s public transit system. However, it has faced numerous challenges, especially regarding its financing. The project’s costs have escalated over time, with the most recent estimate reaching $6.25 billion for the first phase.
In September 2024, the situation reached a critical point when Alberta decided to withdraw its $1.53 billion funding commitment. This decision was based on concerns about the project’s rising costs and reduced scope, with Transportation Minister Devin Dreeshen calling it a “multibillion-dollar boondoggle”.
The funding withdrawal left the City of Calgary unable to afford the project, forcing the city council to vote for winding down the Green Line. The wind-down costs were estimated to be at least $2.1 billion, including $1.3 billion already spent and an additional $850 million needed to wrap up the project.
Key Takeaways:
The Building Material Exchange (BMEx) program, launched by Light House, connects businesses with excess construction materials to those in need of affordable resources, aiming to reduce construction waste on Vancouver Island.
The construction industry is a major contributor to waste, with 22.7% of landfill waste on Vancouver Island coming from construction and demolition materials. BMEx aims to divert thousands of tonnes of materials from landfills annually, addressing this environmental challenge.
The program, supported by regional districts and policy changes like the 2024 Hartland Landfill material ban, plans to expand with an online marketplace and events to promote reuse, highlighting its growing influence and potential for innovation in waste management.
The Whole Story:
A new program on Vancouver Island aims to revolutionize the construction industry’s approach to waste management, potentially diverting thousands of tonnes of materials from landfills annually.
The Building Material Exchange (BMEx) program, launched by Vancouver-based non-profit Light House, connects businesses with excess construction materials to those in need of affordable resources.
The free program serves the construction sector between Nanaimo and Victoria, targeting a significant environmental issue. According to a 2022 study, construction and demolition materials accounted for 22.7% of waste at one Vancouver Island landfill.
BMEx has already attracted over 100 registered companies since its launch, with materials such as concrete, asphalt, metal, wood, glass, and fixtures eligible for exchange.
The program is supported by regional districts and aligns with recent policy changes. In 2024, the Capital Regional District banned multiple types of construction materials from the Hartland Landfill.
BMEx staff recently drove by a construction site throwing away wood scraps.
Light House plans to expand the program with an online marketplace and is organizing “challenge events” in November to showcase innovative reuse ideas.
Construction waste is a significant environmental challenge in Canada, with the industry generating massive amounts of material that often ends up in landfills. According to recent studies, nearly 4 million tonnes of construction materials are sent to landfill annually in Canada, representing an estimated 1.8 million tonnes of embodied carbon.
In Metro Vancouver alone, approximately 372,000 tonnes of construction and demolition waste were disposed of in 2021. The composition of this waste is particularly concerning, with wood comprising 48% of the estimated construction and demolition waste by weight, or about 177,011 tonnes per year. Plastics and asphalt also make up substantial portions of the waste stream.
The leaders of some of Canada’s top construction firms shared insights on overcoming challenges, promoting diversity, and embracing technology in a rapidly evolving industry at a recent high-profile panel discussion.
Andy Trewick, President and CEO of Graham; Kieran Hawe, President and CEO of EllisDon; and Jeff Watt, President of Ledcor, weighed in on pressing industry issues, offering their perspectives on what it takes to navigate today’s construction landscape.
The discussion was part of the Independent Contractors and Businesses Association’s Construction Innovation Summit.
Diversity and culture are key to resilience
Jeff Watt emphasized that diversity is a key factor in creating resilient construction businesses.
“Ledcor works across North America and in a variety of different industry sectors and geographies, and that diversity really creates resilience against industry disruption,” Watt said. “When one cylinder isn’t firing as well as it should be, the other cylinder sort of picks up on that.”
He also highlighted the importance of culture in the success of construction firms.
“Culture’s a really important attribute for a constructor,” Watt said. “We need to make sure that our people are incentivized to do it in a way that we want, and they’re actually doing it in a way where they’re able to use their skills and experience to solve the problems they face.”
Watt described how Ledcor’s culture is the sum of many smaller cultures across field and district levels, noting the importance of giving grassroots teams the space to develop ideas and solutions that are meaningful to them.
“It’s about listening to the innovations that come forward, focusing on grassroots missions, and celebrating how we do it,” he said.
The role of strategic flexibility
Graham’s Andy Trewick echoed Watt’s points, stressing that diversification is crucial in today’s unpredictable market.
“As one market is progressing, something else might be declining. We have to have a business that’s able to get through that,” Trewick said. “We need to be nimble, able to react to conditions, and have a business model that can flex and shift.”
As a CEO, I’m just the herder of cats. You develop tools through your career, but in the end, you’re trying to corral people to the same place.
Andy Trewick, Graham President and CEO
Trewick pointed out that a consistent organizational culture is vital as employees move within different units of the company.
“We want to have a similar culture so people feel like it’s always the same organization they’re working for,” he said, underscoring the importance of a unified cultural approach across Graham’s business units.
He also touched on the significance of having a clear strategic direction, rather than reacting solely to market conditions.
“We aren’t just reacting to the market. We have a clear path,” Trewick said. “Culture eats strategy for breakfast.”
Embracing technology and innovation
Kieran Hawe of EllisDon steered the conversation toward technology, noting the slow pace of technological adoption in the construction industry but pointing to exciting developments.
“We have about 300 technology people back in head office in Toronto, scrum masters, programmers,” Hawe said. “We’ve been running a gamut of three or four pilot programs annually.”
EllisDon has also started an accelerator program inviting startups worldwide to present ideas that could benefit the industry.
“Last year, we had a hundred respondents, we picked three,” Hawe said. “This year we have 160 applicants.”
Hawe noted the growing sophistication of these startups and their increasing understanding of construction needs. “These people are coming from Belgium, Australia… and they want to work with construction because we have a platform. At scale, we can push it out for them and it helps our industry,” he said.
He emphasized that while technology is progressing, the challenge remains in how to manage and apply it across diverse projects.
“One software doesn’t apply to all sectors,” Hawe said. “It’s exciting, but there’s a lot of heavy lifting.”
Addressing Risk in Mega Projects
The conversation turned to the rising complexity and risk associated with billion-dollar projects, which are becoming more common. Hawe pointed out the strain on experienced personnel, many of whom retired during the pandemic, leaving less-experienced people to take on large, complex projects.
“The contract model for these billion-dollar jobs is completely different,” Hawe said. “We’ve had to send more people to projects to make sure we have all the gaps covered.”
Trewick added that Graham is highly selective about the mega-projects it takes on, focusing on risk profiles and partnerships.
“We often lobby to get a project broken into smaller components,” Trewick said. “But owners aren’t always sophisticated enough to manage multiple packages, so they push everything into one bucket.”
Work hard on the weaknesses and blind spots. Set goals and tell someone about them, so you put some pressure on yourself.
Kieran Hawe, EllisDon President and CEO
The leaders all agreed that collaboration is essential to the success of large projects.
“These jobs don’t get built when people take positions and aren’t collaborative,” said Trewick. “In order to get one of those jobs over the line, you’ve just got to be collaborative.”
Watt shared concerns about how large projects can pigeonhole personnel into specific roles, limiting their development.
“On big projects, personnel and staff get kind of pigeonholed into one activity… they don’t have the same jack-of-all-trades perspective they get on smaller projects,” he said. “We need to use small projects as springboards to develop people.”
What makes a good leader
The panelists also shared their views on leadership, emphasizing that success in construction hinges on qualities like humility and initiative. Jeff Watt, who grew up working on a farm, underscored the importance of leaders taking ownership of problems and fostering a sense of community.
“You’ve got to take the initiative to solve problems,” Watt said. “The farm taught me that there’s really nobody else around to solve your problem, so you’ve got to do it.”
Andy Trewick echoed this sentiment, stating that leaders must be “team builders” who support collaboration across diverse groups.
“As a CEO, I’m just the herder of cats,” Trewick said. “You develop tools through your career, but in the end, you’re trying to corral people to the same place.”
Kieran Hawe added that self-awareness and setting goals are key to effective leadership.
“Work hard on the weaknesses and blind spots,” Hawe said. “Set goals and tell someone about them, so you put some pressure on yourself.”
Key Takeaways:
Nearly 70% of crane activity across North America is focused on residential and mixed-use developments, signaling strong demand in these sectors.
Calgary saw a significant 20% increase in crane numbers, driven by major infrastructure projects like the Green Line LRT and affordable housing developments.
Toronto’s crane count increased slightly, with 83 cranes in the downtown core, highlighting a recovery in construction activity following a slowdown earlier in the year.
The Whole Story:
North America’s construction industry is showing resilience despite a slight downturn in activity, according to Rider Levett Bucknall’s (RLB) Crane Index for Q3 2024.
Published biannually, the index tracks the number of operating tower cranes across 14 major U.S. and Canadian cities, providing a snapshot of the industry’s workload.
While the report shows a modest 5% decrease in crane activity since Q1 2024, the construction sector remains active, particularly in residential and mixed-use projects, which make up nearly 70% of all crane activity.
Of the 14 cities surveyed, seven experienced an uptick in crane numbers, four saw significant declines, and three held steady, showcasing the ebb and flow of urban development across the continent. The mixed-use sector, which blends residential, commercial, and retail spaces, continues to drive much of the growth.
Canadian cities: Calgary leads, Toronto shows steady growth
Calgary emerged as a standout in the Q3 report, experiencing a 20% rise in crane numbers, bringing the total to 24. This growth is largely attributed to major projects like the $1.2 billion Calgary Events Centre and the $5.5 billion Green Line LRT project. Additionally, residential construction to address affordable housing needs is ramping up, with $550 million allocated to new projects.
Meanwhile, Toronto, long known for its bustling construction scene, saw a slight increase in crane numbers, with the count rising to 83 cranes in the downtown core. Residential developments continue to dominate, with 43 cranes dedicated to housing projects. This resurgence follows a slowdown earlier in 2024, suggesting renewed growth across various sectors, including healthcare and education.
International trends: Mixed-use and residential dominate
Across the United States, mixed-use and residential projects remain the key drivers of construction. Cities like Seattle, Denver, and Los Angeles are seeing stable activity, although some regions, such as downtown Portland, are feeling the effects of high office vacancy rates, resulting in fewer cranes.
Boston, which saw a 22% reduction in crane count, continues to focus on mixed-use developments and educational projects. The city’s construction remains robust, despite the overall decrease.
Looking ahead
The Crane Index points to a dynamic and evolving construction landscape. Though some areas face challenges, such as high office vacancy rates, the ongoing demand for residential and mixed-use developments indicates a strong future for North America’s urban infrastructure.
With major infrastructure projects continuing and capital investments flowing into healthcare, education, and public-sector initiatives, the industry is expected to remain resilient despite market fluctuations.
Key Takeaways:
For the first time in 35 years, the Professional Engineers Government of Ontario (PEGO) will take legal strike action after 20 months without a contract or a fair offer from the Ontario government.
The strike is expected to affect Ontario’s ability to deliver and manage key infrastructure projects, including major highway expansions and the maintenance of existing infrastructure, as PEGO members oversee $185 billion in infrastructure development.
PEGO members earn significantly less (30% to 50%) than engineers in other sectors, leading to critical recruitment and retention challenges, which could delay key government projects such as Highway 413, the Bradford Bypass, and expansions in Northern Ontario.
The Whole Story:
For the first time in its 35-year history, the Professional Engineers Government of Ontario (PEGO), the certified bargaining association representing Professional Engineers and Land Surveyors employed by the Ontario Public Service (OPS), will take legal strike action.
PEGO says the strike is in response to 20 months without a contract or a fair offer by the Treasury Board of the Government of Ontario.
PEGO-represented engineering and land surveying experts work in eleven ministries/agencies and perform project management, oversight and enforcement roles related to the provincial highway network, the Ontario Building Code, land surveying, fire safety, food and workplace safety, clean air, and safe drinking water.
In addition to working on the government’s $185 billion dollar infrastructure building plans, PEGO members also oversee the maintenance of more than $85 billion dollars worth of already existing public infrastructure in Ontario including the 400 series highways. PEGO and the Treasury Board have in place an agreement as to the maintenance of essential and emergency services during a legal strike.
This strike will begin on Oct. 8 with PEGO members initiating a work-to-rule campaign. Subsequent escalation could include strategic withdrawals of labour by certain groups of employees in the PEGO bargaining unit for limited time periods.
PEGO expects the labour dispute will impact the government’s ability to advance and deliver on key infrastructure commitments and to manage existing infrastructure and operations. PEGO officials stated that the action taken by PEGO members will be “responsible and targeted”.
“We are engineers and surveyors, we want to be building. We want to support Ontario’s ambitious infrastructure building agenda, but adequate engineering resources need to be available to deliver on it,” said PEGO President, Nihar Bhatt, P.Eng.
“These past 20 months without a contract have been exasperating because we have no time to waste, as we have watched colleague after colleague leave the public service for significantly higher compensation elsewhere thus depriving the government of the expertise it needs to deliver on its agenda. We just can’t understand why the Treasury Board negotiators has been so slow to recognize that there is a problem, despite having the data and hearing from their own managers over and over again about this problem. For nearly 16 months at the bargaining table, PEGO has presented offers and solutions that will help deliver the government’s agenda and ensure that the engineering resources are in place to ‘get it done’.”
PEGO stated that its members have been stretched to the breaking point. An analysis of the comparator market shows that PEGO members earn 30% to 50% less than they could earn in the broad Ontario market working for municipalities, other government agencies or the private sector.
Officials noted that PEGO members often write standards, direct the work and exercise oversight of professionals in these comparator employers. As such, recruitment and retention of engineering and land surveying experts have become key issues at the bargaining table. They believe mounting vacancies have now become critical and could result in significant project impacts and delays on key priorities of the government, including Highway 413, the Bradford Bypass and overdue expansion of highways in Northern Ontario.
“PEGO remains hopeful that a settlement can be reached and calls on the Premier to get his officials to the bargaining table with a fair offer that keeps Ontario’s infrastructure agenda on track,” said the group.
Key Takeaways:
Metro Vancouver’s Second Narrows Water Supply Tunnel has won the 2024 Canadian Project of the Year Under $300 Million Award from the Tunnelling Association of Canada, recognizing its high level of engineering skill and quality in underground construction.
The tunnel, built 30 meters below the Burrard Inlet, will replace aging water mains that are vulnerable to earthquakes, ensuring the continued delivery of drinking water in the event of a seismic event. It is part of a broader effort to meet modern seismic standards.
Construction of the tunnel began in 2019 and is expected to be completed by the end of 2024, with the new water mains coming into service by 2028. This project will not only improve system resilience but also increase capacity to meet the demands of a growing population.
The Whole Story:
Metro Vancouver has tunnelled its way to the top.
Metro Vancouver’s Second Narrows Water Supply Tunnel has been selected as the 2024 recipient of the Tunnelling Association of Canada’s Canadian Project of the Year Under $300 Million Award.
“I’m so proud that this major drinking-water infrastructure project, which will help us keep delivering water even after earthquakes, is being celebrated,” said Mike Hurley, Chair of Metro Vancouver’s Board of Directors. “Metro Vancouver is working on hundreds of projects at any given time. The Second Narrows Water Supply Tunnel Project is an excellent example of the kind of award-winning, high-quality, on-budget work that our organization delivers.”
The Second Narrows Water Supply Tunnel is being constructed 30 metres below the bottom of the Burrard Inlet, east of the Ironworkers Memorial Bridge, between Burnaby and the District of North Vancouver. The tunnel will replace three existing water mains built between the 1940s and the 1970s that are vulnerable to damage during an earthquake and are nearing the end of their service lives.
The Tunnelling Association of Canada’s Canadian Project of the Year Award is presented to a team that has significantly contributed to a project in Canada that has demonstrated the highest level of engineering skill and shown insight and understanding of underground construction. Other members of the award-winning project team include Traylor Aecon General Partnership, AECOM, WSP/Golder, Mott MacDonald, Malcom Drilling, and Herrenknecht AG.
“The Second Narrows Water Supply Tunnel is one of the largest tunnels ever built by Metro Vancouver,” said Malcolm Brodie, Chair of Metro Vancouver’s Water Committee. “These kinds of water-supply projects are extremely complex, yet so important to our health and well-being. It’s an honour to see this one recognized for its exceptional quality.”
Completed construction works include: two vertical shafts (one on each side of the inlet); a 6.3-metre-diameter, 1.1-kilometre-long tunnel; and three steel water mains. Valve chambers, which will connect the new mains to the existing drinking water system, are nearing completion.
Construction began in 2019 and is expected to be substantially complete by the end of 2024. The three new water mains will be tied into the drinking water system over the next few winters and are expected to be in service by 2028.
Metro Vancouver collaborates with its member jurisdictions to plan for and deliver drinking water to 2.8 million residents using a system of water supply areas, dams, treatment facilities, reservoirs, pump stations, and water mains. Upgrades are regularly made to the system to maintain the regional district’s ability to reliably provide high-quality drinking water.
This project is one of a series of new regional water supply tunnels that are being designed to meet current seismic standards to ensure the reliable delivery of drinking water in the region in the event of a major earthquake. When complete, the Second Narrows Water Supply Tunnel will also increase the capacity of the existing system to meet the long term needs of the growing population.
Key Takeaways:
The Federal Court of Appeal ruled in favour of CN, overturning a previous Federal Court decision and allowing the Milton intermodal logistics hub to move forward. The court found that the government’s decisions approving the project, despite its environmental effects, were reasonable.
The project faced opposition due to its potential impact on local air quality and human health. However, the court determined that both the Minister and the Governor in Council had properly considered these concerns and that the adverse effects were justified in light of mitigation measures.
The project will proceed under 325 conditions designed to mitigate its environmental and health impacts, including limits on truck traffic and air quality controls. CN must adhere to these conditions to operate the hub.
The Whole Story:
The Canadian National Railway Company (CN) has won a major legal victory, securing approval for its proposed intermodal logistics hub in Milton, Ontario. The Federal Court of Appeal has ruled that prior government decisions approving the project, despite concerns over environmental and public health impacts, were reasonable.
This decision reverses a 2024 Federal Court judgment that had halted CN’s plans, citing the need for more thorough consideration of the adverse effects the project would have on local air quality and human health.
Background
CN’s project, designed to facilitate the transfer of shipping containers between trucks and trains, is intended to ease traffic congestion and reduce greenhouse gas emissions in the Greater Toronto and Hamilton Area. The 160-hectare facility would see around 800 trucks enter and exit daily. However, the project faced opposition from Halton Region and local residents, citing potential harm to air quality and public health.
The project underwent an environmental assessment under the now-repealed Canadian Environmental Assessment Act, 2012 (CEAA 2012). In 2020, a federal review panel concluded that the project would likely cause “significant adverse environmental effects on air quality and on human health as it relates to air quality” and “significant adverse cumulative environmental effects on air quality, human health, wildlife habitat, and the availability of agricultural land.”
The Minister of the Environment and Climate Change agreed with the panel’s findings but referred the project’s approval to the Governor in Council, who ultimately decided that these effects were “justified in the circumstances.” The project was then approved with 325 conditions aimed at mitigating its environmental impact.
Legal Challenge
Halton Region sought judicial review, arguing that the Minister’s and the Governor in Council’s decisions were unreasonable because they failed to adequately consider the “direct” significant adverse effects (SAEEs) of the project on human health, particularly air quality. In 2024, the Federal Court ruled in their favor, setting aside the project’s approval.
However, the Federal Court of Appeal disagreed with the lower court’s conclusions, stating that “the Federal Court erred” in its assessment. The appellate court found that “the decisions were reasonable and would accordingly allow the appeals.”
Court’s Reasoning
The Federal Court of Appeal determined that the Federal Court had taken an overly rigid approach in its review, focusing too much on whether the Minister explicitly addressed a “direct” SAEE on human health. The court clarified that, while the Federal Court criticized the omission of certain references, it was important to “review the reasons with sensitivity to the institutional setting, in light of the record, holistically and contextually.” The court emphasized that “any shortcomings and flaws must be ‘sufficiently central or significant’ to render the decision unreasonable.”
Additionally, the appellate court ruled that the Minister’s decision “takes into account the full substance of the review panel’s findings on the adverse effects on human health related to air quality, both project-specific and cumulative.” It rejected the Federal Court’s assertion that the Minister had failed to consider the protection of human health, noting that the Minister “exercised their powers in a manner that protects human health in accordance with the requirements in the CEAA 2012.”
Moving Forward
CN praised the decision, reaffirming its commitment to comply with the project’s stringent environmental conditions. The company has maintained that the Milton hub is critical for reducing congestion and facilitating the efficient movement of goods in southern Ontario.
Local opponents, however, remain concerned about the long-term health impacts on the community, with Halton Region having argued that the project will “contribute to exceedances of health-based exposure standards” due to emissions from diesel trucks and trains.
The decision may not mark the end of the legal challenges, as Halton Region could appeal to the Supreme Court of Canada.
Truss company fire predicted to have ‘substantial impact’ on P.E.I. construction industry
Nunavut
Sanikiluaq wind turbine installation to begin in 2025
With B.C.’s provincial election just weeks away, voters will soon decide if they stick with the NDP or let someone else steer the province.
Construction and housing have been massive issues on the west coast. Each major party has put forward bold proposals, promising to address the housing shortage, streamline regulations, and invest in infrastructure.
BC NDP
The incumbent BC NDP, led by Premier David Eby, is prioritizing rapid housing construction and affordability improvements. Their plan to fast-track the factory-built home sector aims to reduce construction waste by 70% and harmful emissions by 43%. The NDP is creating a province-wide framework to streamline regulations and approve “ready-to-use” designs, potentially cutting months off the permitting process.
B.C. Premier and BC NDP Leader David Eby.
They’ve committed $1.29 billion to finance up to 40% of home purchase prices for middle-income families and aim to build over 300,000 middle-class homes. The party is also investing in skill training for home construction to address labor shortages. In healthcare infrastructure, they’re promising to build 5,400 new and replacement beds at long-term care facilities. The NDP plans to cut red tape for smaller, multi-unit developments, use public land for more housing, and continue capping residential rent increases at or below inflation. They’ve also announced a $36-billion investment in BC Hydro infrastructure over 10 years, supporting 10,500 to 12,500 jobs annually while expanding the electrical system for industrial development and housing.
Platform at a glance:
Fast-track factory-built home construction to deliver homes in as little as 12 weeks
Invest $1.29 billion to finance up to 40% of home purchase prices for middle-income families
Build over 300,000 middle-class homes
Cut red tape for smaller, multi-unit developments
Use public land for more housing construction
Continue capping residential rent increases at or below inflation
Invest $36 billion in BC Hydro infrastructure over 10 years
Double construction apprenticeship training
Create a new Industrial Land Reserve to ensure space for economic growth
Implement “ease of doing business” review to remove barriers for establishing or growing businesses
BC Conservatives
The BC Conservatives, under John Rustad’s leadership, are focusing on drastically reducing regulations and speeding up the construction process. Their platform includes streamlining permit and building approvals to 6 months for rezoning and development permits and 3 months for building permits. To stimulate rental housing construction, they propose introducing tax incentives for purpose-built rental properties. They also plan to repeal the Step Code policy and Net-Zero mandate, arguing this will significantly reduce construction costs.
BC Conservative Leader John Rustad
The Conservatives aim to amend the Local Government Act to remove procedures they believe impede housing projects and establish a BC Development Tribunal to protect private property rights. They’re pledging $1 billion annually for sewer and water upgrades in municipalities that allow small-scale multi-unit housing. The party is also promising major infrastructure spending, including bridge expansions and highway improvements. Their approach emphasizes reducing government intervention in the housing market and prioritizing rapid development to address housing shortages. Rustad also wants to extend LNG project permitting times.
Streamline permit and building approvals (6 months for rezoning/development, 3 months for building permits)
Introduce tax incentives for purpose-built rental housing
Repeal Step Code policy and Net-Zero mandate to reduce construction costs
Amend Local Government Act to remove procedures that “kill housing projects”
Establish BC Development Tribunal to protect private property rights
Pledge $1 billion annually for sewer and water upgrades in municipalities allowing small-scale multi-unit housing
Implement “Presumption of Compliance” law for certified builders
Conduct forensic audit of BC Housing
Reduce red tape for project approvals
Fast-track George Massey Tunnel Replacement Project
Explore Ironworkers Memorial Bridge replacement/expansion
Extend permits for LNG projects
SkyTrain extension to Newton
BC Green Party
The BC Green Party, led by Sonia Furstenau, is approaching construction and housing issues with a strong focus on affordability and environmental sustainability. Their ambitious plan includes building 26,000 affordable rental units per year, significantly higher than current construction rates. They propose utilizing public land for non-profit housing and have allocated $1.5 billion for affordable housing initiatives.
BC Green Party Leader Sonia Furstenau.
The Greens are advocating for the introduction of vacancy control to prevent rent hikes between tenants, a policy aimed at long-term affordability. In line with their environmental priorities, they plan to stop new LNG projects and phase out gas production, which could impact certain types of industrial construction. Instead, they propose investing heavily in renewable energy sources such as solar, which could create new opportunities in the green construction sector. The party’s approach to construction and development is deeply intertwined with their climate action goals, emphasizing sustainable building practices and energy-efficient housing. They also support densification and transit-oriented development to reduce urban sprawl and promote more sustainable communities.
Platform at a glance:
Build 26,000 affordable rental units per year
Utilize public land for non-profit housing
Allocate $1.5 billion for affordable housing initiatives
Introduce vacancy control to prevent rent hikes between tenants
Stop new LNG projects and phase out gas production
Invest in renewable energy sources, such as solar
Focus on sustainable building practices and energy-efficient housing
Support densification and transit-oriented development
Prioritize environmental considerations in construction and development projects
Key Takeaways:
The WAHA Redevelopment Project is being delivered using a public-private partnership (P3) approach, allowing collaborative development between Pomerleau Health Partners and government entities to design, build, and finance the project.
The project will replace the outdated Weeneebayko General Hospital with a new 36-bed hospital, elder care lodge, visitor hostel, and staff residences in Moosonee, along with an ambulatory care centre on Moose Factory Island, with a total cost of $1.8 billion.
The redevelopment aims to enhance medical services for predominantly Cree communities along the James Bay and Hudson Bay coasts, providing culturally responsive care for around 12,000 people in the region, with construction expected to be completed by 2030.
The Whole Story:
Infrastructure Ontario (IO) and the Weeneebayko Area Health Authority (WAHA), in partnership with the Ontario government, have awarded a fixed-price contract of $1.8 billion to Pomerleau Health Partners to design, build and finance the WAHA Redevelopment Project.
The Pomerleau Health Partners team includes:
Applicant leads: Pomerleau Inc.
Design team: Kasian Architects Ontario Inc. and Bertrand Wheeler Architecture Inc.
Construction team: Pomerleau Inc.
Financial advisor: PricewaterhouseCoopers LLP
The WAHA Redevelopment Project is being delivered using a progressive public-private partnership (P3) approach, which fosters collaborative development of project requirements, design, pricing and risk management.
IO and WAHA signed a Development Phase Agreement with Pomerleau Inc. in January 2023 following a competitive request for proposals process that began in January 2022. Throughout the Development Phase, Pomerleau Inc. worked collaboratively with IO and WAHA, as well as with the Ministry of Health, Ministry of Long-Term Care, and Indigenous Services Canada, to define and refine project requirements to advance the design and confirm fixed pricing.
Now that the Development Phase is complete and the P3 contract has been awarded, Pomerleau Health Partners is on site to redevelop the hospital, and construction is expected to be complete in 2030.
The WAHA Redevelopment Project is a major healthcare infrastructure initiative in northern Ontario, aimed at improving medical services for the predominantly Cree communities along the James Bay and Hudson Bay coasts.
The project involves the construction of a new 36-bed regional hospital, a 32-bed elder care lodge, a visitor hostel, and staff residences in Moosonee, as well as an ambulatory care centre on Moose Factory Island. With a total cost of $1.8 billion, the project is being funded jointly by the federal and provincial governments, with Canada committing $1.2 billion.
The new facilities will replace the outdated Weeneebayko General Hospital, originally built in 1950, and are expected to be completed by 2030, serving approximately 12,000 people in the region with improved, culturally responsive healthcare services closer to home.
As the construction industry faces rapid changes in technology, market demands, and workforce challenges, two prominent construction leaders shared their stories of navigating growth, focusing on people, and embracing innovation.
Mike Maierle, founder and president of ETRO Construction, and Justin Bontkes, founder and principal at Caliber Projects, sat down to discuss their experiences and insights during the ICBA’s recent Construction Innovation Summit.
Humble Beginnings to Industry Success
Maierle founded ETRO Construction in 2015 with a clear vision to do things differently. Starting from his basement with a folding table, a modest cash reserve, and a drive to innovate, he was determined to create a diverse construction management and contracting company.
“I wanted to do my own,” Maierle shared. “It was a struggle the first year, you know, not enough cash, not enough opportunities, learning on the fly, and trying to set a processes and procedures, and really building a team.”
Today, ETRO operates across residential, institutional, and retrofit projects, with a focus on diversification to stay resilient amid changing market dynamics.
Bontkes’ story began during the 2008 subprime mortgage crisis, which left him jobless and with few opportunities.
“If you can’t work for someone, you may as well start your own company,” Bontkes said.
He started Caliber Projects in 2009, initially focusing on renovations and single-family homes. It took a decade of hard work and persistence to grow Caliber into a recognized builder of multi-family and commercial developments in the Fraser Valley.
People First: Building teams and culture
Both leaders emphasized that their success has been largely driven by focusing on their teams. For Maierle, it’s all about creating opportunities for growth.
“My goal, personally, is to train and mentor the next generation of construction professionals,” said Maierle. “I would much rather hire a 22-year-old carpenter, train that carpenter the ETRO way to become a superintendent and to become an executive leader.”
He believes that a key to retaining top talent is providing clear career paths early on and making employees feel valued.
Bontkes also highlighted the importance of personal development, both for himself and his team. He credits his turning point to reading the book Scaling Up by Verne Harnish, which motivated him to hire a coach and adopt a culture of continuous learning.
Similarly, Caliber Projects has embraced open-book management, a system that involves sharing financial information with all employees and connecting bonuses to the company’s success.
“All employee bonuses are are attached to the success of the organization,” Bontkes explained. “Providing people with the information they need to make a difference is hugely impactful. It’s been hugely revolutionary in attracting people and keeping them.”
Caliber Projects has three core values: “Own It, Crush It, Love It.” These values guide how the company operates and interact with its clients and team members. “Love It”, in particular, stands out as an uncommon value in the construction industry, but for Bontkes, it’s essential to foster an environment where team members genuinely care about each other and their work.
Continuous improvement and innovation
Maierle and Bontkes both stressed the importance of innovation and strategic thinking. At ETRO, Maierle has embraced “Horizon Thinking”—a focus on the long-term view of the company, 30 years down the line.
“We invest significantly into the next 10, 20, 30 years,” Maierle said. “We’re putting 25-30% of our earnings back into improvement, focusing on people, processes, and strategic initiatives for the future.”
ETRO has established dedicated departments for innovation and strategic initiatives, employing roles that most companies their size would not have. This forward-thinking approach has allowed ETRO to continuously improve, capturing data from previous projects to enhance future performance.
“For us, the framework has always been about continuous improvement,” Maierle said.
Addressing challenges in hiring
Despite their successes, both leaders acknowledge that hiring the right people remains one of the biggest challenges in the construction industry. Bontkes candidly shared his mistakes in hiring and emphasized the importance of value alignment.
“Often, people can fake it and get through interviews, but it doesn’t take long to see if they’re not a fit,” he said. “One of our biggest issues is we hire the wrong person, they come in and then we don’t let them go quick enough, because we just need people to do the work. But before you know it they are causing problems and actually dragging productivity down.”
Maierle echoed similar sentiments, emphasizing that skill is important, but culture fit is even more crucial.
“We focus on people who are accountable,” said Maierle. “What we talk about is being accountable to the person beside you.
He noted that establishing a deep sense of care for others as a core value has helped the organization grow and attract the right kind of worker.
Both leaders also spoke about the importance of selecting the right clients.
“You come through this evolution to figure out who you are as an organization, how you’re gonna operate. At a certain point, you realize that there’s actually clients that are not aligned with the values that you stand for,” Bontkes said. “It’s about making sure that we don’t get into a long term contract with somebody that is not aligned.”
Embracing technology
Looking ahead, both Maierle and Bontkes see technology playing a key role in transforming the construction industry. Maierle, for instance, spoke about setting up a 10,000-square-foot prefab “supermarket” to experiment with prefabricated construction elements.
“We need to change the dynamic of how we build,” he said. “The trades following each other in a disorganized fashion with materials up and materials down is what’s causing so much of our productivity and financial challenges.”
Bontkes also stressed the need for the industry to attract young people by showcasing construction as a viable, fulfilling career path.
“We need to do a better job of selling the vision,” he said. “We have to show and share what it can be like to have a career in construction.”
Both leaders are optimistic about the future but acknowledge that the industry must be bold and willing to change.
“If you’re not making changes and transforming your business, you will be redundant. You will be jumped over by the next group,” said Maierle.
Key Takeaways:
BC Conservative Leader John Rustad emphasized cutting red tape, with a promise to reduce government regulations by 25% in the first term and introduce a red tape reduction law to ease the regulatory burden on the construction industry.
He pledged to eliminate the federal carbon tax and outdated fuel standards, which would lower fuel costs for construction companies, along with streamlining the permitting process to speed up project approvals.
Rustad committed to several major infrastructure projects, such as bridge replacements and highway expansions, while also addressing the labour shortage by simplifying accreditation for internationally trained workers and opening up procurement processes.
The Whole Story:
BC Conservative Party Leader John Rustad addressed the construction sector this week, outlining his vision for the construction industry in B.C. Rustad’s speech at the Independent Contractors and Businesses Association’s Construction Innovation Summit highlighted his party’s focus on cutting red tape, reducing the cost of doing business, and supporting significant infrastructure projects to boost the construction sector.
Rustad stated that a BC Conservative government would prioritize reducing barriers for the construction industry, starting with a commitment to reduce government regulations by 25% in its first term. “We need to get government out of the way,” Rustad said, emphasizing the need for a more efficient regulatory environment to help the private sector thrive. He also proposed introducing a red tape reduction law to ensure that for every new regulation implemented, existing regulations would be removed.
Highlighting the challenges faced by construction businesses due to high fuel costs, Rustad promised to eliminate the carbon tax and outdated carbon fuel emission standards, which he claimed would reduce costs for construction companies by approximately 36 cents per litre of fuel. He cited an example from a construction site in Surrey, where the carbon tax on fuel used to dig a housing foundation added $40,000 to the project’s costs.
Rustad also pledged to accelerate the permitting process for building projects, working with municipalities to reduce approval times for building permits and business permits. He cited concerns from contractors regarding lengthy and complex processes that slow down construction, particularly in urban areas like Vancouver.
On infrastructure, Rustad committed to several major projects, including the replacement of key bridges and expansion of highways. Notable projects mentioned included a new bridge across Okanagan Lake, replacement of the Taylor Bridge in Peace Country, replacing the Ironworkers Memorial Bridge, fast-tracking the George Massey Tunnel replacement project, and upgrading Highway 19 in Nanaimo. He also stressed the importance of expanding Highway 1 to six lanes from Vancouver to Chilliwack to alleviate congestion, calling it a “critical link” for the province. He would also extend permits for LNG infrastructure projects.
“They would have to go back to the environmental assessment process. That would take probably 10 years and we would lose another generation of opportunity for LNG,” he said.
The
In terms of labour, Rustad acknowledged the industry’s ongoing struggle to find skilled workers and pledged to reduce barriers for internationally trained workers to obtain accreditation in BC. “We need to ensure people can get to work right away, rather than being held back by long, cumbersome processes,” he said.
BC Conservative Leader John Rustad address construction leaders at the Construction Innovation Summit. – ICBA BC
Rustad also touched on procurement policies, promising to implement an open procurement process for qualified contractors and workers, which would provide greater opportunities for local construction businesses. Additionally, he emphasized the need to expand industrial land availability to support manufacturing and construction growth in the province.
“It’s time to get this province back up and running,” Rustad declared, emphasizing that his party’s approach would focus on unleashing the potential of the private sector while reducing government intervention. He concluded by stating that a BC Conservative government would “bring common sense back” to B.C.’s construction industry, enabling companies to succeed and pay good wages, which in turn would address affordability issues.
BC Premier David Eby has also been busy courting the province’s construction sector as election day approaches. Eby recently announced several key policy initiatives aimed at enhancing the construction sector and addressing housing needs. He pledged to fast-track the factory-built home construction sector by streamlining regulations and creating a province-wide framework for municipalities, which includes approving “ready-to-use” designs to expedite the permitting process.
Eby also unveiled a $36-billion investment plan for BC Hydro infrastructure over the next decade, expected to support 10,500 to 12,500 jobs annually while expanding the electrical system for industrial development and housing. Additional commitments include eliminating ‘no pet’ clauses in rental buildings, subsidizing insurance for small landlords, and building new long-term care facilities. Furthermore, he proposed a new streamlined approval process for electricity projects and plans to establish an addictions treatment center specifically for construction workers.
MGI Construction Corp.
Workers wrap up for the day at an MGI site.
Tom Pistore / Oak View Group
Oak View Group, Green Infrastructure Partners and EllisDon tackle demolition and and rebuilding work for an arena project in Hamilton.
Sierra Construction Group
Sierra’s friends at Stubbe’s Redimix and Horizon Concrete Forming join them on-site in Brantford for one last big raft slab pour at the future Terraces of King George.
Courtney Chard
Courtney Chard – a pipe welder based in Georgetown, Ont. – creates a spooky themed work of art.
Wildstone Construction Group
Wildestone Construction crews roll out the red carpet for a jumpy little lite visitor.
MTC Solutions
Work is rapidly progressing at the 2150 Keith Drive project in Vancouver.
EllisDon
EllisDon’s Civil Team effectively managed a unique scope involving extensive in-stream pier repair work for the centre pier of the 4th Avenue Flyover Bridge Rehabilitation Project.
Tieback Siteworks Inc.
Crews make progress on the Burke Mountain Project in B.C.
Kiewit
Kiewit crews do foundation on the Union Station Enhancement Project in Toronto.
The Shot of the Month goes to…
North American Construction Group
The Northern Lights dance above North American Construction Group’s heavy equipment in Fort McMurray.
Key Takeaways:
Work has begun across all parts of the Ontario Line subway, including building two key bridges—the Don Valley Crossing and West Don Crossing—to connect the line through critical areas, cutting commute times for many Torontonians.
The Ontario Line is a centerpiece of Ontario’s $70 billion public transit expansion, designed to reduce congestion, increase economic opportunities, and improve connectivity across the Greater Toronto Area.
Once complete, the 15-station Ontario Line will offer over 40 connections to other transit systems, reduce car trips by at least 28,000 daily.
The Whole Story:
The Ontario government has officially begun work along all parts of the Ontario Line subway. Under the final contract, work has begun to build the Don Valley Crossing Bridge and the West Don Crossing Bridge, which will carry Ontario Line trains across the Don Valley toward the downtown core.
“The Ontario Line is at the centre of our government’s nearly $70 billion plan to expand public transit across the province and today’s announcement shows we are getting it done,” said Premier Doug Ford. “This transformational project is going to cut commute times for hundreds of thousands of riders every day, connecting to transit services from across the region and creating new economic opportunities all along the line.”
The Ontario Line will exit an underground tunnel on the east side of the Don Valley at Minton Place, south of the Leaside Bridge. The line will then travel over the valley on the new Don Valley Crossing and West Don Crossing bridges, connecting to elevated guideways through Thorncliffe Park and Flemingdon Park, cutting transit times by more than half for families and workers along the line.
“Five years ago, our government unveiled Ontario’s new historic transportation vision for the Greater Toronto Area. Today, we are delivering on that vision with all contracts awarded and work underway across the entire line,” said Prabmeet Sarkaria, Minister of Transportation. “Under the leadership of Premier Ford, we will continue to build the most ambitious transit plan in North America to cut gridlock and drive economic growth for generations to come.”
Conceptual rendering of future Don Valley Crossing bridge, which will carry Ontario Line trains between the Minton Place tunnel portal and Thorncliffe Park.
After beginning excavation for the Ontario Line’s King-Bathurst, Moss Park and Queen-Spadina stations and breaking ground at Pape Station, crews will soon start excavating Corktown and Osgoode stations. Corktown Station will give thousands of riders access to the nearby Distillery District while the Ontario Line Osgoode Station will link directly to the TTC’s Line 1 (Yonge-University) and give more than 12,000 daily rush-hour commuters a new, vital interchange connection that will help reduce crowding at Union Station by 14%.
“Public transit will provide faster, greener and more reliable transportation for commuters across the city of Toronto, that is why in 2021, we announced over $4 billion in support for the Ontario Line,” said Parliamentary Secretary Peter Fragiskatos. “With the launch of Canada Public Transit Fund in July, we are investing nearly $30 billion over 10 years to improve transit across Canada. Once the Ontario Line is complete, thousands of Torontonians will have improved access to fast and reliable public transit.”
Once complete, the Ontario Line will have 15 stations, running from Exhibition Place through the downtown core and connecting to the Eglinton Crosstown LRT at Don Mills Road. The line will offer more than 40 connections to other subway, bus, streetcar and regional train services, reducing daily car trips by at least 28,000.
“People need more public transit options to travel around our city. The Ontario Line will help generations of Torontonians get to work, school or run errands around Toronto – without having to drive,” said Olivia Chow, Mayor of Toronto. “It’s a historic investment and I’m pleased that it is well underway. Working together, we can build a more convenient, reliable, affordable and safe public transit system.”
