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.
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.
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.
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.
Renderings show some of the interior design of the hotel. – PBA
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
Hawthorne East Village – Mattamy
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
Park George – Concord
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
The Well – 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
Sugar Wharf Condominiums – Menkes
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
The Post – QuadReal
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.
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
Regent Park – 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
Fifteen Fifteen – 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
Curv – 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.
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.
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.
This win marks a major milestone for ETRO, validating their innovative and sophisticated approach to construction. Competing against several large scale-general Contractors, ETRO believes their advanced pre-construction processes and proven track record of building complex projects were key factors in their being successfully awarded.
The BC Place renovation is a complex endeavor. The project comes with tight deadlines, a busy downtown location, and a packed events calendar requiring meticulous planning and coordination. Once completed, the renovated stadium will be showcased to the world during FIFA World Cup 26.
Dan Chyzowski (left) and Mike Maierle (right). – ETRO Construction
“We won the RFP competing against some of the largest general contractors in the city. We’ve proven that as an eight-and-a-half-year-old company, we are capable and qualified to deliver,” said Mike Maierle, President of ETRO Construction. “This project is fantastic for our brand and our team. It’s a unique, once-in-a-lifetime career opportunity. It’s going to be incredibly challenging, but it’s something special.”
Dan Chyzowski, ETRO’s Vice President of Construction, detailed the project’s timeline, which is divided into two primary phases when construction can occur within the facility. The first phase is underway and will continue until the Grey Cup. The second phase of the work will commence after pop superstar Taylor Swift and her fans descend upon the city in December, with the remainder of the work wrapping up by Spring 2026 in advance of the World Cup.
“At any given time there will be up to 10 projects concurrently under construction with the overall scope being divided into 12 projects in total. Many of the projects are executed over multiple phases due to the constraints of working within the stadium,” Chyzowski explained.
ETRO utilizes Virtual Design & Construction to identify challenges early on. – ETRO Construction
BC Place is a premier venue in British Columbia, hosting Vancouver Whitecaps FC, the BC Lions, the Canada Sevens, and the BC Sports Hall of Fame, along with numerous concerts and events. The renovation will enhance high-impact areas to improve the fan experience, including upgrading hosting spaces, field club suites, adding vertical transportation to several of the upgraded spaces and improving accessibility within the stadium. There will also be additional upgrades to player facilities.
With 50-plus events scheduled before the World Cup, ETRO will be required to engage with all stakeholders, including consultants, facilities teams, events teams, and other contractors on site to ensure minimal disruption during construction.
“We believe we were hired because of our unparalleled pre-construction and operations teams and the extensive experience our proposed team members will bring to this project. Our construction and Virtual Design & Construction teams are the best in the market, capable of coordinating and identifying issues early on. We are not a typical design-bid builder; we are a progressive construction partner,” Maierle stated.
“We don’t like cookie-cutter projects,” Chyzowski said. “We prefer complex projects that require significant brainpower and problem-solving. This is where our team adds immense value, and it’s one of the reasons we won the contract—our commitment to the front end and working collaboratively with the team.”
Crews work on a project at the University of British Columbia. – ETRO Construction
ETRO’s diverse experience with operational facilities, such as airports, shopping malls, and educational institutions, has been a key to their success. This broad experience will be essential for the BC Place project.
For Maierle and Chyzowski, the BC Place renovation is more than just a project; it’s a milestone for ETRO Construction and a launching pad to take them to the next level. “Being part of such a landmark project is a special moment for us. When we received the award, it was emotional and very exciting for our entire team,” Chyzowski shared. “We look forward to tackling this challenge alongside PavCo and the rest of the Project Team.”
ETRO’s growing team at their bi-annual town hall. – ETRO Construction
Key Takeaways:
Alberta is investing $43 million to plan a new Advanced Skills Centre (ASC) at NAIT.
The ASC aims to be a world-class facility providing apprenticeship training in construction, transportation, manufacturing and energy for an additional 4,200 apprentices per year.
This investment will create modern learning spaces and allow NAIT to consolidate and expand its skilled trades programs to better meet the needs of Alberta’s industries.
The Whole Story:
Alberta’s government is investing $43 million to plan the Advanced Skills Centre at NAIT, training an additional 4,200 apprentices yearly.
“This state-of-the-art facility will raise the profile of apprenticeship education and attract and graduate the workers the province needs,” said NAIT president and CEO Laura Jo Gunter. “By providing experiential training, NAIT will help ensure Alberta’s economy remains prosperous.”
Each year NAIT will see between 30,000 to 40,000 students enrolled in programs across its campuses. Of those students studying in full-time programs, well over 30% enrolled in apprenticeship and skilled trades programs.
Officials say the ASC will deliver the most comprehensive, leading-edge apprenticeship and technology-based education in the world, focused on training in four key sectors: construction, transportation, manufacturing, and energy.
Alberta officials announce new funding for NAIT. – Government of Alberta
“With so many projects on the horizon, the province’s future has never looked brighter,” said Jason Idler, chief operating officer, heavy industrial, PCL Construction. “This state-of-the art facility goes a long way to ensuring we have the workforce we need today to build the infrastructure we need tomorrow.”
Planning funds will help prepare for construction, which will start in 2025. The centre will add 640,000 square feet of new, state-of-the-art learning space to NAIT’s main campus and support the evolution and growth of programming over time, allowing NAIT to meet emerging needs to support Alberta’s diverse and competitive industries.
A rendering what the future facility will look like. – NAIT
This investment is crucial for ensuring students and faculty have access to the most up-to-date learning and training spaces. In some cases, purpose-built facilities at NAIT are more than 60 years old and have reached their end of life, requiring replacement. When construction is completed, the Advanced Skills Centre will include flexible and adaptable learning spaces that can be expanded to accommodate program growth or the introduction of new programs to meet labour market demand.
The ASC will also allow for the repatriation of programs that have been practicing in near isolation. Plumbers, for instance, have learned at Patricia Campus on Edmonton’s west end since the mid-1970s. Welders have been stationed at Souch Campus, in the south, since the late-’90s.
School officials say having them back on Main Campus will bring together all of its trades programs in ways that they have never considered. The structural flexibility of the ASC will also allow for select trades and technologies to be quickly ramped up, helping to provide an influx of skilled workers where they’re needed most.
NAIT officials and students celebrate the funding announcement. – NAIT
Key Takeaways:
B.C. officials want the hub to be a one-stop shop for applications and aims to reduce delays and costs.
They believe the hub will address challenges of incomplete applications, inconsistent requirements, and varying interpretations of the building code.
It will automatically check for completeness and compliance with key parts of the BC Building Code.
The Building Permit Hub is being piloted with twelve local governments and two First Nations, with further development and features planned for this summer.
The Whole Story:
B.C. is launching new digital Building Permit Hub to help streamline and standardize local permitting processes.
“The permitting process can be slow and complicated, delaying the construction of homes we urgently need,” said Premier David Eby. “Together, we’ve made progress cutting provincial and municipal permitting times, but we have to keep going. This new one-stop shop for local building permits will reduce red tape for homebuilders, local governments and First Nations, and ultimately save money, speed up construction and help people get into homes faster.”
The province is digitizing local permit processes to make it easier and faster for homeowners and industry professionals to submit applications to local governments and First Nations.
“We are exploring new ways to speed up the delivery of homes for people in B.C.,” said Ravi Kahlon, minister of housing. “The Building Permit Hub will make the permitting process smoother for builders and local and First Nations governments, ensuring homes are built quicker without unnecessary delays. This is one of many actions we are taking in our Homes for People action plan.”
Officials say their work to cut provincial permitting times is showing results. Provincial permits are being processed faster and backlogs are being cleared with permits being processed faster than they are coming in.
The province said it has heard from industry, local governments and First Nations that some of the biggest challenges with the local building-permit submission process are incomplete applications, inconsistent submission requirements from one community to another and different interpretations of compliance with BC Building Code requirements. These problems contribute to costly delays to building new homes.
The Building Permit Hub aims to address these challenges by offering a one-stop, simplified process. Builders will submit their permit applications online in the hub, which will:
standardize building-permit submission requirements across jurisdictions in B.C.;
automatically check that the permit application is complete; and
automatically check compliance with key parts of the BC Building Code.
A provincewide system that addresses the different permit requirements in each community will result in complete and consistent applications that are straightforward for local governments and First Nations to approve.
“This permitting tool will evolve, incorporating user feedback to deliver a seamless experience for those building the homes people need throughout the province,” said George Chow, minister of citizens’ services. “Government is working to unlock the full potential of digital innovation and technology, as we tackle the housing crisis together.”
The province worked closely with communities and industry experts to develop the hub.
Twelve local governments and two First Nations will pilot the first version of the hub. The hub is now live to allow communities to update the tool for their local requirements and permitting capability is expected to come online this summer. The hub will be further developed in summer with additional features added, such as permit applications for secondary suites and accessory
Key Takeaways:
Crews have completed work on the new Pattullo bridge’s main tower and tunnel boring operations have wrapped up for the Broadway Subway project.
The province also announced each project’s completion has been pushed back a year.
They attributed these delays to inflationary pressures, global supply chain issues and a five-week concrete strike.
The Whole Story:
Two major B.C. projects, the Broadway Subway and the Pattullo Bridge Replacement Project, have reached significant milestones this month.
Despite the milestones, both projects also have had their completion dates pushed back.
Officials announced that Tunnel boring operations have finished, marking the completion of the most technically complex and challenging part of the new subway construction.
Meanwhile, construction of the main tower for the new bridge to replace the existing Pattullo, connecting Surrey and New Westminster, is complete. It is the tallest bridge tower in British Columbia.
“Despite facing significant global challenges, we’ve seen tremendous progress on both of these projects,” said Rob Fleming, minister of transportation and infrastructure. “These projects will move people and goods more quickly and safely around the Lower Mainland.”
The Pattullo Bridge Replacement Project started at the beginning of the pandemic in February 2020. The province noted that it has faced significant challenges, including inflationary pressures and global supply issues related to the delivery of specialized components from around the world. In addition, the bridge tower construction took longer than expected. As a result, the new bridge is expected to open in fall 2025.
Work started on the bridge in 2020. About a year into construction, the opening of the bridge was delayed from 2023 to 2024. At the time, the government attributed delays to on-site investigative work, and permitting hold-ups due to the COVID-19 pandemic.
Crews work to disassemble a tunnel boring machine at the Broadway Subway project site. – BC Ministry of Transportation
The new bridge will provide people with better connections and modern, wider lanes separated by a centre median barrier and dedicated walking and cycling lanes. Once complete, the bridge will provide a safer commute for people driving, cycling, or walking, and a more efficient connection for goods movement between Canada and the United States.
Design and construction activities on the Broadway Subway Project, which also began during the pandemic in September 2020, have taken longer than originally expected, including work to relocate major utilities and install traffic decks, while keeping traffic moving along Broadway. Tunnelling, which included boring under the Canada Line, and station excavation also took longer. This was in part due to a five-week concrete strike in 2022 that delayed construction of the launch pad for the tunnel-boring machines. Despite making significant progress so far, the new line is expected to go into service in fall 2027.
Construction first started on the subway extension in 2020, when the B.C. government projected the line would be opeartional after five years. In 2022, the government said the project opening had been delayed until 2026 by a five-week concrete workers’ strike.
“On projects of this size, delays have the potential to affect other construction activities,” said officials. “While mitigation efforts were made to recover both project schedules, it wasn’t always possible.”
Key Takeaways:
The $210 million facility will deliver CGC’s Sheetrock brand wallboard to residential and commercial customers across Western Canada.
The contract for the construction of CGC’s Wheatland County plant was awarded to Ledcor earlier this year.
CGC’s target is that the construction phase will conclude in 2026 and is preparing for plant recruitment and hiring starting in mid-2025.
The Whole Story:
CGC Inc., the Canadian division of USG Corporation, announced that construction of its new manufacturing plant in Wheatland County, Alta., is officially underway. CGC says the $210 million facility will deliver its Sheetrock brand wallboard to residential and commercial customers across Western Canada faster, more sustainably, and more reliably than ever.
The 220,000 square foot facility, situated on 214 acres of land north-west of Carseland, Alta., will create more than 200 jobs during the construction phase and more than 100 permanent, full-time manufacturing jobs once plant construction is completed.
Designed to be the most eco-friendly plant CGC has ever constructed, the plant will feature state-of-the-art innovations that enable efficient wallboard production with minimal water usage, energy consumption, and physical waste. CGC is also building a solar field onsite to generate clean electricity for the plant.
“Today’s groundbreaking marks a significant win for CGC operations in Western Canada and for our ambitious growth plans in Canada more broadly,” said Chris Griffin, CEO of USG Corporation. “This project underscores our commitment to being the best wallboard manufacturer to do business with, particularly as builders, governments and communities across Alberta and the West work to expand housing starts, accessibility and affordability.”
CGC first announced its Wheatland County plant investment in July 2022 alongside partners from Wheatland County, the Alberta Government, Siksika First Nation and Invest Alberta.
“This was a true team effort and we would not be here without the support of Reeve Amber Link, the Alberta Government and Invest Alberta, the Siksika First Nation, and many others,” Griffin said.
Matt Jones, Alberta minister of jobs, economy and trade explained the investment is helping to diversify rural Alberta and create good jobs.
“This state-of-the-art wallboard manufacturing facility has helped to expand the manufacturing sector in our province and will ensure residential, commercial, industrial and institutional sectors can get the wall products they need to get their projects built in Alberta and across the country,” said Jones. “I want to thank CGC for choosing Alberta for this important investment and for contributing to the vibrancy and resiliency of our economy.”
The contract for the construction of CGC’s Wheatland County plant was awarded to Ledcor earlier this year. CGC’s target is that the construction phase will conclude in 2026 and is preparing for plant recruitment and hiring starting in mid-2025.
Currently, CGC’s drywall is shipped to Western Canada from CGC manufacturing facilities in Ontario and Quebec. The new Wheatland County plant is at the centre of CGC’s strategy to streamline its supply chain, making it more reliable, accessible and sustainable. Moreover, CGC says the plant will help meet increasing demand for CGC products across Canada’s Western provinces with the need for new homes at an all-time high. Roughly one out of every two houses in Canada currently contain CGC products.
A new report has found that Toronto needs to invest $4 billion annually to maintain its infrastructure.
The city is currently only investing $1.4 billion per year, creating a gap of $2.6 billion per year or $26 billion in the next decade.
Recently, the city dedicated $26 billion (52%) of the 10-Year Capital Budget and Plan to SOGR needs, nearly doubling SOGR investments over the past 10 years.
The Whole Story
Toronto is billions of dollars behind on infrastructure spending and wants to get caught up.
The city’s 2024 Corporate Asset Management Plan (AMP) was recently adopted by Toronto City Council. It identifies the value of non-core infrastructure assets at $73 billion and forecasts that an average annual investment of $4 billion is needed to maintain these assets in good condition to provide their current levels of service to Torontonians.
Officials say this contrasts with the average annual planned state of good repair (SOGR) funding of $1.4 billion in the city’s 2024 budget, revealing an investment gap of approximately $2.6 billion per year or $26 billion in the next decade.
Officials say the findings of the city’s 2024 Corporate Asset Management Plan are consistent with the city’s Long Term Financial Plan and past budget process where investments in SOGR have been a priority. Recent actions taken by the city to address asset renewal needs include:
Dedicated $26 billion (52%) of the 10-Year Capital Budget and Plan to SOGR needs, nearly doubling SOGR investments over the past 10 years.
Added $1.6 billion in additional SOGR funding to the 10-Year Capital Budget and Plan during the 2024 Budget process.
Eliminated the city’s single largest SOGR liability with the Ontario-Toronto New Deal’s upload of the Gardiner Expressway to the province that saves nearly $2 billion which will be allocated to critical asset renewal guided by a capital prioritization framework and asset management plan.
Developing a capital prioritization framework that will be integrated with the City’s 2025 Corporate Asset Management Plan to enhance the City’s existing prioritization processes and strategic decisions on when and where to prioritize capital infrastructure investments.
The city’s 2024 Corporate AMP builds upon previous divisional asset management plans and includes all municipal infrastructure assets under the direct ownership of the City, excluding core infrastructure assets such as water, wastewater, stormwater, roads, bridges and culverts, which were reported in the City’s 2021 Core Infrastructure AMP.
To comply with provincial regulations, the city’s 2024 Corporate AMP reports on the costs required to maintain current levels of service. The forthcoming AMP will report on the costs to provide proposed levels of service to manage future growth including recommended funding strategies aligned with the final provincial regulation milestone on July 1, 2025.
Mary Van Buren has accepted a position as governance & strategy advisor at tng after more than six years as president of the Canadian Construction Association.
Chandos has changed up its leadership team: Nicholas Darling is chief operating officer, Ellie Choi is senior vice president (risk and legal), Oliver Dees is senior vice president (strategic services) and D’Arcy Newberry is senior vice president (civil and Edmonton).
Mindy Henyu starting a new position as senior manager, Indigenous relations at Aecon Group. Henyu is an Indigenous woman from the Tahltan Nation and Waterhen Lake Cree Nation living in Treaty 7 territory
Jon Castillo has been promoted to operations manager of construction at Orion. He has been with the company five years and Orion says he brings a wealth of experience to his new role.
Larry Mac has stepped into a new role as regional director for Vancouver Island and Amy Livingston has been promoted to senior project coordinator at MAKE Projects.
EllisDon has announced leadership appointments in Eastern Canada: Wayne Ferguson (senior vice president, construction, buildings), Mike Armstrong (vice president and area manager for Ottawa) and Brad Cyr (vice president and area manager for Quebec).
Brianne Mahon has been promoted to community relations director, North America, at GFL Environmental. Mahon also recently celebrated nine years at the company.
After seven years away, Austin Vlooswyk is returning to WSP Canada as senior director, business development – energy, resources and industry, west.
Annette Cooper, director of data & analytics for Graham, was one of the winners for the Top 100 Data & Analytics Professional Awards at the 2024 OnConferences Icon Awards. Winners were voted on by their peers.
James Fisher has retired from Kinetic Construction after 13 years of service. The company noted that Fisher was instrumental in mentoring multiple superintendents, foremen, carpenters, project managers and project coordinators.
Braden Barwich has been promoted to VP of revenue at SiteMax after five years with the software provider. The company stated that Barwich has played a pivotal role in bringing most of its customers on board.
Christina Chiarini has transferred to PCL’s solar district as district HR/PD coordinator after serving its Toronto district for more than two years.
Jonathan Graham has joined Kindred Works Development as its new manager of building performance. He holds a master’s from Toronto Metropolitan University in building science and has experience in sustainability analysis as well as architecture and engineering consulting.
Cheryl Schindler is Maple Reinders’ new business development manager for its western operations. Schindler said Innovation, integrity, and a diverse portfolio of complex projects are part of what drew her to the company.
George Stasinaki has joined the Gillam Team as an assistant project manager on the LOFT Bradford House project. George graduated with a civil engineering degree from Toronto Metropolitan University and brings over 24 years of experience working in the industrial, commercial and institutional sectors.
Deanna Perrin, an associate at RJC Engineers, has been recognized as an Outstanding Instructor at the University of British Columbia.
Passionate about paying her education forward, Deanna taught a fourth-year undergrad course on Reinforced Concrete Design. This was her second time teaching the course as a Sessional Instructor at UBC’s Okanagan campus.
RJC Engineers
Ken Tanner has been appointed vice president & district manager of Canada at Flatiron Construction. Tanner joined Flatiron after graduating college in 1998 and has progressed through many vital roles: field engineer, structures superintendent, project engineer, project manager, area manager and operations vice president.
Patrick Lalonde has been promoted to senior director, digital project delivery at EllisDon. He joined the company nearly 14 years ago as a BIM coordinator.
This reflects not only a significant achievement in my career, but also the fast-changing world of BIM/VDC and how it integrates with all aspects of the built asset lifecycle … I would like to thank the EllisDon family for all their support and leadership allowing me to embrace the spirit of entrepreneurial enthusiasm and grow both personally and professionally within the organization.
Patrick Lalonde, senior director, digital project delivery, EllisDon
Lynn Richman has joined NUQO as a senior project manager. The company noted that with over two decades of modular construction industry experience, Richman is one of the most experienced and respected modular project managers in Canada, managing over 400 modular construction projects including key developments for BC Housing and the 2010 Winter Olympics in B.C.
Travers Stephan is celebrating ten years with Westridge Construction. He has led diverse projects, from water treatment plants to bridges. Most recently, he spearheaded the construction of the Douglas Park Pickleball Court Development.
Joey Chiasson is Acciona‘s new environmental manager. Previously, Chiasson was environmental lead for Ledcor.
April Watson has retired from Sanderson Concrete after working as its office manager for more than 25 years. Company officials noted that her intelligence, kindness, and dedication have shaped Sanderson’s workplace into a community of warmth and camaraderie.
