Author: Russell Hixson

Canada’s electrical contractors are one of the unsung heroes powering the nation’s infrastructure, from towering skyscrapers to sprawling transit systems. These companies don’t just wire buildings; they energize innovation, ensuring cities run seamlessly and industries thrive.

From legacy firms with nearly a century of expertise to bold upstarts redefining sustainable practices, the stories of these contractors showcase ingenuity, resilience, and a dedication to excellence. Let’s dive into a list of Canada’s top electrical contractors who are lighting the way in construction and development.

Houle Electric

Houle Electric, established in 1944 and based in B.C., is a leading electrical contractor offering comprehensive services in electrical construction, building controls, and data networks. With a reputation for excellence in commercial, institutional, and industrial markets, Houle has been involved in significant projects such as the Vancouver Convention Centre expansion, the University of British Columbia’s Aquatic Centre, and the Royal Inland Hospital Patient Care Tower. There were recently named a finalist in Procore’s Groundbreaker Awards in the Culture & Workforce Development Category.

Western Pacific Enterprises Ltd.

In 1973, friends Dieter Fettback and Ernie Moore mortgaged their homes to start an electrical contracting company. It’s a gamble that paid off big. Western Pacific Enterprises Ltd. is one of Western Canada’s largest electrical contractors, specializing in large-scale industrial, commercial, and institutional projects. Headquartered in British Columbia, the company has played a critical role in complex projects like the expansion of the Vancouver International Airport and the Port Mann Bridge electrical systems. Their expertise extends to power distribution, communications, and transit infrastructure, including work on the SkyTrain rapid transit system. The were recently presented with a Gold Award of Excellence from the Vancouver Regional Construction Association for their work on The Post South Tower, a $13.8-million project.

Black & McDonald Limited

Black & McDonald Limited, founded in 1921 as an electrical wiring contractor, is a multifaceted electrical contractor operating across Canada and the United States with more than 6,500 employees. Offering a wide range of services including electrical construction, facilities management, and energy solutions, the company has been instrumental in projects like the Eglinton Crosstown Light Rail Transit in Toronto. They have also provided maintenance services for utility providers and contributed to large-scale industrial projects in the energy sector, showcasing their versatility and commitment to quality.

Ozz Electric Inc.

Headquartered in Concord, Ont., Ozz Electric Inc. is renowned for its work in commercial, industrial, and residential electrical contracting. Since its inception in 1991, the company has participated in landmark projects such as the Aura Tower in Toronto—the tallest residential building in Canada—and the Bay Adelaide Centre. Ozz Electric is recognized for its innovative approaches and commitment to sustainable building practices, integrating cutting-edge technology into their electrical solutions.

Plan Group

Plan Group is one of Canada’s largest technical services providers, delivering integrated solutions in electrical, mechanical, and communications contracting. With over 60 years of industry experience, Plan Group has contributed to significant projects like the Humber River Hospital in Toronto, Canada’s first fully digital hospital, and the Bay Adelaide Centre. Their work spans healthcare, commercial, industrial, and infrastructure sectors, emphasizing innovation and collaborative project delivery methods to meet complex project demands.

Guild Electric Limited

Based in Toronto, Guild Electric Limited has been providing electrical contracting services since 1954. Specializing in transportation infrastructure, utilities, and commercial projects, they have been pivotal in the maintenance and installation of traffic signal systems throughout the Greater Toronto Area. Guild Electric has also worked on large-scale endeavors like the Toronto Transit Commission’s Line 1 subway extension and various high-rise commercial buildings, showcasing their expertise in both public and private sectors.

Smith and Long Limited

Established in 1930, Smith and Long Limited is a full-service electrical contractor operating primarily in Ontario. Offering services across industrial, commercial, and institutional sectors, the company has undertaken notable projects including electrical installations for the Toronto Pearson International Airport and multiple healthcare facilities. Their comprehensive services encompass design-build, maintenance, and emergency response, reflecting a longstanding commitment to excellence and reliability in electrical solutions.

Ainsworth Inc.

Ainsworth Inc. is a leading provider of integrated facility solutions, including electrical, mechanical, and technical services across Canada. With a history spanning over 75 years, Ainsworth has been involved in major industrial and commercial projects such as maintenance services for large retail chains like Walmart and energy management solutions for various enterprises. They have also provided critical infrastructure support for data centers and telecommunications facilities, emphasizing their role in advancing technological integration.

Canem Systems Ltd.

Founded in 1960, Canem Systems Ltd. specializes in electrical and data communication construction, operating across Western Canada. The company has delivered services for sectors including healthcare, commercial, and institutional projects. Notable endeavors include the electrical systems for the Calgary South Health Campus, the TELUS Spark Science Centre, and contributions to the development of educational institutions like the University of British Columbia’s Okanagan campus, highlighting their versatility and commitment to quality.

E.S. Fox Limited

E.S. Fox Limited, based in Ontario and established in 1934, is a multi-trade industrial contractor offering electrical, mechanical, and civil/structural services. With a strong presence in the industrial sector, they have been integral to projects in energy, mining, and manufacturing. Significant projects include work on nuclear power plants such as the Bruce Power facility, automotive manufacturing plants for companies like General Motors, and involvement in large-scale infrastructure projects, underlining their expertise in complex industrial environments.

Alltrade Industrial Contractors Inc.

Alltrade Industrial Contractors Inc., headquartered in Ontario, provides electrical and mechanical contracting services with a focus on industrial, energy, and infrastructure sectors. The company has been involved in significant projects like the Waterloo Light Rail Transit system and renewable energy installations including wind and solar farms. Their work on various industrial plant projects requiring specialized electrical expertise demonstrates their capacity to handle complex and technical assignments.

Pro Electric Inc.

Pro Electric Inc., established in 1973 and based in Ontario, offers electrical contracting services for commercial, institutional, and industrial projects. The company has worked on significant endeavors such as electrical installations for educational facilities like Fanshawe College, healthcare institutions including London Health Sciences Centre, and various commercial developments. Pro Electric is known for emphasizing safety, quality workmanship, and client satisfaction, maintaining long-term relationships with clients through consistent performance.

Key Takeaways:

• Barkerville Gold Mines has received an operating permit under the Mines Act for its Cariboo Gold Mine, marking the first project fully assessed under British Columbia’s updated 2018 Environmental Assessment Act.
• The Cariboo Gold project, with a 16-year underground mining plan, represents a significant economic investment of over $1 billion, employing approximately 634 people during construction and processing 1.1 million tonnes of gold-bearing ore annually.
• An additional permit under the Environmental Management Act is under review, aiming to regulate waste discharge and protect public health and the environment.

The Whole Story:

A provincial statutory decision-maker has granted Barkerville Gold Mines, owned by Osisko Development Corporation, an operating permit under the Mines Act for its Cariboo Gold Mine in Wells, in east-central B.C.

The permitting process for the project was completed in 13 months, following a rigorous technical review conducted by a qualified team of technical experts in collaboration with First Nations.

Cariboo Gold is an underground mine that will employ approximately 634 people during construction and see an initial investment of $137 million and another $918 million over the life of the mine. The project will have the capacity to process approximately 1.1 million tonnes per year of gold-bearing ore. It will include underground mining over 16 years, ore milling at the Quesnel River mine, approximately 58 kilometres southeast of Quesnel, storage of waste rock at the Bonanza Ledge Mine near Barkerville, and a transmission line from the Quesnel area to the mine.

A permit under the Environmental Management Act (EMA) for the Cariboo Gold project is under consideration with a statutory decision-maker in the Ministry of Environment and Parks. A decision is expected in the coming weeks. An EMA permit would provide authority for the company to introduce wastes into the environment while protecting public health and the environment. The EMA regulates industrial and municipal waste discharge, pollution, hazardous waste and contaminated site remediation.

This is the first project entirely assessed under the new 2018 Environmental Assessment Act that has been granted a Mines Act permit.

The Environmental Assessment Office completed its assessment of the mine project with extensive consultation from experts, First Nations, including the Lhtako Dené, Xatśūll, and Williams Lake First Nations, government agencies and the public.

The Environmental Assessment Act was modernized to enhance public confidence, transparency and meaningful participation, to advance reconciliation with First Nations, and to deliver stronger environmental protections, while supporting sustainable economic development.

Key Takeaways:

• Fettback & Heesterman focuses on measured, intentional growth, choosing quality over quantity by taking on projects they can excel at and saying “no” to work that could compromise their reputation or culture.
• Leveraging decades of experience, they have avoided common pitfalls by implementing enterprise software from the start, maintaining sound financial practices, and prioritizing workplace culture and employee satisfaction.
• The duo emphasizes creating a positive work environment, investing in tools and support for their team, and staying true to their values, which they credit as critical to their success and industry recognition.

The Whole Story:

After two decades building high-level careers at one of Canada’s largest and most sophisticated electrical contractors, Andrew Fettback and Chris Heesterman quit their jobs. 

Fettback had risen to vice president and Heesterman was operations manager. But the pair longed for a smaller, family-style business with less of a traditional corporate structure. 

“That was the spark,” said Fettback. “We knew that if we took my experience and relationships and Andrew’s experience and relationships, we could do something on our own that would be amazing.”

Fettback & Heesterman, their own electrical contracting business, was born.

Powering up

The pair had to hit the ground running. Right after finishing work on his last day at his old company, Fettback got his first call.

“The bank account wasn’t open yet. We weren’t incorporated. We didn’t even have a name. They asked if we could bid a job. I said ‘yes’, went home, worked on it and sent it in the morning. My phone rang eight minutes later and we had the job.” 

They scrambled to rent trucks, buy hardhats, call in favours and use their personal credit cards as the business immediately took off. While they their knowledge of construction was deep, they were still learning eachother. 

“We have always been friends, but we didn’t know what the other was capable of, what the other’s strengths were. We started this company and I just knew he was good at what he did.”

20 months later the projects are stacking up and their work is winning awards. Each of them has gravitated towards their area of expertise and learned to trust the other. 

Saying ‘no’

The company’s growth has been massive with Fettback and Heesterman employing around 100 people. But as you read this article, that could change. The pair stressed that there is no set growth plan. They have enough experience to know that too much growth or the wrong kind of growth can crush a business. 

“People ask us about our growth plan,” said Fettback. “We don’t have a growth plan. We could do the same business as our first year and be happy. We want to be the best and only take on work we can deliver on. We say ‘no’ to more work than we say ‘yes’ to.”

He explained that too much overhead, like a massive office or a large workforce, can eat into revenue. It can also be tempting to take bad jobs when the market slows. 

“Well that bad job takes two to three years, and during that time you are fighting with the general contractor,” said Fettback. “That trickles down. The foreman feels it. The project manager feels it. You’ve created negativity out of desperation.”

Taking on work that you can’t execute also creates risk. The pair stated that they only want to agree to jobs that they can knock out of the park.

“We would rather sit back for three months and just pay the bills than take a job that is going to tarnish our reputation,” said Heesterman. “We take pride in knowing when to say ‘no’. Whether it’s a big infrastructure job or a small tenant improvement, we do a deep dive to make sure it’s not going to impact our people.”

Starting right

The benefit of starting a business after decades of experience is solving problems before they exist. When it comes to financials and profitability reporting, Fettback explained that many first-time business owners get it wrong. 

“We have had the experience that bonding companies know that you recognize profit based on a percentage of work earned and how that percentage of work earned is calculated and many other things,” he said. “The legal stuff, the bonding, the insurance, I lived in that world so it wasn’t new to us.”

They also started with enterprise software from day one, a large expense, but well worth it as they scale. 

“We have been through the experience of changing software, it’s a pain, so let’s just start where we know we need to be,” said Heesterman. “We have already reaped the benefits of that.”

What’s next

Fettback’s arms are now covered in tattoos: one of his wife, some for his three sons, a quote from “Dune” and, of course, his company logo. 

“Being in that corporate culture, I’d have to fly to Denver and report to the board, I was always cognizant of how I looked. But this company is about us, and im going to be myself.”

Right now, the company is focused on working with the right trade partners, the right clients and building the right team. 

“If we expand too quickly and just try to get bodies in chairs, we will lose our culture,” said Fettback. 

They also go the extra mile to make sure workers have the best tools, good food, warm heaters, clean environments and more. 

“Happy people are hard-working people,” said Fettback. 

The approach appears to be working. They have opportunities on the horizon in Eastern Canada and the Caribbean. The company was recently presented with a Gold Award from the Vancouver Regional Construction Association for the “Electrical Contractor – Up to $2 million” category. It was honouring their work on the SAAM Towage project at the Port of Vancouver. They were also presented with a Safety Award for having a Zero-Frequency Injury Rate.

Key Takeaways:

• A Pomerleau survey revealed that while 90% of Canadians view construction as essential to economic development, many still believe it is not a good career path to go down.
• With Canada needing to recruit 300,000 construction workers over the next decade to meet critical infrastructure needs across energy, housing, healthcare, and transportation, Pomerleau is calling for mobilization to tackle both labor shortages and societal challenges.
• Pomerleau has introduced initiatives like a state-of-the-art training center, unique internship programs, employee share ownership, and upcoming campaigns to attract women, youth, and Indigenous talent, aiming to modernize the industry and ensure long-term workforce sustainability.

The Whole Story:

A new survey shows that while 90% of Canadians see construction as vital to economic development, far less view it as a good career option.

The data comes from a public opinion survey conducted this summer by construction giant Pomerleau. As Canada faces a massive infrastructure boom and a looming shortage of 300,000 construction workers, the contractor is launching initiatives to modernize the industry, attract diverse talent, and meet the demands of the century’s biggest projects.

Faced with major societal challenges that will require a series of major construction projects, Pomerleau announced that it is launching an appeal for mobilization to tackle the biggest issues humanity faces. They explained that this “project of the century” will be needed to meet a wide range of needs in different sectors: energy and climate transition, rising housing needs, healthcare, education and transportation. In addition to carrying out these major projects, companies will be faced with the already significant challenge of construction labour shortages.

Mediocre perception

During the summer of 2024, Pomerleau conducted a major opinion survey, in conjunction with Léger, to gain a better understanding of the general public’s perceptions of the construction industry. Several findings emerge from the survey:

• 90% of respondents believe that construction is essential to economic development.
• 74% of respondents believe you need to be physically strong to work in construction.
• 64% of respondents think it’s still hard for women to work in construction.
• 56% of respondents would recommend working in the construction industry to their children or relatives.
• 55% of respondents believe the construction sector offers attractive prospects to young people.

Pomerleau stated that these findings highlight the public’s awareness of the construction industry’s leading role in building strong communities, but believe the public would benefit from learning more about modern developments in the industry as well as the full potential offered by construction trades.  

“We need to make sure construction trades become attractive career choices for as many people as possible. We need to restore the construction industry to its former glory. We have a responsibility to help people discover its most attractive features. Construction is an industry made up of passionate people who are determined to make a positive difference in the lives of communities. At the end of the day, society needs modern infrastructure such as housing, hospitals, schools and sustainable modes of transportation,” says Philippe Adam, Pomerleau’s CEO.

Here are some of the initiatives Pomerleau itself is implementing to address the problem.

Already implemented:

• PX3 – a state-of-the-art training centre
• An internship program to gain hands-on experience on worksites that is unique in Canada
• Incentives for the purchase of electric vehicles ($2,000 from Pomerleau) and a generous referral program
• International recruitment missions
• Défi sportif – bringing together nearly 1,000 employees from across the country, so they can raise funds for causes close to their hearts and also train with private coaches
• A program offering share ownership to all employees

To be implemented in 2025:

• A partnership with the Commission de la construction du Québec to launch campaigns promoting trades and raising awareness of healthy workplaces
• Have more than 30% of donations and sponsorships dedicated to initiatives aimed at increasing the number of women, young people and Indigenous communities in the industry, such as: Academos, The Atlantic Engineering Competition, Dalhousie Women in Engineering Society, a support Fund for the Groupe Génie au féminin de l’Université de Sherbrooke, Skills Ontario and Women’s Infrastructure Network.

Key Takeaways:

• The refurbished Unit 1 at the Darlington Nuclear Generating Station will provide 875 MW of clean energy for over 30 years, powering 875,000 homes and helping meet Ontario’s forecasted 75% electricity demand increase by 2050.
• The $12.8 billion refurbishment project is expected to generate $90 billion in economic benefits and create 14,200 jobs annually over its lifespan, with 96% of costs spent within Ontario, significantly boosting the provincial GDP.
• Completed five months early, Unit 1’s refurbishment showcases Ontario’s ability to deliver large-scale, complex nuclear projects safely, on time, and on budget, highlighting the expertise of a 6,000-member workforce, including skilled tradespeople and industry partners.

The Whole Story:

Ontario has completed the refurbishment of Unit 1 at the Darlington Nuclear Generating Station five months ahead of schedule.

Refurbishing and returning Unit 1 to service provides 875 megawatts (MW) of power for the next 30-plus years, enough to power 875,000 homes.

“Ontario needs more electricity – 75% more by 2050 – to power new homes, historic new investments and an electrifying economy,” said Stephen Lecce, Minister of Energy and Electrification. “Delivering this massive clean energy project five months ahead of schedule is a testament to the incredible knowledge and skill of Ontario workers and positions us for success as we build out our plan to meet the soaring energy demand over the next 25 years.”

The Darlington Refurbishment Project is one of Canada’s largest energy projects. The refurbishment of Unit 1 involved the successful removal and replacement of major components of the reactor and its associated equipment including pressure tubes, calandria tubes and feeder pipes, as well as inspection and upgrades of the Turbine Generator equipment.

According to an independent report by the Conference Board of Canada, the entire $12.8 billion project, and the subsequent 30 years of station operation, are expected to generate a total of $90 billion in economic benefits for Ontario and create 14,200 jobs per year. With 96% of project costs spent in the province, for every $1 spent on the project, Ontario’s GDP will increase by an average of $1.40.

“Unit 1 is the third unit we will have refurbished months ahead of schedule, safely and with quality,” said Ken Hartwick, OPG President and CEO. “Through the planning, dedication, skill and innovation of OPG and its project partner team, including hundreds of skilled tradespeople, we are now in year 9 of this 10-year refurbishment project execution phase, clearly demonstrating we can complete large, complex nuclear projects on schedule and on budget.”

According to Ontario’s Independent Electricity System Operator (IESO), the province’s demand for electricity is forecast to increase by 75% by 2050, the equivalent of adding four and a half cities the size of Toronto to the grid. Continued operation of the Darlington Nuclear Generating Station during that period will help tackle the rising demand while reducing emissions, taking the equivalent of two million cars off Ontario’s roads per year.

The project involved the removal and replacement of major reactor components, including pressure tubes, calandria tubes, and feeder pipes, as well as inspection and upgrades of the turbine generator equipment. The work was carried out by a team of approximately 6,000 people from OPG and its vendor partners, including skilled tradespeople, project management professionals, and support services personnel.

The team comprised members from various unions, such as the International Brotherhood of Boilermakers, United Brotherhood of Carpenters and Joiners, International Brotherhood of Electrical Workers, and several others.

Since the project began in 2016, OPG has applied thousands of lessons learned on each subsequent unit to achieve major efficiencies and schedule savings. This includes an industry-first combined pressure tube and calandria tube removal process.

Unit 1 now joins Darlington’s Units 2 and 3, which were successfully refurbished in 2020 and 2023, respectively, as OPG’s latest nuclear success story.

Unit 4, the final unit undergoing refurbishment, is currently in the reactor rebuilding phase and progressing on schedule to be completed by the end of 2026 to wrap up the ambitious 10-year, $12.8-billion mega-project.

What started as a high-tech whiteboarding solution designed for brainstorming sessions has become an essential tool for some of the largest construction projects in North America. 

“Whether you’re building a doghouse or a $5 billion hospital, Hoylu works,” says Zach Hurvitz, Senior Vice President of Sales and Customer Success for Hoylu. 

Originally, Hoylu wasn’t even intended for the construction industry. But the tool’s intuitive blend of task management, whiteboarding, and collaboration tools—paired with an eclectic expert team that has mastered ease-of-use—caught the attention of contractors looking for something different. Now, Hoylu has become a software solution for some of Canada’s biggest names in construction, like EllisDon and Chandos.

Hoylu’s origins are deeply rooted in innovating to meet customer needs. Starting in 2016, the company initially focused on interactive whiteboarding and display technology for all sectors. 

“We began by offering in-person collaboration tools, but we quickly recognized an opportunity in the construction industry,” says Hurvitz. 

The company’s journey from display solutions to a full-fledged software as a service (SaaS) company has been marked by the shift toward digital-first project management, a transition prompted by the global pandemic’s acceleration of online collaboration.

While Hoylu’s early focus was broad, spanning industries like agile development and general collaboration tools, it wasn’t long before construction emerged as their primary target market.

“We noticed that construction teams were buying our whiteboarding solutions, even when they had access to other tools,” Hurvitz explains. “They loved how intuitive and easy it was to use compared to other software on the market. So, we doubled down on construction.”

Hoylu’s success in the construction industry can largely be attributed to its user-centric approach. Hurvitz explained that many construction management tools on the market today are comprehensive but unwieldy, bogged down by complex features that deter widespread adoption. Hoylu, on the other hand, prides itself on ease of use.

“We wanted to create a tool that construction teams, who are often more familiar with hands-on work than software, could adopt quickly without a steep learning curve,” says Hurvitz.

Hoylu’s interface is clean and minimal, with an emphasis on visual clarity. This simplicity is crucial for on-site teams who need real-time updates without technical hassles. Hurvitz points out that Hoylu’s automatic generation of look-ahead schedules—a task that traditionally takes hours of manual input—saves users considerable time. 

Hoylu’s team is so focused on clarity and ease of use, that they recently implemented dynamic text resizing so content doesn’t get lost when users are looking at the bigger picture. 

When it comes to Hoylu’s recent entry into the Canadian market, Hurvitz explained that it happened organically. 

“The construction industry in Canada, especially with firms like Chandos and EllisDon, is extremely forward-thinking,” said Hurvitz. “They understand the value of tools that enable collaboration and streamline complex workflows.”

EllisDon implemented Hoylu on major projects like the Royal Columbian Hospital redevelopment in B.C. Chandos Construction has adopted Hoylu across several regions as a standard part of their project management toolkit, particularly in the Calgary area.

Why are these contractors choosing Hoylu? Hurvitz explained that unlike traditional construction software that can feel rigid or overly complex, Hoylu strikes a balance between structured and unstructured data, allowing teams to customize their workflows while maintaining essential analytics and reporting capabilities. 

“We’re providing the structure that construction teams need while offering the flexibility to adapt to each unique project,” says Hurvitz. This ability to serve both small projects and multi-billion-dollar developments, like hospital projects, gives Hoylu a competitive edge.

Looking ahead, Hurvitz sees the future of construction management heading toward widespread digitization, with tools like Hoylu at the forefront of that change. 

“There’s going to be a clear separation between companies that embrace digital transformation and those that don’t. The firms that adopt tools like Hoylu will be able to operate more efficiently, make fewer mistakes, and ultimately be more profitable. We’ve just scratched the surface of what Hoylu can do for the construction industry.”

Ontario

Sault Ste. Marie sells former hospital site 

Collapsed buildings fully demolished in Hamilton

Tower crane installed at 1071 King West

Construction begins on Dream’s newest community in Ottawa

Ontario breaks ground on long-term care home in St. Catharines

TAS to transform newly acquired Toronto industrial building

Construction kicks off on ‘Sky Towers’ in Barrie

100-year-old bridge dismantled for GO development

Federal government invests in 691 new homes in Ontario

B.C.

Surrey Council awards contract for Bridgeview Childcare Centre improvements

Thind’s District Northwest in Surrey placed under receivership

Saskatchewan

Saskatchewan’s Bekevar Wind Energy Facility now online

Manitoba

Councillor presses city about delay Brady Road Landfill gas recovery project

Winnipeg completes $3M in city-owned arena repairs

Quebec

Ottawa reaches $92 million housing deal with Quebec 

Cadillac Fairview breaks ground on second residential rental project in Montréal

Alberta

Edmonton provides update on 65th Avenue and QEII Interchange Project

New seniors housing project in Calgary breaks ground

Canada’s construction and industrial sectors are buzzing with significant business moves and milestones. From hcma’s expansion into Calgary and SiteTechnology’s strategic acquisition of Quicktech to Corfix’s successful Series A funding and Carbon Upcycling Technologies’ breakthrough in low-carbon cement, the industry is witnessing transformative growth and innovation. Major developments also include the Calgary Construction Association’s 80th anniversary celebration, Candu Energy’s international reactor project, and the Government of Canada’s ownership restoration of the historic Québec Bridge. These updates highlight the dynamic evolution of Canada’s construction landscape and its growing impact both domestically and abroad. Check out all the biggest business moves from the past few weeks below:

Architecture firm hcma has landed in Calgary. The company’s new Alberta office is being led by Darin Harding, Associate Principal at hcma. The firm noted that its Edmonton office has grown steadily since 2020 with Associate Principal Michael Rivest at the helm. Officials noted that with major southern Alberta projects now on the go, it only made sense to establish a permanent base in Calgary and further cement their presence in Alberta.

SiteTechnology has completed the acquisition of Quicktech, a Managed IT Services provider with a 20-year track record of serving businesses across Canada. This brings SiteTech’s headcount to nearly 40 technology professionals. SiteTech stated that the acquisition is a strategic move that dramatically expands its ability to support mid-market, growth-oriented businesses.

Calgary is a place committed to advancing accessible and inclusive design, exploring pathways toward green building, and maximizing positive social impact. We’ve experienced it firsthand, as both residents and visitors. We’re excited to be part of this creative force, to nurture relationships, and discover new opportunities to spark lasting change in Alberta’s Blue-Sky City.

Darin Harding, Associate Principal, hcma

Eeffective November 1, 2024, Alta West Capital will begin its strategic partnership with TriWest Capital Partners (TWCP), marking a pivotal moment in the company’s tenure. AWC’s growth in recent years—driven by rigorous underwriting, competitive rates, and a dedicated team—has drawn the attention of TWCP, one of Canada’s leading private equity firms. This partnership will strengthen our foundation, enhance scalability, and expand our ability to serve stakeholders.

Aecon Group Inc. has announced its acquisition of United Engineers & Constructors Inc., a U.S.-based nuclear and conventional power contractor, for US$33 million, payable in cash. Founded in 1905, United specializes in nuclear power plant life extensions, small modular reactor projects, and recurring work under Master Service Agreements.

Construction and infrastructure company Acres Enterprises has entered into an MOU with the Sugar Cane Development Corporation, the economic arm of the Williams Lake First Nation.

The Calgary Construction Association celebrated its 80th anniversery with a special gala. The group noted that from modest beginnings, the association has grown alongside Calgary, adapting, and advancing to support a dynamic, ambitious city. They added that the milestone is more than a passage of time; it stands as a tribute to the hard work and vision of all who have contributed to this journey—the builders, leaders, and every professional committed to shaping this industry.

Carbon Upcycling Technologies, Inc. (Carbon Upcycling), a Calgary-based decarbonization and carbon capture & utilization (CCU) company, along with the Minnesota Department of Transportation (MnDOT) and the National Road Research Alliance (NRRA) has completed a three-year study on the use of low-carbon cement in highways. Carbon Upcycling’s CO2-enhanced mix achieved a 12.5% reduction in cement content while matching the workability of traditional concrete.

Candu Energy Inc., an AtkinsRéalis company, in a joint venture with Fluor Corporation, Ansaldo Nucleare and Sargent & Lundy, has been awarded a contract from EnergoNuclear S.A., to build two new CANDU reactors at the Cernavoda Nuclear Generating Station in Romania; the first in the world since 2007.

This is a game changing contract for AtkinsRéalis and Romania. As the sole commercial licensee of world-renowned CANDU technology, we are uniquely positioned to contribute to the vast expansion of the world’s clean power

Ian L. Edwards, President and Chief Executive Officer, AtkinsRéalis

 Deep Sky, the Canadian carbon removal project developer, has sold carbon removal credits to its founding buyers including Royal Bank of Canada and Microsoft. In return, Deep Sky intends to facilitate the removal of 10,000 tonnes of CO₂ from the atmosphere over a 10-year period via Deep Sky Labs, the world’s first carbon removal innovation and commercialization center. 

Ottawa-based Corfix, a provider of all-in-one construction management software, announced the close of its Series A funding round, securing investment from US-based Reformation Partners. This strategic partnership will enable Corfix to accelerate product development, increase presence in the U.S., and advance its mission to modernize construction project management through worker-focused technology.

The Government of Canada has officially regained ownership of the historic Québec Bridge, following an agreement with Canadian National Railway (CN). Management of the bridge, including its rehabilitation plan, will be overseen by the federal Crown corporation Jacques Cartier and Champlain Bridges Incorporated (JCCBI), leveraging its expertise from managing other major Canadian bridges. A $40 million annual investment over 25 years will fund inspections, steel and pier repairs, corrosion protection, and painting.

Toronto-based SolarBank Corporation, a provider of renewable energy solutions, announced its strategic expansion into the rapidly growing data center market. In alignment with its commitment to harnessing clean energy technologies, SolarBank says it intends to pursue opportunities as a developer, owner, and strategic partner in data center infrastructure, supporting the demand for high-performance, sustainable energy solutions within the sector.

Baker Real Estate is launching a dedicated Purpose-Built Rental Division. It will offer developers, many of whom are increasingly focused on purpose-built rentals, an opportunity to achieve stabilized buildings with full occupancy faster.

Xypex Chemical Corporation has announced that, effective November 1, 2024, Concrete Waterproofing Manufacturing Pty. Ltd. (CWM), trading as Xypex Australia, which also includes CWM’s subsidiary XMS (Thailand), and, National Concrete Solutions (NCS) will become wholly owned subsidiaries of Xypex Chemical Corporation, headquartered in Vancouver, B.C.

Alberta-based Empire Drywall has launched has launched a new siding division. Officials say the goal is to reduce contractor scheduling challenges at the jobsite. he siding division is the latest new venture for the 55-year-old company, joining a new roofing service that was added earlier this year. 

Now in its 25th year, the Canada’s Top 100 Employers competition continues to highlight exceptional workplaces across the country. Each year, the competition’s editors provide in-depth reasons for selection, showcasing best practices and promoting transparency in recognizing excellence. Winners are unveiled in a special edition distributed nationwide in The Globe and Mail.

For the 2024 list, we’ve honed in on the construction and industrial winners, celebrating their unique approaches to employee engagement, professional development, and community impact. These companies are not only building Canada’s infrastructure but also leading the way in creating dynamic, supportive workplaces.

BHP Canada

A subsidiary of BHP, one of the world’s leading resource companies, BHP Canada focuses on sustainable mining and resource extraction, including its involvement in potash development in Saskatchewan.

Why they were chosen: BHP Canada offers an earned days off program, allowing employees to work an extra 18 minutes each day in exchange for an additional day off each month. The company also supports work-life balance through its ‘career break’ option, providing employees with up to one year of unpaid leave for personal pursuits such as travel or study. To support families, BHP Canada provides maternity and parental leave top-up to 100% of salary for up to 18 weeks for both new and adoptive parents. Additionally, the company fosters a culture of appreciation through its global recognition program, “Big Thanks / Muchas Gracias,” which enables employees to acknowledge peers with redeemable points for outstanding contributions.

Diamond Schmitt Architects

A leading Canadian architecture firm, Diamond Schmitt is known for its award-winning designs across sectors such as education, culture, healthcare, and commercial. The firm emphasizes sustainable and innovative architectural solutions.

Why they were chosen: Diamond Schmitt Architects fosters professional growth through its in-house Diamond Schmitt University, offering unique programs like “Details + Donuts,” live sketching sessions led by management, and DSU walking tours of notable projects. The firm supports employees’ financial futures with matching RSP contributions and retirement planning assistance, while also providing compassionate leave top-up to 80% of salary for up to 17 weeks to help employees care for loved ones during challenging times.

Enbridge

Enbridge is a North American energy infrastructure leader, operating pipelines for crude oil, natural gas, and renewable energy projects. Based in Calgary, the company prioritizes energy transition, sustainability, and safe energy delivery.

Why they were chosen: Enbridge promotes social connection through subsidized events like cooking classes, ski trips, and theatre shows, covering 50% of costs to encourage participation. The company supports employees’ financial futures with a combined defined contribution and defined benefit pension plan, along with retirement planning assistance, financial education seminars, and phased-in work options for those nearing retirement. Additionally, Enbridge encourages community involvement by offering employees 16 hours annually for volunteer work and providing grants of up to $1,000 for supplies needed for volunteer projects.

ETRO Construction

A Vancouver-based general contracting company, ETRO Construction specializes in commercial, residential, and mixed-use projects. Known for its collaborative approach, ETRO emphasizes quality and efficiency in project execution.

Why they were chosen: ETRO Construction provides employees with extra time off by offering five paid days during a winter holiday shutdown in addition to three weeks of starting vacation. The company celebrates milestones with its “Wall of 100” at head office, displaying plaques and photos of employees who reach five years of service. ETRO also supports new parents with maternity and parental leave top-ups to 100% of salary for up to 26 weeks.

Fowler Bauld & Mitchell Ltd. / FBM

Operating as FBM, this Halifax-based architecture and interior design firm has been shaping Atlantic Canada’s built environment for over 100 years. The firm is known for its innovative and community-focused designs.

Why they were chosen: FBM fosters an ownership mindset with a share purchase plan for all employees and referral bonuses ranging from $1,500 to $3,000 for successful hires. The company’s Community Connections group drives long-term initiatives in sustainability, affordable housing advocacy, and equity, diversity, inclusion, and accessibility, incorporating employee feedback to guide organizational support. Additionally, FBM provides compassionate leave top-ups to 100% of salary for up to eight weeks to assist employees caring for loved ones during challenging times.

GHD Ltd.

GHD is a global professional services company providing engineering, environmental, and construction solutions. With a strong presence in Canada, GHD helps clients address challenges in water, energy, and infrastructure sectors.

Why they were chosen: GHD helps employees find balance with a leave purchase program, allowing up to four additional weeks off in one-week increments, and an international remote work policy to extend personal time abroad. The company promotes greener commutes by offering incentives of up to $400 for walking, cycling, carpooling, or using public transit. GHD also supports employees through all stages of family planning, providing coverage for fertility treatments and maternity and parental leave top-ups to 80% of salary for up to 17 weeks for birth and adoptive parents.

Graham Construction

A Canadian construction and infrastructure company, Graham is known for delivering large-scale projects across commercial, industrial, and civil sectors. The company emphasizes innovation, safety, and collaboration.

Why they were chosen: Graham Construction, a 100% employee-owned company, fosters an ownership mindset with a share purchase plan and supports long-term savings through a defined contribution pension plan. The company invests in community impact with over $1.4 million in charitable donations annually, offering paid volunteer time and matching employee donations. Graham also promotes professional growth through its in-house Builders Framework program, tuition subsidies, and a graduate program designed to develop future talent.

Inter Pipeline Ltd.

Headquartered in Calgary, Inter Pipeline specializes in petroleum transportation, natural gas processing, and storage solutions. The company supports Canada’s energy industry while integrating sustainability into its operations.

Why they were chosen: Inter Pipeline supports employee well-being with flexible health benefits, including up to $10,000 annually for mental health practitioner services. The company’s employee-led social committee organizes diverse events, from Calgary Stampede parties and wine tastings to doggie play dates and holiday ice skating. Inter Pipeline’s family-friendly benefits include maternity leave top-ups to 100% of salary for up to 16 weeks, parental leave top-ups for fathers and adoptive parents for up to eight weeks, and up to 12 paid flex days to help employees balance work and family life.

Keyera Corp.

Based in Calgary, Keyera is a midstream energy company providing natural gas processing, transportation, and storage. The company supports the energy transition through a focus on reliability and environmental responsibility.

Why they were chosen: Keyera actively supports charitable initiatives focused on environmental innovation, Indigenous reconciliation, and community resiliency through local community investment committees, offering employees two paid days annually to volunteer, contributing over 8,900 volunteer hours last year. The employee-led social club fosters connection with events like family movie days, Calgary Stampede celebrations, a company golf tournament, and holiday outings such as ZOOLIGHTS at the Calgary Zoo. Keyera’s flexible health benefits include a health spending account worth 4.5% of salary, plus an additional $3,500 annually, which can be used to enhance coverage or supplement pay.

McElhanney Ltd.

McElhanney is a Canadian engineering, surveying, and planning firm with over 100 years of experience. The company delivers innovative solutions for infrastructure, natural resource development, and community projects.

Why they were chosen: McElhanney fosters camaraderie with a lively social calendar, including Vancouver Canucks games, holiday celebrations, weekly bake sales, and summer popsicle days. The company supports employee wellness with subsidized fitness memberships, offering access to a gym, basketball court, and instructor-led classes. Employees also share in McElhanney’s success through profit-sharing, year-end bonuses, signing bonuses for some roles, and referral bonuses of up to $10,000, depending on the position.

PCL Construction

One of North America’s largest construction firms, PCL specializes in delivering complex projects across industries such as healthcare, education, and commercial development. The company is employee-owned and innovation-driven.

Why they were chosen: PCL Construction supports employees’ futures with retirement planning assistance, a defined contribution pension plan, and a share purchase program to share in the company’s success. The company offers extensive learning opportunities through the PCL College of Construction, in-house apprenticeships, and the Learn2Go micro-learning platform accessible anytime, anywhere. Head office employees also enjoy free memberships to a 4,000-square-foot onsite fitness center, open to family members and retirees.

Pomerleau

A Quebec-based construction company, Pomerleau is a leader in green building and sustainable infrastructure. It operates across Canada, offering services in design-build, construction management, and general contracting.

Why they were chosen: Pomerleau fosters connection and community with a new employee lounge featuring an amphitheater and café for up to 250 people, complemented by social events like maple syrup week, movie nights, pancake lunches, and holiday celebrations organized by office committees nationwide. Employees start with four weeks of paid vacation, with the option to carry forward one unused week annually. Pomerleau invests in professional growth through in-house training, career planning services, paid internships, and a state-of-the-art training facility in Lévis, Québec, which supports onboarding and development for employees at all career stages.

Rio Tinto

A global mining and metals company, Rio Tinto has significant operations in Canada, including aluminum production. The company prioritizes sustainability, innovation, and partnerships with Indigenous communities.

Why they were chosen: Rio Tinto starts employees with four weeks of paid vacation, increasing to a maximum of six weeks, and considers prior work experience when hiring. Its head office offers instructor-led fitness classes, a winter skating rink, and a well-being area with a “recharge booth” for guided meditation, light therapy, and music therapy, supported by a dedicated Wellness Committee hosting year-round programs. Rio Tinto encourages volunteering by matching financial contributions with $250 for every 25 volunteer hours and invests over $10 million annually in local communities through the Rio Tinto Aluminium Fund Canada.

Schneider Electric Canada Inc.

Schneider Electric specializes in energy management and automation solutions. Its Canadian division helps industries, buildings, and infrastructure optimize energy use and sustainability practices.

Why they were chosen: Schneider Electric Canada invests in employee development with tuition subsidies of up to $13,000 per course and its Open Talent Market career portal, which helps employees align their skills and career goals with projects, mentors, and opportunities within the company. New employees start with 3.8 weeks of paid vacation, increasing to 4.4 weeks after five years, and can access programs to purchase up to 12 weeks of extra paid leave or five additional personal days annually. The company supports charitable initiatives through its foundation, encourages employee involvement with paid volunteer time, and matches charitable donations at $25 per volunteer hour.

Teck Resources

A Vancouver-based mining company, Teck Resources focuses on metals essential for a low-carbon economy, including copper, zinc, and steelmaking coal. It emphasizes sustainable mining practices and climate action.

Why they were chosen: Teck Resources invests in employee growth with full tuition subsidies for external courses and a variety of in-house and online programs, including apprenticeships, paid internships, and mentoring opportunities. The company’s FlexWork@Teck policy allows head office employees to work remotely part of the week, with options to tailor arrangements with supervisors and work from anywhere for up to two weeks annually. Teck also celebrates its employees with large-scale social events, such as the recent Teck Holiday Party in Vancouver, where 900 employees and guests enjoyed dinner, live music, awards, and speeches.

West Fraser Timber Co.

West Fraser is one of the world’s largest lumber producers, headquartered in British Columbia. The company focuses on sustainable forestry and producing wood products for global markets.

Why they were chosen: West Fraser supports employee development with tuition subsidies, financial incentives for course completions, and training programs for new and young workers, along with apprenticeships and internships in engineering, forestry, and accounting. The company helps employees prepare for the future with retirement planning assistance, a defined contribution pension for most employees, and a defined benefit pension for hourly union and non-union employees, as well as phased-in retirement options. Committed to “give where we live,” West Fraser involves employees in charitable giving decisions and distributed approximately $2.5 million to Canadian communities last year.

Key Takeaways:

• The Québec Bridge has been transferred back to federal ownership under the management of Jacques Cartier and Champlain Bridges Incorporated (JCCBI). The government has committed to a 25-year rehabilitation plan with an annual investment of over $40 million to ensure the bridge’s sustainability and structural integrity.
• The rehabilitation plan includes partnerships with CN (responsible for the rail corridor) and the Quebec government (responsible for the road corridor and bike path). A new advisory committee will be established to provide expert and community input for optimizing the bridge’s management and restoration.
• The Québec Bridge is recognized for its economic, strategic, and heritage importance as a vital transportation and freight corridor, while also acknowledging its historical and cultural significance, including its tragic construction history and its crossing of ancestral First Nations territories.

The Whole Story:

The federal goverment once again owns the Québec Bridge.

Jean-Yves Duclos, Minister of Public Services and Procurement and Quebec Lieutenant, announced that the conditions necessary for the repatriation of the Québec Bridge to the federal government have been met. As a result, the Government of Canada is once again the owner of the historic piece of infrastructure.

The Government of Canada announced in May that it had reached an agreement in principle with Canadian National Railway (CN) to transfer ownership of the Québec Bridge. The agreement was formalized by the signing of a deed of transfer between Canada and CN on November 12, 2024.

The retrocession of the Québec Bridge will enable the Government of Canada to ensure the sustainability of this strategic infrastructure so that it can continue to benefit the economies of Canada and Quebec, as well as the entire population of the greater Quebec City region.

Management of the Québec Bridge will be entrusted to the federal Crown corporation Jacques Cartier and Champlain Bridges Incorporated (JCCBI), which will assume all responsibilities as owner of the infrastructure, and will be responsible for implementing the rehabilitation plan for the Québec Bridge. The Government of Canada is confident that the expertise and experience acquired by JCCBI over the years, notably in operating the Jacques Cartier and Honoré Mercier bridges in Montreal, will enable it to successfully carry out this rehabilitation plan.

JCCBI will work closely with the two other partners and users of the Québec Bridge, CN, which remains responsible for the rail corridor, and the Quebec government, which remains responsible for the road corridor and bicycle path. A collaboration agreement between these three partners will be drawn up to optimize coordination and ensure the completion of all activities on the Québec Bridge.

The Government of Canada will invest more than $40 million a year over a 25-year period in the rehabilitation program. This program will begin with inspections and various studies to make the right diagnoses, prepare a detailed rehabilitation plan and prioritize the work to be carried out. The work will include repair and reinforcement of the steel, piers and footings, as well as a painting program to protect the steel from corrosion and improve the overall appearance of the bridge structure.

To support JCCBI, the Government of Canada has also announced the creation of an advisory committee: the Groupe consultatif pour la sauvegarde du pont de Québec. In the coming weeks, JCCBI will be responsible for setting up this advisory group.

This committee, made up of business people, experts and other citizens, will serve as a platform for expressing opinions and formulating proposals to JCCBI. Further details on the submission and selection process will follow.

The Québec Bridge is of great economic, strategic and heritage importance. For over 100 years, the people of the region have relied on this bridge for their daily commutes, tourism and trade. The Government of Canada stated that it recognizes the importance of this bridge as a strategic freight corridor for regional, national and international markets, and as an important link in the Canadian supply chain.

The Government of Canada also noted that it wishes to remember the tragic history of the bridge’s construction and the legacy of the many workers who lost their lives in its construction. It also recognizes that this bridge crosses the ancestral territory of several First Nations who have occupied this site since time immemorial.

Key Takeaways:

• The Ontario government is investing in road and highway upgrades to enhance connections between First Nations communities in the Greenstone area and the provincial highway network. This includes replacing culverts and planning pavement rehabilitation on major highways like Hwy. 584 and Hwy. 11.
• Investments include a $2 million funding boost for the Migizi Plaza Rest Stop, which will create jobs and support revenue generation for First Nations and the Municipality of Greenstone. Additionally, $2 million has been allocated to purchase and expand the Greenstone Gold Mine Assay Laboratory, creating long-term employment opportunities in mining.
• The Indigenous Workforce Development Program has enrolled 45 participants in mining-related pre-trades training, equipping Indigenous community members with skills for jobs in the mining and resource sectors, fostering long-term economic reconciliation and empowerment.

The Whole Story:

This month, officials in Ontario marked the completion of critical highway infrastructure improvements in the Greenstone area in Northern Ontario. These highway upgrades at the gateway to the Ring of Fire region will improve connections to the provincial highway network for First Nations in the Greenstone area while also supporting the province’s ongoing work to unlock the economic potential of Ontario’s critical minerals in partnership with First Nations.

“I’m excited to see first-hand the improvements being made to road and highway infrastructure in Greenstone, as we continue working with First Nations partners to unlock new economic opportunities here at the gateway to the Ring of Fire region,” said Premier Doug Ford. “Along with the upgrades being made to infrastructure, we’re also investing in skills development programs for Indigenous community members in the mining and construction sectors as part of our ongoing efforts to advance meaningful and lasting economic reconciliation with First Nations.”

Since Letters of Confirmation were signed with First Nations development corporations Kenogamisis Investment Corporation and Minodahmun Development LP in June 2024, the Ontario government has continued to invest in building a growing and competitive economic environment in the Greenstone area through funding road upgrades, community infrastructure and skills training programs, including in resource development.

The progress announced includes:

• Completing highway infrastructure improvements that improve First Nations communities’ road connections to the province’s highway network, which include successfully removing and replacing seven culverts on Hwy. 584 in 2024 and finishing work on three culverts along Hwy. 11 in 2025. An additional 26 culverts will be replaced along Hwy. 584 during the 2025-2026 construction seasons, while pavement rehabilitation of Hwy. 584 is planned for 2027.
• Supporting development of the Migizi Plaza Rest Stop, which will serve First Nation members, tourists and residents while creating jobs and driving revenue for First Nations and the Municipality of Greenstone. Ontario is investing $2 million in additional funding to support construction and maintenance of truck parking, washroom facilities and amenities for the Migizi Plaza Rest Stop throughout the terms of the agreement. Site preparation work has begun for transport truck parking and associated amenities with work starting during the 2025 construction season.
• Approved funding of $2 million from the Northern Ontario Heritage Fund Corporation (NOHFC) to Kenogamisis Investment GP Corporation for the purchase of the Greenstone Gold Mine Assay Laboratory in Geraldton. The corporation plans to renovate and expand the facility to accommodate additional staff and mining process services, creating long-term employment opportunities for members of the First Nation communities involved in the project.
• Enrollment of 45 participants in the Indigenous Workforce Development Program, which is operated by Minodahmun Development LP and funded by the Ministry of Labour, Immigration, Training and Skills Development. Participants are currently engaged in mining-related pre-trades training, equipping them with the skills needed to secure jobs in mineral development within the region.

“Working in close partnership with First Nations leaders, we are laying the groundwork for Greenstone to become a powerful centre of economic opportunity in Northern Ontario,” said Minister of Indigenous Affairs Greg Rickford. “Our shared commitment to building long-term prosperity for northern communities is creating meaningful progress today and paving the way for a brighter future for generations to come.”

Key Takeaways:

• Asahi Kasei is building a $1.7 billion lithium-ion battery separator plant in Port Colborne, marking Canada’s first facility of this kind. This significant investment is aimed at enhancing Ontario’s end-to-end electric vehicle (EV) and battery supply chain.
• Asahi Kasei has entered a joint venture with Honda Motor Co. to oversee the Port Colborne plant’s construction and operations. This collaboration aims to supply materials for approximately one million EVs annually by 2027, creating over 300 jobs in the region.
• Ontario has attracted over $45 billion in EV-related investments since 2020, securing its position as a leader in the EV industry. However, recent EV demand fluctuations have caused delays in some projects, including Umicore’s and Stellantis’ battery plants, highlighting potential volatility in the sector.

The Whole Story:

Multinational Japanese chemical company Asahi Kasei has begun work on a $1.7 billion manufacturing facility in Port Colborne to produce lithium-ion battery separators, a key component of electric vehicle (EV) batteries.

The new plant, the first of its kind in Canada, is a significant part of Ontario’s growing end-to-end EV and battery supply chain, accelerating the production of Ontario-made EVs.

“The start of construction on Asahi Kasei’s battery separator plant is a major step forward in building Ontario’s electric vehicle supply chain, connecting minerals in the north with electric vehicle battery makers and automakers across the province,” said Premier Doug Ford. “This facility will help lay the groundwork to produce electric vehicles from start to finish by Ontario workers with Ontario-made components, bringing better jobs and bigger paycheques to communities across the province.”

The start of construction closely follows the recent announcement of a joint venture between Asahi Kasei and Honda Canada Inc. that will be established to oversee construction and production activities at the Port Colborne plant.

Earlier this year, Honda announced plans to establish Canada’s first comprehensive electric vehicle supply chain with four new manufacturing plants including this separator plant in partnership with Asahi Kasei. With phase one expected to be complete in 2027, the separator plant is projected to produce enough material to supply approximately one million EVs annually and create more than 300 jobs in the region.

“Asahi Kasei’s investment in Ontario’s auto sector represents a clear vote of confidence in our province’s world-class workforce, dependable supply chains, competitive business environment and reliable clean energy,” said Vic Fedeli, Minister of Economic Development, Job Creation and Trade. “As our government continues to position Ontario as the epicentre of electric vehicle innovation, we look forward to seeing the partnership between Asahi Kasei and Honda come to fruition and bring economic growth and good-paying jobs to the Niagara Region.”

Since 2020, Ontario has attracted over $45 billion in EV and battery investments from companies including Honda, GM, Ford and Stellantis, along with key parts and component producers, helping to build-out the province’s end-to-end supply chain and solidifying the province as a leader in the EV sector.

However, the EV market’s recent slowdown has led to some setbacks. Umicore Rechargeable Battery Materials Inc. has delayed construction of its $2.7 billion battery component plant near Kingston, citing a decline in EV demand. Similarly, Stellantis temporarily halted construction on a portion of its EV battery plant in Windsor due to a dispute with the federal government over funding commitments.

Key Takeaways:

• Alberta’s government has launched the Stop Housing Delays portal to expedite housing development by allowing developers, municipalities, and partners to report construction delays and bureaucratic red tape, aiming to speed up home-building projects.
• The government will use a collaborative, cross-departmental approach to address issues raised, potentially implementing solutions ranging from minor adjustments to larger policy reforms, ensuring that obstacles in the housing construction process are minimized.
• Alberta is experiencing a historic high in housing starts, with 33,577 new units from January to September 2024, a 35% increase over the previous year.

The Whole Story:

Alberta has launched an online portal intended to speed up housing construction across the province.

Officials say the new Stop Housing Delays online portal will allow developers, municipalities and other housing partners to report red tape and unnecessary home-building delays.

“The Stop Housing Delays portal will allow Alberta’s government to hear directly from developers, municipalities and other partners on where delays are happening in the construction process,” said Jason Nixson, Minister of Seniors, Community and Social Services. “This will help identify and remove barriers, ultimately getting homes built faster and continuing Alberta’s record home-building pace.”

Once developers, municipalities or industry partners have submitted their issue using the online form, government will collect and assess the information provided. Alberta’s government says it will be taking a collaborative, cross-ministry approach to ensure the appropriate departments are working together to find solutions where possible. Solutions may range from minor changes to policy reform.

“This webpage is an excellent opportunity to gather knowledge and further eliminate red tape,” said Dale Nally, Minister of Service Alberta and Red Tape Reduction. “Government has been persistent in our approach of cutting red tape and removing roadblocks, and this will help to speed up residential construction. I look forward to hearing from developers and our other partners on how we can help get projects moving and Albertans in homes.”

Officials noted that the province continues to see strong housing starts and increases. The first half of 2024 saw 9,903 apartment unit starts in the province. This marks the highest amount in any half year in Alberta’s history, breaking the previous record of 9,750 set in 1977. Albertans will benefit from 33,577 new housing starts from January through September 2024, up 35% from the same period last year. Alberta’s government remains focused on working with industry and non-profit partners to ensure that the province’s growing population has access to the housing it needs.

Key Takeaways

• Carbon Upcycling’s CO2-enhanced concrete mix demonstrated significant environmental benefits, reducing cement use by 12.5% while increasing strength by 28% at 28 days and 32% at 56 days.
• A three-year study, conducted on an active Minnesota highway by Carbon Upcycling, MnDOT, and the NRRA, rigorously tested 16 concrete mixtures.
• With over 3,000 tonnes of low-carbon cement deployed since 2021, Carbon Upcycling is positioning itself as a leader in sustainable construction.

The Whole Story:

A recent study shows Canada’s low-carbon cement producers have a winning formula for road construction. 

Carbon Upcycling Technologies, Inc. (Carbon Upcycling), a Calgary-based decarbonization and carbon capture & utilization (CCU) company, along with, the Minnesota Department of Transportation (MnDOT) and the National Road Research Alliance (NRRA) has successfully completed a three-year study on the use of low-carbon cement in highways.

The study, managed by Sutter Engineering LLC and sponsored by the National Road Research Alliance (NRRA), rigorously tested 16 unique concrete mixtures in real-world conditions on an active Minnesota highway to identify options that could reduce the carbon footprint of infrastructure without sacrificing strength or durability.

Completed in early 2024, the study aimed to find materials that could significantly lower the carbon footprint of concrete paving without compromising durability. Carbon Upcycling’s CO2-enhanced mix achieved a 12.5% reduction in cement content while matching the workability of traditional concrete, allowing seamless handling, placement, and setting times for construction crews.

Carbon Upcycling officials say these findings provide valuable data to guide future low-carbon infrastructure projects across North America, as the seamless integration into existing workflows offers a drop-in, low-carbon alternative without compromising ease of use or performance.

The study revealed significant performance and environmental benefits of Carbon Upcycling’s concrete mix:

Increased Strength: 28% stronger at 28 days and 32% stronger at 56 days compared to the advanced control concrete.

Reduced Cement Use: The CCU process allowed a 12.5% reduction in cementitious material, effectively reducing both carbon emissions and material costs.

 “Infrastructure is the very foundation of a sustainable future, and at Carbon Upcycling we’re committed to creating materials that support this vision while establishing a secure, stable North American supply chain,” said Apoorv Sinha, CEO of Carbon Upcycling. “Our collaboration with the Minnesota Department of Transportation highlights how Carbon Upcycling can transform captured emissions into local materials that strengthen our infrastructure. By focusing on resilience and sustainability, we’re contributing to a vision where our essential structures are clean and built to last.”

Carbon Upcycling partnered with BURNCO to deploy and test 140 m³ of its CCU-enhanced concrete mix, monitored by Larry Sutter, Principal Engineer at Sutter Engineering LLC, for strength, workability, and environmental impact on a Minnesota highway.

“Carbon Upcycling submitted a very impressive mixture design to the trial,” said Larry Sutter, MnDOT’s Principal Engineer and the project’s technical manager. “Their material not only achieved the highest reduction in cementitious content among all submissions but also demonstrated remarkable strength. By embedding CO2 and reducing the reliance on portland cement, Carbon Upcycling’s technology addresses one of the concrete industry’s most pressing challenges—lowering its carbon footprint as global demand for cement is expected to double by 2050. This project data will be invaluable as the industry works toward its 2030 CO2 reduction targets.”

Since 2021, Carbon Upcycling has deployed over 3,000 tonnes of low-carbon cement and has attracted investment from some of the world’s largest cement industry players such as Cemex, CRH and Titan Cement. 

Key Takeaways:

• The Residential Construction Council of Ontario (RESCON) report forecasts a significant weakening in housing starts and residential construction employment through 2025, with only a slow recovery projected between 2026 and 2028.
• They argue that rising costs from land values, government-imposed fees and delays in land use approvals are major barriers to building affordable housing.
• RESCON stresses the urgent need for governments to address the crisis by reducing taxes, fees, and bureaucracy to lower construction costs and improve affordability.

The Whole Story:

Housing starts over the next few years will likely weaken and the already-dire supply shortage could get even worse, warns a comprehensive report released by the Residential Construction Council of Ontario (RESCON), which represents new home builders.

The report also indicates that employment in new residential construction has peaked and will probably fall quite a lot in the years ahead. The scenario is worrying as many people rely on the industry for employment and there could be significant economic repercussions.

The report, titled Housing Market Outlooks in Ontario, was prepared for RESCON by a Toronto-based economic research firm led by Will Dunning who has been analyzing housing markets for more than 40 years for clients in the private, public and not-for-profit sectors. It provides an overview of the housing market and develops forecasts covering 2024 to 2028 for Ontario, as well as municipalities in the Census Metropolitan Areas of Toronto, Hamilton and Oshawa. 

The report provides two sets of scenarios. In both, a further weakening of employment and new housing starts continues well into 2025, followed by a slow recovery of the economy and housing activity during 2026 to 2028. By the end of 2028, conditions will not have fully recovered.

We need to reduce the bureaucracy associated with getting new homes built. If we don’t take these steps the consequences could be catastrophic for our industry and the economy.

Richard Lyall, President, RESCON

“The findings of this report are particularly worrisome for builders as they point to a weakening residential construction market at the very time we need to build more housing,” explains RESCON president Richard Lyall. “Equally concerning, the outlook envisions a scenario whereby reduction in residential construction employment and job losses in associated industries could become a second substantive issue weighing on the broader economy.

“With a critical need for new housing, it is imperative that all levels of government take immediate action to boost construction by lowering the taxes, fees and levies and reducing the red tape and bureaucracy which slows the industry and adds to the cost of housing. To spur the market, we need conditions that allow builders to build houses that people can afford. Otherwise, we may be in dire straits as new home construction stalls and unemployment in the industry rises.”

The report notes that housing price increases have largely been absorbed by hikes in land values and government-imposed costs such as development charges. Due to the higher costs, the viability of building new low-rise housing, in particular, does not make financial sense.

RESCON stated that removing government-imposed costs from the prices of new homes would impact prices. In the GTA, the average municipal charge for new homes is $164,920 – about $42,000 higher than in 2022.  For apartments, the current figure is $122,387 – about $32,000 higher than in 2022. The costs of delays in approvals varies by municipality within the GTA from $2,672 to $5,576 per month. When applied to the typical delay period, it can add $43,000 to $90,000 per unit.

For new home sales to recover, the report notes that affordability needs to be returned to prior levels via a combination of interest rate decreases and reduction in government-imposed costs and land prices, although both scenarios seem unlikely to happen. The report cites other factors that need to be addressed, such as delays in land use approvals and infrastructure, the amount of developable land available for purchase by builders, and escalation of mortgage regulations which have reduced mortgage amounts that can be obtained by buyers.

“The bottom line is that all governments need to get their act together and work in unison to tackle the problems that are affecting construction of new homes,” adds Lyall. “Governments have made some inroads and the recent plan floated by the federal Conservatives to remove the sales taxes on new housing sold for under $1 million is a good start. We hope the province follows suit, and we need to reduce the bureaucracy associated with getting new homes built. If we don’t take these steps the consequences could be catastrophic for our industry and the economy.”

Key Takeaways:

• The $495-million Stanley Park Water Supply Tunnel project will replace a 1930s-era water main nearing the end of its service life, ensuring the continued provision of high-quality drinking water for Metro Vancouver. The upgrade is also designed to enhance earthquake resilience and support future population growth.
• A 1.4-kilometer-long tunnel will be constructed deep under Stanley Park, along with three vertical shafts at key locations (Burrard Inlet, a central service yard, and Chilco Street). Measures will be taken to minimize disruption, such as installing temporary pedestrian and cyclist paths and restoring construction sites to equal or better condition.
• Construction is set to begin this month and is expected to continue through 2029.

The Whole Story:

Metro Vancouver will begin construction this month on the $495-million Stanley Park Water Supply Tunnel, a major project that will replace an aging piece of infrastructure and help maintain the regional district’s ability to reliably provide high-quality drinking water.

“The new Stanley Park Water Supply Tunnel will replace a water main that was built in the 1930s and is nearing the end of its service life, so it’s extremely important that we make this upgrade,” said Mike Hurley, Chair of Metro Vancouver’s Board of Directors. “This work is also part of Metro Vancouver’s push to ensure our drinking water infrastructure can better withstand strong earthquakes and accommodate future population growth.”

A new 1.4-kilometre-long water supply tunnel will be constructed deep under Stanley Park to replace a water main that was built in the 1930s. Two new valve chambers will control the flow of water through mains in the area.

To excavate the tunnel, install the water main, and build the valve chambers, three vertical shafts will be constructed in Stanley Park — one near Burrard Inlet, one in the middle of the park in a service yard, and one at Chilco Street.

Officials say the shaft locations, along with the tunnel alignment and construction process, were selected based on rigorous geotechnical, environmental, archaeological, technological, and traffic studies. Construction areas at all three shaft sites will be restored to equal or better condition.

The first six months of construction will see the three main sites fenced and cleared, and site offices will be built. At the centre shaft site, an abandoned building will be demolished and the yard entrance moved. At the Chilco shaft site, temporary pedestrian and cyclist paths will be installed to ensure park users can continue to use the area during construction, and a new accessible ramp will provide uninterrupted access to the community garden.

“The Stanley Park Water Supply Tunnel is critical to our drinking water system. We appreciate the public’s patience and understanding as construction gets underway,” said Malcolm Brodie, Chair of Metro Vancouver’s Water Committee. “We are taking great care to reduce the impacts that this work will have on neighbours and park visitors.”

Construction on the Stanley Park Water Supply Tunnel is expected to last through 2029.

Director, Finance Operations – Toronto, Ont. – DOZR

Project Manager, Warranties – Vancouver, B.C. – Axiom Builders

Project Manager, Mechanical Works – Pickering, Ont. – Aecon Group

Project Manager, Flynn Industrial – Slave Lake, Alta. – Flynn Group

Estimating Lead – Montreal, Que. – Bechtel

Field Coordinator, Energy Construction – Elkford, B.C. – Kiewit

B.C.

• Vancouver approves False Creek park designs
• BC Hydro completes reservoir filling of Site C Dam
• Fisheries Act Authorization request submitted for Roberts Bank Terminal 2 project
• Penticton’s enjoying a building boom
• Big League Utilities awarded PRRD tender for Charlie Lake sewer system repairs
• Renderings released for Heather Lands development

Alberta

• Calgary wants to borrow $1B for water projects
• Red Deer’s first new courthouse in 40 years expected to open in 2025
• Le Crete gets approval for new health centre
• Paving complete on Historic Ranche and Glenbow Pathways

Ontario

• Ontario takes next step toward Hamilton LRT construction
• Tentative agreement reached to expand Highway 69
• Lancaster long-term care home on hold
• Toronto’s ‘waterfront city’ project reaches new milestone
• Developers join forces to save multi-tower project
• Long Branch tower proposal quadruples in height

Manitoba 

• Assiniboine Park pedestrian bridge in need of upgrades
• Norway House Cree Nation purchases Minago nickel-PGM project

Atlantic

• MacDonald Bridge reopens after crane issue

Key Takeaways:

• Manitoba has introduced the “Housing Starts Here” online portal, streamlining the application process for a new $26-million capital grant program aimed at helping non-profits, Indigenous governments, and municipalities develop affordable housing.
• The program allows for forgivable loans to repurpose or construct housing units and includes rent supplements and funding for support services, addressing housing affordability and the needs of those at risk of homelessness.
• The Manitoba government increased the PDF to $5 million, providing non-profits with grants and loans to cover professional services and support projects from the proposal stage to financing, boosting the capacity to develop affordable housing.

The Whole Story:

The Manitoba government is making it easier for organizations to secure funding to build affordable housing so more Manitobans can find a home.

“Manitoba is growing, and the affordable housing challenge we face today calls for a fresh new approach and the ability to quickly respond to the needs of our partners in the non-profit housing sector including Indigenous governing bodies and municipalities,” said Housing, Addictions and Homelessness Minister Bernadette Smith. “By focusing on new investments and program enhancements, our government is accelerating the creation of more affordable housing options for Manitobans who need them.”

The new Housing Starts Here online portal is simplifying the application process for a new $26-million capital grant program for non-profit organizations, Indigenous governments and municipalities, which will support the development of 350 social housing units in 2024-25, noted the minister.

Through the new ongoing intake application portal, interested organizations can apply for forgivable loans to acquire existing buildings that could be renovated into new social housing units, renovate derelict stock or construct new units. The portal will also include applications for rent supplements to ensure rents remain low and funding for support services to ensure people experiencing or at risk of homelessness have access to the services they need to stay housed, the minister noted.

“The new portal, along with the increase in funding, will make it easier for non-profits such as Westminster Housing to meet the need for deeply affordable housing in our communities,” said Brian Pincott, chair, Westminster Housing Society. “This program not only provides more funding, but it facilitates processes that work for the housing providers, giving us the flexibility to take advantage of opportunities as they arise to help meet the growing need for safe, secure and affordable housing.”

In addition to the $26 million for Housing Starts Here portal, the province is also increasing the Proposal Development Fund (PDF) to $5 million for non-profit organizations to access capital grant funding. PDF loans assist organizations to engage professional services to help bring their affordable housing proposals to the financing stage. Grants of up to $250,000 will be available through the fund, which will also offer repayable loans of up to $50,000.