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.
Construction lawyer and partner with Jenkins Marzban Logan LLP Vanessa Werden has a long history of service excellence and giving back to the construction community. In December, she joined the BC Road Builders & Heavy Construction Association (BCRB) as its new Board Chair.
Werden previously served as a Director and then Vice Chair, spearheading the formation of the BCRB’s Women in Road Building Committee. The Committee’s mandate is to promote initiatives and host programs that focus on attracting and retaining a more diverse cross section of the population to the vast array of jobs available in the road building, maintenance and infrastructure sectors. It’s a topic she has always been passionate about. She spent six years on the board of Canadian Construction Women, including a 2-year term as President, during which time she mentored countless women, spoke at conferences, and led the board of directors in the process of awarding 20 $1,000.00 bursaries to women pursuing trades or construction-related education and training.
As an expert in construction law with more than 13 years of experience, Werden has also worked to pass her knowledge on to others. From 2014 to 2018, she was an adjunct lecturer for the UBC Civil Engineering program course, “Law and Contracts in Civil Engineering”, providing lectures on the topics of contracts, delay claims, builders liens and surety bonds. Each year since 2017, Vanessa has been a guest lecturer for the UBC Masters of Engineering Leadership Program, delivering a lecture on complex construction disputes. She regularly delivers seminars at conferences, such as Buildex Vancouver. In 2023 and 2024, she was voted by in-house counsel as a Thomson Reuters “Stand-Out Lawyer”. Werden’s firm acknowledged her expertise and drive to succeed by making her the first female equity partner in their construction group.
We caught up with Werden to get her thoughts on construction law, road building and her new role as Chair at BCRB.
SiteNews: As an award-winning lawyer who specializes in the construction sector, can you explain the role you play in the construction process?
Vanessa Werden: There are many different types of lawyers who aid parties in the construction process, from navigating regulatory processes to land acquisition, or contract drafting and claims. I typically serve my clients by providing advice that is proactive and forward-thinking (such as contract drafting or negotiation), aimed at mid-project risk management (such as identifying and preserving contractual or other legal rights, including preservation of potential or active claims), or post-project advocacy (such as prosecuting or defending claims for delays or cost overruns). Regardless of the stage of the project, a key part of my role is to give my clients an objective and realistic assessment of the situation so that they are empowered to make informed decisions. I strive to provide exceptional service, not only by providing timely and pragmatic advice, but also by trying to understand the dynamics of the particular relationships at play, the nature of each project, and my client’s short and long-term objectives, which can vary depending on the size, type, and priorities of each client.
What are some of the toughest legal issues you’ve had to tackle?
Complex construction disputes always come with challenges, whether that means substantiating a death-by-1000-cuts cumulative impact delay claim, trying to find a way to explain to a judge why building a stadium roof required state-of-the-art engineering and equipment, or finding the right experts to write a report for an arbitrator on why geotechnical conditions 100 meters below ground caused a year of delay. Aside from the legal and factual issues, there are often relationship or human dynamics at play, and to achieve a resolution (whether that means signing a contract or obtaining a settlement), I need to determine what each party is willing to compromise without sacrificing my client’s ultimate objective.
What is the single best piece of advice someone has given you during your career?
Pay it forward. That mindset put me on a path to build relationships and explore opportunities, which in turn have been the foundation of the practice that I have been able to build over the past 13 years. During law school I was recruited by one of the top construction litigation boutiques in the Province. Within a couple of years, I had decided that I was going to build a legal career serving the construction industry. I then set out to learn about my clients and potential clients, their values, their ambition, and how I could give back to the construction community. By getting involved in the construction and legal communities I serve in my practice – by sitting on boards, leading committees, giving out bursaries, lecturing at UBC, mentoring young people, and speaking at conferences – I have developed a deeper understanding of the industry itself, different sectors, how construction participants operate and what drives them to achieve and maintain success.
This isn’t your first role at the BC Road Builders and Heavy Construction Association. When did you get involved and what prompted you to connect with the group?
After I served on the board of Canadian Construction Women for six years and passed the President torch in 2020, I was seeking an opportunity to contribute to another industry organization. My firm has a long history with BCRB. One of our founders, Bob Jenkins, was a regular attendee at events for many years before he was a judge. It seemed like a great fit in terms of my practice areas, advocacy and communication skills, and board experience. I proudly serve several members in my practice and have been able to contribute my time and skills to initiatives that are important to their sectors.
As Vice Chair of the Association, you founded the Women in Road Building Committee and throughout your career you have mentored women and provided opportunities for them to begin construction careers. What does the industry need to do to recruit and retain more women? What sort of impact can it have when we see women not just in construction, but in leadership roles in the industry?
Unfortunately, there is no simple answer to these important questions. When I speak with women who work in construction about this issue, they raise a range of concerns from safe accommodations at remote sites, to cleaner hygiene facilities, to societal gender stereotypes, to flexible work hours and childcare costs. Some of these are larger scale societal challenges but others can certainly be tackled by employers. Many have implemented policies and practices to address some of these issues and are seeing results in the diversity and retention of their workforce.
I recently had a conversation with a superintendent in the road construction and paving sector about the subject of attracting and retaining women. Her view is that while the focus and efforts on attracting women to the field are getting some results, many women still leave construction because of the way they are treated when they get there, including harassment, microaggressions, and being overlooked for leadership roles. Some of the critical pieces of progress are representation, mentorship/relationship building, and identifying and consciously changing biases.
Retention has a direct link to representation. When individuals can see themselves reflected back from a leadership position, they are more likely to believe that they can achieve the same. There is simply less room for imposter syndrome in the face of representation.
Showcasing examples of diverse leadership is key, but just as important and impactful is mentorship and relationships within the industry. Associations like BCRB and the Women in Road Building Committee help women to find each other, providing the opportunity to make these meaningful connections outside the workplace, where they may otherwise be limited or unavailable. I encourage employers to participate in initiatives and programming, including encouraging up and coming employees to attend events.
Another important factor is that people who are in positions of power or leadership and have the ability implement change at a management or policy level. Efforts cannot stop at issuing policies and distributing handbooks. When those in leadership positions take action in uncomfortable situations, they make clear that there are expectations and boundaries in the workplace, they promote a workplace culture that is actually safe and inclusive. I think in the current climate, there are less overt instances of harassment or sexism (though it does still occur); but a lot of the work that still needs to be done is addressing our unconscious biases that are hidden in cracks and crevices that we sometimes do not even realize are there. It takes time and effort to erode the layers of decades of socialization about gender roles or gendered competencies. It comes down to looking for potential in all people and ensuring that when we are making decisions on hiring and promotions, we are not defaulting to making decisions that are influenced by unconscious biases.
What is one thing you didn’t know about the road building sector that you have learned since joining the association?
I have long been aware of the importance of maintenance and construction of highways, roads and bridges for connecting communities and keeping people safe. What I was surprised to learn is that there are nearly 3,000 bridges connecting BC communities!
What areas of focus can we expect to see from the association in the coming year?
Going into 2025, it is an exciting time and there are good reasons to be optimistic, despite some challenges on the horizon. We have an opportunity to build on the momentum that the Association currently enjoys in terms of a progressive and innovative membership, existing relationships with government, of which we should be very proud. We have set the Association up with opportunities and tools to tackle potential challenges and keep things moving in the direction that our membership deserves. We have the attention of several stakeholders who are very interested in hearing what the membership views as progressive changes to procurement models, contracting, and current issues such as commodity price fluctuations. I look forward to working with leaders to connect with stakeholders, engage in meaningful discussions on these issues, and build lasting relationships.
What are some ways the construction industry can get involved in the association and have an impact?
There are countless opportunities. Some of the 2025 highlights will be:
Participating in events and taking advantage of networking opportunities at the Association’s signature events, such as the Annual Ivan Hanchard Charity Golf Tournament, the Fall Conference, and the Annual General Meeting & Winter Celebration;
Visiting one of the stops of The RoadShow (https://bcroadshow.ca/). We are always grateful to have volunteers from member companies assist at RoadShow stops and events.
Key Takeaways:
72% of B.C. contractors report a shortage of skilled tradespeople, leading to project delays, higher costs, and challenges in addressing housing and infrastructure needs in the province.
Nearly two-thirds (63%) of contractors feel the government is on the “wrong track” in addressing their concerns.
Despite challenges, the construction sector shows strong demand, with 50% of contractors expecting increased work volumes in 2025.
The average hourly wage is now $37 (annual base salary of $77,000).
The Whole Story:
According to the latest data from the Independent Contractors and Businesses Association (ICBA), 72% of B.C. contractors report a shortage of skilled tradespeople.
The group stated that its 2025 Wage and Benefits Survey of its construction members highlights that this persistent issue is forcing businesses to delay or turn down projects and absorb rising costs, undermining B.C.’s ability to address its housing and infrastructure needs.
Further, 63% of respondents said government is on the “wrong track” in dealing with a business like theirs – only 5% answered that government is on the “right track.”
“When nearly two-thirds of businesses in a major job-creating sector say the government is on the wrong track, it’s time to listen,” said Chris Gardner, ICBA President and CEO. “Labour shortages remain a significant challenge facing construction, and government must get serious about fast-tracking training programs and aligning immigration policies with industry needs.”
Despite these challenges, demand in the construction sector remains strong. Nearly 50% of contractors expect increased work volumes in 2025, with average anticipated growth reaching 19%. Wages in construction also remain highly competitive, with the average hourly rate climbing to $37, equating to an annual base salary of $77,000 – without bonuses, benefits or overtime factored in.
“Our industry continues to deliver, despite worker shortages, regulatory burdens, and project delays. But B.C.’s construction sector could contribute so much more if government policies enabled us to thrive,” Gardner added. “Instead, contractors and businesses get more red tape, higher taxes, and a seemingly never-ending stream of anti-business rhetoric that have many saying it’s never been harder to start and build a business in B.C. than it is today.”
The survey found that expected average hourly wage rate across all construction trades for 2025 is now roughly $37 and heading higher. That equates to an annual salary of about $77,000 – before benefits, bonuses, profit-sharing and overtime – and puts construction in the top tier of industries (#6) ranked by wage rates. Projected wage increases outstrip expected inflation, meaning people in the industry will continue to see their buying power and lifestyles improve.
The ICBA added that they believe the survey underscores the urgent need for the provincial and federal governments to tackle skills shortages, streamline approvals, and prioritize policies that support housing and infrastructure development.
Graham’s 16th Avenue at 29th Street Pedestrian Overpass in Calgary has been substantially completed and has officially opened to the public.
The company noted that this milestone marks a noteworthy achievement, coming exactly one year after construction began last winter.
The pedestrian overpass is a showcase of precision engineering and thoughtful design. Featuring a single-span steel through truss with precast panels, the overpass includes architectural handrails embedded with LED lighting, cast-in-place concrete ramps and stairs, and integrated landscaping and pathway tie-ins. Spanning 50m over 16th Avenue NW (Trans-Canada Highway), it provides a safe and accessible connection between critical medical facilities, transportation hubs, local pathways, and the rapidly growing UXBorough development, and adjacent communities.
Graham delivered the construction on time and on budget. Key construction highlights include:
Foundation and Structure: 26 concrete piles, each ranging from 13 to 18 metres deep, support the 50-metre steel bridge, which features precast concrete deck panels.
Innovative Formwork: Custom-molded foam formwork was used to achieve the intricate curves of the ramps and column caps, ensuring both functionality and aesthetics. Site Logistics: The construction was executed within a compact 5,600m² site footprint, adjacent to the bustling 16th Avenue and Foothills Medical Centre/ Arthur J.E. Child Comprehensive Cancer Centre, showcasing the team’s ability to manage high-traffic environments effectively.
Steel Fabrication and Installation: The steel bridge was fabricated in Montana and transported to Calgary in three massive sections. The planning, coordination, and logistics involved in this process exemplified teamwork and precision. On-site, the sections were welded together and lifted into place with millimeter accuracy using two cranes.
Safety and Accessibility Features: The project included 460m of galvanized pedestrian railing, equipped with custom lighting pods to illuminate the ramps and bridge, enhancing both safety and aesthetics.
This achievement was made possible by the dedicated efforts of the City of Calgary (Owner), Parsons Inc. (Consultant), Western Securities (UXBorough developer), Alberta Health Services (AHS), and Graham Construction.
Lafarge Canada, a provider of sustainable building materials and a member of the Holcim Group, has been selected as the subcontractor for the paving of the Vancouver International Airport (YVR) North Runway Modernization Program. This initiative, estimated at $133 million, will upgrade the runway and improve drainage and electrical systems to ensure the longevity and resilience of airport infrastructure.
Working in collaboration with Kiewit, Lafarge says it will provide durable, high-performance asphalt solutions that meet airport runway construction needs, including resistance to heavy aircraft loads and diverse weather conditions.
The North Runway Program involves a full asphalt overlay of the runway and connecting taxiways, with construction scheduled to begin in the spring of 2025 and conclude in the fall. Construction is planned to occur during nightly runway closures to minimize disruptions to flight schedules and passenger experiences. The runway was originally built in the 1990s.
Safety is a top priority throughout this project and is supported by YVR’s extensive maintenance program. This program involves continuous monitoring, inspections, and activities to aircraft operations’ safety and efficiency. Additionally, the project is expected to generate 100,000 extra person-hours of work, leading to new job opportunities and economic benefits for the region.
Other partners for the program include Kiewit and Tristar Electric for the project.
As 2024 comes to a close, the construction industry deserves recognition for its strides in understanding artificial intelligence (AI) and reigniting innovation. This year, I had the privilege of engaging with over 250 professionals, dozens of businesses, leaders from national and local construction associations, academia, government, and more than 100 emerging technology firms globally and domestically. This collective curiosity earns the industry a gold star. Yet, when it comes to meaningful action, results, and application, the industry still holds the purple participation ribbon despite the urgency around workforce capacity, costs, and sustainability.
A common theme across these conversations emerged: “I’m curious about AI, but hesitant due to a lack of case studies and evidence of value.” Over 80% of firms shared this view, directly impeding adoption. While local technology ecosystems—particularly in Western Canada—have incredible innovation, this hesitation discourages emerging firms from prioritizing Canadian markets, despite the urgent need to tackle productivity, cashflow, and cost constraints.
The barriers? It’s not a lack of tools or ideas but a repetition of past behaviors: fragmented efforts, fatigue from overpromised technologies, and skepticism. Beneath this hesitation lies a deeper issue—insufficient budgets, resources, and time to implement technologies where it matters most: field operations.
Yet, 2024 also revealed a turning point. A growing number of mid-market firms are stepping up as the next leaders in industry transformation. They are no longer asking, “What is AI?” but rather, “How can AI change the way we build?” More importantly, they recognize: “There must be a better way [to adopt].” This mindset shift marks a critical moment—not about AI itself, but transforming how and why we adopt technology.
A statement on adoption: Challenges and momentum
Technology adoption in construction is no longer a question—it’s an expectation. Over the past two decades, $30 billion has been invested in construction technology, with approximately three-quarters of firms using digital tools. Technologies like 3D modeling, Building Information Management (BIM), dashboards, and project information systems are now standard.
However, the next wave—tools supporting field operations like mixed reality, prefabrication, and robotics—is translating into double-digit productivity gains and becoming the fastest-growing category of adoption. Regarding AI, there are already over 1000 applications, and it is now the fastest growing area of investment with over 30% annual growth projected through to 2030. In 2024, my engagements revealed both challenges and opportunities:
AI-Curiosity Is Growing, but Confidence Is Low While over 40% of firms are now exploring AI, 80% remain hesitant to invest without clear evidence of value. Fewer than 4% of firms are leveraging data and AI for meaningful results. This skepticism stems from past technologies that promised transformation but delivered little measurable impact.
Technology Fatigue Is Real More than 70% of professionals expressed dissatisfaction with previous initiatives. Fragmented solutions often failed to address the daily challenges of field teams—the direct drivers of productivity and profitability.
Budget and Resource Constraints Cashflow remains a barrier, with 50% of firms citing financial constraints. Fewer than 15% of businesses maintain dedicated innovation budgets, while limited resources and time further hinder progress.
Focusing on Executives Over the Field Technology initiatives continue to prioritize executive and management functions, overlooking field operations where the greatest value can be achieved. Operational teams are increasingly identifying this misalignment, seeing executive buy-in as the bottleneck to initiatives that can directly improve daily workflows and translate into tangible benefits.
Western Canada: A Hub of Opportunity Western Canada has emerged as a supercluster of construction technology resources, with over 60 technology firms and leading institutions like Amii (Alberta Machine Intelligence Institute), ISAIC, University of Alberta Construction Innovation Center, and the Prairies Proptech Association. Yet, many firms default to global providers with the largest marketing budgets, paying higher prices for misaligned solutions. Conversely, those collaborating with local firms report higher satisfaction, cost savings, and entirely new business opportunities.
Mid-Market Firms Are Leading Mid-market firms—those with revenues between $10M and $500M—are emerging as leaders in AI adoption. Their agility and ability to make faster decisions allow them to outpace larger competitors. These firms are: Addressing security concerns with clarity, not fear. Prioritizing improvements to workflows, cashflow, and profitability. Empowering project-level teams to focus on value recognition over price. Partnering with emerging technology firms to share risks and unlock opportunities. Reducing risks by leveraging funding opportunities, consortiums, and tax incentives.
Moving forward: Aligning AI with industry’s pressing needs
AI offers thousands of use cases, but success depends on where and how it is applied. Firms realizing the greatest benefits align their “AI-Why” with industry’s core challenges:
Workforce Productivity and Capacity Underpinning industries workforce crisis is that over 40% of field leaders’ time is spent on administrative tasks or searching for information. Tools like ActiveIQ, PursuitZen, DocumentCrunch, Nialli, and Flowlly are enabling teams to do more with less, streamlining workflows, and providing actionable insights for more efficient and effective business development, risk mitigation, planning, mentoring, and quality control.
Cashflow and Cost Control Margins remain tight at 3-5%, with cashflow constraints preventing firms from taking on new work. Tools like Quickly Technologies and QuoteToMe streamline procurement and payment processes, delivering cost savings and freeing up capital.
Sustainability As regulatory demands intensify, solutions like Arbor (alternative materials) and Exact (low-carbon concrete) deliver measurable environmental and financial benefits.
Incremental improvements in any of these areas translate into the greatest business results with the least amount of investment. However, results require action.
2025: Proving value through action
What became clear in 2024 is that most firms are talking about AI but not adopting it meaningfully, with lack of case-studies, budget, and resources as the missing links. To bridge this gap, the AI Adoption Proof of Value Initiative—led by the Prairies Proptech Association—is offering firms an actionable path forward.
This initiative will:
Support 30 construction companies in exploring AI and emerging technologies with less risk, time, and cost.
Publish 150+ case studies to prove tangible results, showing that if these firms can do it, so can anyone.
A call to action
The ball is in our court. 2025 must be the year of action. Build partnerships with local technology providers, leverage public and private funding, and focus on workforce productivity, cashflow stability, and sustainability.
The AI Adoption Proof of Value Initiative offers a clear roadmap for firms ready to lead the next chapter of transformation. Enrollment is now open, with five spots remaining for the Q1 cohort starting in January 2025. To learn more or get involved, visit www.prairiesproptech.com.
If 2024 was the year of talk, let’s make 2025 the year of action. The opportunity is here—let’s get to work.
About ConstructIQ Advisory: While most talk the talk, we’ve walked the walk. Founded by one of Canada’s Top 40 Under 40 in Construction, Shawn Gray, ConstructIQ’s mission is to drive meaningful change by helping firms overcome barriers to technology adoption. Our proven approach enables businesses to achieve results faster, with significantly less risk, time, and cost. Learn more at www.constructiqadvisory.ca.
About Prairies Proptech Association: The Prairies Proptech Association is a not-for-profit organization comprised of leaders from technology, construction, real-estate, academia, and government. We are dedicated to accelerating technology adoption through education, advocacy, and gap bridging events and initiatives. To learn more or get involved, visit www.prairiesproptech.com.
Safety is complicated.
Especially if you are a massive general contractor with hundreds of construction sites and tens of thousands of workers that span multiple continents. This has led to the rise of digital tools that are rapidly becoming a must-have in the sector.
Mark Bryant, Chief Information Officer for PCL and his team is a good example of an organization who has invested significant effort in technology to improve employee engagement and on-site safety. “It allows us to get a good grasp on risk across a significant growing company that operates on two continents,” said Mark Bryant, Chief Information Officer for PCL, one of Canada’s largest general contractors. “Providing a central reporting and management system for our team and all the employees that use it across 1,000 job sites is what it’s all about.”
Ben Leach, Co-Founder and CEO, and his team at HammerTech saw this need early on and have spent that past decade refining their safety engagement platform.
“We are 10 years on and we’ve still got a roadmap that is focused on safety; it just goes to show how complex safety processes are.”
Leach began his career over 25 years ago as a site engineer in Melbourne, Australia. Early on, he was assigned to a safety role. He noticed the industry’s inefficiencies in safety management, particularly the heavy administrative burden.
“A lot of it was just administrative work… making sure that you’re documenting every person and piece of equipment that’s coming on site… but you weren’t doing what I think is the most important part which is being out in the field engaging with workers and supervising the risk.”
This was how HammerTech was born in 2013. While many other solutions have sprung up since then, Leach believes it takes time and effort to be able to handle the nation’s largest contractors’ safety needs. Leach and his team’s construction safety software platform aim to move safety beyond compliance. He believes that by measuring worker and subcontractor engagement with safety processes – in addition to digital processes and comprehensive leading safety data – contractors can make safety a team sport.
The times are changing
When he first arrived in North America he found that many large, sophisticated builders still had basic safety programs. Leach also saw significant challenges due to limited connectivity on job sites and workers using outdated devices. This lack of modern technology made it difficult to engage subcontractors and workers.
Today, improved connectivity and the ubiquity of personal smart devices have transformed the landscape. Workers are now accustomed to using their phones for various tasks, and it’s expected they’ll use tools like HammerTech as part of daily operations.
Leach emphasized that while artificial intelligence is often spotlighted for its “flashy” features, the real value lies in efficiency gains from speeding-up low-value paperwork and leveraging data to enhance decision making that improve safety on-site. What’s valuable today and what HammerTech focuses on is embedding practical AI solutions that address the actual problems faced in the field, rather than adopting generic AI applications.
Now he is witnessing a shifting mindset where firms are seeking comprehensive platforms that not only manage safety documents but manage workflows with subcontractors and workers and also harness data to improve safety outcomes. “Companies are starting to identify that they need something more,” Leach said. “Something that goes beyond documentation to actually consuming the data that comes from all that work.”
He believes that the need to attract labor to overcome shortages as well as protecting the reputation of general contractors and their clients are some of the main factors driving this shift. But there are also major big regulatory updates that are having an impact.
Ontario recently introduced sweeping legislation that would increase fines for employers and boost sanitary requirements. And new court decisions are redefining the responsibilities owners and general contractors have when it comes to incidents involving subcontractors.
Leach noted that clients now regard HammerTech as one of the top three critical technologies in their operational stack, alongside project management and financial management tools.
“The things that come outside of these are the nice-to-haves,” he said. “When you’re building a software business, you always want to be a need-to-have.”
Finding a good fit
The importance of safety management software is clear when looking at PCL Construction, one of the largest general contractors in the country and North America. They built their own solution, SMC, more than a decade ago. But they began to outgrow it. With more than 1,000 job sites across two continents, they needed something more robust. They spent several years planning for either upgrading their current system or transitioning to something better.
“We knew that our SMC system needed to be replaced or rebuilt,” explained Jim Barry, PCL’s Vice President of Health, Safety and the Environment. “Our system was quite intelligent and we wanted to match up with a new system that would provide all the same benefits and then some.”
The search was extensive. PCL wanted something that could handle all the reports and analysis required for its large teams and also be easy to use by thousands of workers and their different smart devices on site.
“We deal with about 50,000 people in one day so we wanted to create a venue where they could get the information they need and do what they need to do. We wanted a system that could encompass everything we do,” said Barry.
Barry noted that not only could HammerTech do all the things it wanted—hazard analysis, online orientations, document tracking and more—it was smarter than its competitors, and worked with whatever device a worker was using.
“We chose HammerTech because it offered a level of maturity above and beyond the digitization process that we had in place,” he said.
More than megabytes
Recent years have seen many tech companies enter the construction space.
“I wake up in the morning and probably have 15 companies on a daily basis that would like to sell us some new technology,” said Bryant. “And during the past 12 months it’s been more AI magic dust than anything else.”
To sort through these solutions, PCL has an extensive vetting process which includes testing a tool’s technical prowess and going through a detailed security checklist. They also require open, accessible cloud-based solutions so PCL can manage, maintain, organize and access data when they need to. It also has to be easily used in the field by a wide range of phones, tablets and laptops.
“We look for companies that can act as an extension of PCL,” said Bryant. “We look for partners not suppliers.”
Their process involves more than technical details. They also are careful about the culture of companies they partner with.
“With HammerTech, we tried it, we played with it, we put it into the field, we did a very good pilot,” said Barry. “We wanted to part with a group of people who had the same values and guiding principles as us. Safety is so dear to us. We need our partners to be the same way. We also wanted a group that we were going to grow with. We know that safety is constantly evolving and we wanted to be on top of it with a partner that could grow with us.”
Retaining workers
Beyond safety performance, Leach highlighted the impact of advanced safety technology on talent retention. HammerTech has become so integral in the industry that it’s frequently mentioned in job postings for safety roles.
“We’ve had people say, ‘I’m not going to take a job if they don’t use HammerTech,'” Leach noted. This trend underscores a broader expectation among the workforce for employers to equip them with modern, efficient tools.
He believes that by embracing technologies like HammerTech, companies not only improve safety and operational efficiency but also enhance their ability to attract and retain top talent. Leach concluded, “If they’re not enabling their people with technology and the right solutions, then they’re losing people. And people are going to go to companies that are well-known for innovation.”
B.C.
Court-ordered sale of insolvent Port Coquitlam development approved
Projects don’t happen overnight. They are the culimnation of years and years of planning and execution. This year, a slate of major transit, housing, power and transporation projects are set to get across the finish line.
Eglinton Crosstown LRT – Toronto, Ontario
The Eglinton Crosstown LRT is an 18-kilometer light rail transit system that will span the city of Toronto from Mount Dennis in the west to Kennedy Station in the east. With a budget of $5.3 billion, the project includes 25 stations and stops, as well as a dedicated right-of-way. The earliest completion date for the LRT to fully operational is mid 2025, significantly improving public transit and reducing traffic congestion.
Pattullo Bridge Replacement – New Westminster, B.C.
The Pattullo Bridge, which connects New Westminster and Surrey, is being replaced with a new, four-lane bridge that will improve traffic flow and safety. With an estimated budget of $1.4 billion, the project will address long-standing issues of aging infrastructure and is expected to be completed by 2025. This new bridge will also feature a wider design to accommodate future transportation needs.
Site C Dam – Fort St. John, B.C.
The Site C Dam, a hydroelectric project on the Peace River, is one of the largest infrastructure projects in Canada. It has a budget of $10.7 billion and will provide 1,100 MW of power when completed. The dam is designed to meet growing electricity demands in the region, with a focus on renewable energy production. It will be a key part of BC Hydro’s electricity generation strategy.
Gordie Howe International Bridge – Windsor, Ontario
The Gordie Howe International Bridge project aims to build a new crossing between Windsor, Ontario, and Detroit, Michigan, to alleviate congestion at the existing Ambassador Bridge. This $5.7 billion project includes a cable-stayed bridge, a customs plaza, and related road infrastructure. It will enhance trade and improve travel between Canada and the U.S., becoming a major part of the region’s transportation network.
LNG Canada – Kitimat, B.C.
With a total price tage of $48 billion for the total buildout, LNG Canada is Canada’s largest project ever. The liquefied natural gas (LNG) export terminal being is under construction in Kitimat. It will have the capacity to process 14 million tonnes of LNG annually. Scheduled to be operational this year, the facility will serve as a key hub for exporting Canadian natural gas to global markets, contributing to the economy and job creation.
Proteus Alberta Solar Farm – Taber, Alberta
The Proteus Alberta Solar Farm, a 205 MW solar power project, will be paired with a 60 MW battery storage system to enhance Alberta’s renewable energy capacity. With a budget of $400 million, the facility will significantly reduce the province’s reliance on fossil fuels and is expected to be completed by the end of 2025. This project is part of a broader push toward clean energy solutions in the region.
Hive – Vancouver, B.C.
Hive is a mixed-use urban development project in east Vancouver. Spanning residential, office, and retail spaces, this project is expected to be completed by 2025. The development is designed to be a sustainable, smart city development, integrating technology and green spaces to create a modern and connected community. (source)
BCIT Tall Timber Student Housing – Burnaby, B.C.
The BCIT Tall Timber Student Housing project is a pioneering 12-story student residence being built at the British Columbia Institute of Technology. With a budget of $119.7 million, it will be one of the tallest timber buildings in Canada, showcasing innovative wood construction. Expected to be completed by 2025, this project aligns with sustainability goals and provides 469 beds of much-needed student accommodation.
Strathcona Renewable Diesel Refinery – Strathcona County, Alberta
The Strathcona Renewable Diesel Refinery will produce renewable diesel and biofuels to meet the increasing demand for low-carbon fuel alternatives. With a budget of $1.5 billion, the facility is expected to be the largest renewable diesel producer in Canada. Creating more than 6 million barrels of renewable diesel at Strathcona will be the equivalent of taking 650,000 vehicles off the road annually.
Kearl Oil Sands – Alberta
The Kearl Oil Sands project, developed by Imperial Oil, is a significant extraction operation in Alberta’s oil sands region. With a budget of $20 billion, it aims to produce over 200,000 barrels of oil per day. The facility, announced in 2021, will produce biomass-based fuel using locally sourced vegetable oils and low-carbon hydrogen, aiding Imperial in diversifying its petroleum-based portfolio as part of the energy transition, according to the company.
Quad Windsor Development – Montreal, Quebec
The Quad Windsor Development is a transformative urban renewal project in downtown Montreal. The $1.5 billion project will involve the construction of residential towers, office spaces, and retail outlets, is set for its first major phase to be completed by 2025. Located around Windsor Station, the development will revitalize the area and contribute to the city’s economic growth.
These projects span across various sectors, including infrastructure, renewable energy, urban development, and more, representing a broad range of advancements in Canadian construction and development.
Key Takeaways:
The Goose Harbour Lake Wind Farm will generate 168 MW of zero-emission electricity, reduce emissions by over 350,000 tonnes annually, and support Nova Scotia’s energy transition from coal to renewables. It also aids the economic well-being of the province by supplying electricity to Port Hawkesbury Paper, a key regional employer.
The Canada Infrastructure Bank (CIB) is supporting the 13 Mi’kmaw First Nations, represented by Wskijinu’k Mtmo’taqnuow Agency Ltd. (WMA), to acquire a 10% equity stake in the project through an Indigenous equity loan. This initiative ensures Indigenous participation and governance, granting a board position to the First Nations group.
Financed under CIB’s $10 billion Clean Power priority sector, the $224.2 million loan demonstrates strategic investment in large-scale renewable energy projects to address financing gaps.
The Whole Story:
The Canada Infrastructure Bank (CIB) is providing $224.2 million in loans to help Port Hawkesbury Paper Wind Ltd build a large-scale wind energy project and support 13 Mi’kmaw First Nations, through Wskijinu’k Mtmo’taqnuow Agency Ltd. (WMA), buy a 10% stake in the project.
The Goose Harbour Lake Wind Farm involves construction and installation of 24 Nordex N163-7.0MW cold climate turbines at a 118 metre hub height with anti-icing system blade technology, producing zero-emission, sustainable electricity generation capacity of 168 megawatts. The lead building team is RES Canada Construction LP.
The wind project will support Nova Scotia’s largest industrial user of electricity, Port Hawkesbury Paper and the provincial energy grid.
Government officials stated that the paper mill is a significant contributor to the economic well-being of Nova Scotia, and particularly the eastern region of the province. Economic impact studies confirmed the mill directly employs approximately 325 people, and contracts another 900 jobs, employing hundreds of forestry contractors and suppliers.
The project will create 150 jobs at peak of construction, up to five permanent jobs during the operations phase.
The Indigenous equity loan is the second to WMA, following a deal last year related to an energy storage project in Nova Scotia.
The wind farm is expected to reduce energy production emissions by more than 350,000 tonnes a year, equivalent to 2.4 per cent of Nova Scotia’s emissions in 2021, and help the province’s energy transition, moving from coal to renewables.
Commercial operations are expected to begin in 2026.
The project is being financed under the CIB’s $10 billion Clean Power priority sector, which is dedicated to addressing financing gaps in new projects such as renewables, district energy systems and energy storage.
“Our latest clean power investment in Nova Scotia supports sustainable economic development in the Atlantic province and the delivery of electricity to a paper mill which is a large Nova Scotia employer,” said Ehren Cory, CEO, Canada Infrastructure Bank. “The $203.9-million investment will help build one of Nova Scotia’s largest wind energy projects and support all First Nations in the province to buy a meaningful equity stake and have a voice through a board position in the project.”
Key Takeaways:
Tla’amin Nation is set to reacquire nearly half of the former mill site at tiskwat.
The Asset Purchase Agreement (APA) between Tla’amin Nation and Domtar includes provisions for Tla’amin to assume responsibility for maintenance, taxes, and insurance upon ownership. The Nation is prioritizing archaeological and environmental stewardship, with Domtar expressing commitment to collaborative solutions and respect for Tla’amin interests.
Extensive community engagement showed overwhelming support (94%) among Tla’amin citizens for the reacquisition, with youth support even higher at 97%.
The Whole Story:
Following nearly two years of due diligence and negotiations, Tla’amin Nation is set to reacquire close to half of the former mill site at tiskwat.
The Nation stated in a release that the reacquisition will come 146 years after the lands were alienated from the Nation through the illegal sale of Lot 450 in 1878 and one year after the federal government accepted Tla’amin’s specific claim for Lot 450 for negotiation.
Last month, Tla’amin Nation and Domtar initialed an Asset Purchase Agreement (APA). The agreement is subject to approval by Tla’amin Executive Council within 60 days.
Under the terms of the APA, Domtar (formerly Paper Excellence) will return the lands to Tla’amin for the Nation’s use. Tla’amin will assume responsibility for carrying costs such as maintenance, taxes and insurance upon taking ownership.
“This agreement is a step in the right direction for us to regain our rightful place at tiskwat,” said Hegus (Chief) John Hackett. “We will continue to work with Domtar and Brookfield to protect Tla’amin archaeological and stewardship interests across the entire site.”
Sixteen parcels comprise the 120 acres of Tla’amin reacquisition lands. The reacquired lands primarily front the river and ocean and are among the least industrialized areas at tiskwat. Notably, Tla’amin assumes responsibility for most of the riverfront lands. However, the reacquisition does not include the dam, which is encumbered by a bare land trust between Domtar and Brookfield Power.
“We raise our hands in deep respect for the Tla’amin elected council and their staff for their collaboration in our ongoing work together,” says Lana Wilhelm, Director of Indigenous Relations, Domtar. “The entire Domtar team is deeply committed to working with the Tla’amin Nation to do the right thing. We continue to work on solutions for the entirety of the site.”
To build a negotiations mandate, Tla’amin Nation engaged its citizens through a series of six public engagement sessions and a survey conducted between October 2023 and May 2024.
94% of Tla’amin citizens who participated in the engagement process supported the reacquisition of tiskwat, with support among youth even higher at 97%. At the same time, 98% of Citizens were concerned about the environmental legacy at tiskwat following a century of industrial activity. These concerns and risks are addressed in the agreement being presented to the community.
The Nation stated that the reacquisition of tiskwat not only represents a historic step toward rectifying past injustices but also serves as a cornerstone of Tla’amin’s vision for economic prosperity.
Nation representatives explained that reacquisition lands will support Tla’amin Management Services LP’s (TMSLP) current business interests while creating opportunities for future development aligned with Tla’amin goals for employment, revenue generation, and sustainability.
The APA and accompanying business plan will be reviewed for recommendation by the Tla’amin Finance Committee and Tla’amin Economic Development Committee before being approved by Tla’amin Executive Council.
The EllisDon Civil East team has expanded civil construction operations into the Atlantic region with a project win of the Musquodoboit Harbour Bridge Replacement Project.
This is the first major heavy civil project for EllisDon in the region.
“I’m very proud of the Atlantic and Civil East teams whose collaboration was key to successfully securing this milestone project. Here’s to announcing more project wins in the future,” Derek Love, Senior Vice President and Area Manager, EllisDon Civil Division, said of the milestone.
The Musquodoboit Harbour Bridge is located 40km east of Halifax on Hwy Trunk 7 (Marine Drive) over the Musquodoboit River.
The current structure of the Musquodoboit Harbour Bridge will be demolished and replaced by a new 48 metre long structure; the current bridge is only 45.7 metres. The new bridge will be made with structural steel I-girders, concrete spread footing, semi-integral concrete abutments, and a thin-slab concrete deck.
·Once completed, the new bridge will carry two lanes of traffic and a raised concrete pedestrian sidewalk. A temporary detour route adjacent to the work area will be constructed as the current traffic will need to be maintained.
Construction is slated to commence in early 2025.
Whether you want to hear the crack of a bat or a searing guitar solo, Canadian builders got you covered. Our appetite for live events is growing and the infrastructure designed to facilitiate it is growing with it. Check out some major projects underway to keep up with the pace.
BMO Field Expansion – Toronto, Ont.
To accommodate the 2026 FIFA World Cup, BMO Field will undergo a $37 million expansion led by contractor PCL Construction, with completion targeted by early 2026. The project includes 17,756 additional seats, increasing capacity to over 45,000, along with new suites and enhanced broadcast facilities. Temporary seating will balance cost efficiency with FIFA standards compliance.
BC Place Stadium Preparations – Vancouver, B.C.
As a host for seven FIFA World Cup matches, BC Place is set for upgrades worth $240–260 million. ETRO is overseeing the enhancements, focusing on seating, lighting, accessibility, and transport infrastructure. Completion is expected by 2025, ensuring the venue meets FIFA’s requirements while boosting Vancouver’s global event hosting capabilities.
Canada Games Complex Renovation and Expansion – Sydney, N.S.
Renovations and expansions are underway at the Canada Games Complex, with an expanded Nancy Dingwall Health and Counselling Centre at its core. Expected to complete by 2025, the project has a $20 million budget. The renovated space will include expanded space for health and counselling services for students through the Nancy Dingwall Health and Counselling Centre, a new fitness facility and a walking track for students and the community and the modernization of the Canada Games Complex. When not in use as an arena, renovation improvements will allow the convocation and convention space to host conferences, dinners and concerts.
Coronation Park Sports and Recreation Centre – Edmonton, Alta.
Scheduled for completion in 2026, this facility is being built by Clark Builders with a $50 million budget. The recreation center will feature new swimming facilities, gymnasiums, and community spaces, advancing Edmonton’s public infrastructure and emphasizing sustainable construction practices. The project has been advanced in partnership with the Alberta Velodrome Association and World Triathlon Series Edmonton. Along with a financial contribution, these partners have been engaged in facility design. Once complete, Coronation Park Sports and Recreation Centre will be seeking a Category Two facility standard designation by the Union Cycliste Internationale, the world governing body of cycling.
Scotia Place – Calgary, Alta.
This $800 million project is replacing the iconic Saddledome as the new home for the Calgary Flames. The day-to-day construction activities are managed by a joint venture between CANA Construction and Mortenson. The arena is slated for a 2027 opening. Key elements include modernized seating, premium suites, and community amenities, aiming to drive economic revitalization in Calgary’s downtown.
Rogers Stadium – Toronto, Ont.
Last fall, Live Nation Canada unveiled plans for Rogers Stadium, a new seasonal outdoor concert venue set to open in summer 2025 at YZD (formerly Downsview Airport Lands). With a capacity of 50,000, Rogers Stadium will become Toronto and the GTA’s largest purpose-built music venue hosting fans and artists from around the world.
Rogers Centre Renovation – Toronto, Ont.
The second phase of the $300+ million transformation of the Rogers Centre was led by PCL Construction, focusing on converting the 34-year-old stadium into a baseball-centric venue. Upgrades included revamped outfield seating, improved concessions, and new premium spaces. Structural demolition of the lower bowl saw an average of 350 workers were on-site daily. The process included removing and recycling 26.5 million pounds of concrete and three million pounds of steel. Field-level excavation resulting 780 truckloads of materials being removed from the Rogers Centre and 530 loads were brought in.
Calgary’s City Administration has concluded its investigation into the catastrophic failure of the Bearspaw South Feeder Main in June, identifying multiple contributing factors to the rupture.
The report, conducted by Associated Engineering, cites microcracking, chloride intrusion, and wire corrosion as primary causes, compounded by soil conditions in certain areas. The findings provide critical insights into the failure while ruling out other potential contributors, such as manufacturing defects or operational issues.
The pipe investigation, overseen by Associated Engineering, has determined that there are multiple contributing factors of the June 5 water pipe failure. This includes the breakage of a significant number of wires (known as prestress wires which are wrapped under significant tension around the pipe’s outer concrete core and are protected with cement mortar), resulting in a loss of the pipe’s ability to withstand pressure. Based on the investigation, it appears that the ruptured pipe experienced microcracking, or previous damage to the outer layer of the pipe, allowing soil contact with the prestress wires.
Overall findings at the site of the original break and the five “hot spots” include:
Microcracking: Some of the pipes had visible cracks and peeling in their mortar (outer layer of the pipe) when they were dug up, while others had mortar that was still in good condition.
Chloride levels in the mortar: Lab tests revealed that some damaged pipe sections had chlorides penetrate their mortar, but other pipes did not show any signs of this.
Pitting and corrosion: The wires that help keep the pipes strong showed severe damage, including deep pits, corrosion, and many brittle wire breaks.
Wire damage: There was evidence of two types of wire damage: hydrogen embrittlement and stress corrosion cracking. Both types of damage appear to be caused by chloride penetrating the mortar or small cracks in it.
Soil conditions: Soil testing around the feeder main showed some areas with high levels of chlorides. The cause of increased chloride levels requires further study.
The report further confirms factors that are not considered to have contributed:
There is no information indicating that the manufacturing standards applicable in 1975 were not followed. We note that these standards have evolved since this time, and that some of these changes may have extended the life of the pipe if they were in place in 1975.
There is no sign of corrosion caused by stray electrical currents.
The pump operations at the Bearspaw Water Treatment Plant and the connected secondary pump stations before the incident did not cause pressure issues that led to the failure.
A transient pressure event did not occur immediately before the rupture.
Live loading subsequent to the construction in 1975 is not believed to be a contributing factor.
“The findings from this investigation have provided valuable insights into the causes of the failure and the steps needed to prevent similar events in the future,” says Steve Wyton, Manager, Asset Management Planning. “Our priority now is planning for the long-term rehabilitation of the feeder main and implementing proactive measures to ensure a reliable and resilient water distribution system for Calgarians. By combining advanced monitoring technologies, contingency planning, and strategic investments, we’re taking meaningful steps to safeguard this critical infrastructure and support our city’s growing water needs.”
In early 2025, the City plans to provide interim updates on the progress of the feeder main’s redundancy and advancements in north and south water servicing options. Additionally, officials expect to deliver an implementation plan for the feeder main by mid-2025 to strengthen system redundancy.
Critical repairs for five bridges in Section 3 (Highway 427 to Humber River) will begin ahead of the main 2027-2031 rehabilitation timeline. This includes work funded by the Ontario government for Park Lawn Road and Mimico Creek overpasses and the City-funded repairs for Kipling Avenue and Islington Avenue bridges.
Construction on critical repairs will begin in Spring 2025 and use accelerated methods, including 24/7 work schedules, early completion incentives, and minimized lane closures.
The project includes careful scheduling, pausing construction during the FIFA World Cup in 2026 to manage increased traffic and aligning construction phases with the Ontario Food Terminal’s low season to reduce operational impacts.
The Whole Story:
The City of Toronto announced it will begin critical repair work on five bridges in spring 2025, as part of the next stage of the Gardiner Expressway Strategic Rehabilitation Plan.
Rehabilitation work on Section 3 of the Gardiner Expressway, which runs from Highway 427 to the Humber River, is scheduled to take place from 2027 to 2031. However, five bridges in Section 3 have been identified for an advanced start after condition assessments noted critical repairs that need to be completed ahead of the 2027-2031 timeline.
“The Gardiner is old and falling apart,” said Toronto Mayor Olivia Chow. “We must upgrade it to keep it safe and keep Toronto moving. We are working hard to ease congestion for those living and working in the area.”
The Ontario government will fund the replacement of the Gardiner Expressway overpasses at Park Lawn Road and Mimico Creek and the westbound on-ramp from Park Lawn Road over Mimico Creek as part of the Ontario-Toronto New Deal, which includes a provincial commitment to upload the Gardiner Expressway and the Don Valley Parkway to the Ontario government, subject to a third-party due diligence assessment. The City will fund repairs to the Kipling Avenue and Islington Avenue bridges over the Gardiner Expressway.
The contract for the bridge repairs will be advertised in early January so that work can begin in spring 2025. Construction will be paused from May to July 2026 to accommodate the increased traffic anticipated during the FIFA World Cup and is expected to be completed by December 2026.
This project will incorporate acceleration measures and congestion management tools from the current work on Section 2 of the Gardiner Expressway between Dufferin Street and Strachan Avenue, including early completion incentives, enabling crews to work up to 24 hours a day, seven days a week as required to meet the compressed construction timelines, temporary turning lane modifications and other construction and traffic management measures.
Extensive work was done during the design phase to ensure lane closures are kept to a minimum. The City is anticipating the following lane and ramp restrictions during phases of the bridge repair work:
Eastbound Gardiner Expressway lanes from Mimico Creek to Park Lawn Road will be narrowed with no lane reductions.
Westbound Gardiner Expressway from Park Lawn Road to Mimico Creek will be reduced from four lanes to three lanes (for approximately one year).
Park Lawn Road, where it passes under the Gardiner Expressway, will be reduced to a single lane for an estimated two-month period in each direction.
Kipling Avenue and Islington Avenue will be reduced from six lanes to four lanes where they pass over the Gardiner Expressway (for approximately eight months).
Full closure of the Park Lawn Road on-ramp to westbound Gardiner Expressway (November 2025 to April 2026).
The City stated that it is working closely with the nearby Ontario Food Terminal to minimize impact to its operations, which are vital to food distribution across Ontario, by aligning the construction schedule with the low season at the Terminal and providing a dedicated detour route for the Terminal’s truck traffic.
Construction on Section 2 of the Gardiner Expressway Rehabilitation Plan (Dufferin Street to Strachan Avenue) began in November 2023 with the first lane closures in March 2024. In July 2024, the City and Province announced plans to accelerate the construction work to move the construction completion date from April 2027 to at least April 2026.
Stage 1 of the Gardiner Expressway Section 2 rehabilitation work was completed four months ahead of the original, pre-acceleration schedule, helping to meet the revised April 2026 accelerated timeline.
More information about the Gardiner Expressway Strategic Rehabilitation Plan is on the City’s website.
As the Canadian construction industry braces for an unprecedented labour shortage—needing over 299,000 new workers by 2032—companies are realizing traditional recruitment methods alone won’t cut it. With a job vacancy rate of 4.2% and wages surging to $29.75/hour in 2024, the race to attract talent is on.
But where can companies find the next generation of builders? Platforms like TikTok, Instagram, and LinkedIn offer a foot in the door to new generations. Social media is transforming recruitment, reshaping how trades are perceived, and bringing fresh talent into the fold. One of those at the forefront of this is Tianna Sarra, Digital Media Coordinator at Orion Construction. In this Q&A, Sarra shares how Orion’s visual storytelling is inspiring Gen Z to trade their screens for steel-toed boots and helping to close the industry’s talent gap.
SiteNews: Tell me about your role as digital media coordinator at Orion and how you found your way to the construction sector.
Tianna Sarra: As Digital Media Coordinator at Orion, I manage our social media channels, create content and analyze performance to ensure we’re reaching and engaging the right audiences. I also handle internal communications, contribute to marketing materials and capture site progress with photography and videography, bringing our projects and culture to life online. My role is a blend of strategy, creativity and execution, which keeps every day exciting.
As I was graduating from university, I came across Orion Construction online. I was immediately drawn to the company’s transparency and passion – it felt authentic and different from the cookie-cutter corporate vibe I had seen elsewhere. I loved the idea of working for a company where I wouldn’t just be a cog in the machine, but a valued contributor. Applying with Orion gave me a sense of curiosity and challenge: to take a sector that sticks to the status quo and make it modern, exciting and a sought-after sector to work in.
Having grown up with a dad in the trades, I knew the value of the work but also understood the stigma. I saw an opportunity to reshape that perception through social media, trailblazing new ways to present the construction industry online as an innovative and fulfilling career.
What is the labour crisis that the industry faces and why does Gen Z offer an opportunity to fill this gap?
It’s no surprise that the Canadian construction industry is facing a serious labour shortage. Over 25% of the workforce is 55 or older, and as they retire, it’s leaving a huge gap that needs to be filled. Job vacancies have more than doubled since 2020, and almost half of construction companies are struggling to find skilled workers, but this challenge also presents a huge opportunity when it comes to Gen Z.
As a tech-savvy generation, we’re fluent in tools like automation, AI, and other emerging technologies reshaping construction. One thing that sets Gen Z apart is our ability to leverage technology to work smarter, not harder. We thrive on efficiency, preferring streamlined processes and tools that simplify tasks rather than long, tedious workflows. Growing up with social media has shortened our attention spans and we are driven to find the most efficient ways to get things done. To attract this type of talent, companies need to lean into what matters to us: tech, innovation, clear career growth, work-life balance, and inclusive, team-oriented workplaces. Social media is a great way to show us that construction isn’t just about dirt and concrete. It’s about creativity, efficiency, problem-solving, and making an impact in our community.
How do they differ from previous generations?
Contrasting Baby Boomers and Gen Z helps highlight how workplace values have shifted over time and what that means for the industry. Baby Boomers grew up in a time of economic growth and stability, where success meant finding a secure job, working hard, and building a legacy. In construction, this translated to mastering trades, taking pride in craftsmanship, and building structures that symbolized their contributions. Boomers prioritized stability, long-term growth, and loyalty, which built the foundation of today’s industry.
Gen Z, on the other hand, has grown up in a digital-first world shaped by almost constant technological changes and a growing emphasis on mental health and work-life balance, due to the visibility of global crises that we are facing. For us, work isn’t just about a paycheque – it’s about purpose. We prioritize workplaces that align with our values of inclusivity, sustainability, and flexibility.
Work-life balance is especially critical for Gen Z. We’ve grown up seeing social media highlight people working remotely, travelling, working flexible hours and still achieving success. The traditional 9-5 is less appealing, especially when compared to options that ‘promise’ flexibility and freedom. This presents a challenge for industries like construction, which offer stability and longevity – important qualities, but ones that don’t feel as immediately exciting. To attract the next generation, companies need to work hard to show that construction isn’t just a job, it’s a meaningful career that evolves alongside society and provides a tangible opportunity to make an impact.
We’ve found at Orion that social media offers a unique way to bridge these generational perspectives. It can honour the tradition of Baby Boomers while connecting with Gen Z by telling authentic stories – from small businesses with generations of family carrying on a legacy to companies like Orion that started with four people in a mezzanine and have grown exponentially. Baby Boomers built the industry’s foundation, and now Gen Z is ready to innovate and take it forward.
What is the significance of social media for Gen Z?
Social media is where Gen Z communicates, learns, and makes decisions. Platforms like TikTok, Instagram, LinkedIn and YouTube aren’t just for entertainment – they’re where we go to discover ideas, connect with communities, influence major decisions, and, sometimes, just to scroll mindlessly for an escape. Social media has shown its power by mobilizing Gen Z during elections, amplifying messages, and inspiring action. For construction, this presents an incredible opportunity to shift perceptions.
One significant aspect of social media for Gen Z is the rise of influencers. Unlike Hollywood celebrities, influencers are close to our age, relatable and seen as more credible. We trust them not just because of their status, but because of their perceived accessibility and the way they align with our values. Whether it’s showcasing career opportunities, advocating for sustainability or sharing insights, influencers have the power to shape how Gen Z views the world.
At Orion, we see this as an opportunity to highlight innovation, sustainability, and career growth in our industry. Time-lapse videos, behind-the-scenes content, and stories about how projects make a difference in communities can redefine how we see the trades. Social media isn’t just a tool for Gen Z. It’s how we experience the world, and the construction sector needs to be part of that picture.
What platforms are they using and for what purposes?
Gen Z gravitates toward platforms that are visual and interactive, using each one for different purposes. TikTok is our go-to for entertainment and discovering trends, with short videos shaping everything from career choices to lifestyle preferences. Instagram is where we connect with friends, follow brands, and engage with visually curated content. YouTube is our main source for tutorials and in-depth content, while Snapchat remains popular for real-time, personal communication.
LinkedIn has become increasingly relevant for Gen Z as we transition into the professional world. While traditionally associated with older demographics, LinkedIn has seen a growing number of Gen Z users who leverage the platform for networking, job searching, and professional development. We use LinkedIn to build personal brands, connect with potential employers, and access industry insights.
Influencers are a big part of why these platforms resonate. We trust them more than traditional marketing because they feel more credible. In construction, influencers are reshaping perceptions by showing that trades can be modern, fulfilling, and lucrative. Tradespeople on TikTok and Instagram have made #BlueCollar a movement, inspiring young people to explore the trades as a debt-free, rewarding career path.
Tell me about Orion’s digital strategy and what sort of tools you are using to communicate with young people about the construction sector.
A. At Orion Construction, our digital strategy is all about meeting the next generation where they are. On Instagram, we share compelling content like drone footage, project time-lapses, and behind-the-scenes moments, including comedic outtakes featuring our leadership team. It’s not just about showing finished projects but giving people a real look at the teams, the company culture, and innovation behind the scenes. Gen Z values transparency, and they love seeing how things come together.
On LinkedIn, we highlight professional updates, employee spotlights, and industry insights to position Orion as a leader while staying approachable. Our strategy balances LinkedIn’s professional tone with Instagram’s creativity. By using short-form videos and authentic storytelling, we’re breaking outdated perceptions and showing how exciting this industry can be. It’s about more than sharing content – it’s about building real connections and inspiring the next generation.
Do you have any success stories of how you and your team have been able to attract young talent?
At Orion, we’ve been intentional about creating an environment that aligns with what people value at work.
One of our biggest success drivers has been our referral program, which taps into the power of “internal influencers” – our own employees. More than two-thirds of our new hires come from internal recommendations, which speaks volumes about the trust and connection our team members feel toward Orion. For Gen Z, peer influence is crucial, and our team naturally act as ambassadors both internally and on our social media platforms.
The real value lies in fostering an environment people are proud to recommend. In a way, our employees become influencers in their circles, demonstrating how a supportive, flexible, and growth-oriented workplace can make a difference. Peer-to-peer validation is far more impactful for Gen Z than traditional advertising, making these endorsements one of our best tools for attracting talent and proving the benefits of a strong culture.
Social media amplifies this even further, providing a platform for our team to showcase the stories and experiences that make Orion unique. Platforms like Instagram and LinkedIn allow us to share moments that highlight our values – whether it’s celebrating team member promotions, bringing our dogs to work, or balancing work with personal life thanks to our flexible policies. These snapshots create a transparent story that appeals to younger audiences, attracting those who want to be part of a workplace that genuinely supports their growth and well-being.
A great example of this is a recent applicant who reached out to Orion even though there weren’t any open design roles posted. She mentioned that she was inspired to apply after seeing our social media channels and feeling connected to our culture and values. This isn’t the first time our social platforms have been mentioned – team members often share how people compliment our online presence and it’s clear that our efforts to showcase Orion’s unique culture and identity are making an impact.
At the heart of it, Gen Z prioritizes growth, inclusivity, and mental well-being, and they want to work for companies that stand for more than just profits. By showing who we are and how we support those values, especially through social media, we’ve been able to attract amazing young talent that fits into our team and culture.
What do you think most companies in the industry get wrong about social media?
A. Many companies treat social media as a one-way broadcast instead of a portfolio about who you are as an organization. Posting updates without engaging with the audience misses the opportunity to build relationships and foster community. Another mistake is focusing too much on overly polished, stylized content. While it might look professional, it feels disconnected and inauthentic. Gen Z values behind-the-scenes moments, real people, and raw, relatable content.
Inconsistent posting is another common issue. Some companies start strong but let their profiles go inactive, which makes it seem like they’re not invested. Social media thrives on regular activity, and meaningful interactions.
While recruitment is obviously beneficial for individual companies, do you think an industry-wide effort to improve social media strategies could have a broader impact on how construction careers are perceived?
Absolutely. An industry-wide effort to improve social media strategies could completely change how people view construction and trade careers. Social media is where Gen Z forms opinions and discovers opportunities. If the construction industry worked together to leverage platforms like TikTok, Instagram, and LinkedIn, it could create a unified message that highlights how innovative and impactful this field truly is.
Authenticity is key. Sharing real stories about the process, challenges, and technology being used is so compelling to Gen Z. Social media can show that construction is about more than hard hats and heavy equipment. It’s about collaboration, problem-solving, and building a better world. A collective effort could break stereotypes, inspire pride, and show the next generation that construction is a forward-thinking career choice.
What first steps can companies take to start boosting their storytelling?
The first step is simple. Start posting. Too many companies overthink social media, worrying about perfect content, but human connection always wins. Start with what you already have, like photos from the field, progress updates, or a quick video introducing your team. It doesn’t have to be polished. Gen Z values content that shows the human side of your company.
Focus on storytelling. Every project has a story. What challenge did you solve? What impact will it have on the community? Even something as simple as a time-lapse of a site coming together can be fascinating. Highlight your people too. Share employee spotlights or a day-in-the-life post to show what it’s like to work in your company.
Use your phone for photos or short videos. Overly edited, highly polished videos miss the mark. Gen Z wants raw, in-the-moment content that feels genuine. A quick video of your team at work or a candid moment on-site will be far more engaging than a corporate-style production. Real, unfiltered moments build trust and help you connect with your audience. Incorporating trends can take this a step further. Think about how you can showcase your team while tapping into the latest trend, whether it’s a popular sound, hashtag or meme. Trends make Gen Z laugh, immediately fostering relatability and showing that your company understands our world.
Most importantly, find your company’s personality and let it shine. Social media thrives on authenticity, so focus on being true to who you are as an organization rather than trying to mimic others. Trying too hard is out; being yourself is in.
Key Takeaways:
The Ontario government is assuming responsibility for the maintenance of the Thousand Islands Parkway, relieving the St. Lawrence Parks Commission (SLPC) of associated costs. This allows the SLPC to focus resources on improving parks, trails, campsites, and other amenities for residents, commuters, and tourists.
Ontario is investing $27.5 million to resurface 17 kilometers of Highway 401 between Mallorytown and Brockville, including culvert repairs, lighting upgrades, and underpass rehabilitation. These improvements prepare for the future widening of Highway 401 and enhance safety and efficiency in the region’s infrastructure.
The Thousand Islands Parkway and Highway 401 improvements ensure continued support for eastern Ontario’s tourism and transportation needs, accommodating significant daily traffic and facilitating access to the region.
The Whole Story:
The Ontario government is taking over direct responsibility for annual maintenance and rehabilitation of the Thousand Islands Parkway to protect local communities from the rising costs of upkeep and ensure the 40-kilometre scenic parkway remains in good repair.
The transfer of additional maintenance responsibilities and costs from the St. Lawrence Parks Commission (SLPC) to the Ministry of Transportation (MTO) is intended to free up critical resources and funds.
“The Thousand Islands Parkway is a landmark destination that countless families, businesses, and tourists rely on to see the best of eastern Ontario,” said Prabmeet Sarkaria, Minister of Transportation. “That is why we are stepping up our support for the St. Lawrence Parks Commission so that they can focus more of their resources on restoring trails, campsites, and other amenities, improving the visitor experience for everyone.”
Under an expanded memorandum of understanding (MOU), MTO will cover maintenance and infrastructure costs and conduct a full review of the Parkway, providing SLPC with recommendations to improve management of the corridor. In addition, the province is working with SLPC on an agreement to provide support for managing the Long Sault Parkway, located between Ingleside and Long Sault.
“I am very pleased with the expanded agreement between the Ministry of Transportation and the St. Lawrence Parks Commission,” said the Honourable Bob Runciman, chairperson of the St. Lawrence Parks Commission. “This agreement will markedly improve the maintenance and operational oversight of the Thousand Islands Parkway and Long Sault Parkway. The enhanced agreement ensures the safety and efficiency of our road infrastructure while enabling the St. Lawrence Parks Commission to reinvest in our parks and historic attractions, benefiting both residents and visitors to our region.”
Additionally, the Ontario government is investing $27.5 million to resurface nearly 17 kilometres of Highway 401 between Mallorytown and Brockville. The investment will also include culvert repairs and replacements, new lighting at the County Road 2 ramp terminals, and rehabilitation of the Mallorytown Road underpass to accommodate the future widening of Highway 401.
“Today’s announcement ensures the Thousand Islands Parkway will remain a vital link connecting visitors to one of Ontario’s most renowned tourist destinations – the world famous 1000 Islands,” said Steve Clark, MPP for Leeds-Grenville-Thousand Islands and Rideau Lakes. “This will allow the St. Lawrence Parks Commission to focus resources on its parks, campgrounds, and other attractions that play an important part in our region’s tourism economy and the quality of life our residents enjoy. I also welcome today’s investment of $27.5 million for improvements to Highway 401 as we continue to prepare for the future expansion of the highway.”
The eastern corridor of Highway 401 accommodates approximately 120,000 vehicles and 10,000 trucks carrying $380 million in goods each day. Ontario recently finished work on the Highway 49 Bay of Quinte Skyway Bridge and awarded a contract to resurface sections of Highway 401 near Kingston.
Key Takeaways:
Deep Sky, a Quebec-based company, has secured a $57M grant from Breakthrough Energy Catalyst to construct its Deep Sky Alpha facility and advance the development of direct air capture (DAC) technologies.
Deep Sky Alpha will test multiple DAC technologies to identify the most effective solutions for large-scale carbon removal.
This initiative aligns with Catalyst’s mission to support scalable and high-impact climate technologies.
The Whole Story:
Deep Sky, a Quebec-based carbon removal project developer, announced that it has secured a $57M million grant commitment from Breakthrough Energy Catalyst . The funds, subject to the satisfaction of funding conditions, will be allocated to the construction of Deep Sky Alpha (formerly Deep Sky Labs) and its associated research and testing of direct air capture (DAC) technologies. Deep Sky Alpha will deploy multiple DAC technologies to test and identify the most promising technologies, as part of Deep Sky’s initiative to lower the cost of large-scale commercial carbon removal. This marks Catalyst’s first-ever investment in both a Canadian and Direct Air Capture (DAC) project.
The Catalyst program funds large demonstration projects and invests in first-of-a-kind commercial projects that use emerging climate technologies. It prioritizes projects with high-impact and scalable climate tech that need additional capital to reach commercial scale. Alpha is Deep Sky’s first facility and is scheduled to be operational and delivering carbon removal credits by Spring 2025.
Catalyst officials explained that they are supporting Deep Sky’s efforts to build large-scale carbon removal and storage infrastructure in Canada. As a project developer, Deep Sky is working to bring together the most promising direct air and ocean capture technologies to accelerate delivery of high-quality carbon removal credits to the market. Powered by renewable energy, Deep Sky’s facilities are strategically located in Canada, a region with all of the natural resources to become a world leader in carbon removal. Catalyst noted that hydroelectric power, wind power potential, and a rich geological makeup make it an ideal place for engineered carbon removal and storage.
“Securing support from Breakthrough Energy Catalyst marks another milestone for our company and for the DAC industry,” said Damien Steel, Deep Sky CEO. “The financial backing from Breakthrough Energy Catalyst will play a crucial role in helping Deep Sky realize its ambitious goals. However, the partnership with Breakthrough Energy Catalyst and their expertise into what it takes to build projects at scale has already been transformative to Deep Sky.”
Together, Deep Sky and Catalyst stated that they are committed to developing and deploying cutting-edge carbon dioxide removal (CDR) technologies. High-quality CDR is essential for achieving net-zero emissions goals and mitigating the impacts of climate change.
“In 2025, Deep Sky will deliver on our promise to rapidly scale carbon removals, and we remain unapologetically ambitious as we look to the future,” Steel added.
Catalyst currently focuses on five technology areas: clean hydrogen, sustainable aviation fuel, direct air capture, long-duration energy storage, and manufacturing decarbonization. In addition to capital, Catalyst leverages the team’s energy-infrastructure-investing and project-development expertise to work with innovators on advancing their projects from the development stage to funding and ultimately, to construction.
A 19-kilometer tramway network with 29 stations is planned for Quebec City, connecting key areas like Parliament Hill and Université Laval. The $7.6 billion project aims to improve transit quality, reduce travel times, and boost economic growth through increased productivity, real estate development, and job creation.
Construction is scheduled to begin in summer 2027, with the tramway opening to the public in 2033. The project is part of the broader CITÉ Plan, which envisions 100 kilometers of transit corridors and significant housing and employment opportunities.
CDPQ Infra has issued a procurement notice to ensure fair and transparent participation of local and international companies, with progressive design-build (PDB) as the project delivery model. An information session will be held on February 19, 2025, in Quebec City.
The Whole Story:
CDPQ Infra has announced the publication of a procurement notice as part of the TramCité project to enable the industry to properly prepare for the various phases of the procurement processes of the major project.
The TramCité project is a modern tramway initiative planned for Quebec City, featuring a 19-kilometer network with 29 stations that will connect key areas such as Le Gendre, Sainte-Foy, Université Laval, Parliament Hill, Saint-Roch, and Charlesbourg.
With an estimated cost of $7.6 billion, construction is scheduled to begin in summer 2027, with the tramway expected to open to the public in 2033. The project aims to enhance public transit quality in busy areas, reduce travel times, optimize traffic flow, and stimulate real estate development, ultimately boosting productivity and employment in the region.
It is anticipated to generate significant economic benefits during its construction phase. TramCité is part of the larger CITÉ Plan, which envisions creating 100 kilometers of public transit corridors in three phases and is expected to facilitate the development of over 15,000 housing units along its route while creating approximately 4,000 direct and indirect jobs over at least five years.
CDPQ Infra invites local and international companies to learn about the procurement processes for this project, which will be developed in progressive design-build (PDB) mode. Construction shall begin in 2027, with commissioning in 2033.
Procurement process governance and requirements will comply with industry best practices and with CDPQ Infra’s procurement policies in order to ensure fair, transparent and impartial treatment of all stakeholders. An information session will be held in Québec City on February 19, 2025 from 10:00 a.m. to 12:00 p.m.
For more information on the TramCité project and to read the procurement notice, visit CDPQ Infra’s website at this link.
