Author: Russell Hixson

Key Takeaways:

• The $200 million facility is expected to have an annual production capacity of approximately 350 million board feet. 
• Planning, construction, and commissioning of the new facility is expected to take between 28 and 32 months depending on contractor availability and equipment lead times. 
• Earlier this year, Canfor announced plans to wind down operations at existing mills in Chetwynd, Houston and Prince George. 

The Whole Story:

Canfor, a global forest products company, plans to spend $200 million on a new state-of-the-art manufacturing facility in Houston, B.C. 

Canfor officials stated that the low cost, high efficiency facility is expected to have an annual production capacity of approximately 350 million board feet. 

The news comes after significant Canadian closures. The company, which has been based in B.C. for 85 years, announced earlier this year that it would wind down operations at mills in Chetwynd, Houston and Prince George. 

Don Kayne, president and CEO of Canfor, explained that the decision to build the new facility came following a comprehensive evaluation of customer requirements and a careful evaluation of the availability of economic fibre in the region to support a successful investment. 

“We believe we have the plan, the people and the know-how to build a best-in-class facility that showcases B.C. workers, suppliers and technology,” he said. “Today’s announcement underscores our ongoing commitment to British Columbia and the Houston community. It will strengthen our ability to provide our high-quality, sustainably produced forest products to the world, while providing good, family-supporting jobs here in B.C.”

He added that the project will be part of Canfor’s efforts to build  strong, collaborative relationships with Indigenous Nations in the area.

Work will begin immediately on detailed project engineering and permitting requirements. Vendor and equipment selection will be finalized in early 2024 with demolition and site preparation scheduled for the spring. Planning, construction, and commissioning of the new facility is expected to take between 28 and 32 months depending on contractor availability and equipment lead times. 

“We are very excited to be taking this important step to strengthen our manufacturing capacity and look forward to working with our partners to build a world class facility that will supply our valued customers with the high quality, low carbon products that are in demand around the world,” said Kayne.  

It’s a job title that you rarely see, but Jeff Sample believes it is necessary. As an industry evangelist he promotes collaboration and the transformation of preconstruction to help project teams reach their potential. 

We spoke with Sample about his unique position at Join, a collaborative project delivery platform, and how he transitioned from a more traditional tech career into the construction sector.

Be sure to catch Sample in Vancouver, B.C. for 2023 Independent Contractors and Businesses Association (ICBA) Construction Innovation Summit on October 30th and 31st. He and many other industry experts will be discussing how to push the construction sector forward.

SiteNews: How do you get involved in the construction sector?

Jeff Sample: I accidentally found my way into it. By trade I am an IT architect and I spent some time in the development world building software. As it goes with software, that company was acquired a couple of times and I was looking for a new job. A large masonry contractor contacted me and said we need you. I jumped on board and spent three years there. After some initial struggles getting my head around the business, I fell in love. I saw opportunities ahead and the struggles and honestly I got a wicked taste of the gratification that comes from building things, even though I don’t put the work in place. I helped the people who put it in place and it inspired me and connected me with those people and I want to make their lives easier. It’s a tough job and we don’t respect it enough. 

What is an industry evangelist?

It’s part of the maturation of any industry. When I got involved in technology for construction it was very new and the tools were very new. And there is a curve every industry goes through where you have the peak of inflated expectations and the trough of disillusionment and then companies make their way from there. To really do it you need people who are passionate about both sides of the industry and can connect them. I became the head of communications at Join to bring the product to life in the preconstruction market. Once we built that up we realized that we needed to evangelize the change that Join was built for. We were built to solve a problem. Modern delivery methods are changing into more collaborative methods, teaming up earlier together to achieve more predictable and reliable products for owners. To do that we needed a whole new set of tools and Join is one of them. But we realized that the more that idea grew, the more we could grow with it. But it had to be about the industry. The role of “evangelist” was built to raise awareness about the problems and to realize that the boundaries don’t exist, rather than to just sell a product. If someone wasn’t evangelizing the power of this new kind of delivery model for all the stakeholders, it could continue to stall out.

How can the industry bridge the gap between the jobsite and technology?

Since I came from an organization that put work in place, and masonry is one of the last pieces of work put in place, I had this view of the entire process and how technology can help it. But tech can’t just be for tech’s sake. It can make a really bad process suck more efficiently. If your process is broken, it doesn’t matter if I make it faster. The idea is we have to understand your process and see where you are starting from, what is the goal and how we can help you achieve that goal. You need somebody who has free reign and isn’t tied to selling you something or handing something over. If I help them get set up for better, more collaborative delivery models, it plugs into what Join is doing. The difference between selling technology and partnering with an industry is having an evangelist. 

What is the future of preconstruction and how do we get there?

It’s the most critical component of construction and that’s why I’ve bet my career on it. Being with trade contractors and working with them so much let me see the impact that happens downstream from poor planning. I had a stint at a project management platform for trade contractors and had this idea of doing integrated labour delivery. Other models have all players at the table at all times, but that is antiquated and expensive. That’s just a bad business model. The reason those contractors are there is because they are waiting for that one thing that’s going to help them be efficient and that they can give input on. And this can have a really high impact on the overall success of a project. But some of these models are like asking everyone to come to Thanksgiving dinner to have a conversation about politics, nothing gets done. But if the team can align early, can trust one another, and they can be empowered to know that when they are needed to collaborate they will be brought in and listened to, and have good decisions made that reduce risk, this can increase the predictability and move the means and methods forward. But ultimately none of this gets done if we don’t break down the barriers and expose the unconscious biases we have had for years. We have operated with our cards up our sleeves for so long, we do it without even knowing. Something will always go wrong on a project, whether that’s rain, late materials, or whatever. If the construction team hasn’t begun with trust at the earliest inception, they have no hope that they can lean on each other to deliver differently. If you want that to happen at the latest stages it has to start in the earliest. That’s why pre-construction is the future. It’s the future because with these labour shortages, we can’t build the same way. We are headed for a cliff of people leaving the industry    

What is holding the industry back when it comes to innovation?

One of the barriers we have is that we are profitable this way. I don’t know many contractors that aren’t buying new trucks and beach houses and making money. It’s not as much as they should be making and it’s not sustainable. How many family construction companies have built wealth from generation to generation? That wealth is about to start going away if they don’t innovate and can’t deliver. One of the barriers is business as usual. I think the other is culture. Change is hard. Anyone telling you this is easy probably has a bridge to sell you too. The funny thing is, we are culturally built for this anyways. We bring new people into the industry as apprentices, turn them into journeypeople. We have changed, trained and molded people for years. We just have to look at our entire operations and change management strategies and apply that. 

Advice for companies wanting to innovate

The first step is admitting you have a problem. The second step is asking for help. I don’t expect the owner of a construction company to understand innovation and technology at its core. You don’t have to. You have to be vulnerable. Being vulnerable and leaning into an uncomfortable space is the most powerful thing you can do. You have to be ready to fail. You will fail far more than you succeed but the key to succeed is taking the swing. The other thing is everybody is waiting for the perfect time. That doesn’t exist. There is no perfect time or project. Everytime you say that, you fall behind even more. Do it now. You don’t have to understand innovation or technology. AI is a perfect example of this. I get asked about AI all the time. AI is like a new engine in a car. It’s a cool, fancy thing like a supercharged car engine. But all you have to understand is how that changes driving down the road and how to get your vehicle where it needs to go. 

To connect with Sample and other construction innovation experts, be sure to sign up for the 2023 ICBA Construction Innovation Summit. The event runs October 30th and 31st in Vancouver.

Key Takeaways:

• Qualifying projects must be new buildings with at least four private apartment units, or at least 10 private rooms or suites, and 90% of residential units designated for long-term rental.
• The enhanced GST Rental Rebate will not apply to individually-owned condominium units, single-unit housing, duplexes, triplexes, housing co-ops, and owned houses situated on leased land and sites in residential trailer parks.
• For a two-bedroom rental unit valued at $500,000, the enhanced GST Rental Rebate would deliver $25,000 in tax relief.
• To protect Canadian renters from renovictions, the enhanced GST Rental Rebate will not apply to substantial renovations of existing residential complexes.

The Whole Story:

Federal GST will be dropped for new rental apartment projects. 

The news came from Prime Minister Justin Trudeau and Deputy Prime Minister and Finance Minister Chrystia Freeland after a Liberal caucus retreat in Ontario. 

“The most expensive cost for people these days is housing. And the best way to tackle this is to make sure that more homes of all types are being built,” said Trudeau. “More and more Canadians are renting and the cost of rent keeps going up. Canadians need more buildings for renters, not just condos to turn into Airbnbs or sold to foreign buyers as financial assets.” 

The enhancement increases the GST Rental Rebate from 36% to 100% and removes the existing GST Rental Rebate phase-out thresholds for purpose-built rental housing projects. Trudeau encouraged provinces to do the same. 

The move comes after Trudeau and the Liberals have been facing intense pressure from voters. A new Abacus Data survey found that Millennials are now twice as likely to vote Conservative instead of Liberal. The rising cost of living was cited as the number one issue for Canadians under 40, a key demographic for Trudeau. The latest Angus Reid Institute shows that Trudeau now has an approval rating of just 33 per cent, against a disapproval rating of 63 per cent.

Other efforts to spur housing construction

It isn’t the only move Trudeau has made to address affordability. Earlier this week he traveled to London, Ont. to announce that the city would be the first in Canada to strike a deal with the government’s Housing Accelerator Fund. The fund allocates $4 billion until 2026-27 to encourage more homebuilding in cities. 

As per the deal, London will receive $74 million if it implements a series of reforms, including a change to local zoning rules that should make it easier to build more rental units.

Officials say the agreement will produce 2,000 housing units over the next three years and will help build thousands more beyond that. 

“Every community across Canada needs to build homes faster so we can lower the cost of housing,” said Trudeau.

The announcement was quickly praised by by the Residential Construction Council of Ontario (RESCON) which noted that the Ontario government has indicated that it plans to follow suit with the HST.

“We haven’t built enough purpose-built rentals to accommodate our growing population, yet projects were still being saddled with whopping sales taxes on the fair market value of a building upon completion,” said RESCON president Richard Lyall. “When encumbered with such formidable financial hurdles, developers often find it difficult to proceed with apartment building projects. These adjustments are clearly a step in the right direction as it will shave costs from constructing apartments and lead to more building.”

RESCON is also advocating for tax incentive programs that eliminate the collection of taxes on profits emanating from residential construction projects where the funds are re-invested into advancing similar projects. They noted that programs like this resulted in tens of thousands of housing units in the 1960s and 1970s.

What qualifies for the rebate

Qualifying projects must be new buildings with at least four private apartment units, or at least 10 private rooms or suites, and 90% of residential units designated for long-term rental.

Projects that convert existing non-residential real estate, such as an office building, into a residential complex would be eligible for the enhanced GST Rental Rebate if all other above conditions are met. Public service bodies would also be eligible to access the enhanced GST Rental Rebate.

The enhanced GST Rental Rebate will not apply to individually-owned condominium units, single-unit housing, duplexes, triplexes, housing co-ops, and owned houses situated on leased land and sites in residential trailer parks, but this housing would continue to qualify for the existing GST Rental Rebate where the conditions for the existing rebate are met.

To protect Canadian renters from renovictions, the enhanced GST Rental Rebate will not apply to substantial renovations of existing residential complexes.

Editor’s Note: This story has been updated as of Sept. 14, 4:30 p.m. with new information.

Canada’s healthcare demand is increasing.

According to data released from the Canadian Institute for Health Information earlier this year, in 2021–2022, there were almost 2.9 million acute inpatient hospitalizations in Canada, up from 2.7 million visits in 2020–2021, the first year of the pandemic. After adjusting for differences in age, sex and population growth, the hospitalization rate was 6,983 per 100,000 population.

With more demand for care, comes a bigger need for hospital facilities. Here are a few major hospital projects creating new facilities or updating older ones.

St. Paul’s Hospital 

Something massive is rising out of Vancouver’s False Creek Flats neighbourhood. The $2 billion new St. Paul’s Hospital aims to be an internationally renowned, full-service, acute-care hospital and integrated health campus. It will have capacity for up to 548 beds, which includes 115 net new beds. The site will be the home of several leading provincial programs and referral centres, including for heart and lung care, renal, eating disorders and specialty surgeries and transplants. PCL was awarded the design-build contract for the facility in 2021. It is scheduled to open in 2027. The current St. Paul’s Hospital first opened in the 1800s.

Peter Gilgan Mississauga Hospital

The new Peter Gilgan Mississauga Hospital project, led by EllisDon and PCL Healthcare Partners, is a full replacement of the existing hospital. At 22 storeys, it will almost triple the size of the current hospital in Mississauga, Ont. and will be approximately 2.8 million square feet. It will have over 950 beds, 23 operating rooms and a new emergency department. The new hospital will also include advanced diagnostic imaging facilities and a new pharmacy and clinical laboratory. Once complete, it will be the largest hospital in the country. Officials say it will be roughly a decade before the project is completed. 

Surrey Hospital 

Shovels are in the ground for a second hospital in Surrey and new cancer centre. The groundbreaking comes despite massive cost escalations for the project due to inflation, supply-chain disruptions and labour shortages. Officials stated that despite high costs, the project is too critical to delay any longer. Construction of the new hospital and cancer centre is anticipated to be complete in 2029 and open in 2030. The total cost of the project is anticipated to be $2.88 billion. It is being built through a design-build Agreement with EllisDon Design Build Inc.

Ottawa Hospital’s New Campus Development project

Last March, the Government of Ontario announced the approval of The Ottawa Hospital’s (TOH) New Campus Development project, with a commitment to fund more than $2 billion in construction costs.  The project is now into the implementation stage and when it opens in 2028, the new campus will be the largest and most modern teaching and research hospital in Canada. Construction is expected to begin next year with completion scheduled for 2028. 

Cariboo Hospital redevelopment

Earlier this year, Interior Health signed a contract for the construction of the Cariboo Memorial Hospital redevelopment project in Williams Lake, B.C. with its preferred proponent, Graham Design Builders LP. The $366 million project includes an addition to the hospital as well as renovations. The addition will be three storeys, plus a basement, and approximately 9,300 square metres. The redevelopment will add 25 in-patient beds. Construction will happen in two phases. Phase 1, which includes the addition, will begin in spring 2023 and is expected to finish in fall 2026. Phase 2, which includes renovations to the existing hospital, will begin in fall 2026 and is scheduled to be complete in early 2029.

Burnaby Hospital expansion

A business plan has been approved for a new inpatient tower and integrated cancer centre, as part of $1.7 billion Phase 2 of the Burnaby Hospital redevelopment. The proposed 12-storey inpatient tower is expected to include 160 private rooms. The tower will also include general medicine, medical oncology, cardiac telemetry and intensive care and high-acuity units. Additionally, a new medical-imaging department, featuring space for two CT scanners, a spiritual care suite, public spaces and more. The new tower will also be home to a new BC Cancer Centre, which will include 54 ambulatory care rooms, 31 chemotherapy chairs, space for five linear accelerators, space for two PET/CT scanners, an oncology pharmacy, and clinical trials and research space.

Maisonneuve-Rosemont Hospital modernization

Quebec has announced plans to move forward with the Maisonneuve-Rosemont Hospital modernization project. Health Minister Christian Dubé told reporters this month that the project should take eight to 10 years to complete and could cost as much as $4 billion. The project involves renovating and expanding multiple sections of the 1950s building and bumping up the number of beds to 720.

South Niagara Hospital

Earlier this year, crews broke ground on the 1.3-million-square-foot South Niagara Hospital in Ontario.  The 12-storey structure will add more health capacity for the region, including 469 single patient bedrooms, eight operating suites, 42 hemodialysis stations, and two MRI machines. The hospital aspires to become the first WELL-certified hospital in Canada, with design features prioritizing the health and well-being of hospital users. EllisDon Infrastructure Healthcare secured the $3.6-billion contract for designing, building, financing, and maintaining the hospital back in February.  Excavation is scheduled to commence by the end of the summer, and the entire construction process is estimated to take five years, with the hospital slated to officially open its doors in the summer of 2028.

Shovels are in the ground for a new second hospital in Surrey and new cancer centre.

The groundbreaking comes despite massive cost escalations for the project due to inflation, supply-chain disruptions and labour shortages. Officials stated that the project is too critical to delay any longer. 

“Surrey has been experiencing tremendous growth and people are struggling to get the health services they need while health-care workers are burning out,” said Premier David Eby. “We’re taking urgent action while carefully planning for the future. As we break ground on the new, state-of-the-art Surrey hospital and cancer centre, work continues on immediate actions to improve health services in the region, so everyone gets the timely, high-quality health care they need.”

Changing costs and timelines

Construction of this new hospital and cancer centre is anticipated to be complete in 2029 and open in 2030. The total cost of the project is anticipated to be $2.88 billion. Last year, officials announced the project would cost $1.72 billion. The timeline called for construction to begin this July and to wrap up in April 2027.

Fraser Health has executed a Design-Build Agreement with EllisDon Design Build Inc., which will be responsible for completing the design and construction of the new facility, making Surrey the first community in decades to get a second hospital.

“The new Surrey hospital and cancer centre gives us a rare opportunity to build a net-new hospital and cancer centre that will add much-needed capacity for health-care services in the community,” said Adrian Dix, minister of health. “The facts are the people of the fast-growing Surrey community need a second hospital and they need it as soon as soon as possible. So, despite significant cost escalation due to inflation, supply-chain disruptions and labour shortages, we are moving forward to deliver the new state-of-the-art hospital and cancer centre.” 

Adding capacity

The second hospital in Surrey will bring 168 more hospital beds, including medical/surgical beds, high acuity beds and medical oncology beds, and a second emergency department for the community with 55 treatment spaces and access to specialists through virtual technologies.

It will include a surgical/perioperative suite with five operating rooms, four procedure rooms and virtual care options in all clinical service areas, such as virtual intake, emergency followups, outpatient clinics and pre- and post-surgical care, as well as robotics, wearable technology and smart beds.

Adding a second hospital in Surrey will also bring a large medical-imaging department, including three CT scanners and two MRI machines, as well as a pharmacy, a full-service laboratory that can perform biochemistry, hematology and transfusions, and academic spaces. As well, a dedicated area for spiritual care and family gatherings will support cultural diversity and spiritual practices.

“The new hospital in Surrey will provide annual capacity for more than 28,000 surgical procedures, 280,000 additional medical-imaging exams and 120,000 emergency department visits with the addition of a second emergency department to serve the community,” Dix said.  

Extra supports

In addition to building a second hospital in Surrey, the community will also have a BC Cancer Centre with a 50-room oncology ambulatory care unit. The new Surrey cancer centre will include 54 chemotherapy treatment spaces and room for six linear accelerators for radiation therapy to provide care and support for people diagnosed with cancer, two PET/CTs and a cyclotron. This new centre is expected to provide approximatley 105,000 ambulatory oncology care visits, 50,000 radiation therapy visits and 22,000 chemotherapy visits each year.

The cancer centre in Surrey is a part of B.C.’s 10-year B.C. cancer action plan, which outlines immediate steps to prevent, detect and treat cancers and deliver improved care for people facing cancer.  

A new stand-alone 49-space child care centre will be built to support on-site health-care professionals, making it one of the first health-care capital projects to include on-site child care services.

It will also be a fully electric hospital, one of the first in Canada.

Ontario’s largest passive house multi-residential building has opened. 

Meadowbrook Place, located at 3100 Meadowbrook Lane, is Ontario’s largest “passive house” multi-residential building and features 145 units of much needed housing for those of all income levels including individuals, small families and seniors. The Windsor complex features 46 accessible units, and includes both indoor and outdoor shared spaces, and outdoor fitness equipment. Construction on the project began in late November 2019 and began welcoming residents in the Summer of 2023.

The Windsor Essex Community Housing Corporation (WECHC) project saw $33.8 million in funding from the federal government, $13.3 million of which is a contribution, through the National Housing Co-Investment Fund (NHCF). 

This is in addition to the just over $5 million in funding announced for the project in September 2020 by the Government of Canada and the Government of Ontario through the Social Infrastructure Fund (SIF), the Investment in Affordable Housing (IAH) program, and the Ontario Priorities Housing Initiative (OPHI).

“Everyone deserves a safe and affordable place to call home,” said Sean Fraser, minister of housing. “Through the National Housing Co-Investment Fund, small families, individuals, and seniors in Windsor now have access to more housing options to raise their families or access to critical support services at a time of need. Meadowbrook Place will help increase the availability of affordable homes and support those in need in Windsor.”

Key Takeaways:

• The company has rebranded to AtkinsRéalis.
• The name AtkinsRéalis is a coined term that combines Atkins, a legacy brand, and “Réalis,” inspired by the city of Montréal and the company’s French-Canadian roots. “Réalis” also resembles the verb “to realize” or “to make happen”.
• Company officials noted thatEdwards explained that in recent years, the company has been deliberately repositioned and has exited parts of the business that were not profitable or didn’t align with its strategy. 
• They have also worked to correct underlying performance issues, doubled down on high-growth global markets and embraced digital transformation.

The Whole Story:

SNC-Lavalin is SNC-Lavalin no more.

The fully integrated professional services and project management company based in Montreal announced that it is rebranding to AtkinsRéalis.  

The name AtkinsRéalis is a coined term that combines Atkins, a legacy brand that is well-established across the company’s international markets, and “Réalis,” inspired by the city of Montréal and the company’s French-Canadian roots. “Réalis” also resembles the verb “to realize” or “to make happen” which emphasizes our focus on outcomes and project delivery.  

The 36,000-person company stated that the changes build on more than a century of history from brands such as SNC-Lavalin, Atkins, Faithful+Gould, DTS and Atkins Acuity, AtkinsRéalis and bring the whole organization together under one single brand.

“AtkinsRéalis is a new name for a new transformed company: our ability to draw upon such breadth and depth of global capabilities will maximize our ability to work seamlessly and provide one integrated offering for our clients and partners,” said Ian L. Edwards, president and CEO of AtkinsRéalis. “Everything starts with our people; they care about each other, this Company and most importantly, they care about the work we do and believe in our purpose to engineer a better future for our planet and its people. I could not be prouder of our team’s dedication to the success of this company.”

Edwards explained that in recent years, the company has been repositioned and has exited parts of the business that were not profitable or didn’t align with its strategy.  He added that the company has also worked to correct underlying performance issues, doubled down on high-growth global markets and embraced digital transformation.

He stressed that the most important change has been redefining the company’s purpose and strengthening its culture. 

“We have reached an inflection point so now is the right time to rebrand to AtkinsRéalis and reflect the exciting future ahead of us,” said Edwards.  

 As of Sept. 13, the company’s new brand and associated visual identity will be used on all communications materials. The Company’s common shares will begin trading on the TSX under the new ticker symbol (TSX: ATRL) prior to market open on Sept. 18, 2023. SNC-Lavalin Group Inc. will not change its legal name until the Company obtains shareholder approval, as required by law, at its 2024 Annual Meeting of Shareholders.

Key Takeaways:

• Modern Niagara has chosen to partner with Vroozi.
• The parties will work together to simplify the procurement process while enhancing control and visibility.
• Modern Niagara noted it that challenges often arise when it comes to procuring essential materials for construction projects and managing on-site inventory.

The Whole Story:

Procure-to-pay platform Vroozi is partnering with Modern Niagara — one of Canada’s largest national mechanical, electrical, building services, and integrated building technology contractors — to simplify the contractor’s procurement process while enhancing control and visibility.

“We are thrilled to partner with Modern Niagara to revolutionize procurement and accounts payable within the construction industry,” said Shaz Khan, CEO and co-founder at Vroozi. “With our flexible and intelligent no-code platform, Modern Niagara’s on-site personnel can easily purchase the materials they need for projects, while central procurement can maintain control and visibility over spending. This partnership will not only enhance operational efficiency but also generate substantial cost savings.”

Modern Niagara specializes in constructing state-of-the-art buildings with a unique approach. By pre assembling essential components, such as pipes and sheet metal, in their warehouses, Modern Niagara says it drastically improves construction efficiency and expedites project timelines. 

However, they noted that challenges often arise when it comes to procuring essential materials for construction projects and managing on-site inventory. Recognizing this hurdle, Modern Niagara sought a forward-thinking solution that would simplify the procurement process and provide more visibility into spending across their job sites. The company landed on Vroozi, whose platform offers a mobile interface that eliminates the need for extensive technical know-how and exposes cost savings opportunities by project.

“The world of construction is evolving rapidly, and to keep pace, it’s imperative we incorporate tools that optimize our processes end-to-end,” said Mo Abdelrahim, senior director of national procurement at Modern Niagara. “Partnering with Vroozi is a strategic move in this direction. We believe this step will not only elevate our procurement and payment workflows but also set a benchmark for the industry.”

Key Takeaways:

• FPInnovations has been testing asphalt mixes that use wood-derived products instead of petroleum-based ones.
• The asphalt has already been tested in a variety of environments and will soon be tested in Quebec.
• The technology could increase pavement preservation and extend service life for pavements and roads in the face of climate change.

The Whole Story:

Natural Resources Canada will contribute $1.5 million to FPInnovations for an innovative project that aims to develop asphalt that contains wood-derived products from Canada’s forest sector.

FPInnovations, in collaboration with the construction firm Eurovia and the Ministère des Transports et de la Mobilité durable du Québec, will conduct an on-road pilot in Ange-Gardien, Quebec. Pilots have also been conducted in other provinces to test the asphalt’s performance in the wide range of climate conditions.

“Canada is blessed with immense forest resources,” said Jonathan Wilkinson, minister of energy and Natural Resources. “Finding innovative ways of managing and utilizing these resources can provide new pathways for low-carbon solutions. This means lower emissions and good, sustainable jobs for workers. This partnership with FPInnovations is paving the way for a more sustainable Canada.”

The new asphalt being tested contains a renewable bioproduct, lignin, which is intended to replace a portion of the petroleum-based bitumen currently found in the asphalt used in roads. This new product would increase pavement preservation and possibly extend service life for pavements and roads in the face of climate change.

The $1.5-million contribution is being delivered through the Forest Innovation Program (FIP), which supports the development of new technologies and practices that improve the environmental sustainability and economic productivity of Canada’s forest sector.

Key Takeaways:

• The $150 million will be dispersed as fully repayable low-interest loans through the Rental Construction Financing Initiative (RCFi).
• The loans will be used to build more than 364 purpose-built rental homes across three developments in Vancouver.
• The 19 on the Greenway project has benefited from the loan program will be developed into two separate rental buildings and will offer 118 units for Vancouver residents.

The Whole Story:

The Government of Canada will provide $150 million in fully repayable low-interest loans through the Rental Construction Financing Initiative (RCFi) to build more than 364 purpose-built rental homes across three developments in Vancouver.

“We are working with all levels of government, non-profit organizations and with the private sector to increase housing supply,” said Sean Fraser, minister of housing. “Through strategic investments, like the one announced today which will help build 364 purpose-built units in Vancouver, we are helping to increase housing supply across Canada so that all Canadians have a safe place that they are proud to call home.”

The announcement took place at Evolve, located near the University of British Columbia (UBC) at 3518 Wesbrook Mall. 

The Evolve project offers 110 rental units for faculty and staff at the university. Evolve received Passive House Certification, an internationally recognized building certification that provides third-party verification and a stamp of quality assurance that a building meets the high performance and comfort levels of the Passive House standard. 

The project received a $44.2 million RCFi low-interest loan from the federal government through the Canada Mortgage and Housing Corporation (CMHC) and $3.5 million from Natural Resources Canada. UBC contributed $15.1 million in land equity. Construction was completed in August 2022 and the project is fully leased.

Mundell House, also located near UBC at 6038 Birney Avenue, offers 136 rental units for faculty and staff at the university. The project received a $46.4 million RCFi low-interest loan from the federal government through CMHC. UBC contributed $23.6 million in land equity. Amenities for residents include a bicycle room, a communal courtyard and rooftop amenity space. Construction was completed in August 2020 and the project is fully leased.

Located at 3619 and 3681 Arbutus Street, 19 on the Greenway will be developed into two separate rental buildings and will offer 118 units for Vancouver residents. The project received a $59 million RCFi low-interest loan from the federal government through CMHC and PCI Developments contributed $30.7 million in cash equity.

The project is located across the street from the Arbutus Greenway which is well serviced by public transit through frequent bus service, as well as the future Broadway Transit line. Construction is expected to complete in March 2025.

Key Takeaways:

• Bird Construction has been selected as construction manager for the Vancouver Community College (VCC) Centre for Clean Energy and Automotive Innovation and the University of Victoria (UVIC) Engineering Expansion Project.
• both facilities will extensively leverage mass timber structural elements, including columns, beams, and lateral bracing.
• The interior spaces will be designed with the intentional selection of low-emitting materials and recycled contents.

The Whole Story:

Bird Construction has been selected as construction manager for the Vancouver Community College (VCC) Centre for Clean Energy and Automotive Innovation and the University of Victoria (UVIC) Engineering Expansion Project. The combined value of the contracts is approximately $280 million.

The VCC Centre is an eight-storey, 343,832 sq. ft., LEED Gold and energy-efficient facility with elements of exposed mass timber. Bird stated that the facility will provide education and skills training for people in B.C. and Red-Seal-certified apprentices of modern automotive trades, including electric, hydrogen fuel cell, plug-in and autonomous vehicles. The facility will accommodate as many as 1,400 students annually.

The UVIC Engineering Expansion Project consists of two new state-of-the-art academic buildings: the Engineering Computer Science Building Expansion, a six-storey, 68,180 sq. ft. building, and the High Bay Research and Structures Laboratory Building, a two-storey, 20,900 sq. ft. building. The complete UVIC Engineering Expansion project will have a Net Zero Carbon Ready Design and will target LEED Gold. 

To support reduced greenhouse gas emissions and a smaller carbon footprint, both facilities will extensively leverage mass timber structural elements, including columns, beams, and lateral bracing, and the interior spaces will be designed with the intentional selection of low-emitting materials and recycled contents.

“We are excited to be part of these transformative projects that align well with Bird’s purpose of bringing life to vision and creating greatness together. With a focus on LEED Gold and Net Zero Carbon Ready Designs, these projects exemplify our innovative solutions that drive a lower carbon future,” said Teri McKibbon, president and CEO of Bird. “Our team in B.C. has a long history of strong execution on institutional projects and a solid track record in construction management project delivery. We are proud to be a part of shaping the future of education and research in British Columbia and beyond.”

Key Takeaways:

• The report, published every five years, shows roughly 84,600 households earning less than 65% of Calgary’s median income spend more than 30% on housing costs.
• The data is based on conditions in 2021 and the city suspects the issue has gotten worse.
• An annual income of $84,000 is needed to adequately afford average market rent in 2023. That number has increased from $67,000 in 2022.

The Whole Story:

The city of Calgary’s latest Housing Needs Assessment report shows nearly one in five Calgary households can’t afford their housing and the issue is likely getting worse. 

The Housing Needs Assessment report uses quantitative data from the Federal Census, the city of Calgary Corporate Economics and Canada Housing and Mortgage Corporation.

Published every five years, the information in the assessment informs the city’s affordable housing policies. It also helps the city plan its work with housing providers who build new developments and with other orders of government who fund them.

The latest report shows at least 84,600 or almost one in five Calgary households didn’t have enough money to pay for housing in 2021. The city noted that based on current housing conditions, it is expected that the numbers in 2023 are almost certainly even higher.

“Calgary is experiencing a housing crisis. The latest data published in the Housing Needs Assessment shows us that an increasing number of Calgarians are struggling with housing affordability,” said Tim Ward, manager of housing solutions. “The findings in the assessment also highlight that the housing crisis is affecting a wide range of Calgarians including those looking to buy or rent a home, and those that are in greatest need of affordable housing supports.”

Based on recent market housing data, the median cost to buy a detached home has increased in price by 37% in the last three years. For Calgarians looking to buy their first detached home in 2023, an annual household income of $156,000 is required to adequately afford it, meaning they would not be spending more than 30% of their income before tax on housing.

To adequately afford the median purchase cost of an apartment in 2023, an annual household income of $70,800 is needed for that new home-buyer. For those looking to rent, an annual income of $84,000 is needed to adequately afford average market rent in 2023. That number has increased from $67,000 in 2022.

Based on Calgary’s forecasted population growth and historical rate of housing need, the number of households in need of affordable housing is expected to reach close to 100,000 by 2026.

Calgary presents the findings of their report:

The city is currently developing a housing strategy that names specific actions to address the issue.

The strategy includes five sought outcomes:

• Increase housing supply
• Support affordable housing providers
• Support The city’s housing subsidiaries
• Ensure housing choices meet the needs of equity-deserving populations
• Meet the affordable housing needs of Indigenous people living in Calgary

It incorporates the 33 actions from the Housing and Affordability Task Force, a handful of additional new actions and 38 previously council-approved actions for work that’s underway. The strategy will be reviewed by members of council at the Community Development Committee meeting on Sept. 14.

Key Takeaways:

• Enbridge has entered into three agreements with Dominion Energy, Inc. to acquire EOG, Questar and PSNC for an aggregate purchase price of $19 billion.
• The acquisitions will add gas utility operations in Ohio, North Carolina, Utah, Idaho and Wyoming.
• Upon closing, Enbridge’s gas utility business will be the largest, by volume, in North America with a combined rate base of over $27 billion and about 7,000 employees delivering over 9 billion cubic feet per day of gas to approximately 7 million customers.

The Whole Story:

Enbridge Inc. has inked a series of deals totaling $19 billion that would make it the largest natural gas utility franchise in North America upon closing.  

The deal involves three separate definitive agreements with Dominion Energy, Inc. to acquire EOG, Questar and PSNC for an aggregate purchase price of $19 billion.

Upon the closings of the three transactions, Enbridge will add gas utility operations in Ohio, North Carolina, Utah, Idaho and Wyoming, representing a significant presence in the U.S. utility sector. 

The company stated that the gas utilities fit Enbridge’s long held investor proposition of low-risk businesses with predictable cash flow growth and strong overall returns. Following the closings, the acquisitions are expected to double the scale of the company’s gas utility business to approximately 22% of Enbridge’s total adjusted EBITDA and balance the company’s asset mix evenly between natural gas and renewables, and liquids.

Following the closings, Enbridge’s gas utility business will be the largest, by volume, in North America with a combined rate base of over $27 billion and about 7,000 employees delivering over 9 billion cubic feet per day of gas to approximately 7 million customers.

“Adding natural gas utilities of this scale and quality, at a historically attractive multiple, is a once in a generation opportunity. The transaction is expected to be accretive to DCFPS and adjusted EPS in the first full year of ownership, increasing over time due to the strong growth profile,” said Greg Ebel, Enbridge president and CEO. “Following the closings of the acquisitions, our Gas Distribution and Storage (GDS) business will be North America’s largest gas utility franchise. These acquisitions further diversify our business, enhance the stable cash flow profile of our assets, and strengthen our long-term dividend growth profile.  The transaction also reinforces our position as the first-choice energy delivery company in North America.”

Ebel noted that the assets have long useful lives and natural gas utilities are “must-have” infrastructure for providing safe, reliable and affordable energy. Ebel noted that the gas utilities have each committed to achieving net-zero greenhouse gas emissions by 2050. 

“We are very excited by today’s announcement as these businesses align with Enbridge’s business risk model and long-term growth targets,” he said. “The entire Enbridge team is committed to working with the EOG, Questar and PSNC teams and to investing in the communities they serve.  We look forward to serving our customers with dedication and to providing them with safe, reliable, and affordable energy service for years to come.”

Following the closings of the acquisitions, EOG, PSNC and Questar each will continue to be regulated by the Public Utility Commission of Ohio, the North Carolina Utilities Commission, and the Public Service Commissions of Utah, Wyoming and Idaho, respectively.

“Acquiring these natural gas utilities makes strong strategic and financial sense. Enbridge is currently the only major pipeline and midstream company that owns a regulated gas utility and we’ve further strengthened that position today by doubling the size of our GDS business. After closings, the acquisitions will extend and diversify our natural gas footprint and importantly add low-risk, ratable investments to our growth portfolio” said Patrick Murray, executive vice president and chief financial officer for Enbridge. “The financing plan for the transaction includes significant equity pre-funding and a suite of financing options that will be optimized to maximize accretion and protect our strong investment grade ratings.”

The acquisitions are expected to close in 2024, subject to the satisfaction of customary closing conditions, including the receipt of certain required U.S. federal and state regulatory approvals. 

What gets measured, gets managed.

That’s thinking from Procore Technologies when it comes to helping transform the construction sector. 

The construction management software provider is on a mission to identify and generate hard data on how builders are faring and areas that can be improved. 

The Procore team recently released its second How We Build Now report. More than 500 industry stakeholders were surveyed about general sentiment of the Canadian construction industry, the digital maturity and adoption of construction technologies, as well as the challenges and opportunities that businesses face.

Data fuels proactive decision-making

The first iteration of the report was released in 2020 right as the COVID-19 pandemic was throwing construction and every other sector into uncertainty. It also came at a time when many other topics were coming to the forefront, including digital adoption, sustainability, diversity and inclusion, labour shortages and supply chain constraints. 

“What we found is that construction is going through a big period of transformation,” explained Nolan Frazier, a sales leader at Procore. “And it’s useful to look at multiple areas at once when thinking about this industry.”  

And while these are things that the industry has been aware of for some time, Frazier noted that having quantifiable data on them is important. When companies have access to real-time and historical data, it allows them to be proactive in making business decisions rather than reactive.

“Our company mission is to improve the lives of people who work in construction,” he said. “We are a member of this industry, and whatever we can do to support as it undergoes this transformation, that’s what we are here to do in every way we can.”

Both iterations explored the general sentiment of the industry, but the first report did have some focus on the impacts of the pandemic. Now that the pandemic’s impacts have been waning, the 2023 report was able to be broader in scope. 

“Those types of events don’t happen as frequently,” said Frazier. “Whereas, what we are dealing with now, people have gone through this cycle before, and some people in the industry are used to moving through this type of situation when it comes to inflationary pressures, interest rates, skilled labour constraints, supply chain constraints and what not.”

Emerging themes

One major data point from Procore’s latest report is the impact of rework.

“Most builders would tell you that rework wastes a lot of their time,” said Frazier. “In this report we were actually able to get metrics for it.”

The survey shows 27% of the total time spent on a project is spent on rework or rectifying issues. The report also found that 25% of executives at general contractors and owners that were surveyed are women. And just 4 in 10 of the companies surveyed have a diversity, equity, inclusion policy in place.

These are just two examples of areas that the industry has been concerned about, but now there is a baseline of data to track growth. 

“This gives us something that we can act upon as an industry,” said Frazier. “We can work on how to move those numbers.”

Zooming in to regions

Procore’s latest report is also offering a unique look into Canada’s specific construction markets. 

Frazier explained that the report shows how the thinking and issues of builders fluctuated by province. 

“When we hear the news, we can all make assumptions about B.C. versus Ontario and so on, but to see the data come out with the survey results, it’s something more quantitative that helps us further the conversation,” he said. 

In the coming months, Procore plans to team up with The Home Depot and industry associations to take their report on the road. They will host panel discussions and networking events around their findings with industry leaders. 

“We are really looking forward to meeting with Canadians in these markets and talking about the issues that they face every day,” said Frazier. 

Self improvement 

He added that connecting with the industry through the report and the resulting discussions plays a critical role for Procore itself. 

“We look to these builders and stakeholders to let us know where they want to go,” said Frazier. “And our role in that is to help them get there. So understanding their priorities, their areas of focus and their strategic priorities helps us understand what we need to be working on and what we invest in as a business.” 

The data shows the industry has immense demand and builders are beginning to embrace technology as a way to deliver more work and overcome some of the limitations of labour, time and budget.

“We are seeing a consistent desire to modernize the industry and the tools it uses,” he said. 

“From the first survey, the results around the adoption of technology, and people involved in software evaluation has increased. As an industry, I think a lot of the builders are accepting that technology isn’t something that is just nice to have. They know that they need to find a way to adopt it and incorporate it into their businesses.” 

Get your own copy of the report and check out its findings here. 

Key Takeaways:

• Work building the dam portion of the Site C project in B.C. has wrapped up.
• When signed in 2015, the civil works contract was worth $1.75 billion. 
• In total, more than 16 million cubic metres of material was used in its construction.
• The entire project is expected to be completed in 2025. 

The Whole Story:

ACCIONA and its partners in the Peace River Hydro Partners consortium (PRHP) have completed the construction of the Site C dam, in B.C. Awarded in 2015 for $1.75 billion, it is one of ACCIONA’s largest projects in Canada.

At 60 meters high and approximately 500 meters wide, the dam stretches more than one and a half kilometers along the Peace River. Officials say it is the largest dam of it’s kind in the country.

The dam fill works began in 2021. In total, more than 16 million cubic metres of material was used in its construction which was 100% self-performed by PRHP. Most of the material was obtained from the site while the remaining seven million tons was moved on a five-kilometer-long conveyor belt, avoiding CO2 emissions from vehicle haulage.

During construction, ACCIONA and its partners achieved records placing the roller-compacted concrete (RCC) foundation. The team reached daily RCC placement peaks of over 9,460 cubic metres per day.

To divert the river, the PRHP excavated two twin tunnels 800 meters long and 11 meters diameter with road-headers. The tunnels were then lined with concrete. In total, more than 100 cubic metres of earth was moved.  In addition, half a million tons of rip-rap rock protection for the dam was produced and transported by rail from a local quarry. 

The construction of the Site C dam was built in compliance with international and Canadian safety practices, enabling it to withstand natural disasters.

The PRHP construction of the earthen dam, the roller-compacted concrete dam and the diversion tunnels are part of the Site C Clean Energy Project, one of the largest infrastructure initiatives in Canada. 

Once completed in 2025, the project will provide energy to a population equivalent to 450,000 homes or 1.7 million electric vehicles per year.

Key Takeaways:

• bp Gas Marketing has a total firm LNG offtake for the project of 1.95 million tonnes per annum.
• Work on the project is scheduled to start this month and operations are expected to start in 2027.
• Officials say it will be the world’s first LNG export facility targeting net-zero carbon emissions.

The Whole Story:

All of Woodfibre LNG’s offtake has been spoken for.

The B.C. LNG project, set to begin construction this month, announced it has now committed all of its offtake for sale to bp Gas Marketing Limited (BPGM), a wholly-owned indirect subsidiary of bp p.l.c., with a total firm LNG offtake of 1.95 million tonnes per annum (MTPA) and the remainder on a flexible basis. 

Woodfibre LNG Limited Partnership has signed a third LNG Sales and Purchase Agreement (SPA) with BPGM for the delivery of LNG from the Woodfibre LNG export facility. Under the terms of this SPA, BPGM will receive an additional 0.45 MTPA of LNG over 15 years on a free on board (FOB) basis. 

“Canada, and particularly British Columbia, is uniquely positioned to take the lead on exporting lower-carbon LNG overseas as part of the global energy transition. Today’s announcement demonstrates there is demand for lower-carbon energy today and well into the future,” said Christine Kennedy, president of Woodfibre LNG. “We look forward to working with BPGM as the offtaker from the Woodfibre LNG project to deliver Canadian LNG from one of the lowest carbon intensive LNG export facilities in the world. The global demand for lower carbon energy makes Woodfibre LNG a supplier of choice in the energy transition,” said Ratnesh Bedi, Pacific Energy president.

Woodfibre LNG is scheduled to begin construction this month in Squamish and operations are expected to begin in 2027. Officials say it will be the world’s first LNG export facility targeting net-zero carbon emissions.

“As a leader in the energy transition and partner in the Woodfibre LNG Project, Enbridge is pleased with today’s announcement. Woodfibre LNG will play an important role in providing global LNG markets with a safe, secure and sustainable source of natural gas produced by one of the lowest emission LNG facilities in the world,” said Cynthia Hansen, Enbridge Executive Vice President and President of Gas Transmission and Midstream.

• Senior Originator, Canada West – Calgary, Alta. – Capital Power 
• Manager, Environment – Edmonton Alta. – WSP
• Project Manager – Vancouver, B.C. – Wood
• Manager, Facilities/Pipeline Maintenance – Regina, Sask. – SaskEnergy 
• Project Manager, Infrastructure – Burnaby, B.C. – EXP 
• Sr. Study Manager – Saskatoon, Sask. – Cameco
• Project Manager – London, Ont. – Ameresco
• Project Controls Manager – Toronto, Ont. – DRA Global 
• Project Manager – Vancouver, B.C. – Stantec
• Project Controls Manager – Quebec – Progesys

If you are looking to build your all-star team, try posting your role on the job board or connect with our specialized recruitment experts to find industry-leading talent for your business.

And if you are seeking a job, check out the full list of available positions.

Key Takeaways:

• The CHF is a $3.3-billion investment to build more than 20,000 affordable rental homes for people with moderate and low incomes by 2031-32.
• Proposals for the CHF are managed by BC Housing and will be accepted until mid-November 2023.
• Projects will be prioritized based on several criteria, including prioritized populations and the effect the project would have in addressing the community’s affordable rental housing need.

The Whole Story:

B.C. announced it will fund thousands of new homes through the Building BC: Community Housing Fund (CHF).

“We are in a housing crisis, and this new round of CHF funding will ensure more people have access to an affordable place to live by creating approximately 3,500 homes,” said Ravi Kahlon, minister of housing. “This is a significant step toward our goal of 20,000 CHF-funded homes by 2032, as our province increases its housing stock faster than ever so people have the homes they need now and into the future. Together, with our many partners, we’re making progress, but we know there’s much more work to be done.”

Proposals for the CHF are managed by BC Housing and will be accepted until mid-November 2023. The project proposals will be evaluated and projects totalling approximately 3,500 units are expected to be announced in early 2024.

Non-profit organizations, housing co-operatives, municipalities, First Nations and Indigenous-led societies are encouraged to submit their housing proposals and apply for funding.

“We welcome this response to the desperate and growing need for more safe, secure, affordable housing for British Columbians,” said Thom Armstrong, CEO, Co-operative Housing Federation of British Columbia. “Help is on the way for 3,500 more households that are struggling to make ends meet in this overheated housing market. This government continues to lead the way in Canada by making new affordable housing supply a priority.”

Projects will be prioritized based on several criteria, including prioritized populations and the effect the project would have in addressing the community’s affordable rental housing need. Project-development funding will also be available for projects that require further development to prepare them for the next CHF funding call.

“The City of Vancouver is focused on delivering more affordable housing and will continue to do what it takes to lead the region in new housing approval and secure attainable housing in the city,” said Ken Sim, mayor of Vancouver. “We appreciate our partners in the provincial government who understand that we need more housing for the people who call this city home. We will continue to work hand in hand to build the housing Vancouverites need.”

The CHF is a $3.3-billion investment to build more than 20,000 affordable rental homes for people with moderate and low incomes by 2031-32. Approximately 9,000 of these homes are open or underway throughout the province. Additional CHF proposal calls will be issued during the next four years to allocate funding for the remaining units.

“With rents rising faster in B.C. than anywhere else in the country, the homes funded through the Community Housing Fund could not come at a more critical time,” said Jill Atkey, CEO, BC Non-Profit Housing Association. “Non-profit housing providers have been eagerly anticipating this call, and the affordable developments they bring forward will impact the lives of thousands of individuals and families for decades to come.”

Key Takeaways:

• The second year of Ontario’s skilled trades career fairs will have twice as many dates.
• New cities with career fairs this year are Hamilton, Windsor, Sault Ste. Marie, Oshawa and Dryden.
• Level Up! is a series of multi-day career fairs highlighting the 144 skilled trades, from electricians to boilermakers.

The Whole Story:

The Ontario government is expanding its skilled trades career fairs, now in its second year, to even more cities with more exhibitors and twice as many participating students. The new cities with career fairs this year are Hamilton, Windsor, Sault Ste. Marie, Oshawa and Dryden.

“Last year’s career fairs were a phenomenal success, giving thousands of students and their families exposure to the many career opportunities in the skilled trades,” said Premier Doug Ford. “As we make historic investments to build roads, transit, hospitals, schools and other critical infrastructure, these expanded fairs will help us attract more young people into the trades and develop the skilled workforce our growing province needs.”

Level Up! is a series of multi-day career fairs highlighting the 144 skilled trades, from electricians to boilermakers. Over 25,000 students in grades 7 to 12, as well as parents and jobseekers, will have the opportunity to learn about these trades through interactive exhibitions and hands-on activities while hearing directly from tradespeople and local employers. The first fair kicks off Sept. 19 and 20 in Thunder Bay and will continue with fairs in communities across the province.

“For far too long, parents and students have been told the only way to succeed in life is by going to university – this is simply not true,” said Monte McNaughton, Minister of Labour, Immigration, Training and Skills Development. “There are lucrative and purpose-driven careers waiting in the skilled trades where you can help build our province. Under Premier Doug Ford, we are giving more students the opportunity to learn about the life-changing careers in skilled trades that come with defined pensions and benefits.”

“In an ever-changing global economy, we are seizing the opportunity to inspire students with hands-on learning in the skilled trades and increasing pathways to apprenticeship that better connect students to good-paying jobs,” said Stephen Lecce, minister of education. “Our priority is to keep students in stable and normal classrooms, benefiting from a focus on strengthening foundational skills on reading, writing, math. This is supported by expanded career fairs and a new mandatory requirement that all students take at least one technological education course starting next year, so that students graduate into fulfilling careers of the jobs of tomorrow.”

Additionally, Ontario is investing $24 million for 2023-24 through the Apprenticeship Capital Grant program, helping 66 training institutions across Ontario upgrade their training equipment and existing facilities that support hands-on learning for students and apprentices.

Last month, the government announced apprenticeship registration increased by 24 per cent in the last year – from 21,971 to 27,319 – as more people joined the skilled trades, playing a role in building Ontario. This follows more than $1 billion investment in the skilled trades over three years, along with the launch of Skilled Trades Ontario, as part of its strategy to attract more people into the trades.