Author: Russell Hixson

Key Takeaways

• The Calgary Planning Commission has unanimously approved the Scotia Place design, granting the final development permit.
• Construction is set to progress to the next phase after excavation completes in spring 2025, with project completion expected in 2027.
• The excavation, which began in July 2024, has lowered the event bowl by over 10 meters, creating a barrier-free experience that seamlessly integrates the main concourse with the outdoor plaza and The Culture + Entertainment District.

The Whole Story:

The Calgary Planning Commission (CPC) has unanimously approved the Scotia Place design and granted the project its final development permit. This milestone means that the next phase of construction will start once excavation is complete by spring 2025.

“With the Calgary Planning Commission’s final approval on the Scotia Place design, it is exciting to think about the amount of work that will take place over the next two and a half years. Excavating to the bottom of the site will be the first of many exciting milestones we will see between 2025 and the project’s completion in 2027,” said Bob Hunter, Project Committee Member.

Since excavation began in July 2024, crews have dug down over 10 metres to lower the event bowl of Scotia Place. This design feature gives visitors a barrier-free experience between the main concourse and the outdoor plaza, providing street level accessibility and integration with The Culture + Entertainment District.

In early 2025, Calgarians will see more materials and workers on site as underground utility work and installation of the foundation begins. Structural concrete and steel work across the entire site will occur over 2025—foundation walls will go up first, followed by below grade columns, stairs, elevator cores, and access ramps.

Over the past two years, the project team has been focused on design. Officials stated that strong alignment between The City and its partner, the Calgary Sports and Entertainment Corporation (CSEC), and the development team helped to expedite the design process, ready the Scotia Place design for approval, and keep the project on schedule.

“The work that has been accomplished to allow us to arrive here today is truly remarkable,” said Calgary Sports and Entertainment Corporation, President and CEO Robert Hayes. “We have witnessed it in the board rooms for the past year and now we see it out our windows everyday as Scotia Place is becoming a reality. We are both proud and appreciative of the teamwork displayed by the partners to create Calgary’s premier sports and entertainment destination that will be enjoyed by all Calgarians.”

Beyond hosting sporting events and concerts, the site will accommodate a wide range of indoor and outdoor community events.

Key Takeaways:

• The Ontario government has tasked Ontario Power Generation (OPG) with exploring the development of a new nuclear energy generation facility at the Wesleyville site. This initiative responds to a projected 75% increase in energy demand by 2050 and includes active engagement with local communities, Indigenous groups, and municipal leaders.
• The proposed nuclear development could contribute $235 billion to Ontario’s GDP over a 95-year lifespan and create significant employment opportunities, including 10,500 jobs across Ontario and 1,700 new jobs in Port Hope, representing a 15-20% boost in local employment. The project is also expected to generate $10.5 million annually in municipal property taxes for Port Hope.
• To facilitate early growth readiness and community engagement, the Ontario government has announced $1 million in immediate funding for Port Hope and capacity funding for the Williams Treaties First Nations (WTFNs), including opportunities for equity participation. Port Hope could also receive up to $30 million for infrastructure and planning investments as part of a Host Municipal Agreement process.

The Whole Story:

The Ontario government has asked Ontario Power Generation (OPG) to explore opportunities for new nuclear energy generation at their Wesleyville site, following expressions of interest from the Municipality of Port Hope and the Williams Treaties First Nations (WTFNs). OPG will work with local communities to determine support as the province seeks to expand generation to meet the rising demand for electricity.

“With energy demand in Ontario set to increase by 75% by 2050, we are doing the early engagement and development work now that will ensure the province has options to meet that growing demand,” said Stephen Lecce, Minister of Energy and Electrification. “I’m excited to be continuing these conversations with Indigenous and municipal leaders to explore options for new nuclear generation at the Wesleyville site, including new good-paying jobs and other associated benefits.”

Officials noted that the Wesleyville site, which is maintained by OPG, located near existing transmission, road, and railway infrastructure, and already zoned for new electricity generation, is well-suited to support a large new nuclear site. Based on early assessments by OPG, this site could host up to 10,000 megawatts (MW) of new nuclear generation, which could power the equivalent of 10 million homes.

According to the Conference Board of Canada, a potential nuclear development in Port Hope would also contribute $235 billion to Ontario’s GDP over an estimated 95-year project life, which includes design, construction, operation, and maintenance. It would also support 10,500 jobs across Ontario, including 1,700 new jobs in Port Hope, representing an average 15 to 20% boost to overall employment levels in the local area.

Following active engagement with community leaders by Minister Lecce and OPG, the Council of the Municipality of Port Hope unanimously passed a motion on December 17, 2024, endorsing continued engagement with OPG and the Ministry of Energy and Electrification on the potential for new energy generation at the Wesleyville Site.

To support continued engagement, the Ontario government announced that OPG will provide the WTFNs with capacity funding and an opportunity for equity participation in any generation project. The province also announced immediate funding of $1 million for the Municipality of Port Hope to support early growth readiness, assessment of planning and infrastructure requirements, and to meet consultation requirements. As part of a milestone-based process, leading toward the development of a Host Municipal Agreement, Port Hope could also access up to $30 million of funding for associated infrastructure investments and to attract co-located industries.

The potential nuclear build would also allow local communities to benefit from additional co-located industry and supply chain spending. The Municipality of Port Hope would also benefit from increased municipal property taxes from the station, which according to the Conference Board of Canada are estimated to be $10.5 million annually.

“Ontario needs more affordable and reliable energy to meet soaring demand, and I am excited to work with our municipal and Indigenous leaders to explore how we meet that challenge, while creating new jobs and opportunities right here in Port Hope,” said David Piccini, MPP for Northumberland-Peterborough South. “New energy generation represents an incredible opportunity for our region, and I am committed to working closely with Premier Ford and Minister Lecce to ensure our community is supported as this work advances – including immediate funding of $1 million for Port Hope.”

Key Takeaways:

• Pitt Meadows Plumbing and Houle Electric are co-hosting the Future of Work 2025 event on April 24–25, focusing on innovation, collaboration, and workforce development in the construction industry. The event features a mix of keynote speeches, panel discussions, and hands-on sessions.
• The event will highlight cutting-edge advancements such as 3D modeling, collaborative construction technology, and Industrialized Construction, aiming to inspire new benchmarks in the industry.
• Supported by prominent sponsors like Procore, Olympic International, and Victaulic, the event showcases a wide array of industry partnerships, offering networking opportunities for attendees. Ticket sales begin January 15, with options for individual days or a combination pass.

The Whole Story:

Pitt Meadows Plumbing (PMP) is partnering with Houle Electric for the Future of Work 2025 event, taking place on April 24th and 25th. The contractor stated that the collaboration unites two industry leaders in their shared mission to drive innovation, foster collaboration, and address the most pressing challenges facing the construction sector.

Future of Work 2025 will bring together experts, innovators, and leaders from across the industry to explore groundbreaking technologies, advanced methodologies, and strategies for building a resilient and skilled workforce

Taking place at PMP’s Shop XL in Maple Ridge, B.C., Future of Work is one of the only events held in a working fabrication shop.

The event kicks off on Thursday evening with an Industry Mixer, featuring a keynote presentation by Amy Marks, joined by special guests Nick Masci & Melissa McEwen from ICG Build. Organizers say the mixer will be an opportunity to connect with top industry professionals.

Friday’s schedule transitions into a conference-style format, focusing on a series of dynamic panel discussions and collaborative sessions. Attendees will explore topics such as innovation in construction, workforce solutions, and successful collaborative delivery models.

“Our partnership with Houle underscores a shared commitment to advancing our industry and shaping its future,” said Steve Robinson, President of Pitt Meadows Plumbing. “With the support of our sponsors
and collaborators, we are creating a space to inspire new ideas, celebrate achievements, and tackle construction challenges head-on.”

Matthew Bewsey, VP, Major Projects & Field Operations, Houle Electric added:

“Future of Work 2025 represents the strength of collaboration. By bringing together leaders from across the construction ecosystem, we aim to set a new benchmark for what is possible when innovation meets partnership.

This year’s event is supported by Platinum Sponsors: Procore, Olympic International, Victaulic, and KMS Tools. In addition to these key partners, the event has attracted significant sponsorship interest, with a substantial number of partnership opportunities already filled.

The event will spotlight advancements like 3D modeling, collaborative construction technology and other aspects of Industrialized Construction.

Tickets for Future of Work 2025 will be available starting Wednesday, January 15th, at 9:00 AM PST. Ticket options include $99 for Thursday’s Industry Mixer, $149 for Friday’s Conference, or $199 for a combination pass covering both days. Visit www.futureofwork.me for details.

PMP is also partnering many others for the event, including:

• Platinum Sponsors: Procore, Olympic International, Victaulic, KMS Tools
• Gold Sponsor: J&S Sales
• Tech Sponsor: OpenSpace
• Silver Sponsors: Milwaukee, BC Construction Association, Novarc Technologies
• Bronze Sponsors: Wesco, United Rentals, Stratus, QMC Metering, Wolseley Canada Inc., ABB
  Electrification Canada, ICG Build and Sterling Fleet Outfitters
• Lanyard Sponsor: EMCO Langley
• Patio Bar Sponsor: Noble
• Washroom Sponsor: JNJ Site Services

Key Takeaways:

• Incorporating just 20% of recycled crushed aggregates (RCA) into public infrastructure projects can save local governments over $260 million and reduce greenhouse gas emissions equivalent to removing 15 million cars annually. RCA also preserves non-renewable resources, reduces waste, and minimizes traffic congestion.
• Extensive testing and use in major Ontario infrastructure projects, such as 400-series highways and Pearson International Airport, demonstrate RCA’s high performance. A coalition of nine industry organizations is advocating for policies to maximize RCA’s economic and environmental benefits in Ontario.
• The coalition suggests key policy measures, including mandating a minimum 20% RCA usage, harmonizing municipal specifications with provincial standards, and prohibiting “primary-only” specifications in tenders. They also recommend funding incentives to encourage municipalities to adopt RCA in public infrastructure projects.

The Whole Story:

A coalition of Ontario civil infrastructure leaders, builders, suppliers, and engineers has launched a campaign to urge government leaders to adopt policy changes to increase sustainability in the construction of public infrastructure projects.

A government mandate to include just 20 per cent of recycled crushed aggregates (RCA) for critical construction projects like roads, subdivisions, highways, bridges, and tunnels can save local governments more than $260 million, while reducing greenhouse gas emissions equivalent to removing 15 million cars from the road annually.

“Recycled aggregates are cost-effective, sustainable, and high-performing and can help municipalities deliver more from their capital plans while helping to reach their net-zero targets,” said Raly Chakarova, Executive Director of the Toronto and Area Road Builders Association (TARBA). “Using more recycled materials in construction projects can preserve non-renewable resources, reduce waste and traffic congestion, and contribute to long-term sustainability.”

RCA is made from reclaimed concrete and asphalt that would otherwise end up in landfills. By adding it to upcoming infrastructure projects, RCA offers significant economic advantages for municipalities struggling to address a growing state of good repair backlog and the infrastructure investments needed to keep up with population growth. 

Provincial standards and extensive testing have shown RCA to be as high-performing as primary aggregate, and RCA already has a proven track record in Ontario, including in our 400-series highways, Pearson International Airport, house-enabling infrastructure in subdivisions, and Greater Toronto Area transit projects.

Across the world, governments are incentivizing the use of RCA through policies and regulations that accelerate the shift toward sustainable construction materials. A coalition of nine industry organizations — Concrete Ontario, Good Roads, the Greater Toronto Sewer and Watermain Construction Association (GTSWCA), Heavy Civil Association of Toronto (HCAT), Ontario Road Builders Association (ORBA), Residential and Civil Construction Alliance of Ontario (RCCAO), Ontario Sand, Stone, and Gravel Association (OSSGA), Ontario Society of Professional Engineers (OSPE), and Toronto and Area Road Builders Association (TARBA) —

is advocating for municipal and provincial decision-makers to take the lead here in Ontario and maximize RCA’s economic and environmental benefits.

At the municipal level:

• Include the use of RCA in tenders for construction projects.
• Mandate a minimum amount of RCA for all public infrastructure projects.
• Harmonize municipal specifications for RCA through provincial standards.

At the provincial level:

• Incentivize the use of RCA through funding for municipal infrastructure projects.
• Prohibit municipalities from specifying “primary-only” in public infrastructure tenders.
• Harmonize municipal specifications for RCA through provincial standards.
• Mandate a minimum 20 percent RCA of aggregates used on all municipal, regional, and provincial public infrastructure projects.

B.C.

• Pomerleau partners with GEC on $135M tower project
• Merritt announces reopening of Middlesboro Bridge
• Concord Pacific unveils a multibillion-dollar plan for False Creek land
• Work begins on Holdom Overpass in Burnaby
• Crews start on 51-unit supportive housing complex in Vernon
• SEAandSKY Construction Phase 3 has been completed by Axiom Builders
• Demo contract awarded for former North Surrey Recreation Centre
• Court upholds approval of B.C. port expansion

Ontario

• 11 tall towers proposed for Midtown Oakville
• 67 storeys tower proposed across from Eaton Centre
• Ontario investing over $28M to build new Aboriginal Health Access Centre
• $20M redevelopment vision for Festival Plaza approved

Alberta

• 29th Street Pedestrian Overpass reaches substantial completion
• Manulife Place in Edmonton to get $45M in renovations

Key Takeaways:

• GFL Environmental Inc. is selling its Environmental Services business to Apollo Funds and BC Partners for an enterprise value of $8 billion. GFL will retain a 44% equity interest, expecting$6.2 billion in net cash proceeds after equity retention and taxes.
• GFL plans to allocate up to $3.75 billion of the proceeds to repay debt, reducing its net leverage to 3.0x.
• This will cut annual cash interest expenses by approximately $200 million, enhance free cash flow, and support share repurchases, dividend increases, and growth investments.

The Whole Story:

GFL Environmental Inc. announced that it has entered into a definitive agreement with funds managed by affiliates of Apollo and BC Partners for the sale of its Environmental Services business for an enterprise value of $8 billion.

GFL will retain a $1.7 billion equity interest in the Environmental Services business and expects to realize cash proceeds from the transaction of approximately $6.2 billion net of the retained equity and taxes.

GFL intends to use up to $3.75 billion of the net proceeds from the transaction to repay debt, making available up to $2.25 billion for the repurchase of GFL shares, subject to market conditions, and the balance for transaction fees and general corporate purposes. Net Leverage, pro forma for the planned use of proceeds, is expected to be 3.0x.

“The sale of our Environmental Services business at an enterprise value of $8 billion is substantially above our initial expectations and is a testament to the quality of the business that we have built,” said Patrick Dovigi, Founder and Chief Executive Officer of GFL. “The transaction will allow us to materially delever our balance sheet which will accelerate our path to an investment grade credit rating. A deleveraged balance sheet will provide ultimate financial flexibility to deploy incremental capital into organic growth initiatives and solid waste M&A and allow for a greater return of capital to shareholders through opportunistic share repurchases and dividend increases, while maintaining a targeted Net Leverage in the low 3’s.”

Dovigi continued, “The transaction allows us to monetize the Environmental Services business in a tax efficient manner while retaining an equity interest that will allow us to participate in what we expect to be continued value creation from these high-quality assets. In addition, GFL will maintain an option, not an obligation, to repurchase the Environmental Services business within five years of closing.”

He explained that the repayment of debt is expected to reduce GFL’s annualized cash interest expense by approximately $200 million, resulting in significantly improved free cash flow conversion.

The company plans to provide more details on the financial impact of the transaction when it reports its 2024 full year results in February and hosts its Investor Day on February 27 at the New York Stock Exchange.

“After a long, robust and highly competitive process, we are excited to have selected the Apollo Funds and BC Funds to partner with on this transaction,” Dovigi concluded. “We have a long-standing relationship with BC Partners, to whom we have delivered significant returns on their capital. We also look forward to working with Apollo, a leading alternative asset manager, with deep expertise and a demonstrated track record of value creation for its stakeholders.”

Craig Horton, Partner at Apollo stated that GFL Environmental Services is a leading North American provider of increasingly essential industrial and waste management services, with a broad customer base and exposure to attractive and growing end markets. \

“We believe this transaction will provide the Environmental Services business with greater flexibility to pursue organic and inorganic growth opportunities as an independent business, while also taking advantage of the strategic, value-added resources and structuring capability of the Apollo platform,” said Horton. “This is a great example of partnership capital from the Apollo Funds, including our Hybrid Value and Infrastructure strategies, and we look forward to working with the talented management team as well as GFL and BC Partners to accelerate growth and drive value creation.”

Paolo Notarnicola, Partner and Co-Head of Services at BC Partners noted that their long and successful relationship with Patrick and the GFL team underlines BC Partners’ true partnership approach, supporting entrepreneurial leaders at high-growth businesses in defensive sectors to scale and grow.

“Under Patrick’s leadership we have seen GFL’s Environmental Services business grow from a small franchise in Ontario in 2018 to a leading operator with over $500 million in Adjusted EBITDA,” said Notarnicola. “Going forward, we are excited about the growth potential of this business, which is best placed to capitalize on the significant consolidation opportunity in the environmental services industry, including further expansion in the United States. In addition, we look forward to working with the management team of GFL Environmental Services and our partners at GFL and Apollo to accelerate the delivery of the margin-enhancing and growth opportunities we have identified together.”

Pursuant to the Transaction Agreement, GFL will retain a 44% equity interest in the Environmental Services business and the Apollo Funds and BC Funds will each hold a 28% equity interest. The Transaction is expected to close in the first quarter of 2025 and is subject to certain customary closing conditions. The Transaction is not subject to any financing conditions.

Senior Superintendent – Ottawa, Ont. – EllisDon

Enivronmental Manager, Infrastructure – Surrey, B.C. – Ledcor

Senior Project Manager – Kingston, Ont. – Chandos

Director of Construction – Burnaby, B.C. – Square Nine

Senior Planner/Scheduler – Vancouver, B.C. – Graham

Land Development Manager – Chilliwack, B.C. – Westbow Construction 

Senior Project Manager – Calgary, Alta. – Carbon Upcycling Part-Time Bookkeeper – Abbotsford B.C. – SitePartners

Key Takeaways:

• In 2024, over 80,000 Ontarians were identified as homeless, reflecting a 25% increase since 2022. Without significant intervention, homelessness in Ontario could double within a decade and potentially reach nearly 300,000 during an economic downturn.
• The crisis is attributed to decades of underinvestment in affordable housing, income support, and mental health services, coupled with economic pressures. Municipalities in Ontario bear the financial burden for social housing, with municipal funding for housing programs exceeding $2.1 billion in 2024, while provincial contributions remain inadequate.
• The study recommends shifting focus to long-term housing solutions over temporary emergency measures. Modelling showed that eliminating chronic homelessness would require $11 billion over 10 years to create 75,050 new housing and support spaces. Addressing encampments would cost $2 billion over 8 years, providing 5,700 housing and support spaces.

The Whole Story:

A new study found that more than 80,000 Ontarians were known to be homeless in 2024, a number that has grown by more than 25% since 2022. 

The Association of Municipalities of Ontario (AMO) released the study, noting that without significant intervention, homelessness in Ontario could double in the next decade, and reach nearly 300,000 people in an economic downturn. 

“The scope and scale of homelessness across Ontario’s municipalities is truly staggering,” said Robin Jones, AMO President. “Without real and meaningful provincial action, the quality of life and economic prosperity of Ontario’s communities is at risk. We can solve this crisis, but we need to work together.”

The study was conducted by HelpSeeker Technologies, in partnership with AMO, the Ontario Municipal Social Services Association (OMSSA) and the Northern Ontario Service Deliverers Association (NOSDA).

AMO stated that the crisis stems from decades of underinvestment in deeply affordable housing, income support and mental health and addictions treatment, combined with escalating economic pressures on communities.

The group added that Ontario is the only province where responsibility for social housing has been downloaded to municipalities. Municipal funding for housing and homelessness programs has grown significantly in recent years, totalling more than $2.1 billion in 2024. Meanwhile, recent provincial investments represent just a fraction of what’s required, offering nominal increases to already overstretched shelter and housing programs.

The report proposes a fundamentally new approach that focuses on long-term housing solutions over temporary emergency measures and enforcement:

AMO found that an estimated additional $11 billion over 10 years could end chronic homelessness by boosting the supply of affordable housing, improving transitional and supportive services, and enhancing prevention programs.

According to AMO’s modelling, eliminating chronic homelessness during this time period would include creating 75,050 new housing and support spaces, ensuring the infrastructure exists to house people permanently.

An additional $2 billion over 8 years could largely eliminate encampments. This includes 5,700 new housing and support spaces to stabilize and transition people out of encampments. AMO urged provincial and federal governments to take “significant, long-term action” on affordable housing, mental health and addictions services, and income supports to fix homelessness to improve communities’ economic foundations and quality of life.

Key Takeaways:

• Canada’s construction sector is anticipated to recover from a 3.1% output decline in 2024, growing at an annual average rate of 2.2% from 2025 onward.
• This growth will likely be driven by government investments in transport, renewable energy, healthcare, education, and a gradual recovery in the residential market.
• Declining interest rates, stabilizing inflation, and increased efforts to recruit younger workers have improved the sector’s outlook. However, uncertainties such as economic volatility, geopolitical tensions, and fluctuating market conditions continue to pose risks, particularly in financing new housing projects and addressing supply chain disruptions.
• The return of Donald Trump as U.S. President and related trade policies, such as a threatened 25% tariff on Canadian imports, could severely impact Canada’s economy and the construction sector.
• Additionally, geopolitical challenges, including war in Ukraine, tensions in the Middle East, and the renewal of the Canada-U.S.-Mexico trade agreement in 2026, add layers of uncertainty to the industry’s future.

The Whole Story:

Is Canada’s construction sector on track to soar in 2025 or crash and burn?

As we peer into the future, some experts believe a rebound is on the horizon. But others feel the next 12 months will be a mixed bag of growth and risk. However, all agree that our neighbours down south will play a large role. 

Here are some of the key themes experts have their eyes on for the coming year:

Donald Trump and the U.S.

Don’t expect to see incoming president Donald Trump disappear from headlines anytime soon. All construction experts we spoke with cited the U.S. as a huge factor for 2025.

Jock Finlayson, Chief Economist with the Independent Contractors and Businesses Association (ICBA), had this to say about Trump: 

“Should he carry forward with the threat to levy a 25% across-the-board tariff on all goods imported from Canada (and Mexico), the Canadian economy will quickly be catapulted into a recession. Looking a little further ahead, the Canada-U.S.-Mexico trade agreement (CUSMA) is up for renegotiation/renewal in 2026.  That, too, represents a risk for Canada, as with Trump in the White House there is a chance the agreement itself could be scrapped.”

Canadian Construction Association President Rodrigue Gilbert also expressed concerns about developments in U.S. politics. 

“It’s hard to not focus on the American election and the impact this will have on our industry. With just a few weeks before his inauguration, President Trump has been able to create uncertainty, economic disruption and sow division amongst our governments,” he said. “Between tariffs, border management, a nationalistic economic policy, it’s safe to say the Canadian Government was not prepared and it affected our industry. We are hopeful that this will be handled in the new year and that the effect on Canada’s construction industry will be minimal.”

Interest rates

Interest rates have been a ray of sunshine during 2024 and experts believe the warmth could continue into 2025. 

“Over the past 18 months, the construction sector has benefited from several positive developments,” said Bill Ferreira, Executive Director of BuildForce Canada. “One of the most significant has been the steady decline in interest rates, which has started to ease financing pressures on new projects and investments.”

Finlayson called it the main reason for optimism about the economic environment in the coming year. 

“This should be helpful in setting the stage for increased investment across all segments of the construction business – homebuilding, the industrial sector, engineering infrastructure, etc.,” he said. “The outlook for new office development is less favourable, given the stickiness of the work-from-home phenomenon and significantly higher office vacancy rates in many cities.” 

However, Linesight Executive Vice President Patrick Ryan noted that while decreased construction activity in some sectors has alleviated demand temporarily, a potential rise in activity due to falling interest rates could push labor costs back up. Regions with significant high-tech and mission-critical projects still struggle with a lack of skilled labor, particularly in the MEP trades.

Rebounding

Linesight anticipates the residential sector is to rebound in 2025, supported by lower interest rates and government initiatives aimed at reducing the housing deficit. These include affordable housing programs, tax incentives like the removal of the Goods and Services Tax on new rental projects, and significant investments to increase the housing stock. 

From 2025 onwards, the construction industry is expected to recover and grow at an annual average rate of 2.2%. This growth will be fueled by substantial government investments in transportation infrastructure, renewable energy projects targeting carbon neutrality by 2050, and the expansion of healthcare and educational facilities. The largest infrastructure project in the pipeline is the US$17bn Alberta to Alaska rail line development project.

Some believe this recovery will be slow to pick up steam. 

“It will take time for companies to get settled again, and not only feel more confident in the market – but start executing in a way that reflects that confidence,” shares Raymond Wong, Vice President of Client Delivery at Altus Group. “Canada is facing a significant challenge on the employment side, and I think that will take some time for the labour market – and the economy at large – to reflect the positive impact of the rate-cutting cycle.”

Labour unrest 

In 2024, Canada experienced significant labour unrest, with major strikes affecting postal services and ports. The Canada Post strike, which began on November 15 and lasted 32 days, involved approximately 55,000 postal workers demanding better wages and working conditions. It ended on December 17 after government intervention. 

Concurrently, port strikes hit Canada’s major maritime hubs, with lockouts at the Ports of Montreal and Vancouver starting in early November. These disputes involved dockworkers, the Maritime Employers’ Association, and the International Longshoremen’s Association, centering on issues of scheduling and wage increases. The strikes at Canada’s two busiest ports, along with actions at East Coast terminals, severely disrupted supply chains. On November 13, Labour Minister Steve MacKinnon ordered the Industrial Relations Board to intervene, citing daily economic impacts of $1.3 billion. These labour disputes significantly disrupted Canada’s postal and port operations.

With the rise of artificial intelligence threatening to shrink some industries and the overall challenging economic climate, it is likely that we could see more labour unrest going into 2025. And depending on which sector its in, major supply chains could be impacted. 

Optimism

Despite the challenges and uncertainty ahead, many experts believe builders will rise to meet them.

“2025 is gearing up to be another interesting year,” said Gilbert. “With our neighbours to the south welcoming a new (old) President to the White House and as we prepare for the certainty of a federal election here at home, I’m optimistic because I know that no matter the challenges ahead, our industry is resilient, ready and willing to work.

He also noted that there is significant momentum within the Canadian government to finally tackle real challenges, like workforce and the reduction of red tape, which will allow the industry to build the infrastructure and projects Canadians need.

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; 
• Training in a variety of areas, including Road ReadyBC (https://roadreadybc.ca/); and 
• 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:

1. 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.
2. 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.
3. 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.
4. 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.
5. 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.
6. 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 

Nat Bailey Stadium to undergo renovations

Cadillac Fairview confirms plans to demolish former luxury hotel

Ontario

Toronto breaks ground on affordable housing project on Bellevue

Windsor backs out of chosen homeless hub location

Event Centre, residential growth fuel optimism for Steinbach’s future

43-storey proposal adds to growing node around Weston GO

Repairs to front of London City Hall near completion

Toronto garden centre faces demolition for condo towers

Centennial College expansion achieves WELL Silver certification

Removal of pews start of major changes for London’s oldest cathedral

Alberta

FNpower moving forward with Alberta First Nation solar projects

Suncor Energy Centre retail space to be revamped

Atlantic/Maritimes

Major renovations in the works for aging Westisle school in western P.E.I.

Developer proposes changes to Centennial Building

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 tisk^wat.

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 tisk^wat,” 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 tisk^wat. 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 tisk^wat, with support among youth even higher at 97%. At the same time, 98% of Citizens were concerned about the environmental legacy at tisk^wat 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 tisk^wat 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.