Category: People

Don’t just read about Canada’s most innovative construction companies—meet them in person.

After announcing this year’s 25 Innovators in Construction program, SiteNews is inviting all the winning teams for an evening of celebration, networking, live technology demos and more. Most importantly, we want our readers to join us.

If you want to rub shoulders with Canadian construction’s best and brightest, we currently have five remaining early bird tickets up for grabs. Visit the event page here and use promo code 25EARLYBIRD when purchasing tickets to get 30% off your order. But wait too long and it will be gone. The early bird rate ends Dec. 20 or once we run out.

The event will take place on Feb. 6th, 2025 at the new SiteNews HQ (393 W Railway St, Abbotsford) at 6 p.m. The facility is also the homebase of SitePartners, a specialized marketing firm for the industrial sector, and its affiliated companies, including SiteTechnology, and SiteTalent.

“While digitization has taken construction by storm and video calling and online chatting has made collaboration easier than ever before, there is something about gathering together in person that just can’t be beat,” said SiteNews Editor Russell Hixson. “That’s why over the past few years, our team has worked to build out our event hosting capabilities and double down on live events. We can’t wait to finally host an event in our own space for the first time ever.”

Here’s what attendees can expect:

• Winner panels discussing the latest trends and innovations in construction.
• High-end food and drinks.
• Intimate networking opportunities to connect with fellow industry leaders.
• Professional video and photography to capture the event.
• SiteNews’ HQ features a stunning 10,000 square-foot industrial photography studio on-site, the first of its kind in Canada.

Parked inside SiteNews HQ will be a massive trailer filled with heavy equipment simulators and virtual reality gear. As part of a training and recruitment blitz by the British Columbia Road Builders and Heavy Construction Association the trailer has been on a three-year mission across the province to let people test-drive road building careers.

For all the event details and to purchase tickets, be sure to visit 25innovators.com. We can’t wait to see you in February!

The Emil Anderson Group (EAG), one of British Columbia’s legacy construction companies, has been in business for 87 years operating an integrated group of infrastructure construction, development, and maintenance companies, with over 600 employees in Chilliwack, and Kelowna, BC. As part of EAG, Gerry Enns Contracting has access to the resources to provide the services of a large contractor, while still maintaining the small or local contractor experience.

Gerry Enns Contracting (GEC) division has experienced significant growth since 2019, transforming from a small local contractor into a major player in B.C.’s construction industry.

Helping lead this journey is Ian Poettcker, vice-president of commercial contracting for EAG, who oversees GEC. Poettcker joined the company in 2019 after EAG acquired GEC in 2017.

A return to roots

Poettcker’s journey into construction was influenced by his father, who ran a framing and formwork crew. 

“I decided I really liked construction. I really liked the people. I thought I was not suited for a corporate job that I wanted to kind of stay in construction,” he said.

After attending the University of the Fraser Valley, he shifted to the British Columbia Institute of Technology’s building technology program, graduating in 2007. His early career included positions with Ventana Construction and Dominion Fairmile in Vancouver.

The acquisition of GEC by EAG provided the opportunity he was looking for. “I started as the operations manager for GEC in 2019 and then in two years I was the general manager and now I’m a VP with Emil Anderson Group.”

Combined resources

Under Poettcker’s leadership, GEC has expanded its operations significantly. Annual volumes have grown from around $15 million at the time of acquisition to projections exceeding $50 million this year, with expectations to reach $80 million in the next few years.

The integration with EAG has been a catalyst for this growth. GEC can access more resources than ever before. 

“There’s so much stuff that I don’t have to do that I get supported by Emil Anderson. If I was a business this size trying to grow, there’s a bunch of things I would be having to do off the side of my desk and I’d probably be doing them poorly. When I’m looking at hiring, working on our website or marketing we have a team in place for all of this stuff.” Poettcker said. “I can focus on other things”. 

As a result, GEC has been able to expand far beyond Chilliwack and further into B.C., opening an office in Kelowna to tap into new markets.

Community-centric projects

GEC’s growth is anchored in community-focused projects, particularly in affordable and supportive housing. Their first major project was the Paramount Building in downtown Chilliwack, a collaboration with a local nonprofit and BC Housing.

“That was our first big jump into BC Housing projects,” Poettcker said. The success of this project led to additional contracts, including four other BC Housing jobs and a Canada Housing and Mortgage Corporation rental housing project.

The success of this venture led to additional significant projects, such as a 110-unit rental complex currently under construction and an elder housing project at Seabird Island. GEC built the Eddy at the Bridge project near the Vedder River in 2022 and is working on a four-storey office building in partnership with the YMCA. These projects not only demonstrate GEC’s expanding capabilities but also its commitment to serving community needs and fostering long-term relationships, especially with Indigenous communities in the Fraser Valley.

This approach has been especially fulfilling for Poettcker, a Chilliwack native. 

“I have a five-minute commute to work,” Poettcker said. “This is the town I grew up in. I love Chilliwack—the smallest big city in the world.”

A people-first approach

Central to GEC’s success is its focus on hiring for fit rather than just experience. 

“We don’t hire resumes; we hire slow,” Poettcker explained. The company emphasizes finding individuals who align with their team culture.

“Having people in the office that you like working with literally makes you better at your job,” he said. “We have a group here that people enjoy being a part of.”

This approach has fostered a collaborative environment that benefits both employees and clients. “Everyone wants to work hard. Everyone is helping each other out,” Poettcker said.

Looking ahead

As GEC continues its upward trajectory, Poettcker remains committed to his community. “I love it. I never want to leave Chilliwack, and it’s great. I couldn’t like what I do more,” he said.

With a strong foundation, strategic partnerships, and a dedicated team, GEC and the Emil Anderson Group are poised for continued success, contributing positively to the communities they serve across British Columbia.

Key Takeaways:

• Canada’s first-ever NIA aims to guide long-term infrastructure planning by analyzing critical data and making evidence-based investment decisions. The focus will be on infrastructure essential for housing development and addressing challenges like population growth and climate change.
• An 11-member expert advisory body, serving part-time until March 2027, will collaborate with stakeholders across sectors, including Indigenous governments and municipal authorities, to ensure the NIA’s relevance and effectiveness for all communities.
• Initially announced in 2021, the NIA is backed by $22.6 million over four years. The initiative stems from extensive public engagement and includes recommendations outlined in the 2021 report, “Building Pathways to 2050,” emphasizing sustainable and resilient infrastructure planning.

The Whole Story:

Sean Fraser, Minister of Housing, Infrastructure and Communities Canada, has announced the new Canadian Infrastructure Council, an expert advisory body that will deliver the country’s first-ever National Infrastructure Assessment (NIA).

The NIA will support Canada’s long-term infrastructure planning and decision-making by compiling data and evidence and conducting the research and analysis needed to make informed investments.

The focus will be on the core infrastructure communities need in place to support housing development over the long term – including water and wastewater, public transit, active transportation and waste management – as well as the impact of population growth and climate change on them.

Officials say the first NIA will be a critical piece in ensuring Canada can build the infrastructure needed to alleviate housing pressures and support the continued growth of sustainable, resilient, and inclusive communities. 

In support of this work, the Canadian Infrastructure Council – composed of 11 experts in relevant infrastructure sectors across the country – will engage key partners and stakeholders from industry, provincial, territorial, municipal, and Indigenous governments to seek their knowledge and expertise and ensure that the NIA is useful for communities across Canada.

The Canadian Infrastructure Council includes eleven experts from infrastructure-related fields from across the country who bring varying experience and perspectives on the challenges facing infrastructure in Canada. Each member will serve on the Council on a part-time basis until March 31, 2027.

The NIA was first announced in March 2021 when Canada launched an engagement process to shape the country’s first-ever NIA. The initiative aimed to assess Canada’s infrastructure needs and establish a long-term vision for the future. Following public engagement with over 300 organizations and individuals, the government released “Building Pathways to 2050: Moving Forward on the National Infrastructure Assessment” on July 29, 2021, which outlined key recommendations for the NIA’s design. The government allocated $22.6 million over 4 years to improve infrastructure planning and committed to establishing an independent advisory body to carry out the assessment.

Membership of the Canadian Infrastructure Council

• Jennifer Angel (Chair): Angel is the CEO of Evergreen Canada, an organization that brings private, public and community capacity, ingenuity and investment together to build inclusive, sustainable public places that attract people and investment, support climate adaptation and mitigation, and contribute to well-being for all.
• Peter Weltman (Vice-Chair): Weltman serves as Director and Employee Owner at data analysis and cost engineering company, Technomics Inc. Previously, he was Ontario’s Financial Accountability Officer from 2018 to 2023, where he and his office produced reports on the state of the province’s economy, fiscal position, and a first-of-its-kind analysis of the cost of climate change impacts on publicly-owned infrastructure. 
• Sara Brown: Brown is Chief Executive Officer of the Northwest Territories Association of Communities (NWTAC), where she leads a diverse team in supporting and advocating on behalf of member communities in the Northwest Territories.
• James Dunn: Dunn is Associate Dean of Research, Faculty of Social Sciences at McMaster University. His research investigates the health and social impacts of housing, urban form, and income policies and programs. He is the Senator William McMaster Chair in Urban Health Equity, and Director of the Canadian Housing Evidence Collaborative.
• Joanna Eyquem: Eyquem is Managing Director of Climate-Resilient Infrastructure at the Intact Centre on Climate Adaptation, focusing on practical measures to reduce flooding, erosion and heat risk, in particular working with nature and the financial sector. In this role, Joanna is leading national efforts to develop and mobilise guidance and standards to accelerate climate adaptation, and mainstream nature-based solutions across Canada. 
• Graham Gagnon: Gagnon is Dean of the Faculty of Architecture and Planning and is the Director and Professor in the Centre for Water Resources Studies at Dalhousie University.
• John McKendrick: McKendrick is a former senior executive and consultant offering strategic and planning advice for building and infrastructure projects. He brings over 25 years of experience in project delivery, financing, and management of over 75 projects.
• Doug McNeil: McNeil is a professional engineer with 36 years of public service to the City of Winnipeg and the Province of Manitoba. Doug has been involved in most aspects of water resources planning, operations and management, including hydraulics, hydrology, storm water management, and water control structures.
• Catherine Morency: Morency is a civil engineer and full professor at Polytechnique Montréal, where she holds the Mobility Research Chair, focused on assessing and implementing sustainability in transportation. She also holds the Canada Research Chair inMobility of People.
• Ren Thomas: Thomas is a Registered Professional Planner (RPP), an Associate Professor at the School of Planning at Dalhousie University, and a Founding Fellow of the MacEachen Institute of Public Policy and Governance. Ren conducts research in housing policy and transportation policy and planning. 
• Judy Whiteduck: Whiteduck recently retired after 23 years with the Assembly of First Nations (AFN) as a Senior Director for the Economic Development and Infrastructure Branch, and the Rights and Justice Branch.

The 43-storey Alberni tower project’s distinctive shape commands attention in Vancouver, even among the other iconic towers that make up the city’s skyline. 

This striking profile is achieved by chiselling two emphatic scoops out of its sides to form deep balconies. Rather than remaining static, its silhouette is always changing, creating illusionary profiles of arching cantilevers. 

It’s technical feats like this that have become synonymous with engineering firm Glotman Simpson.

While structures like these win award after award and splash the covers of magazines, they only showcase one part of the firm’s true agility. Glotman Simpson’s team also has been busy tackling industrial rendering facilities, an Olympic Cauldron, remote hospitals, seismic upgrades in downtown Los Angeles and much more. 

Their ability to utilize a wide range of materials on a wide range of project scopes in locations across the globe is rare but no accident. It has been carefully trained. 

“Glotman Simpson is a team of excellent generalists and excellent specialists at the same time. This is very unique and comes from diverse experience and exposure,” said Omar AlHarras, an Associate at the firm.

For AlHarras and Glotman Simpson, agility in engineering is expressed in three key areas: operational agility, technical agility, and agility in scale and geography.

Operational Agility: Ryan Nikiforuk, Director, Institutional Projects, highlighted the firm’s ability to respond quickly to unexpected challenges within projects. This agility is rooted in a holistic engineering approach that emphasizes collaboration across disciplines and prioritizes the success of a project as a whole. 

“We focus on integrating our designs seamlessly with other disciplines, proactively addressing challenges that may impact a project. By staying engaged and responsive throughout the design and construction process, we adapt quickly and work with our partners to develop the best solutions for a project.”  

Technical Agility: Glotman Simpson’s tool box is robust. The firm prides itself on being material-agnostic, selecting construction materials and methods when they are most appropriate. The firm’s Chinatown 7 project, which utilized concrete, structural steel, and mass timber to meet specific architectural and structural requirements, is a prime example of this approach. 

Agility in Scale and Geography: It’s not just about big downtown steel skyscrapers. The firm’s portfolio showcases a wide range of project types and sizes, from massive multi-tower developments like the Oakridge project to small-scale, complex structures like the Checkmate Winery.

“If you look at our portfolio, we have projects ranging in scale from multiple tower developments to bespoke custom projects that require very complex engineering,” noted Nick Maerkl, an Associate at Glotman Simpson. “Being able to move between these different projects and service them well is a key aspect of our agility.”

Geographical agility is another strength. While maintaining a strong West Coast presence, Glotman Simpson has successfully delivered projects across Canada and the United States, adapting to different regulations, soil types, and market needs.

“We’re delivering multiple very large-scale projects in Kelowna with technical constraints, completely different soil typologies, and different market needs,” said Harrison Glotman, Principal and third-generation leader at the firm. “Operating in multiple regions helps us avoid sticking to ‘bread-and-butter’ solutions and allows us to be more creative and open to new ideas.”

Cultivating Agility

Unlike other firms in the space, Glotman Simpson has no internal department for towers, residential projects, hospitals or any other type of structure. 

That’s on purpose. 

The firm fosters agility by intentionally avoiding silos. Engineers at Glotman Simpson are exposed to various types of projects, enhancing their ability to adapt and innovate.

“Our design team gets exposure working on all these different projects all at once,” AlHarras explained. “The more exposure you have, the stronger designer you’ll be, and the more you’ll be able to service clients.”

This agility provides significant benefits, particularly when tackling complex projects with diverse needs.

“Agility allows us to merge ideas and come up with innovative solutions. It’s about bringing value to the client by being flexible and responsive to their unique challenges,” said AlHarras. “We can zoom out to work on a very high level, providing a ton of options and brainstorming ideas, but also dive deep to give that artisanal service on a micro level.”

AlHarras’s own experience reflects the firm’s commitment to agility. Since joining Glotman Simpson nearly a decade ago, he has worked on a multitude of projects across different sectors and regions, which he credits for his development as a well-rounded engineer.

“I definitely got fortunate in that regard,” he said. “We take ownership of the project from concept design all the way through construction completion, which is the most important thing for experience and creating a well-rounded engineer.”

Looking Ahead

As Glotman Simpson continues to expand, including recent growth into Eastern Canada and additional U.S. markets, agility remains at the forefront of its strategy.

“With diverse experience and familiarity with different building codes and requirements, we’re ready to hit the ground running,” AlHarras remarked. “Being an agile firm means we’re prepared to provide good service anywhere in North America.”

The Ontario government has announced plans to introduce the Working for Workers Six Act, 2024, a suite of proposed measures intended to protect the health and wellbeing of workers, bring more people into the skilled trades and keep costs down for Ontario workers.

Officials say the package would support workplace safety by cracking down on bad actor employers, with mandatory minimum fines of $500,000 for corporations convicted of repeated offences within a two-year period under the Occupational Health and Safety Act. The government is also proposing to expand existing roadside safety laws under the Highway Traffic Act to require motorists to slow down and move over for roadworkers, such as highway maintenance workers.

“As our government continues to bring back better jobs and bigger paycheques to Ontario, we are keeping workers healthy and safe no matter where they work: On a highway, a job site, or the shop floor,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “Our government’s proposed sixth Working for Workers bill will introduce game-changing measures to grow Ontario’s workforce by bringing more women into the trades, cracking down on bad actors who exploit newcomers and harm workers, and introducing nation-leading cancer protections for firefighters.”

Here are some of the changes that could impact the construction sector:

Health & Safety

• Supporting health and safety for tradespeople on construction projects by enhancing the dialogue and transparency between workers and employers through Worker Trades Committees, which the Minister can order to create.
• Bringing clean washrooms from Bay Street to Main Street through a new regulation for washroom cleaning records that covers what records must be posted and where. This is in direct response to advocacy from tradeswomen and other sector stakeholders who have cited better washroom facilities as a key policy to encourage more women to join the building trades.
• Bringing more women into the trades and growing Ontario’s trades workforce by explicitly requiring properly-fitting personal protective equipment (PPE) for women, and all workers with diverse body shapes. This expands on the requirement for properly fitting PPE for women and diverse body shapes in the construction sector that was included in the Working for Workers Act, 2023 to include all sectors.
• Cracking down on bad actor employers that harm workers by imposing mandatory minimum fines of $500,000 for corporations convicted of repeat offences under the Occupational Health and Safety Act within a two-year period, which resulted in the death or serious injury of one or more workers.
• Creating a new 27-week long-term illness leave for employees unable to work due to a serious medical condition as defined by a medical practitioner, such as cancer, multiple sclerosis or Crohn’s. If passed, this would be one of the longest provincial leaves in Canada and would ensure workers with a serious medical condition have the time away from work they need to get treatment and recover, without risking their jobs.
• Unlocking $400 million to invest in health and safety programs for workers and employers developed by the WSIB, focusing on mental health, preventative and chronic injury care and recovery to ensure workers have the supports they need to return to work safely and quickly. This will include expanding the WSIB’s mental health care programming to partner with 11 public hospitals and their networks of community-based service providers across Ontario to ensure workers have the care they need, when and where they need it.
• Launching a new Safe Business Bonus with an additional $1,000 bonus to eligible employers who create a new workplace health and safety action plan approved through the WSIB’s Health and Safety Excellence program, starting in 2025. Over 4,600 businesses are currently enrolled in the WSIB Health and Safety Excellence program. Since the program’s launch in 2019, members have received total rebates of over $68 million, including $15 million in additional incentives for smaller businesses that participated in 2023-2024.
• Creating a new parental leave for parents through adoption and surrogacy, with a 16-week job protected leave under the Employment Standards Act for adoptive parents and parents through surrogacy, to ensure they have adequate time to meet the demands of the adoption or surrogacy process, attach and welcome their child into their new home. This would also align with upcoming federal changes to create employment insurance (EI) benefits for adoption.

Cutting costs for businesses

• Returning $2 billion in surplus funds to Ontario businesses through the WSIB. Eligible employers will receive their one-time rebate starting in February 2025 if they are a safe employer, which includes not having been convicted more than once under the Workplace Safety and Insurance Act or Occupational Health and Safety Act since 2020. For a small construction business with 50 employees, this could mean receiving $46,000.
• Cutting the average premium rate for Ontario businesses from $1.30 to $1.25 per $100 of insurable payroll through the WSIB starting in 2025, without reducing benefits. This is the lowest rate in half a century and will save Ontario businesses about $150 million annually starting in 2025 when compared to the 2024 rate. Over the past decade, the WSIB has cut the average premium rate by more than 50 per cent, resulting in cumulative savings for businesses of approximately $18.6 billion since 2017.
• Removing the $150 fee for apprentices taking their first Certificate of Qualification exam, making it easier for more people to start their career in the skilled trades. When combined with other fee reductions and removals that the province has implemented since 2019, Ontario is saving each apprentice at least $330, putting almost $3.6 million back into the pockets of nearly 11,000 apprentices. 
• Enabling implementation of a new accelerated framework for the Ontario Immigration Nominee Program (OINP) that employers can apply for in order to access more efficient, streamlined processes, pending further regulatory changes.

Growing the workforce

• Training over one million workers through Ontario’s Skills Development Fund (SDF), including launching the second round of the SDF Capital Stream on November 29, with over $74 million in available funding to build, expand and retrofit training facilities for workers in the trades, including construction, manufacturing, technology and health care.
• Proclaiming April 2, 2025, as the date on which certain functions, including exam administration, will be transferred from the province to Skilled Trades Ontario (STO) under STO’s new Chief Executive Officer, Candice White.
• Opening access to apprenticeship opportunities to more people by creating alternative criteria for individuals who cannot meet the current academic standards to register as an apprentice.
• Accelerating registration timelines for internationally trained applicants in regulated professions by having the time limit reduced for regulatory bodies to make their decision from six to three months, enabling internationally-skilled newcomers to work in Ontario faster.
• Streamlining and accelerating processes and removing barriers for internationally trained workers by requiring regulated professions to have a plan for enabling multiple registration processes to take place concurrently, allow for alternative documents, concurrent processing of registration documents, and minimum requirements for assessing qualifications.
• Honouring workers by creating a new Skilled Trades Week during the first week of November each year.

Jared Seida has started a new position as Vice President, Construction Services at Synergy Group of Companies. Seida is an experienced operations manager with a demonstrated history of working in the construction industry.

Donna Grant is BC 1 Call‘s new President. Grant has extensive marketing experience and background in the construction sector, including her role as President of the Vancouver Regional Construction Association (VRCA).

Wayne Ferguson has been appointed Chief Operating Officer and Executive Vice President, Services Division, at EllisDon. His 27-year journey with EllisDon has seen him lead and expand company operations in Alberta, Saskatchewan, and most notably in Ottawa, where he has played a pivotal role in redefining the brand and driving growth.

Brandon Pinch has been promoted Vice President, Service, and Andrew Rowland has been promoted to Vice President , Speciality Trades & Support Services at Bird Mechanical.

Al Boissonneault has joined CMIA+ as Director, Greater Sudbury – Resource & Industry markets. Boissonneault’s new role is a critical piece of the firm’s expansion into Northern Ontario. Boissonneault’s resume includes work at Wesdome Gold Mines in Wawa, Barrick Gold , Python Mining Consultants, Kovit Engineering/Outotec (now Metso) and Vale.

Candice White will be the new Chief Executive Officer (CEO) for Skilled Trades Ontario (STO), effective November 25, 2024. White brings over a decade of executive level experience, including serving as the Chief Administrative Officer for multiple municipalities, most recently the Municipality of Port Hope, and on boards of provincial agencies.

Harold Reinders has been appointed Chair of the League of Champions. The league is a distinguished organization dedicated to promoting safety champions and advocating for a strong health and safety culture within the construction industry. 

Jesse Unke has wrapped up his time as president and CEO of Maven Consulting. He thanked his colleagues at Maven for the opportunity and is excited for his next steps. But before that, he intends to attend an auto show in Las Vegas with his father. 

Ben Martin is Ledcor Industries’ new Senior Vice President, Finance and Risk Management. Martin has more than 15 years of industry experience. 

Nathan Sikkes is McElhanney’s new Energy and Resources Market Sector Vice President in B.C. and Warren Lippitt is their new Prairies South Regional Vice President.

Appointing Warren and Nathan were no-brainers for our firm. Warren’s understanding of the region and our clients’ needs, combined with Nathan’s deep knowledge of the energy and resources market, position McElhanney to better tackle our clients’ challenges as our own

Jennifer Price, McElhanney President & CEO

Steve Chapman is Rain City Industrial’s new VP of Construction. Chapman has over 30 years of experience in industrial, heavy industrial, and commercial construction. Part of his role will be to lead the company’s newest division, Rain City Heavy Industrial, as it expands the firm’s capabilities into the oil and gas, mining, chemical processing, power generation, and heavy manufacturing industries.

Scott Miller, P.Eng., has been appointed General Manager of Associated Engineering’s General Manager for Saskatchewan and Manitoba operations.

Chris Paszkat is now President of Inscan Contractors. Paszkat is a longtime veteran of the company, having spent more than 21 years there.

Roman W. Loehnert has accepted a new role as Operations Manager for Modern Niagara. Loehnert is an experienced superintendent & project manager with a demonstrated history of working in the construction industry. His skills include AutoCAD, hydronic systems, value engineering, project management and plumbing code knowledge.

Jim Weir and Stan McGillis, bother formerly of Morrison Hershfield, have accepted post-acquisition roles at Stantec. Weir has been named regional growth leader for transportation (Canada). McGillis has been appointed infrastructure sector leader for program management and construction management (Canada).

Paul Whelan is now Manager, Project Delivery, for the Ministry of SaskBuilds and Procurement for the Government of Saskatchewan.

After 6+ amazing years at Westridge Construction Ltd., it was time for a new challenge. I’ve had the privilege of working with some of the most dedicated, hardworking people who’ve made the growth of Westridge possible over the last 6 years. The growth and success have been a result of the hard work, teamwork, and passion that each individual brought to the table.

Paul Whelan, Manager, Project Delivery, SaskBuilds

David Bianchi is now Vice President, Real Estate and Development, for Tim Hortons, after holding a similar position at Canadian Tire Corporation.

Brynn Nheiley is now Executive Director for Sustainable Buildings Canada. Previously, Nheiley worked for the City of Burlington.

Luke Schauerte is now CEO of Woodfibre LNG. Schauerte brings more than 20 years of experience in the Canadian and global energy industry. He comes to Woodfibre LNG from LNG Canada where he served as Vice President, Asset.

Robert Wong is celebrating 25 years with Prism Construction. Wong is one of only two people who can say they’ve been part of every single project Prism has built.

Shannon Fitzsimmons is MAKE Projects’ new Regional Director for Edmonton. Fitzsimmons has more than five years of experience in facility planning, design, construction, and capital program development.

Roger Halbgewachs has been promoted to Director of Sales at Western Archrib. With 35 years of experience in the glulam industry, he brings deep industry knowledge, a strong understanding of engineering, and proven problem-solving skills.

Lucie Audlauer has announced her retirement from Subterra Renewables. The CEO led the company to become Canada’s fastest growing company in 2024. She plans to spend more time with her family.

Chris Gardner, President and CEO of the ICBA, has announced his addition to the Canadian Taxpayers Federation’s board of directors.

Jorden Solecki is Navajo Stone’s new Managing Partner. Solecki has an extensive history in the wall and roofing sector.

Josh Kaufman announced he is co-founding InnoDev Partners. The real estate development company launched this month with a focus on medium density, sustainable housing.

Brandon Losse is Caliber Projects’ new Director of Business Development.

It is an honour to give back to the Lower Mainland, the place I’ve always called home and where so many core memories have been made. I’m looking forward to supporting the development community as we tackle exciting projects in our ‘sandbox’ and to connecting or reconnecting with many of you in the weeks and months ahead.

Brandon Losse, Director of Business Development, Caliber

Kaveh Boromand has joined Turner & Townsend’s Canada Infrastructure team as its new Director – Head of Scheduling. Boromand has more than 20 years of experience in scheduling and project controls in Canada, Australia, and the Middle East and has worked in a variety of industries including rail, hydro, and real estate.

Niilo Edwards, CEO of the First Nations Major Projects Coalition, has been recognized by TIME Magazine as one of the world’s 100 Most Influential Climate Leaders in Business.

Scott Foran is now President of 505-Junk. Foran co-founded the company with Barry Hartman.

Reflecting on the past 13 years since the inception of our business alongside my esteemed business partners, Barry Hartman and Alex Elsey, fills me with gratitude. Our journey has been nothing short of remarkable, marked by growth, resilience, and invaluable partnerships.

Scott Foran, President, 505-Junk

Tim Ferwerda, current managing director of Finning UK and Ireland, will transition to the role of president of Finning Canada. David Primrose, current president of Finning Canada, will assume the role of executive vice president and chief development officer.

Neil Arnold is now Director of Construction at Kerkhoff. Arnold has 24 years of industry experience and has spent the past 6 years at the company in a variety of roles.

Peter Hennig is EBC’s new Vice President, Major Projects, Tunnel & Underground Group. With over 30 years’ experience in the construction industry and leading-edge expertise in tunnelling and underground work, Hennig has successfully completed numerous large-scale, complex projects across Canada and internationally.

Dale Beard has been hired as Procore’s Sr. Director, Solutions Engineering. Beard has a history of working in the information technology and services industry. He was the CEO and Co-Founder of Intelliwave which was recently acquired by Procore.

Doug Flynn has officially transitioned from CEO and President of Flynn Group of Companies’ to serving as one its board members. Doug began his career with Flynn Canada in 1982 working in the field in Western Canada. He advanced through the organization taking on roles in estimating, project management, and various other positions.

Aidan Connell is now VP, Excavation, Shoring & Foundations at Hall.

Taylor Archer has rejoined Beedie as its Vice President of Leasing. Archer previously worked at Beedie as Senior Leasing Manager.

Key Takeaways:

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

The Whole Story:

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

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

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

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

Powering up

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

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

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

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

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

Saying ‘no’

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

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

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

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

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

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

Starting right

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

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

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

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

What’s next

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

Mediocre perception

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

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

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

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

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

Already implemented:

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

To be implemented in 2025:

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

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

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

BHP Canada

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

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

Diamond Schmitt Architects

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

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

Enbridge

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

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

ETRO Construction

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

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

Fowler Bauld & Mitchell Ltd. / FBM

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

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

GHD Ltd.

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

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

Graham Construction

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

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

Inter Pipeline Ltd.

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

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

Keyera Corp.

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

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

McElhanney Ltd.

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

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

PCL Construction

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

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

Pomerleau

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

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

Rio Tinto

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

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

Schneider Electric Canada Inc.

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

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

Teck Resources

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

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

West Fraser Timber Co.

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

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

Key Takeaways:

• The Ontario government is investing $3 million over three years in Helmets to Hardhats Canada to help 650 active and former Canadian Armed Forces members transition to civilian careers in the construction sector, addressing both veteran needs and a skilled labor shortage in Ontario.
• The investment will allow Helmets to Hardhats Canada to expedite skills training and offer safety and specialized certifications for in-demand construction roles, with specific outreach for racialized and Indigenous veterans, as well as veterans with disabilities.
• Including previous contributions, Ontario’s total support for Helmets to Hardhats exceeds $4.7 million, alongside the newly introduced Honouring Veterans Act, 2024, which emphasizes the province’s commitment to supporting veterans and commemorating their service.

The Whole Story:

The Ontario government is investing $3 million over three years in Helmets to Hardhats Canada to help 650 active and former Canadian Armed Forces (CAF) members transition to civilian life by training them for careers in Ontario’s construction sector.

Officials say this investment will help fill a gap in Ontario’s employment and training resources, while addressing the unique needs and experiences of our military veterans.

“We owe our veterans, who have put their lives on the line in defence of our freedom, safety and values, a debt that we can never fully repay,” said Premier Doug Ford. “Today’s announcement is just one way our government is working to give back, so veterans can transition from the armed forces to rewarding careers in the skilled trades with the support and training they need. This week, we also introduced the Honouring Veterans Act, 2024, to ensure we always remember the sacrifices made by our men and women in uniform.”

With this investment, Helmets to Hardhats Canada will be able to expand job-ready skills training to more veterans and accelerate their pathways from active military service to apprenticeships in construction by two to three months. Helmets to Hardhats Canada will also be able to deliver access to critical safety training and specialized certifications for in-demand careers and expand their outreach programs for racialized and Indigenous veterans and those with disabilities.

“We have a social contract with our military servicemen and women who protect our country and preserve our freedoms, which means we have a responsibility to ensure they have a civilian life to transition to when their service is complete,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “With around 8,000 Canadian Armed Forces members released from service every year, our government is proud to work with Helmets to Hardhats and unions to deliver job-ready training to veterans that leverages their expertise and experience, and lands them in a new career. Because a career in construction is more than a paycheque – it offers a stable future and a community of workers who have your back.”

The government also supports Helmets to Hardhats Canada through Ontario’s Skills Development Fund Training Stream, investing over $915,000 to open new pathways to 105 participants into Ontario’s unionized construction sector and develop customized training for senior cadets. This brings Ontario’s total investment in Helmets to Hardhats Canada to over $4.7 million.

Michael Fedchyshyn has been appointed the inaugural chief executive officer of the Building Ontario Fund board of directors. Fedchyshyn brings more than 20 years of leadership experience in strategic corporate development, infrastructure investing, structured finance and public-private contracting.

Aubrey Tucker has joined McElhanney as Design Technology Manager where he will lead design technology for the organization and implement digital strategy.

I’m so honored to be joining a piece of Canadian history and being one more person in this great firm with over 114 years of continuous service.

Aubrey Tucker

Anthony Minniti is now President of CGI Constructors. Minniti intends to drive innovation using the best-in-class technology while ensuring that CGI continues to provide value to its clients. 

During its annual general meeting (AGM) earlier this month, the Association of Consulting Engineering Companies-Canada announced Jérôme Pelletier, P.Eng. as the new Chair of its Board of Directors for the 2024-2025 term. Pelletier is president and CEO of consulting engineering firm BBA, where he has more than 20 years’ experience.

Mike Stone is rejoining rcs Construction as its Director of Construction for Nova Scotia. Stone most recently served as Director of Construction for Eastern Canada at Canadian Tire, where he gained valuable insight from both the contracting and client perspectives.

Corey Bainerman has started a new position as Vice President, People Operations (fractional) at Bridgit. He is an award-winning HR executive with 15 years of experience and a passion for startups and HR advisory.

Sean Kelly has been appointed President of EMCO (Canada), effective January 1, 2025. With nearly 30 years of progressive leadership within EMCO, Kelly has played a pivotal role in the company’s growth and success. Rick Fantham will transition to the role of Chairman.

Harvie Buitelaar is now president of the BC Construction Roundtable. Buitelaar stated that after joining the board of directors in 2018, he has seen firsthand the meaningful role the group has in facilitating conversations that matter, bringing together contractors, owners, consultants and many other stakeholders for informative programming and valuable networking.

Octavio Flores has joined the major projects committee with the Alberta Roadbuilders and Heavy Construction Association. 

This is a significant opportunity to contribute to the sucessful growth and development of the construction industry in Alberta. By collaborating with other industry leaders and government officials we aim to help shape policies, share best practices, and address the challenges facing our industry.

Octavio Flores, Infrastructure Sponsor, Kiewit

Don Wightman is now board chair for the BC Construction Association. Based in Coquitlam, B.C., Wightman is the president of PML Professional Mechanical Ltd., a company he founded in 1995. He has served on the BCCA board since 2018, most recently as treasurer.

Alain MacNair has joined ETRO Construction as its new field operations manager. In this role, MacNair will be supporting field operations and working closely with ETRO teams on the ground to ensure smooth execution on all projects.

Glen Furtado has been elected to Concrete BC’s board of directors. Furtado is the senior director of engineering and stakeholder relations, western region, for the Cement Association of Canada. 

Rob Fiorvento, Beedie’s managing partner of residential development, is celebrating 20 years at the company. The company stated that Fiorvento has played a major role in its growth, helping create and manage Beedie Living while inspiring young professionals.

Andrew Garrett is starting a new role as chief investment officer at Spotlight Development Inc.

Kelly Sorensen is being recognized for spending 35 years with PCL Construction where he currently works as a superintendent. Over his career Sorensen has developed an in-depth of knowledge of all build-types.

Over his career Kelly has developed an incredible depth of knowledge in all build-types. He leads with confidence but is always eager to collaborate. Kelly’s unwavering commitment and ability to crack a joke at the perfect time make him a fantastic team player that all of us are grateful to work with.

Mitch McMaster, Manager, Special Projects, PCL Construction

M3 Development Management has announced the promotion of four team members to directors:

• Brandon Farrell, P.Eng., PMP – Director, Vancouver
• Brandon Billsten – Director, Edmonton
• David Cassidy, PQS, AssocRICS – Director, Calgary
• Nichola Sinclair-Foreman – Director, Calgary

Federico Pensa has taken on the role of VP of Technology for Fayolle Canada Inc., the holding group that includes industry leaders like Magil Construction, Les Excavations Payette Ltée, Groupe SCV inc. and Ketchway Construction Technologies.

Jason Parravano will succeed Michael Zakuta as President & Chief Executive Officer of Plaza, effective January 2, 2025. Parravano, currently serving as the Trust’s Chief Operating Officer, joined Plaza on January 8, 2024 and has provided leadership and vision in overseeing all of the company’s day-to-day activities.

Andy Berube has joined BECC Modular as Vice President of Sales and Strategic Partnerships.

I’m looking forward to working with such an innovative team that’s focused on delivering sustainable, high-quality structural steel buildings to the Multifamily, Hospitality, Student, and Senior Housing sectors. It’s an exciting time to be in the modular construction industry, and I’m eager to contribute to the company’s growth and success as we take on new challenges and opportunities in both Canada and the USA.

Andy Berube, Vice President, Sales and Strategic Partnerships, BECC Modular

Luiza Lima has been promoted to Senior Marketing Manager at Orion Construction. Lima is a well-versed marketing professional with over 15 years of experience in the construction, real estate, and hospitality industries.

John Brennan has started a new role as Executive Director, Digital Projects at WSP. Brennan is an IT leader who is passionate about delivering solutions that empower users. Prior to this role he spent more than 13 years working for the City of Kelowna.

Procore has announced the nominees for its Groundbreaker Awards 24, which includes two of the nominees from Canada: Toronto-based Multiplex Construction for the Excellence in Sustainability Award; and Burnaby, B.C.-based Houle Electric for the Excellence in Culture & Workforce Development Award.

Procore looked for the companies, projects and people behind the construction industry’s boldest achievements in the following categories:

• Excellence in Sustainability
• Excellence in Innovation
• Excellence in Health & Safety
• Excellence in Community
• Excellence in Culture & Workforce Development
• Groundbreaker of the Year
• Excellence in Project Delivery – People’s Choice Award

Two Canadian companies are among this year’s nominees.

Excellence in Sustainability

This award celebrates the company or project that most efficiently uses resources and embraces environmentally responsible processes throughout every stage of construction.

Nominee: Multiplex Construction (Toronto, ON)

Multiplex Construction Canada is focused on their path towards sustainability— they intend to reach net zero carbon in their supply chain by 2050 or earlier, plus zero Scope 1 & 2 on-site and office emissions by 2030. Multiplex is the first Canadian construction company to set a Science-Based Target and the first contractor globally to sign the World Green Building Council’s Net Zero Carbon Commitment. As they progress on their Decarbonization Roadmap, they utilize alternative fuels, conduct embodied carbon assessments, embrace low carbon solutions and engage their supply chain to track and collaboratively reduce emissions throughout the construction process.

Excellence in Culture & Workforce Development

This award celebrates the company that displays a focus on company culture including, but not limited to diversity, equity and inclusion and best promotes a continued focus on developing the next construction generation.

Nominee: Houle Electric (Burnaby, B.C.)

As one of B.C.’s leading electrical contractors and systems integrators, Houle is a company that puts people first–empowering communities through local projects that positively impact people’s lives. Houle champions diversity, equity, and inclusion and is committed to fostering a workplace where everyone is valued, supported, and provided the opportunity to grow. In addition to initiatives that focus on employee development, professional advancement, and continuous improvement, Houle supports programs for underrepresented groups, provides training for 300+ apprentices annually, and has higher than industry average participation of women in the electrical trade. By connecting people with purpose, they’re building a safer, more inclusive workplace and industry for everyone.

Key Takeaways:

• The Ontario government is investing up to $1.25 million in the construction of a new five-bed hospice on Six Nations of the Grand River, the first Indigenous-led, operated, and on-territory hospice in Canada. This facility will provide culturally appropriate end-of-life care for Indigenous people.
• The hospice will incorporate Haudenosaunee teachings and traditional practices to offer physical, emotional, and spiritual support for patients. It will include culturally reflective spaces, sacred areas for ceremonies, traditional medicines, and healing practices to honor Indigenous cultural identity during end-of-life care.
• The hospice will create a supportive environment for families, allowing them to gather, share meals, and process grief together. It will offer services such as nursing, personal support, symptom management, and culturally relevant bereavement workshops, ensuring that Indigenous traditions and needs are fully respected.

The Whole Story:

The Ontario government is investing up to $1.25 million to support the construction of Six Nations of the Grand River’s new five-bed hospice which will help Indigenous people and their loved ones connect to comfortable, culturally appropriate and dignified end-of-life care, close to home.

“Our government is ensuring people and their families have access to the care they need in their community, close to their loved ones,” said Sylvia Jones, Deputy Premier and Minister of Health. “Our investment to expand access to end-of-life care that recognizes the importance of Indigenous-led traditional healing on Six Nations of the Grand River is another step our government is taking to deliver compassionate and specialized care for patients and their loved ones.”

The new hospice – currently named Six Nations of the Grand River Community Hospice – will be constructed on Six Nations of the Grand River and will be the first Indigenous-led, operated and on-territory hospice in Canada. Its community-led services will incorporate traditional Haudenosaunee teachings to provide physical, emotional and spiritual support that will help Indigenous community members connect to equitable quality care that recognizes and respects their cultural identity, values and beliefs as they make their journey into the spirit world.

“Having our own hospice will be amazing for our members to be taken care of our way,” said Chief Sherri-Lyn Hill of Six Nations of the Grand River. “Our members will be able to live out their lives with loved ones and family surrounding them.”

The hospice will provide families the ability to gather with generations of loved ones and bond over food to process grief, loss, and transition. It will also connect people to traditional medicines and practices, specific to each individual’s end-of-life journey. This can include supports to help with nausea, pain, discomfort, and support relaxation. The hospice staff will all be from First Nations communities – where this is not possible, the hospice will ensure non-First Nations staff receive cultural sensitivity training on end-of-life traditions and care for Indigenous clients and families.

The hospice will include:

• Decor that is reflective of cultural traditions, including colours and artwork
• Sacred spaces for ceremonies
• A garden space reflective of traditional medicines and the offerings of nature, providing opportunities to watch the stars, moon, and sun
• Large spaces to support multiple families to be together during end of life, share meals and comfort one another
• Culturally-relevant services such as traditional healers, elders and knowledge keepers
• Hospice care including end-of-life nursing and personal support
• Respite and symptom management
• Bereavement workshops and counselling tailored to meet the specific requirements of the community.

Key Takeaways:

• The Movember Construction Challenge focuses on raising awareness about men’s mental health and other medical issues, ( particularly prostate and testicular cancer).
• The initiative highlights progress in addressing mental health in construction, breaking down the “tough guy” mentality and encouraging open discussions.
• This year’s industry program is bigger and better than ever. Companies across the construction sector are invited to participate in a 30-day challenge to raise funds and awareness. The winning team will earn a special trophy.

The Whole Story:

The construction sector is once again uniting for the Movember Construction Challenge, a month-long initiative to raise awareness and funds for men’s mental health, suicide prevention, prostate cancer, testicular cancer and other issues facing men.

But this year it is bigger and better than ever. Companies from across the sector—ranging from suppliers and trades to builders of highways and skyscrapers—will compete for fundraising glory while championing critical health issues that impact men in construction. The victorious team won’t only earn bragging rights. They will get to take home the Construction Challenge Trophy.

Addressing Critical Health Issues

The construction industry faces unique challenges when it comes to mental health. Workers often endure long hours, physically demanding tasks, and high-pressure environments. The industry’s prevailing “tough guy” mentality further complicates conversations about mental well-being.

The statistics are alarming: men account for 75% of all suicides in Canada, and construction workers are five times more likely to die by suicide than from job-related injuries. Additionally, 83% of workers report experiencing moderate to severe mental health issues. The Movember Construction Challenge seeks to address these pressing issues and foster a safer, more supportive environment for workers.

“Bringing Movember into the workplace has had a huge impact on our team,” said Rob Reid from Ledcor. “We’ve always emphasized physical safety, but we’ve evolved to consider mental health as part of that equation.”

Progress is being made. Reid noted that after two of his grandfathers died from prostate cancer, early detection saved his father’s life. And Movember discussions at Ledcor prompted an employee to get checked. He was diagnosed, treated and has since returned to work.

“This reminded me that every one of the conversations we have about our health could save someone’s life,” said Reid.

Kevin Hatch from Twin Lions Contracting added, “Mental health often gets overlooked in construction. We believe it’s crucial to create a healthy working environment where everyone feels safe to speak up and seek help when needed.”

A Challenge with Purpose

The Movember Construction Challenge invites companies to participate in 30 days of fundraising and awareness-building activities focused on men’s health. Teams will compete through fun events and personal challenges, with the top fundraising team winning the coveted Construction Challenge Trophy, a symbol of leadership in men’s health advocacy.

“By getting involved in the Construction Challenge, construction professionals are building more than just projects; they’re building communities where health and well-being are prioritized,” said Mitch Hermansen, director of development at Movember.

How to Get Involved

Companies are encouraged to register at movember.com and join the challenge by:

– Creating a company team.

– Joining the Construction Challenge or contacting Tyler Watkins at tyler.watkins@movember.com.

– Recruiting team members from across sites and locations, including Mo Sisters.

– Planning events such as a shave-down or a wrap-up party.

– Starting conversations about men’s health and encouraging open dialogue.

Participants can contribute to Movember in various ways, from growing a moustache to taking part in the Move Challenge, which involves running or walking 60 km to honour the 60 men lost to suicide every hour. Others can host events or create unique challenges to raise funds and awareness for men’s health.

“Movember is a fun, engaging campaign that resonates with this industry and tackles issues that directly impact its workforce,” said Hermansen. “The challenge allows us to work alongside leaders in the construction industry to drive meaningful change in workplaces and communities.”

Making a difference

Movember’s impact is significant, with over 50,000 Canadians participating in 2023, raising $20 million for men’s health. Since 2013, the organization has invested over $110 million into prostate cancer research and continues to fund mental health programs such as Movember Conversations, an online tool to support people in helping their peers with mental health issues. The Canadian construction industry is doing its part. Last year, the Construction Challenge raised $411,758. Ledcor was the top team, raising more than $109,000.

“We know that working in construction comes with stress factors that can have hidden psychological impacts,” said Edward Pyle, Vice President of the Saskatchewan Construction Safety Association. “Mental health concerns are as critical as physical hazards in our industry. We encourage the construction community to use this Movember challenge as an opportunity to have conversations with their teams and share resources to ensure everyone gets the support they need.”

Learn more and get involved here.

RSG International has announced a new partnership with Mark’s Commercial aimed at providing inclusive personal protective equipment (PPE) to all field employees across its businesses.

“We’re committed to providing PPE that goes beyond simply fitting men and women—we aim to offer safety gear that is inclusive for everyone, regardless of gender, religious beliefs, or background. The safety equipment that protects our workers should be accessible to all,” says Lisa Laronde, President of RSG International. “By focusing on inclusivity, we ensure that every team member feels valued and protected. Safety shouldn’t be one-size-fits-all; it should reflect the diversity of the workforce, allowing everyone to perform their best while staying safe on the job.”

As part of this initiative, RSG International has been trialling women’s shirts in the Health and Safety department at Powell Contracting, which has achieved accreditation under ISO 45001:2018, the global standard for occupational health and safety.

“For women in construction, finding PPE that fits well is a constant challenge. Most clothing is designed with men in mind and often doesn’t fit properly. When your equipment fits right, you can focus on the job without worrying about whether you’re properly protected,” says Jenn Eden, Health and Safety Manager at Powell Contracting.

RSG International has been collaborating with Mark’s Commercial for over a year, purchasing their VizLite vests, which feature illumination technology to enhance visibility in low-light conditions. These vests provide a crucial layer of safety for road workers, who often face life-threatening hazards due to poor visibility. The enhanced visibility helps mitigate risks posed by fast-moving vehicles and poor lighting.

“We take great pride in partnering with forward-thinking companies like RSG International and industry leaders such as Lisa Laronde, who prioritize employee safety and well-being,” said Adam Gaiser, Vice President of Mark’s Commercial. “Over the past year, we’ve been thrilled to work with Lisa and her team to develop innovative, inclusive PPE products that fit every member of RSG’s diverse workforce. By collaborating, Mark’s Commercial and RSG International are not only introducing new technologies like VizLite High Visibility PPE, but we are also making our product line truly inclusive—designing garments that accommodate all employees, including those specifically tailored for women.”

RSG International stated it is excited to test VizLite tape to further bolster its safety measures and assess its effectiveness in enhancing work zones and road safety.

The leaders of some of Canada’s top construction firms shared insights on overcoming challenges, promoting diversity, and embracing technology in a rapidly evolving industry at a recent high-profile panel discussion.

Andy Trewick, President and CEO of Graham; Kieran Hawe, President and CEO of EllisDon; and Jeff Watt, President of Ledcor, weighed in on pressing industry issues, offering their perspectives on what it takes to navigate today’s construction landscape.

The discussion was part of the Independent Contractors and Businesses Association’s Construction Innovation Summit.

Diversity and culture are key to resilience

Jeff Watt emphasized that diversity is a key factor in creating resilient construction businesses.

“Ledcor works across North America and in a variety of different industry sectors and geographies, and that diversity really creates resilience against industry disruption,” Watt said. “When one cylinder isn’t firing as well as it should be, the other cylinder sort of picks up on that.”

He also highlighted the importance of culture in the success of construction firms.

“Culture’s a really important attribute for a constructor,” Watt said. “We need to make sure that our people are incentivized to do it in a way that we want, and they’re actually doing it in a way where they’re able to use their skills and experience to solve the problems they face.”

Watt described how Ledcor’s culture is the sum of many smaller cultures across field and district levels, noting the importance of giving grassroots teams the space to develop ideas and solutions that are meaningful to them.

“It’s about listening to the innovations that come forward, focusing on grassroots missions, and celebrating how we do it,” he said.

The role of strategic flexibility

Graham’s Andy Trewick echoed Watt’s points, stressing that diversification is crucial in today’s unpredictable market.

“As one market is progressing, something else might be declining. We have to have a business that’s able to get through that,” Trewick said. “We need to be nimble, able to react to conditions, and have a business model that can flex and shift.”

As a CEO, I’m just the herder of cats. You develop tools through your career, but in the end, you’re trying to corral people to the same place.

Andy Trewick, Graham President and CEO

Trewick pointed out that a consistent organizational culture is vital as employees move within different units of the company.

“We want to have a similar culture so people feel like it’s always the same organization they’re working for,” he said, underscoring the importance of a unified cultural approach across Graham’s business units.

He also touched on the significance of having a clear strategic direction, rather than reacting solely to market conditions.

“We aren’t just reacting to the market. We have a clear path,” Trewick said. “Culture eats strategy for breakfast.”

Embracing technology and innovation

Kieran Hawe of EllisDon steered the conversation toward technology, noting the slow pace of technological adoption in the construction industry but pointing to exciting developments.

“We have about 300 technology people back in head office in Toronto, scrum masters, programmers,” Hawe said. “We’ve been running a gamut of three or four pilot programs annually.”

EllisDon has also started an accelerator program inviting startups worldwide to present ideas that could benefit the industry.

“Last year, we had a hundred respondents, we picked three,” Hawe said. “This year we have 160 applicants.”

Hawe noted the growing sophistication of these startups and their increasing understanding of construction needs. “These people are coming from Belgium, Australia… and they want to work with construction because we have a platform. At scale, we can push it out for them and it helps our industry,” he said.

He emphasized that while technology is progressing, the challenge remains in how to manage and apply it across diverse projects.

“One software doesn’t apply to all sectors,” Hawe said. “It’s exciting, but there’s a lot of heavy lifting.”

Addressing Risk in Mega Projects

The conversation turned to the rising complexity and risk associated with billion-dollar projects, which are becoming more common. Hawe pointed out the strain on experienced personnel, many of whom retired during the pandemic, leaving less-experienced people to take on large, complex projects.

“The contract model for these billion-dollar jobs is completely different,” Hawe said. “We’ve had to send more people to projects to make sure we have all the gaps covered.”

Trewick added that Graham is highly selective about the mega-projects it takes on, focusing on risk profiles and partnerships.

“We often lobby to get a project broken into smaller components,” Trewick said. “But owners aren’t always sophisticated enough to manage multiple packages, so they push everything into one bucket.”

Work hard on the weaknesses and blind spots. Set goals and tell someone about them, so you put some pressure on yourself.

Kieran Hawe, EllisDon President and CEO

The leaders all agreed that collaboration is essential to the success of large projects.

“These jobs don’t get built when people take positions and aren’t collaborative,” said Trewick. “In order to get one of those jobs over the line, you’ve just got to be collaborative.”

Watt shared concerns about how large projects can pigeonhole personnel into specific roles, limiting their development.

“On big projects, personnel and staff get kind of pigeonholed into one activity… they don’t have the same jack-of-all-trades perspective they get on smaller projects,” he said. “We need to use small projects as springboards to develop people.”

What makes a good leader

The panelists also shared their views on leadership, emphasizing that success in construction hinges on qualities like humility and initiative. Jeff Watt, who grew up working on a farm, underscored the importance of leaders taking ownership of problems and fostering a sense of community.

“You’ve got to take the initiative to solve problems,” Watt said. “The farm taught me that there’s really nobody else around to solve your problem, so you’ve got to do it.”

Andy Trewick echoed this sentiment, stating that leaders must be “team builders” who support collaboration across diverse groups.

“As a CEO, I’m just the herder of cats,” Trewick said. “You develop tools through your career, but in the end, you’re trying to corral people to the same place.”

Kieran Hawe added that self-awareness and setting goals are key to effective leadership.

“Work hard on the weaknesses and blind spots,” Hawe said. “Set goals and tell someone about them, so you put some pressure on yourself.”

Key Takeaways:

• For the first time in 35 years, the Professional Engineers Government of Ontario (PEGO) will take legal strike action after 20 months without a contract or a fair offer from the Ontario government.
• The strike is expected to affect Ontario’s ability to deliver and manage key infrastructure projects, including major highway expansions and the maintenance of existing infrastructure, as PEGO members oversee $185 billion in infrastructure development.
• PEGO members earn significantly less (30% to 50%) than engineers in other sectors, leading to critical recruitment and retention challenges, which could delay key government projects such as Highway 413, the Bradford Bypass, and expansions in Northern Ontario.

The Whole Story:

For the first time in its 35-year history, the Professional Engineers Government of Ontario (PEGO), the certified bargaining association representing Professional Engineers and Land Surveyors employed by the Ontario Public Service (OPS), will take legal strike action.

PEGO says the strike is in response to 20 months without a contract or a fair offer by the Treasury Board of the Government of Ontario.

PEGO-represented engineering and land surveying experts work in eleven ministries/agencies and perform project management, oversight and enforcement roles related to the provincial highway network, the Ontario Building Code, land surveying, fire safety, food and workplace safety, clean air, and safe drinking water. 

In addition to working on the government’s $185 billion dollar infrastructure building plans, PEGO members also oversee the maintenance of more than $85 billion dollars worth of already existing public infrastructure in Ontario including the 400 series highways. PEGO and the Treasury Board have in place an agreement as to the maintenance of essential and emergency services during a legal strike.

This strike will begin on Oct. 8 with PEGO members initiating a work-to-rule campaign. Subsequent escalation could include strategic withdrawals of labour by certain groups of employees in the PEGO bargaining unit for limited time periods.  

PEGO expects the labour dispute will impact the government’s ability to advance and deliver on key infrastructure commitments and to manage existing infrastructure and operations. PEGO officials stated that the action taken by PEGO members will be “responsible and targeted”.

“We are engineers and surveyors, we want to be building. We want to support Ontario’s ambitious infrastructure building agenda, but adequate engineering resources need to be available to deliver on it,” said PEGO President, Nihar Bhatt, P.Eng.

“These past 20 months without a contract have been exasperating because we have no time to waste, as we have watched colleague after colleague leave the public service for significantly higher compensation elsewhere thus depriving the government of the expertise it needs to deliver on its agenda.  We just can’t understand why the Treasury Board negotiators has been so slow to recognize that there is a problem, despite having the data and hearing from their own managers over and over again about this problem.  For nearly 16 months at the bargaining table, PEGO has presented offers and solutions that will help deliver the government’s agenda and ensure that the engineering resources are in place to ‘get it done’.”

PEGO stated that its members have been stretched to the breaking point. An analysis of the comparator market shows that PEGO members earn 30% to 50% less than they could earn in the broad Ontario market working for municipalities, other government agencies or the private sector.

Officials noted that PEGO members often write standards, direct the work and exercise oversight of professionals in these comparator employers. As such, recruitment and retention of engineering and land surveying experts have become key issues at the bargaining table. They believe mounting vacancies have now become critical and could result in significant project impacts and delays on key priorities of the government, including Highway 413, the Bradford Bypass and overdue expansion of highways in Northern Ontario.

“PEGO remains hopeful that a settlement can be reached and calls on the Premier to get his officials to the bargaining table with a fair offer that keeps Ontario’s infrastructure agenda on track,” said the group.

With B.C.’s provincial election just weeks away, voters will soon decide if they stick with the NDP or let someone else steer the province.

Construction and housing have been massive issues on the west coast. Each major party has put forward bold proposals, promising to address the housing shortage, streamline regulations, and invest in infrastructure.

BC NDP

The incumbent BC NDP, led by Premier David Eby, is prioritizing rapid housing construction and affordability improvements. Their plan to fast-track the factory-built home sector aims to reduce construction waste by 70% and harmful emissions by 43%. The NDP is creating a province-wide framework to streamline regulations and approve “ready-to-use” designs, potentially cutting months off the permitting process.

They’ve committed $1.29 billion to finance up to 40% of home purchase prices for middle-income families and aim to build over 300,000 middle-class homes. The party is also investing in skill training for home construction to address labor shortages. In healthcare infrastructure, they’re promising to build 5,400 new and replacement beds at long-term care facilities. The NDP plans to cut red tape for smaller, multi-unit developments, use public land for more housing, and continue capping residential rent increases at or below inflation. They’ve also announced a $36-billion investment in BC Hydro infrastructure over 10 years, supporting 10,500 to 12,500 jobs annually while expanding the electrical system for industrial development and housing.

Platform at a glance:

• Fast-track factory-built home construction to deliver homes in as little as 12 weeks
• Invest $1.29 billion to finance up to 40% of home purchase prices for middle-income families
• Build over 300,000 middle-class homes
• Cut red tape for smaller, multi-unit developments
• Use public land for more housing construction
• Continue capping residential rent increases at or below inflation
• Invest $36 billion in BC Hydro infrastructure over 10 years
• Double construction apprenticeship training
• Create a new Industrial Land Reserve to ensure space for economic growth
• Implement “ease of doing business” review to remove barriers for establishing or growing businesses

BC Conservatives

The BC Conservatives, under John Rustad’s leadership, are focusing on drastically reducing regulations and speeding up the construction process. Their platform includes streamlining permit and building approvals to 6 months for rezoning and development permits and 3 months for building permits. To stimulate rental housing construction, they propose introducing tax incentives for purpose-built rental properties. They also plan to repeal the Step Code policy and Net-Zero mandate, arguing this will significantly reduce construction costs.

The Conservatives aim to amend the Local Government Act to remove procedures they believe impede housing projects and establish a BC Development Tribunal to protect private property rights. They’re pledging $1 billion annually for sewer and water upgrades in municipalities that allow small-scale multi-unit housing. The party is also promising major infrastructure spending, including bridge expansions and highway improvements. Their approach emphasizes reducing government intervention in the housing market and prioritizing rapid development to address housing shortages. Rustad also wants to extend LNG project permitting times.

He Rustad been officially endorsed by Independent Contractors and Businesses Association (ICBA).

Platform at a glance:

Streamline permit and building approvals (6 months for rezoning/development, 3 months for building permits)

• Introduce tax incentives for purpose-built rental housing
• Repeal Step Code policy and Net-Zero mandate to reduce construction costs
• Amend Local Government Act to remove procedures that “kill housing projects”
• Establish BC Development Tribunal to protect private property rights
• Pledge $1 billion annually for sewer and water upgrades in municipalities allowing small-scale multi-unit housing
• Implement “Presumption of Compliance” law for certified builders
• Conduct forensic audit of BC Housing
• Reduce red tape for project approvals
• Fast-track George Massey Tunnel Replacement Project
• Explore Ironworkers Memorial Bridge replacement/expansion
• Extend permits for LNG projects
• SkyTrain extension to Newton

BC Green Party

The BC Green Party, led by Sonia Furstenau, is approaching construction and housing issues with a strong focus on affordability and environmental sustainability. Their ambitious plan includes building 26,000 affordable rental units per year, significantly higher than current construction rates. They propose utilizing public land for non-profit housing and have allocated $1.5 billion for affordable housing initiatives.

The Greens are advocating for the introduction of vacancy control to prevent rent hikes between tenants, a policy aimed at long-term affordability. In line with their environmental priorities, they plan to stop new LNG projects and phase out gas production, which could impact certain types of industrial construction. Instead, they propose investing heavily in renewable energy sources such as solar, which could create new opportunities in the green construction sector. The party’s approach to construction and development is deeply intertwined with their climate action goals, emphasizing sustainable building practices and energy-efficient housing. They also support densification and transit-oriented development to reduce urban sprawl and promote more sustainable communities.

Platform at a glance:

• Build 26,000 affordable rental units per year
• Utilize public land for non-profit housing
• Allocate $1.5 billion for affordable housing initiatives
• Introduce vacancy control to prevent rent hikes between tenants
• Stop new LNG projects and phase out gas production
• Invest in renewable energy sources, such as solar
• Focus on sustainable building practices and energy-efficient housing
• Support densification and transit-oriented development
• Prioritize environmental considerations in construction and development projects

As the construction industry faces rapid changes in technology, market demands, and workforce challenges, two prominent construction leaders shared their stories of navigating growth, focusing on people, and embracing innovation.

Mike Maierle, founder and president of ETRO Construction, and Justin Bontkes, founder and principal at Caliber Projects, sat down to discuss their experiences and insights during the ICBA’s recent Construction Innovation Summit.

Humble Beginnings to Industry Success

Maierle founded ETRO Construction in 2015 with a clear vision to do things differently. Starting from his basement with a folding table, a modest cash reserve, and a drive to innovate, he was determined to create a diverse construction management and contracting company.

“I wanted to do my own,” Maierle shared. “It was a struggle the first year, you know, not enough cash, not enough opportunities, learning on the fly, and trying to set a processes and procedures, and really building a team.”

Today, ETRO operates across residential, institutional, and retrofit projects, with a focus on diversification to stay resilient amid changing market dynamics.

Bontkes’ story began during the 2008 subprime mortgage crisis, which left him jobless and with few opportunities.

“If you can’t work for someone, you may as well start your own company,” Bontkes said.

He started Caliber Projects in 2009, initially focusing on renovations and single-family homes. It took a decade of hard work and persistence to grow Caliber into a recognized builder of multi-family and commercial developments in the Fraser Valley.

People First: Building teams and culture

Both leaders emphasized that their success has been largely driven by focusing on their teams. For Maierle, it’s all about creating opportunities for growth.

“My goal, personally, is to train and mentor the next generation of construction professionals,” said Maierle. “I would much rather hire a 22-year-old carpenter, train that carpenter the ETRO way to become a superintendent and to become an executive leader.”

He believes that a key to retaining top talent is providing clear career paths early on and making employees feel valued.

Bontkes also highlighted the importance of personal development, both for himself and his team. He credits his turning point to reading the book Scaling Up by Verne Harnish, which motivated him to hire a coach and adopt a culture of continuous learning.

Similarly, Caliber Projects has embraced open-book management, a system that involves sharing financial information with all employees and connecting bonuses to the company’s success.

“All employee bonuses are are attached to the success of the organization,” Bontkes explained. “Providing people with the information they need to make a difference is hugely impactful. It’s been hugely revolutionary in attracting people and keeping them.”

Caliber Projects has three core values: “Own It, Crush It, Love It.” These values guide how the company operates and interact with its clients and team members. “Love It”, in particular, stands out as an uncommon value in the construction industry, but for Bontkes, it’s essential to foster an environment where team members genuinely care about each other and their work.

Continuous improvement and innovation

Maierle and Bontkes both stressed the importance of innovation and strategic thinking. At ETRO, Maierle has embraced “Horizon Thinking”—a focus on the long-term view of the company, 30 years down the line.

“We invest significantly into the next 10, 20, 30 years,” Maierle said. “We’re putting 25-30% of our earnings back into improvement, focusing on people, processes, and strategic initiatives for the future.”

ETRO has established dedicated departments for innovation and strategic initiatives, employing roles that most companies their size would not have. This forward-thinking approach has allowed ETRO to continuously improve, capturing data from previous projects to enhance future performance.

“For us, the framework has always been about continuous improvement,” Maierle said.

Addressing challenges in hiring

Despite their successes, both leaders acknowledge that hiring the right people remains one of the biggest challenges in the construction industry. Bontkes candidly shared his mistakes in hiring and emphasized the importance of value alignment.

“Often, people can fake it and get through interviews, but it doesn’t take long to see if they’re not a fit,” he said. “One of our biggest issues is we hire the wrong person, they come in and then we don’t let them go quick enough, because we just need people to do the work. But before you know it they are causing problems and actually dragging productivity down.”

Maierle echoed similar sentiments, emphasizing that skill is important, but culture fit is even more crucial.

“We focus on people who are accountable,” said Maierle. “What we talk about is being accountable to the person beside you.

He noted that establishing a deep sense of care for others as a core value has helped the organization grow and attract the right kind of worker.

Both leaders also spoke about the importance of selecting the right clients.

“You come through this evolution to figure out who you are as an organization, how you’re gonna operate. At a certain point, you realize that there’s actually clients that are not aligned with the values that you stand for,” Bontkes said. “It’s about making sure that we don’t get into a long term contract with somebody that is not aligned.”

Embracing technology

Looking ahead, both Maierle and Bontkes see technology playing a key role in transforming the construction industry. Maierle, for instance, spoke about setting up a 10,000-square-foot prefab “supermarket” to experiment with prefabricated construction elements.

“We need to change the dynamic of how we build,” he said. “The trades following each other in a disorganized fashion with materials up and materials down is what’s causing so much of our productivity and financial challenges.”

Bontkes also stressed the need for the industry to attract young people by showcasing construction as a viable, fulfilling career path.

“We need to do a better job of selling the vision,” he said. “We have to show and share what it can be like to have a career in construction.”

Both leaders are optimistic about the future but acknowledge that the industry must be bold and willing to change.

“If you’re not making changes and transforming your business, you will be redundant. You will be jumped over by the next group,” said Maierle.