Category: People

Cropac Equipment

New equipment gets lined up for the winter season.

Matea Herauf

A worker with Standard General Calgary flashes a smile while on the job.

Dialog Architecture

The project team celebrate the completion of the building structure for The Hive in Vancouver.

Emil Anderson Group

Emil Anderson Group crews enjoy an epic B.C. sunset.

StructureCraft

Experts from StructureCraft conduct research with wood products

Kiewit Corp

Project Engineer Megan Rich takes a paws to appreciate her four-legged colleague. 

Metrolinx

The Verona System maintains train service during construction.

Ventana Construction Corp.

Ventana Crews are making progress at their Southlands site.

Chris Smith

Alberta-based custom woodworker Chris Smith carefuly recreates the cab of some heavy machinery.

MGI Corp

Demolition of the soya sauce factory in Leslieville.

Tieback Siteworks Inc.

Crews demonstrate the important of post grouting.

The shot of the month goes to …

Ledcor

Ledcor Technical Services ties up their boat.

Key Takeaways:

• The Tailgate Toolkit program, a collaboration between the City of Calgary and the Calgary Construction Association (CCA), aims to address substance use and mental health challenges among construction workers through access to support programs, targeted training, and awareness initiatives.
• Funded with $283,000 through Calgary’s Mental Health and Addiction Investment Framework, the program underscores the city’s and CCA’s dedication to fostering safer, healthier workplaces while improving the quality of life for workers in Calgary’s construction industry.
• Originating from a successful pilot by the Vancouver Island Construction Association (VICA) and inspired by findings from the 2018 BC Coroner’s Report, the program has demonstrated its effectiveness in addressing substance use issues within the construction industry and is now tailored to Calgary’s unique needs.

The Whole Story:

The City of Calgary and the Calgary Construction Association (CCA) announced that they have joined forces to launch the Tailgate Toolkit recovery resource pilot program to help workers struggling with substance use or mental health issues.

Funded by the city through the Mental Health and Addiction Investment Framework with an investment of $283,000, the program will provide access to support programs, and promote safer workplaces across construction sites in Calgary.

“Our industry recognizes the responsibility we have to prioritize the well-being of all construction workers,” said Bill Black, President and CEO of the Calgary Construction Association. “By collaborating with The City of Calgary to bring the ‘Tailgate Toolkit’ to our community, we aim to equip workers and site supervisors with the resources they need to address substance use issues with compassion and informed support, ultimately fostering a safer, healthier and resilient workforce.”

Originally developed and successfully piloted by the Vancouver Island Construction Association (VICA), the CCA is expanding the program to address the unique needs of Calgary’s construction industry. Through tailgate meetings, targeted training, and engagement, the program raises awareness of the resources available to workers struggling with substance use while connecting them with recovery and support services.

“Collaborating with the Calgary Construction Association allows us to tackle these critical issues head-on,” said Mayor Jyoti Gondek. “Our investment in the Tailgate Toolkit program demonstrates our commitment to improving the quality of life and work conditions for Calgarians in this key industry.”

After successful partnerships with Island Health in 2017 & 2021, VICA expanded their Tailgate Toolkit Harm Reduction program provincially, with the support of the Ministry of Mental Health & Addictions.
The precedent for the original project came from the 2018 BC Coroner’s Report “Illicit Drug Overdose Deaths in BC: Findings of Coroners’ Investigations” which investigated demographic trends among those who had lost their lives to a drug poisoning event. The construction, trades, and transport industry are overrepresented – of the 44% of people who were employed at the time of their death 55% worked in the industry.

Key Takeaways:

• Tom Sparrow, with over 35 years of experience in construction and infrastructure management, is recommended as Winnipeg’s first Chief Construction Officer (CCO). He has led high-profile projects across Canada, including hospitals, schools, and data centers, with values exceeding $1 billion.
• The CCO position aims to enhance infrastructure governance, improve project management, and increase competition for city projects. Sparrow’s first task, pending City Council approval, will be overseeing governance improvements for the North End Water Pollution Control Centre, a multi-billion-dollar initiative.
• The unanimous recommendation by a search committee of councillors and city officials highlights confidence in Sparrow’s qualifications. Mayor Scott Gillingham emphasizes the importance of the CCO role in addressing cost control and strategic project management challenges for the city.

The Whole Story:

Winnipeg Mayor Scott Gillingham’s campaign pledge to create a Chief Construction Officer (CCO) to provide expert guidance on infrastructure and construction policy is moving closer to reality. This month, a City Council search committee unanimously recommended Tom Sparrow for the position.

Sparrow brings more than 35 years of experience in construction and infrastructure management across both the public and private sectors to the role. He has led major projects including hospitals, schools, airports, and data centres across B.C. and Yukon, with project values ranging from tens of millions to over a billion dollars.

A seasoned public service leader, Sparrow previously served as a Director with Public Works and Government Services Canada and advised the Office of the Auditor-General of Canada on infrastructure issues from 2015 to 2018. He is a certified Professional Project Manager and holds a Master of Science from the University of Victoria and an MBA in IT Management from Athabasca University.

Councillor Brian Mayes, chair of the search committee, expressed confidence in Sparrow’s capabilities, stating, “Mr. Sparrow is more than qualified to help City Council and City Hall navigate complex strategic infrastructure challenges – including the effort to get more bidders and more competition for City projects, for example.”

Mayor Gillingham emphasized the urgency of the role, noting, “Just this month, auditors have said we need to improve project management to control costs on major initiatives like the North End Water Pollution Control Centre. If City Council approves this appointment, improving governance for this multi-billion dollar project will be the first file on Mr. Sparrow’s desk.”

The search committee consisted of three City Councillors – Brian Mayes (St. Vital), Jason Schreyer (Elmwood-East Kildonan), and Shawn Dobson (St. James), alongside senior representatives from the City Public Service and the Mayor’s Office. Their recommendation will go to City Council for final approval at the January 30, 2025 meeting. Pending approval, Sparrow is expected to begin his role no later than April 1, 2025.

Sparrow’s recent leadership roles include:
• Chief Project Officer, Cowichan Secondary School Replacement ($87M)
• Project Advisor, Victoria High School Redevelopment ($100M) & Cedar Hill Middle School ($46M) & Langley School District Smith Campus Project (Middle School & Secondary School) ($312M)
• VP, Project Delivery, Iris Energy – Led the design & construction of two institutional data centers (50MW & 80MW)
• Chief Project Officer, North Island Hospitals Project ($606M) & Royal Columbian Hospital ($1.4B) & Fort St. John Hospital and Complex Care Project ($302M)

Key Takeaways:

• The first half of the new five-lane Steveston Interchange is now complete, with westbound traffic beginning to use the new structure on January 16, 2025. Eastbound traffic will follow once road tie-ins are finalized.
• When completed, the new interchange will improve traffic flow with three westbound and two eastbound lanes, enhance regional transit access, and provide safer pedestrian and cycling infrastructure, including sidewalks and separated bike lanes.
• The full Steveston Interchange is scheduled for completion in fall 2025. In the interim, the removal of the old crossing and subsequent construction phases will involve lane closures and diversions, potentially causing delays for drivers. The project is part of the larger Highway 99 Tunnel Program.

The Whole Story:

Construction of the new five-lane Steveston Interchange has hit a major milestone with the first half of the new crossing now complete.

Westbound drivers on Steveston Highway will begin using the new structure the morning of Thursday, Jan. 16, 2025.

“This is a major step in a project that will improve how people get around in our communities,” said Kelly Greene, MLA for Richmond-Steveston, on behalf of Mike Farnworth, Minister of Transportation and Transit. “When completed, the new five-lane Steveston Interchange will improve connections between Highway 99 and Steveston Highway to reduce queuing for vehicles in all directions, while improving regional transit and cycling connections. Whether you’re taking your kids to hockey practice at Richmond Ice Centre or supporting local businesses, the new interchange will help get you there faster.”

The traffic changeover will begin with westbound Steveston Highway traffic routed to the new structure overnight tonight, Wednesday, Jan. 15. Once all road tie-ins have been completed, eastbound Steveston Highway traffic will be moved to the new structure and removal of the old crossing will begin.

The removal of the old Steveston Highway crossing will take three weekends to complete and will require lane diversions on Highway 99 and periodic lane closures on Steveston Highway to allow for safe removal of the structure. During this work, drivers can expect delays and should plan alternative routes. Details of these closures will be communicated as dates are confirmed.

Once the old crossing is removed, work will begin on the second half of the new interchange. The new Steveston Interchange will have three westbound and two eastbound lanes to improve traffic flow. It will also provide better access to transit stops and safer pedestrian and cycling connections across Highway 99, with sidewalks and separated bike lanes on both sides of the overpass. The new interchange is scheduled to be finished in fall 2025.

The Steveston Interchange Project is a key part of the Highway 99 Tunnel Program and is being delivered in advance of the new tunnel project.

From transforming self-storage facilities into cutting-edge, multi-story solutions to navigating the complexities of the COVID-19 pandemic, Prism Construction’s journey reflects resilience and adaptability. We caught up with Omar Rawji, who took the helm as CEO in 2022 after over a decade with the company. He shared insights into Prism’s keys to success, emerging trends in construction, and the opportunities shaping B.C.’s building landscape.

SiteNews: With a decade and $2 billion in construction under your belt at Prism, tell me about the growth you have seen during your time leading the team.

Omar Rawji: Since becoming CEO in 2022, and during my time as VP starting in 2011, I’ve watched Prism grow steadily—not only in the scale of the projects we handle but also in the variety of markets we serve. 

While we’re based in the Lower Mainland, we have worked in nearly every major city across Canada. No matter the location, our approach has remained consistent: staying true to our design-build philosophy, prioritizing quality and keeping our commitments to our clients. 

Over the past decade, we’ve consistently tackled large, multi-million dollar projects, with 60% of our business coming from repeat clients. Hayden Drilling is a great example—a long-term partner who has trusted us with three major projects since 2008, including our most recent development on #5 Road in Richmond. 

These enduring partnerships are a testament to the trust we’ve built over the years and continue to drive our growth.

Another significant contribution to the construction landscape: Prism pushed the evolution of mini storage buildings, transforming them from single-story, drive-up buildings to advanced, multi-story, climate-controlled structures. 

Our self-storage projects have set a new standard in the industry, enhancing the functionality and security of these spaces while meeting the rising demand for flexible, high-quality storage solutions. We’re proud of the impact we’ve made in this sector and the lasting improvements we’ve helped bring to the design and use of self storage facilities.

One of the greatest challenges I’ve faced as CEO has been navigating the effects of COVID-19 from the rush of economic activity to subsequent slowdown. The pandemic disrupted the labor market in ways no one could have predicted and the construction industry faced rapid increases in pricing and material costs. 

In response, we had to adapt quickly—working closely with our suppliers to secure materials and manage costs effectively while maintaining our commitment to pricing and quality. We prioritized flexibility and transparency with clients, keeping them informed and working together to manage expectations during these unpredictable times.

Overall, the growth I’ve seen at Prism is a result of our expertise, built up through decades of experience. 

What would you say are some of your biggest keys to success? 

Some of our biggest keys to success are rooted in a few key practices. 

First, we prioritize reliable and realistic budgets from the outset, and we have a longstanding track record of keeping promises to our clients—three decades of successful projects and repeat clientele are proof of this. 

We also focus on training top talent from within, ensuring our team consists of experts who are among the best in the field. Their knowledge and commitment to excellence are key to delivering high-quality results. 

Finally, we emphasize open communication and proactive problem-solving, which allows us to address challenges swiftly and effectively.

Where do you see the biggest opportunities in B.C. for builders? 

B.C. is a dynamic market with several promising opportunities for builders. The biggest areas I see are:

1. Affordable Housing: As housing prices continue to rise, there’s a significant need for more market and below-market housing options. Builders who can deliver cost-effective, high-quality residential projects will not only help address this urgent need but also secure long-term growth opportunities. Government initiatives to support affordable housing are expected to increase, making this a high-impact area for builders who are willing to innovate and find creative solutions.

2. Mixed-Use Urban Developments: With B.C. cities facing continued population growth, there’s a rising demand for mixed-use developments that integrate residential, commercial, and recreational spaces. Builders who can create innovative, sustainable communities that combine living, working, and leisure in one place will be at the forefront. As land becomes more limited, these types of projects will play a key role in shaping B.C.’s urban landscape.

3. Tech and Innovation Infrastructure: As B.C. continues to emerge as a leading hub for technology and innovation, there’s a growing demand for specialized infrastructure to support industries like AI, cloud computing, and biotech. Builders who can create high-tech, energy-efficient facilities such as data centers, research labs, and innovation hubs will have a significant advantage. 

What are the biggest trends or changes you are seeing in construction? 

There are several key trends shaping the future of construction:

• Urbanization and Density: As B.C.’s cities grow, the demand for high-density, mixed-use developments is rising. Developers are thinking more vertically to address population pressures while trying to maintain affordability in urban centers.
  
• Skilled Labor Shortage: The industry is grappling with a shortage of skilled workers, and we’re seeing an increasing reliance on automation and robotics to fill labor gaps, especially in repetitive tasks like material handling and prefabrication. At the same time, initiatives like upskilling programs and immigration are crucial to bring in the talent we need.
  
• Digital Transformation: Technologies like AI, drones, and digital twins are reshaping the way we manage projects. These innovations allow for better planning, improved collaboration, and enhanced cost efficiencies across the board.
  
• Sustainability and Net-Zero Goals: As regulations tighten around environmental performance, there is a greater push towards energy-efficient designs and green technologies. Sustainability is no longer just a trend—it’s becoming a necessity as clients demand environmentally responsible buildings that meet net-zero standards.

Beyond these overarching trends, we’re also seeing significant changes within the industry:

• Multi-Use Business Parks: A key change in the commercial sector is the rise of multi-use business parks, which combine office, retail, and industrial spaces into flexible environments that can adapt to changing market needs. This shift reflects how companies are looking for more versatile spaces that offer operational efficiency and cost savings.
  
• Self-Storage Demand: With increasing urban density, we’re seeing growing demand for high-efficiency self-storage facilities. These projects are evolving to meet the needs of urban residents and businesses looking for secure, convenient storage solutions in crowded areas.
  
• Adaptive Reuse: The adaptive reuse of existing buildings is becoming a prominent strategy in urban areas. As cities become more congested, converting underutilized industrial or commercial spaces into modern residential or mixed-use developments is an effective way to meet housing and business needs while minimizing environmental impact.
  
• Specialized Facilities: The demand for specialized facilities like luxury auto showrooms, food processing plants, and data centers is increasing as B.C.’s economy diversifies. These projects require unique design solutions tailored to specific industry needs, reflecting how the market is evolving toward more niche, customized spaces.

These trends and changes highlight the industry’s growing need for flexibility, innovation, and sustainability. As builders, we must be prepared to adapt quickly to these shifts, whether through technology, new design approaches, or the ability to meet the specialized demands of emerging industries.

As the industry shifts, what is Prism doing to adapt?

Prism is committed to staying ahead of the curve by embracing smart technologies and sustainable practices. We’ve integrated AI into many facets of our organization to enhance efficiency, improve cost management, and create future-ready buildings.

As client priorities evolve, we’re focused on creating customized, energy-efficient spaces that offer long-term adaptability. Clients want buildings that not only meet today’s needs but can also accommodate future growth and change. To help with this, we’re using advanced design tools that allow clients to visualize their projects early on, make data-driven decisions, and ensure long-term value.

In addition, we’re actively addressing the ongoing challenges of supply chain disruptions and cost management by streamlining workflows, strengthening relationships with suppliers, and being proactive in managing budgets and timelines. As regulations shift and new policies are introduced, we’re staying agile and ready to adapt, ensuring that our projects remain resilient no matter what changes may come.

As you hit some of these big milestones, what are some projects that stick out in your mind as being most significant for you and why? 

A few projects stand out as defining moments in our journey, each demonstrating our ability to tackle unique challenges and push the boundaries of what we can achieve.

For instance, Bridge Studios is a highlight, where we built Canada’s second-largest fossil-fuel-free movie studio. Bridge Studios is known for having major productions companies like Netflix and Amazon Prime utilizing their facilities.

Our extensive work in self-storage also comes to mind. Transforming outdated facilities for clients like Public Storage and Maple Leaf Storage into modern, multi-story, energy-efficient spaces exemplifies how we adapt to meet evolving market needs.

Finally, our cold storage projects for companies like Konscious Foods and Centennial Food Service stand out because they support the critical infrastructure behind sustainable and locally sourced food systems. These facilities are essential for industries driving a healthier and more sustainable future.

Construction lawyer and partner with Jenkins Marzban Logan LLP Vanessa Werden has a long history of service excellence and giving back to the construction community. In December, she joined the BC Road Builders & Heavy Construction Association (BCRB) as its new Board Chair. 

Werden previously served as a Director and then Vice Chair, spearheading the formation of the BCRB’s Women in Road Building Committee. The Committee’s mandate is to promote initiatives and host programs that focus on attracting and retaining a more diverse cross section of the population to the vast array of jobs available in the road building, maintenance and infrastructure sectors. It’s a topic she has always been passionate about. She spent six years on the board of Canadian Construction Women, including a 2-year term as President, during which time she mentored countless women, spoke at conferences, and led the board of directors in the process of awarding 20 $1,000.00 bursaries to women pursuing trades or construction-related education and training. 

As an expert in construction law with more than 13 years of experience, Werden has also worked to pass her knowledge on to others. From 2014 to 2018, she was an adjunct lecturer for the UBC Civil Engineering program course, “Law and Contracts in Civil Engineering”, providing lectures on the topics of contracts, delay claims, builders liens and surety bonds. Each year since 2017, Vanessa has been a guest lecturer for the UBC Masters of Engineering Leadership Program, delivering a lecture on complex construction disputes. She regularly delivers seminars at conferences, such as Buildex Vancouver. In 2023 and 2024, she was voted by in-house counsel as a Thomson Reuters “Stand-Out Lawyer”. Werden’s firm acknowledged her expertise and drive to succeed by making her the first female equity partner in their construction group.

We caught up with Werden to get her thoughts on construction law, road building and her new role as Chair at BCRB. 

SiteNews: As an award-winning lawyer who specializes in the construction sector, can you explain the role you play in the construction process? 

Vanessa Werden: There are many different types of lawyers who aid parties in the construction process, from navigating regulatory processes to land acquisition, or contract drafting and claims. I typically serve my clients by providing advice that is proactive and forward-thinking (such as contract drafting or negotiation), aimed at mid-project risk management (such as identifying and preserving contractual or other legal rights, including preservation of potential or active claims), or post-project advocacy (such as prosecuting or defending claims for delays or cost overruns). Regardless of the stage of the project, a key part of my role is to give my clients an objective and realistic assessment of the situation so that they are empowered to make informed decisions. I strive to provide exceptional service, not only by providing timely and pragmatic advice, but also by trying to understand the dynamics of the particular relationships at play, the nature of each project, and my client’s short and long-term objectives, which can vary depending on the size, type, and priorities of each client.

What are some of the toughest legal issues you’ve had to tackle?

Complex construction disputes always come with challenges, whether that means substantiating a death-by-1000-cuts cumulative impact delay claim, trying to find a way to explain to a judge why building a stadium roof required state-of-the-art engineering and equipment, or finding the right experts to write a report for an arbitrator on why geotechnical conditions 100 meters below ground caused a year of delay. Aside from the legal and factual issues, there are often relationship or human dynamics at play, and to achieve a resolution (whether that means signing a contract or obtaining a settlement), I need to determine what each party is willing to compromise without sacrificing my client’s ultimate objective.

What is the single best piece of advice someone has given you during your career?

Pay it forward. That mindset put me on a path to build relationships and explore opportunities, which in turn have been the foundation of the practice that I have been able to build over the past 13 years. During law school I was recruited by one of the top construction litigation boutiques in the Province. Within a couple of years, I had decided that I was going to build a legal career serving the construction industry. I then set out to learn about my clients and potential clients, their values, their ambition, and how I could give back to the construction community. By getting involved in the construction and legal communities I serve in my practice – by sitting on boards, leading committees, giving out bursaries, lecturing at UBC, mentoring young people, and speaking at conferences – I have developed a deeper understanding of the industry itself, different sectors, how construction participants operate and what drives them to achieve and maintain success.

This isn’t your first role at the BC Road Builders and Heavy Construction Association. When did you get involved and what prompted you to connect with the group?

After I served on the board of Canadian Construction Women for six years and passed the President torch in 2020, I was seeking an opportunity to contribute to another industry organization. My firm has a long history with BCRB. One of our founders, Bob Jenkins, was a regular attendee at events for many years before he was a judge. It seemed like a great fit in terms of my practice areas, advocacy and communication skills, and board experience. I proudly serve several members in my practice and have been able to contribute my time and skills to initiatives that are important to their sectors.  

As Vice Chair of the Association, you founded the Women in Road Building Committee and throughout your career you have mentored women and provided opportunities for them to begin construction careers. What does the industry need to do to recruit and retain more women? What sort of impact can it have when we see women not just in construction, but in leadership roles in the industry?

Unfortunately, there is no simple answer to these important questions. When I speak with women who work in construction about this issue, they raise a range of concerns from safe accommodations at remote sites, to cleaner hygiene facilities, to societal gender stereotypes, to flexible work hours and childcare costs. Some of these are larger scale societal challenges but others can certainly be tackled by employers. Many have implemented policies and practices to address some of these issues and are seeing results in the diversity and retention of their workforce.

I recently had a conversation with a superintendent in the road construction and paving sector about the subject of attracting and retaining women. Her view is that while the focus and efforts on attracting women to the field are getting some results, many women still leave construction because of the way they are treated when they get there, including harassment, microaggressions, and being overlooked for leadership roles. Some of the critical pieces of progress are representation, mentorship/relationship building, and identifying and consciously changing biases.

Retention has a direct link to representation. When individuals can see themselves reflected back from a leadership position, they are more likely to believe that they can achieve the same. There is simply less room for imposter syndrome in the face of representation.

Showcasing examples of diverse leadership is key, but just as important and impactful is mentorship and relationships within the industry. Associations like BCRB and the Women in Road Building Committee help women to find each other, providing the opportunity to make these meaningful connections outside the workplace, where they may otherwise be limited or unavailable. I encourage employers to participate in initiatives and programming, including encouraging up and coming employees to attend events. 

Another important factor is that people who are in positions of power or leadership and have the ability implement change at a management or policy level. Efforts cannot stop at issuing policies and distributing handbooks. When those in leadership positions take action in uncomfortable situations, they make clear that there are expectations and boundaries in the workplace, they promote a workplace culture that is actually safe and inclusive. I think in the current climate, there are less overt instances of harassment or sexism (though it does still occur); but a lot of the work that still needs to be done is addressing our unconscious biases that are hidden in cracks and crevices that we sometimes do not even realize are there. It takes time and effort to erode the layers of decades of socialization about gender roles or gendered competencies. It comes down to looking for potential in all people and ensuring that when we are making decisions on hiring and promotions, we are not defaulting to making decisions that are influenced by unconscious biases.

What is one thing you didn’t know about the road building sector that you have learned since joining the association?

I have long been aware of the importance of maintenance and construction of highways, roads and bridges for connecting communities and keeping people safe. What I was surprised to learn is that there are nearly 3,000 bridges connecting BC communities!

What areas of focus can we expect to see from the association in the coming year? 

Going into 2025, it is an exciting time and there are good reasons to be optimistic, despite some challenges on the horizon. We have an opportunity to build on the momentum that the Association currently enjoys in terms of a progressive and innovative membership, existing relationships with government, of which we should be very proud. We have set the Association up with opportunities and tools to tackle potential challenges and keep things moving in the direction that our membership deserves. We have the attention of several stakeholders who are very interested in hearing what the membership views as progressive changes to procurement models, contracting, and current issues such as commodity price fluctuations. I look forward to working with leaders to connect with stakeholders, engage in meaningful discussions on these issues, and build lasting relationships.

What are some ways the construction industry can get involved in the association and have an impact? 

There are countless opportunities. Some of the 2025 highlights will be:

• Participating in events and taking advantage of networking opportunities at the Association’s signature events, such as the Annual Ivan Hanchard Charity Golf Tournament, the Fall Conference, and the Annual General Meeting & Winter Celebration; 
• Training in a variety of areas, including Road ReadyBC (https://roadreadybc.ca/); and 
• Visiting one of the stops of The RoadShow (https://bcroadshow.ca/). We are always grateful to have volunteers from member companies assist at RoadShow stops and events.  

Safety is complicated. 

Especially if you are a massive general contractor with hundreds of construction sites and tens of thousands of workers that span multiple continents. This has led to the rise of digital tools that are rapidly becoming a must-have in the sector. 

Mark Bryant, Chief Information Officer for PCL and his team is a good example of an organization who has invested significant effort in technology to improve employee engagement and on-site safety. “It allows us to get a good grasp on risk across a significant growing company that operates on two continents,” said Mark Bryant, Chief Information Officer for PCL, one of Canada’s largest general contractors. “Providing a central reporting and management system for our team and all the employees that use it across 1,000 job sites is what it’s all about.” 

Ben Leach, Co-Founder and CEO, and his team at HammerTech saw this need early on and have spent that past decade refining their safety engagement platform.

“We are 10 years on and we’ve still got a roadmap that is focused on safety; it just goes to show how complex safety processes are.” 

Leach began his career over 25 years ago as a site engineer in Melbourne, Australia. Early on, he was assigned to a safety role. He noticed the industry’s inefficiencies in safety management, particularly the heavy administrative burden.

“A lot of it was just administrative work… making sure that you’re documenting every person and piece of equipment that’s coming on site… but you weren’t doing what I think is the most important part which is being out in the field engaging with workers and supervising the risk.”

This was how HammerTech was born in 2013. While many other solutions have sprung up since then, Leach believes it takes time and effort to be able to handle the nation’s largest contractors’ safety needs.
Leach and his team’s construction safety software platform aim to move safety beyond compliance. He believes that by measuring worker and subcontractor engagement with safety processes – in addition to digital processes and comprehensive leading safety data – contractors can make safety a team sport.   

The times are changing

When he first arrived in North America he found that many large, sophisticated builders still had basic safety programs. Leach also saw significant challenges due to limited connectivity on job sites and workers using outdated devices. This lack of modern technology made it difficult to engage subcontractors and workers. 

Today, improved connectivity and the ubiquity of personal smart devices have transformed the landscape. Workers are now accustomed to using their phones for various tasks, and it’s expected they’ll use tools like HammerTech as part of daily operations. 

Leach emphasized that while artificial intelligence is often spotlighted for its “flashy” features, the real value lies in efficiency gains from speeding-up low-value paperwork and leveraging data to enhance decision making that improve safety on-site. What’s valuable today and what HammerTech focuses on is embedding practical AI solutions that address the actual problems faced in the field, rather than adopting generic AI applications.

Now he is witnessing a shifting mindset where firms are seeking comprehensive platforms that not only manage safety documents but manage workflows with subcontractors and workers and also harness data to improve safety outcomes. “Companies are starting to identify that they need something more,” Leach said. “Something that goes beyond documentation to actually consuming the data that comes from all that work.”

He believes that the need to attract labor to overcome shortages as well as protecting the reputation of general contractors and their clients are some of the main factors driving this shift. But there are also major big regulatory updates that are having an impact. 

Ontario recently introduced sweeping legislation that would increase fines for employers and boost sanitary requirements. And new court decisions are redefining the responsibilities owners and general contractors have when it comes to incidents involving subcontractors. 

Leach noted that clients now regard HammerTech as one of the top three critical technologies in their operational stack, alongside project management and financial management tools. 

“The things that come outside of these are the nice-to-haves,” he said. “When you’re building a software business, you always want to be a need-to-have.”

Finding a good fit

The importance of safety management software is clear when looking at PCL Construction, one of the largest general contractors in the country and North America. They built their own solution, SMC, more than a decade ago. But they began to outgrow it. With more than 1,000 job sites across two continents, they needed something more robust. They spent several years planning for either upgrading their current system or transitioning to something better. 

“We knew that our SMC system needed to be replaced or rebuilt,” explained Jim Barry, PCL’s Vice President of Health, Safety and the Environment. “Our system was quite intelligent and we wanted to match up with a new system that would provide all the same benefits and then some.”

The search was extensive. PCL wanted something that could handle all the reports and analysis required for its large teams and also be easy to use by thousands of workers and their different smart devices on site. 

“We deal with about 50,000 people in one day so we wanted to create a venue where they could get the information they need and do what they need to do. We wanted a system that could encompass everything we do,” said Barry.

Barry noted that not only could HammerTech do all the things it wanted—hazard analysis, online orientations, document tracking and more—it was smarter than its competitors, and worked with whatever device a worker was using.

“We chose HammerTech because it offered a level of maturity above and beyond the digitization process that we had in place,” he said. 

More than megabytes 

Recent years have seen many tech companies enter the construction space.

“I wake up in the morning and probably have 15 companies on a daily basis that would like to sell us some new technology,” said Bryant. “And during the past 12 months it’s been more AI magic dust than anything else.”

To sort through these solutions, PCL has an extensive vetting process which includes testing a tool’s technical prowess and going through a detailed security checklist. They also require open, accessible cloud-based solutions so PCL can manage, maintain, organize and access data when they need to. It also has to be easily used in the field by a wide range of phones, tablets and laptops. 

“We look for companies that can act as an extension of PCL,” said Bryant. “We look for partners not suppliers.”

Their process involves more than technical details. They also are careful about the culture of companies they partner with.  

“With HammerTech, we tried it, we played with it, we put it into the field, we did a very good pilot,” said Barry. “We wanted to part with a group of people who had the same values and guiding principles as us. Safety is so dear to us. We need our partners to be the same way. We also wanted a group that we were going to grow with. We know that safety is constantly evolving and we wanted to be on top of it with a partner that could grow with us.”

Retaining workers

Beyond safety performance, Leach highlighted the impact of advanced safety technology on talent retention. HammerTech has become so integral in the industry that it’s frequently mentioned in job postings for safety roles.

“We’ve had people say, ‘I’m not going to take a job if they don’t use HammerTech,'” Leach noted. This trend underscores a broader expectation among the workforce for employers to equip them with modern, efficient tools.

He believes that by embracing technologies like HammerTech, companies not only improve safety and operational efficiency but also enhance their ability to attract and retain top talent. Leach concluded, “If they’re not enabling their people with technology and the right solutions, then they’re losing people. And people are going to go to companies that are well-known for innovation.”

As the Canadian construction industry braces for an unprecedented labour shortage—needing over 299,000 new workers by 2032—companies are realizing traditional recruitment methods alone won’t cut it. With a job vacancy rate of 4.2% and wages surging to $29.75/hour in 2024, the race to attract talent is on.

But where can companies find the next generation of builders? Platforms like TikTok, Instagram, and LinkedIn offer a foot in the door to new generations. Social media is transforming recruitment, reshaping how trades are perceived, and bringing fresh talent into the fold. One of those at the forefront of this is Tianna Sarra, Digital Media Coordinator at Orion Construction. In this Q&A, Sarra shares how Orion’s visual storytelling is inspiring Gen Z to trade their screens for steel-toed boots and helping to close the industry’s talent gap.

SiteNews: Tell me about your role as digital media coordinator at Orion and how you found your way to the construction sector.

Tianna Sarra: As Digital Media Coordinator at Orion, I manage our social media channels, create content and analyze performance to ensure we’re reaching and engaging the right audiences. I also handle internal communications, contribute to marketing materials and capture site progress with photography and videography, bringing our projects and culture to life online. My role is a blend of strategy, creativity and execution, which keeps every day exciting. 

As I was graduating from university, I came across Orion Construction online. I was immediately drawn to the company’s transparency and passion – it felt authentic and different from the cookie-cutter corporate vibe I had seen elsewhere. I loved the idea of working for a company where I wouldn’t just be a cog in the machine, but a valued contributor. Applying with Orion gave me a sense of curiosity and challenge: to take a sector that sticks to the status quo and make it modern, exciting and a sought-after sector to work in. 

Having grown up with a dad in the trades, I knew the value of the work but also understood the stigma. I saw an opportunity to reshape that perception through social media, trailblazing new ways to present the construction industry online as an innovative and fulfilling career.  

What is the labour crisis that the industry faces and why does Gen Z offer an opportunity to fill this gap?

It’s no surprise that the Canadian construction industry is facing a serious labour shortage. Over 25% of the workforce is 55 or older, and as they retire, it’s leaving a huge gap that needs to be filled. Job vacancies have more than doubled since 2020, and almost half of construction companies are struggling to find skilled workers, but this challenge also presents a huge opportunity when it comes to Gen Z. 

As a tech-savvy generation, we’re fluent in tools like automation, AI, and other emerging technologies reshaping construction. One thing that sets Gen Z apart is our ability to leverage technology to work smarter, not harder. We thrive on efficiency, preferring streamlined processes and tools that simplify tasks rather than long, tedious workflows. Growing up with social media has shortened our attention spans and we are driven to find the most efficient ways to get things done. To attract this type of talent, companies need to lean into what matters to us: tech, innovation, clear career growth, work-life balance, and inclusive, team-oriented workplaces. Social media is a great way to show us that construction isn’t just about dirt and concrete. It’s about creativity, efficiency, problem-solving, and making an impact in our community.

How do they differ from previous generations? 

Contrasting Baby Boomers and Gen Z helps highlight how workplace values have shifted over time and what that means for the industry. Baby Boomers grew up in a time of economic growth and stability, where success meant finding a secure job, working hard, and building a legacy. In construction, this translated to mastering trades, taking pride in craftsmanship, and building structures that symbolized their contributions. Boomers prioritized stability, long-term growth, and loyalty, which built the foundation of today’s industry.

Gen Z, on the other hand, has grown up in a digital-first world shaped by almost constant technological changes and a growing emphasis on mental health and work-life balance, due to the visibility of global crises that we are facing. For us, work isn’t just about a paycheque – it’s about purpose. We prioritize workplaces that align with our values of inclusivity, sustainability, and flexibility. 

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Work-life balance is especially critical for Gen Z. We’ve grown up seeing social media highlight people working remotely, travelling, working flexible hours and still achieving success. The traditional 9-5 is less appealing, especially when compared to options that ‘promise’ flexibility and freedom. This presents a challenge for industries like construction, which offer stability and longevity – important qualities, but ones that don’t feel as immediately exciting. To attract the next generation, companies need to work hard to show that construction isn’t just a job, it’s a meaningful career that evolves alongside society and provides a tangible opportunity to make an impact. 

We’ve found at Orion that social media offers a unique way to bridge these generational perspectives. It can honour the tradition of Baby Boomers while connecting with Gen Z by telling authentic stories – from small businesses with generations of family carrying on a legacy to companies like Orion that started with four people in a mezzanine and have grown exponentially. Baby Boomers built the industry’s foundation, and now Gen Z is ready to innovate and take it forward.

What is the significance of social media for Gen Z?

Social media is where Gen Z communicates, learns, and makes decisions. Platforms like TikTok, Instagram, LinkedIn and YouTube aren’t just for entertainment – they’re where we go to discover ideas, connect with communities, influence major decisions, and, sometimes, just to scroll mindlessly for an escape. Social media has shown its power by mobilizing Gen Z  during elections, amplifying messages, and inspiring action. For construction, this presents an incredible opportunity to shift perceptions.

One significant aspect of social media for Gen Z is the rise of influencers. Unlike Hollywood celebrities, influencers are close to our age, relatable and seen as more credible. We trust them not just because of their status, but because of their perceived accessibility and the way they align with our values. Whether it’s showcasing career opportunities, advocating for sustainability or sharing insights, influencers have the power to shape how Gen Z views the world. 

At Orion, we see this as an opportunity to highlight innovation, sustainability, and career growth in our industry. Time-lapse videos, behind-the-scenes content, and stories about how projects make a difference in communities can redefine how we see the trades. Social media isn’t just a tool for Gen Z. It’s how we experience the world, and the construction sector needs to be part of that picture.

What platforms are they using and for what purposes? 

Gen Z gravitates toward platforms that are visual and interactive, using each one for different purposes. TikTok is our go-to for entertainment and discovering trends, with short videos shaping everything from career choices to lifestyle preferences. Instagram is where we connect with friends, follow brands, and engage with visually curated content. YouTube is our main source for tutorials and in-depth content, while Snapchat remains popular for real-time, personal communication.

LinkedIn has become increasingly relevant for Gen Z as we transition into the professional world. While traditionally associated with older demographics, LinkedIn has seen a growing number of Gen Z users who leverage the platform for networking, job searching, and professional development. We use LinkedIn to build personal brands, connect with potential employers, and access industry insights. 

Influencers are a big part of why these platforms resonate. We trust them more than traditional marketing because they feel more credible. In construction, influencers are reshaping perceptions by showing that trades can be modern, fulfilling, and lucrative. Tradespeople on TikTok and Instagram have made #BlueCollar a movement, inspiring young people to explore the trades as a debt-free, rewarding career path.

Tell me about Orion’s digital strategy and what sort of tools you are using to communicate with young people about the construction sector. 

A. At Orion Construction, our digital strategy is all about meeting the next generation where they are. On Instagram, we share compelling content like drone footage, project time-lapses, and behind-the-scenes moments, including comedic outtakes featuring our leadership team. It’s not just about showing finished projects but giving people a real look at the teams, the company culture, and innovation behind the scenes. Gen Z values transparency, and they love seeing how things come together.

On LinkedIn, we highlight professional updates, employee spotlights, and industry insights to position Orion as a leader while staying approachable. Our strategy balances LinkedIn’s professional tone with Instagram’s creativity. By using short-form videos and authentic storytelling, we’re breaking outdated perceptions and showing how exciting this industry can be. It’s about more than sharing content – it’s about building real connections and inspiring the next generation.

Do you have any success stories of how you and your team have been able to attract young talent? 

At Orion, we’ve been intentional about creating an environment that aligns with what people value at work. 

One of our biggest success drivers has been our referral program, which taps into the power of “internal influencers” – our own employees. More than two-thirds of our new hires come from internal recommendations, which speaks volumes about the trust and connection our team members feel toward Orion. For Gen Z, peer influence is crucial, and our team naturally act as ambassadors both internally and on our social media platforms. 

The real value lies in fostering an environment people are proud to recommend. In a way, our employees become influencers in their circles, demonstrating how a supportive, flexible, and growth-oriented workplace can make a difference. Peer-to-peer validation is far more impactful for Gen Z than traditional advertising, making these endorsements one of our best tools for attracting talent and proving the benefits of a strong culture. 

Social media amplifies this even further, providing a platform for our team to showcase the stories and experiences that make Orion unique. Platforms like Instagram and LinkedIn allow us to share moments that highlight our values – whether it’s celebrating team member promotions, bringing our dogs to work, or balancing work with personal life thanks to our flexible policies. These snapshots create a transparent story that appeals to younger audiences, attracting those who want to be part of a workplace that genuinely supports their growth and well-being.

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A great example of this is a recent applicant who reached out to Orion even though there weren’t any open design roles posted. She mentioned that she was inspired to apply after seeing our social media channels and feeling connected to our culture and values. This isn’t the first time our social platforms have been mentioned – team members often share how people compliment our online presence and it’s clear that our efforts to showcase Orion’s unique culture and identity are making an impact.

At the heart of it, Gen Z prioritizes growth, inclusivity, and mental well-being, and they want to work for companies that stand for more than just profits. By showing who we are and how we support those values, especially through social media, we’ve been able to attract amazing young talent that fits into our team and culture.

What do you think most companies in the industry get wrong about social media? 

A. Many companies treat social media as a one-way broadcast instead of a portfolio about who you are as an organization. Posting updates without engaging with the audience misses the opportunity to build relationships and foster community. Another mistake is focusing too much on overly polished, stylized content. While it might look professional, it feels disconnected and inauthentic. Gen Z values behind-the-scenes moments, real people, and raw, relatable content.

Inconsistent posting is another common issue. Some companies start strong but let their profiles go inactive, which makes it seem like they’re not invested. Social media thrives on regular activity, and meaningful interactions. 

While recruitment is obviously beneficial for individual companies, do you think an industry-wide effort to improve social media strategies could have a broader impact on how construction careers are perceived? 

Absolutely. An industry-wide effort to improve social media strategies could completely change how people view construction and trade careers. Social media is where Gen Z forms opinions and discovers opportunities. If the construction industry worked together to leverage platforms like TikTok, Instagram, and LinkedIn, it could create a unified message that highlights how innovative and impactful this field truly is.

Authenticity is key. Sharing real stories about the process, challenges, and technology being used is so compelling to Gen Z. Social media can show that construction is about more than hard hats and heavy equipment. It’s about collaboration, problem-solving, and building a better world. A collective effort could break stereotypes, inspire pride, and show the next generation that construction is a forward-thinking career choice.

What first steps can companies take to start boosting their storytelling?

The first step is simple. Start posting. Too many companies overthink social media, worrying about perfect content, but human connection always wins. Start with what you already have, like photos from the field, progress updates, or a quick video introducing your team. It doesn’t have to be polished. Gen Z values content that shows the human side of your company.

Focus on storytelling. Every project has a story. What challenge did you solve? What impact will it have on the community? Even something as simple as a time-lapse of a site coming together can be fascinating. Highlight your people too. Share employee spotlights or a day-in-the-life post to show what it’s like to work in your company.

Use your phone for photos or short videos. Overly edited, highly polished videos miss the mark. Gen Z wants raw, in-the-moment content that feels genuine. A quick video of your team at work or a candid moment on-site will be far more engaging than a corporate-style production. Real, unfiltered moments build trust and help you connect with your audience. Incorporating trends can take this a step further. Think about how you can showcase your team while tapping into the latest trend, whether it’s a popular sound, hashtag or meme. Trends make Gen Z laugh, immediately fostering relatability and showing that your company understands our world. 

Most importantly, find your company’s personality and let it shine. Social media thrives on authenticity, so focus on being true to who you are as an organization rather than trying to mimic others. Trying too hard is out; being yourself is in.

*December People Moves is brought to you by the 25 Innovators in Construction program. Meet this year’s winners at our awards celebration on Feb. 6. Get 30% tickets to the event by using promo code PEOPLEMOVES at 25innovators.com.

Trevor Tetzlaff has started a new position as Director of Sales, Positioning Construction at Brandt Group of Companies. He has over 20 years of experience in product and business development, sales, and senior leadership within the heavy equipment industry.

Joshua Gaglardi, president of Orion Construction, has been named Business Person of the Year at the 26th Annual Surrey Business Excellence Awards.

Bruce Gordichuk has parted ways with Tahltan Nation Development Corporation after service as its president since January. 

 I am very proud of the sucess achieved while employed with TNDC. I was exposed to an incredible team that proved they can move dirt. I shared time with the most influential leaders and also befriended the most inspiring Tahltan’s who are just fantastic human beings. I see my time with TNDC as a privildge.

Bruce Gordichuk, former president, TNDC

Brett Armstrong is starting a new position as Principal, Managing Director at Avison Young in Vancouver. Armstrong will focus on executing on the firm’s core strategic business plan, with emphasis on business development and increasing market share throughout the city and province.

Seán Feighery has been promoted to Senior Principal at Taylor Ryan Executive Search Partners.

Jeff Larsen has joined Gorman Group as Chief Operating Officer. He has more than 35 years of industry experience.

Andrew Stiffman has been appointed Kalesnikoff’s first ever Vice President, Construction Services. Stiffman will be responsible for leading the lifecycle of all projects from initial discussions, planning and contracts with clients to ensuring the successful delivery and completion of projects.

Andreas Kaufmann has been promoted to Chief Marketing Officer at Phantom Screens. Previously Kaufmann worked as Nice President of Marketing. Andreas will oversee marketing and product management for both Phantom Screens and Rolltec Rolling Systems. 

Ryan Beedie, President of Beedie, has been inducted into the the Canadian Business Hall of Fame. This recognition celebrates Canada’s visionary business leaders for their lifetime achievements and contributions to leadership, community engagement, philanthropy, and global impact.

Angela Clayton is interim President and CEO at Infrastructure Ontario following the departure of Michael Lindsay. Clayton assumes the role with more than 20 years’ experience in the infrastructure sector. Most recently, she has served as IO’s president of project delivery after taking over that role in 2021.

Vanessa Werden, a partner with Jenkins Marzban Logan LLP, is now Chair of the BC Road Builders & Heavy Construction Association. Werden previously served as the board’s Vice Chair. During that time she helped form the group’s Women in Road Building Committee.

Mark Podlasly has been named CEO of the First Nations Major Projects Coalition. As co-founder, Podlasly has been integral to the FNMPC’s development since its inception, shaping and implementing our vision, priorities, and strategies. Notably, he has been instrumental in establishing the flagship event, the FNMPC’s Annual Conference and the group’s policy and thought leadership.

Franklin Playter and Dennis Kuschminder are celebrating 25 years with Chandos construction. In 1999, the company had only 130 employees and had completed 62 projects. They joined the company’s only office in Edmonton. Since then they have been involved in over 150 projects and become leaders within the organization.

Nicole Borque-Bouchier, CEO and co-owner of Bouchier Group, and Dave Tuccaro, founder and CEO of Tuccaro Group, have been awarded the Order of Canada. Bourque-Bouchier is a member of the Mikisew Cree First Nation and a prominent business leader in her community. As the CEO and co-owner of one of western Canada’s top employers, she has advanced the role of women in business and is at the forefront of Indigenous economic development in Alberta. Tuccaro actively elevates Indigenous business and contributes to the economic growth of the Regional Municipality of Wood Buffalo. A generous philanthropist, he supports and guides numerous community initiatives.

Michael Parker, vice president of Jancon, has been appointed Chair of the Gold Seal Committee. Parker joined the Committee in 2023 and has been a strong advocate for Gold Seal since obtaining his GSC in 2010. He has also chaired other committees in previous roles, such as the CaGBC Toronto Chapter.

Chris Cooper is taking over the top spot at one of Canada’s biggest projets ever. On April 1, 2025 he will succeed Jason Klein as CEO of Shell-led LNG Canada. Cooper brings over 35 years of experience in the energy sector. Since joining Shell in 1998, Chris has accrued extensive expertise from his leadership roles in Upstream, Downstream and LNG businesses around the world, spanning complex challenges in projects, assets, commercial and stakeholder relationship areas. 

I’m pleased to continue the journey with all those involved in and around the LNG Canada investment. Together, we are setting the benchmark for economically, environmentally and socially responsible large scale LNG production in Canada and creating a positive and lasting legacy with First Nations, the local community and for British Columbia and Canada

Chris Cooper, incoming LNG Canada CEO

Former housing minister Sean Fraser announced he will be leaving cabinet and not seeking re-election to spend more time with his family. Fraser joined the cabinet in 2023. Fraser’s mandate included accelerating homebuilding efforts, with ambitious targets set to construct nearly 3.9 million homes by 2031. 

Murray Goodman is joining Shindico as its Senior Vice President, Industrial & Investment. With over 20 years of commercial real estate experience, Goodman specializes in negotiation, property valuation, investment sales, leasing, and development. 

Elise Meakin has been promoted to Senior Project Manager at MAKE Projects. MAKE stated that Meakin has worked on a variety of impactful projects in recent years, including the Seabus Refurbishment, multiple feasibility studies for Vancouver Coastal Health, Montrose, Smith Campus, and electrical upgrades at BC Children’s and Women’s Hospital.

Lylle Kephart is joining The Fastener Group as President and CEO starting on Jan. 2. Kephart spent 20 years with Acklands-Grainger, where he rose to the position of Senior Director. He also worked as Vice President of The Master Group where he was responsible for post-acquisition integration and strategic initiatives. 

Tyrone Gan, P.Eng., has been awarded the William G. Ross Lifetime Achievement Award from the Canadian Urban Transit Association (CUTA). Gan, a Senior Vice President with HDR, has more than 40 years’ experience in transportation planning. The William G. Ross award, named after CUTA’s first president, recognizes individuals who have made exceptional contributions to the public-transit industry in Canada for at least 25 years. As this year’s recipient, Gan is also inducted into CUTA’s Hall of Fame.

Anahita Jami has been promoted to ESG Director at CIMA+. Her previous role was senior sustainability advisor to the environment. Jami has worked for IKCo, Renault, s2e Technologies, the Canadian Urban Transit Research & Innovation Consortium (CUTRIC), Sandler Consultancy and CSA Group.

Thomas Rapley has joined global consulting engineering firm Arup as its water business leader for Canada. Rapley has more than 20 years’ experience in municipal infrastructure design and construction spanning Canada, the U.K., Australia and New Zealand, including stints with consulting engineering firms Buro Happold, WSP and, most recently, CIMA+.

Grant MacDonald has been promoted to Director of Projects at Hall Excavation & Shoring. The company noted that MacDonald has been instrumental in its growth, playing a key role in mentoring the next generation of project managers and fostering leadership within the team. They added that his efforts have empowered others to step up and contribute to the continued success of the group.

Dave Donaldson is CarbonCure’s new Senior Vice President of Sales & Marketing and Brad Vickers has been promoted to CarbonCure’s Leadership team as the low carbon concrete company’s inaugural Vice President of Customer Success. Donaldson is an accomplished sales and marketing executive with more than 24 years of experience.  Vickers has been with the company for more than a decade, developing, operationalizing and scaling CarbonCure’s technologies in prior roles that included Field Engineer, Director of Engineering and Head of Product. 

Daniel Foch is starting a new position as Chief Real Estate Officer at Valery Real Estate Inc. Brokerage.

Mahid Hossain is starting a new position as Senior Estimator at Bird Construction. Previously Hossain spent nearly six years at Pomerleau.

Catherine Peacock has been promoted to Vice President, Planning and Procurement at Infrastructure BC where she will lead its planning and procurement services. Peacock joined the organization as an assistant vice-president in 2019. Previously, she worked at PwC in its capital projects and infrastructure practice and at Ernst & Young in that company’s infrastructure practice.

AtkinsRéalis president and CEO Ian Edwards has been named International Business Leader of the Year by the Canadian Chamber of Commerce. The recognition highlights Edwards’ leadership with regard to engineering services, nuclear energy, innovation and sustainability.

Not only has Ian’s leadership been pivotal to transform and steer the company towards a more strategically focused, growth-oriented and purpose-driven future, but it has also helped fortify Canada’s reputation as a place where business is done with both innovation and care

Candace Laing, Canadian Chamber of Commerce CEO

Lafarge Canada’s Warren Anderson, Civil Manager, and Tyler Callaghan, Operations Manager, have both been picked for Rock to Road’s Top 10 Under 40 list. The list celebrates Canada’s brightest professionals in the aggregates and roadbuilding industries who are driving progress and shaping the future of construction through their significant contributions.

Wayne Ferguson has been promoted to Chief Operating Officer and Executive President, Infrastructure Services, at EllisDon. He has been the company for more than 26 years, starting as a Project Superintendent in 1998.

Georgia LaPrairie-McManus has been promoted to Manager, Communications & Client Services at LaPrairie Group of Companies.

I have been very lucky to have had many wonderful teachers and mentors so far in my career journey. Without their support and wisdom, I would not be at this point today. This includes members of our LAPRAIRIE family, Executive Team, and the many employees who have spared their time to answer my questions and help me learn more about our operations. I’d like to thank each and every one of you!

Georgia LaPrairie-MacManus

Kevin Choi has been promoted to Senior Principal and Practice Leader of Taylor Ryan’s construction business in Vancouver. Kevin was the companys first construction recruiter and was pivotal in launching and shaping the construction team.

Brett Armstrong has been named Managing Director of Avison Young’s Vancouver office, effective Dec. 2. In this role, he will concentrate on driving business growth and increasing market presence. Armstrong previously held the positions of Principal and Senior Vice President of Leasing in Vancouver.

Brad Mason has been named President and Chair of the Mechanical Contractors Association of Canada. His is a Principal and Founding Partner at ServcoCanada where he has worked for 24 years.

To step into this role at such an exciting time for our industry is something that I am very enthusiastic about,” Mason said. “Not only is the mechanical contracting sector shaping up to play an increasingly important role across Canada, but our national association is taking the critical steps to ensure our members have a strong and prominent voice across the country.

Brad Mason, Mechanical Contractors Association of Canada, President

Sarah Zaharia has joined ACCIONA as the Director of Communications for North America. Coming from the owner side, Sarah was the Executive Director of Major Projects Labour Agreements for Transportation Investment Corporation and before that she served in the Ministry of Finance and Government Communications and Public Engagement.

Jeff Larsen is now Chief Operating Officer at The Gorman Group. Previously, Larsen spent more than 34 years at Weyerhaeuser, holding a variety of positions. Most notably, he was Unit General Manager for more than 18 years.

Patrick Gloux, P.Eng., has been promoted to Structural Department Head KGS Group’s Winnipeg office. Gloux has more than 19 years of experience. He studied at the Manitoba Institute of Trades and Technology (MITT), Red River College (RRC Polytech, Lakehead University and the University of Manitoba, earning a B.Eng., M.Eng. and PhD in civil engineering.

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 (2393 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.