Category: People

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

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

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

Diversity and culture are key to resilience

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

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

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

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

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

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

The role of strategic flexibility

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

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

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

Andy Trewick, Graham President and CEO

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

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

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

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

Embracing technology and innovation

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

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

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

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

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

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

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

Addressing Risk in Mega Projects

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

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

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

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

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

Kieran Hawe, EllisDon President and CEO

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

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

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

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

What makes a good leader

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

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

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

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

BC NDP

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

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

Platform at a glance:

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

BC Conservatives

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

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

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

Platform at a glance:

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

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

BC Green Party

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

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

Platform at a glance:

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

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

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

Humble Beginnings to Industry Success

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

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

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

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

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

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

People First: Building teams and culture

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

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

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

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

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

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

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

Continuous improvement and innovation

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

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

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

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

Addressing challenges in hiring

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

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

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

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

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

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

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

Embracing technology

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

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

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

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

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

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

MGI Construction Corp.

Workers wrap up for the day at an MGI site.

Tom Pistore / Oak View Group

Oak View Group, Green Infrastructure Partners and EllisDon tackle demolition and and rebuilding work for an arena project in Hamilton.

Sierra Construction Group

Sierra’s friends at Stubbe’s Redimix and Horizon Concrete Forming join them on-site in Brantford for one last big raft slab pour at the future Terraces of King George.

Courtney Chard

Courtney Chard – a pipe welder based in Georgetown, Ont. – creates a spooky themed work of art.

Wildstone Construction Group

Wildestone Construction crews roll out the red carpet for a jumpy little lite visitor.

MTC Solutions

Work is rapidly progressing at the 2150 Keith Drive project in Vancouver.

EllisDon

EllisDon’s Civil Team effectively managed a unique scope involving extensive in-stream pier repair work for the centre pier of the 4th Avenue Flyover Bridge Rehabilitation Project.

Tieback Siteworks Inc.

Crews make progress on the Burke Mountain Project in B.C.

Kiewit

Kiewit crews do foundation on the Union Station Enhancement Project in Toronto.

The Shot of the Month goes to…

North American Construction Group

The Northern Lights dance above North American Construction Group’s heavy equipment in Fort McMurray.

Some of Canada’s top construction leaders gathered in Toronto for the first ever Construction Leaders Forum. 

The event called on past and current Top 40 Under 40 in Canadian Construction winners to meet at the iconic Fairmont Royal York Hotel for a day of high-level discussions, networking and project tours.

Beneath the Royal York

The day before the event, attendees descended into the depths of its 95-year-old venue, the Fairmont Royal York, led by Herman Gonzales, senior director of engineering and building projects. The Construction Leaders Forum was offered a rare look at the hotel’s $65-million decarbonization project. The work was completed after close to five years of detailed planning and execution. It will reduce over 7,000 tonnes of carbon annually or 80% of the hotel’s annual carbon emissions, the equivalent of taking 1,558 cars off the road.

Gonzales explained that the hotel worked with its contractor, PCL, to carry out a detailed study and analysis of building energy load, seeking to effect meaningful efficiencies. They converted heating and domestic hot water from steam to electric heat pumps, and converted cooling from electrical/chillers to deep lake water cooling. 

Catching up with past winners

The Construction Leaders Forum began with a discussion featuring Amit Patel, Agnes Wiertzynski, and John Higgens, all 40 Under 40 alumni. Patel (2020 winner) is the General Manager and Vice President at Turner Construction in Vancouver; Wiertzynski (2022 winner) is the President and CEO of QM Environmental and serves on the Ontario Environment Industry Association’s Board of Directors; Higgens (2023 winner) is the Vice President of Canadian Operations at Stack Modular.

AI was a major topic of discussion, with the panel highlighting it as a way to improve productivity during a time of limited labour resources and a way to gain meaningful conclusions from company data. 

“We are trying to find ways to use AI to harvest our data and do remedial work which allows our people to focus more on strategic work,” said Patel, who noted that one of the biggest use cases for AI in construction at turn is in their estimating department as well is in BIM to do quick renders. 

“Construction is like entering a boxing ring, and you are against the ropes and you have to make a choice if you are going to get up or not. You have to have perseverance,”

Agnes Wiertzynski

The group also discussed the importance of structuring projects in a way that ensures everyone can win. 

“We all are going to get a piece of the pie, we just have to come up with a way to better execute projects,” said Higgins. 

Wiertzynski noted that while leading QM’s large team spread out across many different markets, her thinking on how connection and collaboration is executed has evolved. She also explained that construction leaders have to be able to keep going, even when the challenges seem overwhelming. 

“Construction is like entering a boxing ring, and you are against the ropes and you have to make a choice if you are going to get up or not. You have to have perseverance,” she said.      

Build what matters

The event’s keynote address was delivered by Énska Advisors President and CEO, Tim Coldwell, who spoke about how construction can be used as a force for good while also solving some of its most pressing issues. This is what prompted him to leave his position as president of Chandos construction after working his way to the top from nothing. 

“If you look at the clock and wonder if it’s time to have a coffee or go home, you have to rethink things. If you are counting the minutes, you have to make a change.”

He challenged the construction industry to “slay” the industry’s three biggest dragons: stigma, productivity and mindset. Coldwell spoke about opportunities with robotics, procurement, alternative delivery models and more. But noted that ultimately, the industry must share innovations rather than hiding the secret sauce, because there is no cavalry coming to save it.  

“Let’s stop behaving like victims. We are the ones we have been waiting for,” said Coldwell.  

Presidential advice

It couldn’t be an event about leadership without hearing from some high-level leaders. Attendees heard from Cooper Equipment Rentals President Darryl Cooper, RSG International President Lisa Laronde and construction executive Terry Olynyk.

The group spoke about what good leadership looks like, how they develop their teams, how diversity is good for business and the importance of culture when growing. 

“Being a good leader is standing in the background and having others accomplish everything they set out to,” said Laronde.

She added that expanding RSG’s diversity, equity and inclusion efforts has been life changing for her and strongly encouraged other companies to consider making changes so that everyone feels accepted and supported on the jobsite. 

When asked what separated a small to medium sized company from a larger one, Cooper stated it was all about creating a proper culture. 

“You can’t grow and scale without a thread of culture going through the organization,” he said. 

Infrastructure and risk

Kiewit’s Vice President of Infrastructure Markets & Strategy Mike Tracey, Infrastructure Ontario Director of Risk Amy Sorrenti, and Creative Energy Senior Vice President of Development Diego Mandelbaum.  

Sorrenti explained that for Infrastructure Ontario, costs, unpredictability, changing regulations, keeping up with advanced technology all post major challenges to their multi-year projects. 

Mandelbaum noted that the industry has gone through multiple “black swan” events in the past few years, putting immense pressure on the sector. 

The group stated that contracts are a great mechanism to manage that risk in a fair way amongst parties. 

“That contract misalignment has been the biggest thing we focus on as an organization,” said Mandelbaum. 

Tech and Talent

Technology was a major theme through the Construction Leaders Forum, but it was the focus of the Tech and Talent panel. This panel featured SiteTalent Managing Partner Kyle Davis, Procore’s Industry Culture Strategist Yasmeen Tonnos and Aecon’s Vice President of Integrated Digital Delivery & Geomatics Ben Feltham. 

“If you don’t know what your culture is, ask yourself what the worst behaviour is that you are willing to accept,”

Yasmeen Tonnos

AI continued to be top of mind for industry leaders. 

“Rather than replacing jobs, AI is going to replace a lot of the administrative tasks and give people more time to connect on a human level,” said Davis.  

Tonnos noted that recent years have seen the industry become more open to new technology and innovation. She also spoke about how a company can go about defining and creating its company culture. 

“If you don’t know what your culture is, ask yourself what the worst behaviour is that you are willing to accept,” she said. 

Feltham stated that he has seen a huge drive to leverage technology when it comes to decision making. 

Topping off

The event wound down with an evening of drinks, food and networking. Attendees were also treated to BeauSoleil oysters shipped in fresh from New Brunswick and prepared by master shucker Jean-Francois.

Russell Hixson, editor of SiteNews, noted that the opportunity for 40 Under 40 winners to gather in one place and share ideas has been long overdue and was a resounding success.

“40 Under 40 is no longer just an awards program. It is now an active community that is meeting in the real world and discussing real problems,” said Hixson. “Our goal is to continue cultivating this community and harness 40 Under 40 as a force for good in Canada’s construction sector.”

Photos from the Construction Leaders Forum:

The Government of Saskatchewan has proclaimed September 23 to 27 as Saskatchewan Construction Week. The week has been proclaimed to celebrate the extensive economic and social contributions made by the province’s dynamic construction industry. 

“Saskatchewan’s construction industry is not only a major contributor to jobs in the province, but also plays a crucial role in building the infrastructure necessary for a growing economy,” Trade and Export Development Minister Jeremy Harrison said. “As we work toward achieving and surpassing our Growth Plan goals of growing the provincial population to 1.4 million people and creating 100,000 new jobs, the construction industry will further excel this growth by building the offices, facilities, housing and more which contribute to our strong and vibrant communities.” 

The construction industry in Saskatchewan is a key driver of economic growth. Last year, real GDP for the sector grew by 13.6%, with the sector’s real GDP reaching $6 billion. Currently, there are over 43,000 (seasonally adjusted) people employed in the province’s construction industry, making it one of the most important economic sectors in Saskatchewan in terms of job creation. 

“During Saskatchewan Construction Week, we celebrate the dedicated professionals who form the backbone of our province’s economy,” Construction Associations of Saskatchewan co-CEO Shannon Friesen said. “These skilled workers, often behind the scenes, build the infrastructure that drives our communities forward.”

Directors, project managers, architects, law firm partners and more—this year’s class for Top 40 Under 40 in Canadian Construction featured some incredible female leaders.

Because women remain significantly underrepresented in the construction industry we wanted dig a bit deeper into the female winners. As of 2019, women made up only about 13% of the total construction workforce. This is even more pronounced when looking at tradespeople, where women account for a mere 4.7% of the workforce. 

Here are the women who were recognized:

Sarah Reeves, Director, Geocycle Canada, Lafarge Canada

Sarah Reeves is the director of Geocycle Canada at Lafarge Canada Inc., where she drives sustainability by managing waste diversion projects that reduce landfill use and cut carbon emissions. Starting her career in 2006 with her family’s trucking business and later working in Zambia, Sarah joined Lafarge in 2011. She advanced from administrative roles to collaborating on cutting-edge projects, including North America’s first Ductal project delivered via RMX truck and Brock Commons at UBC. Under her leadership, Geocycle focuses on circular solutions, turning waste into alternative fuels and raw materials for Lafarge’s cement kilns. Sarah is also a passionate advocate for women in construction and mentors young professionals through Lafarge’s leadership programs. Her commitment to diversity and sustainability has shaped high-performing teams and innovative strategies, aligning with Lafarge’s vision for a sustainable future.

Nadia Todorova, Executive Director, RCCAO

Nadia Todorova is a leading force in Ontario’s infrastructure and construction sectors, heading the Residential and Civil Construction Alliance of Ontario (RCCAO) as executive director. In the first decade of her career, Nadia has significantly advanced critical infrastructure projects like the Bradford Bypass and Highway 413 through strategic advocacy and collaboration. Her leadership extends across multiple roles, including chairing the Labour Management Immigration Coalition and serving on the executive committees of CDAO and OCCA. Nadia’s expertise in government relations, public policy and data-driven advocacy has reshaped infrastructure policy and communication in Ontario. Known for her commitment to mentorship and supporting women in construction, she actively fosters a supportive environment for emerging female leaders. Nadia’s professional integrity, strategic vision, and advocacy have positioned her as a pivotal figure in the industry, driving meaningful progress and championing both infrastructure development and advancing the growth of women throughout the sector.

Mallory Zimmerman, Project Director, Novacom

Mallory Zimmerman, project director at Novacom Building Partners, is a leading force in construction. Renowned for her transformative impact on complex projects, she was instrumental in the preconstruction of the Deloitte Summit building and managing the LEED Platinum-certified Emily Carr University of Art and Design P3 project. Her project management experience includes overseeing a $10-million design/build maintenance facility and a sewer upgrade in New Westminster, B.C. Holding high-level certifications like P.Eng. and Certified Passive House Consultant, Zimmerman excels in various contract types, from lump sum to public-private-partnerships. Her leadership extends beyond projects, as she mentors women in infrastructure through the weWIN program and contributes to industry associations and charitable causes. Her advocacy for gender diversity and work with Engineers Without Borders underscore her commitment to advancing industry standards and global welfare.

Lyndsey Shaw, Project Manager, Ledcor Construction 

Lyndsey Shaw, senior project manager at Ledcor Construction Limited, knows how to get things done under challenging circumstances. Working in the construction industry for 13 years, Lyndsey excels in managing high-stakes projects, including a multimillion-dollar hospital in northern Saskatchewan that is vital for local communities. Her leadership shines through her skillful management of challenges, including resource scarcity and remote locations, ensuring projects remain on track to meet critical deadlines. During COVID-19, despite the unprecedented challenges, her team worked closely with the health, safety and environment teams to implement the use of QR codes for daily health questionnaires. This ensured not only the safety of the workers on-site, but also the timely completion of a high-rise project without downtime. Her advocacy for inclusivity extends beyond project management, with initiatives like increasing baby-changing stations and converting single-compartment washrooms to unisex facilities. Lyndsey’s commitment to mentoring and community involvement, alongside her professional achievements, underscore her dedication to advancing the construction industry and fostering a safe and inclusive work environment.

Krista Chisholm, Infrastructure Health & Safety Manager, NorLand

rista Chisholm is a dynamic force in the construction industry, driving safety as the infrastructure health and safety manager at NorLand Limited. With a Canadian Registered Safety Professional designation, she leads a team overseeing safety for more than 800 employees, ensuring compliance and championing innovative safety measures. Since joining NorLand in 2020, Krista has overhauled its health and safety program and introduced digital software that significantly improves the visibility of key statistics, helps drive consistent improvement and delivers results, including zero recordable injuries for the Broadway Subway Project. With a B.Sc. (Hons) in Biomedical Sciences from the University of Aberdeen, Krista discovered her passion for health and safety after rescuing and resuscitating someone after an incident. As an advocate for mental health, Krista introduced the Mental Health Stewards course and proudly supports the LGBTQ2 community. Krista’s dedication to health and safety makes her an invaluable asset to NorLand and the construction industry.

Kayla Murrell, Architect, WZMH Architects

Kayla Murrell, an architect with WZMH Architects, is known for her expertise in retail architecture and construction. Since joining the firm in 2019, she has played a key role in projects totaling over 2 million square feet and valued at nearly $500 million. Regarded by her peers for her technical and interpersonal skills, her notable projects include Consilium Place, Lime Ridge Mall and Promenade Mall. Kayla’s previous focus on healthcare architecture includes significant contributions to Oakville Trafalgar Memorial Hospital and ErinoakKids. Licensed as an OAA architect in 2023, she is also a member of RAIC and a dedicated mentor. As a leader in diversity, equity, and inclusion, Kayla co-founded the Black Architects and Interior Designers Association and spearheaded WZMH’s Mentorship & Education Committee. She has received prestigious awards like the OAA Guild Medal and RAIC Honour Roll. Through her innovative approach and commitment to mentorship, Kayla significantly impacts the architecture, engineering and construction industry.

Chelsea A. Wilson, Partner, Dentons

Chelsea Wilson specializes in construction and infrastructure disputes, providing strategic advice on negligence, warranty, delay and defects claims, and builders lien issues. Recognized as one of The Best Lawyers in Canada – Ones to Watch from 2021 to 2024, Chelsea’s expertise in builders lien law has led her to publish numerous resources and speak at industry events. Her notable achievements include leading negotiations for a $25 million defects and delays dispute in B.C. and handling a nine-figure fraud and misrepresentation claim. Wilson is a member of the law societies of Yukon, British Columbia and Alberta, and a partner at Dentons’ Vancouver office within the construction, infrastructure and PPP, and litigation and dispute resolution practice groups. With extensive courtroom experience and a commitment to mentoring young lawyers, Chelsea is also an early adopter of legal AI technologies. Her leadership in educational initiatives and thought leadership further cements her reputation as an authority in builders lien law, ensuring the success of her clients and colleagues alike.

Catherine Gleason-Mercier, Partner, Singleton Urquhart Reynolds Vogel

A good lawyer is invaluable in construction. Catherine Gleason-Mercier, partner at Singleton Urquhart Reynolds Vogel LLP, is a distinguished leader in its construction and infrastructure group and is renowned for her strategic counsel on complex disputes. With over a decade devoted to the construction industry, she has shaped pivotal cases, including disputes regarding major infrastructure projects in the country. A graduate of McGill University with both an LLB and BCL, she is actively involved in industry associations and contributes extensively to construction law discourse through publications and presentations. Catherine’s leadership extends to mentoring junior lawyers, serving on committees for professional development and workplace conduct, and advocating for collaborative approaches in construction contracting. Her commitment to excellence and client advocacy has earned her recognition from Best Lawyers, Lexpert, Who’s Who Legal and Benchmark Litigation Canada, highlighting her impact as a trusted advisor and leader within the legal and construction communities.

Key Takeaways:

• The Heather Lands Attainable Housing Initiative (AHI) offers first-time homebuyers the chance to purchase homes at 40% below market value through a 60/40 financing model, where the province covers 40% of the cost upfront, to be repaid upon sale or after 25 years.
• The initiative is spearheaded by the Musqueam, Squamish, and Tsleil-Waututh (MST) Nations, in collaboration with the B.C. government. It demonstrates an Indigenous approach to affordable housing development, benefiting both MST Nations and the broader Vancouver community.
• The program prioritizes first-time homebuyers with specific income and asset limits, and includes strict measures to prevent property flipping and speculation, ensuring homes remain accessible to those in need of affordable housing.
• The announcement comes on the cusp of a provincial election, scheduled for Oct. 19th.

The Whole Story:

The province of B.C. is looking to give thousands of first-time home buyers the opportunity to purchase a home at below market value thanks to a new deal struck with First Nations groups.

Officials explained that the deal was made possible through an innovative financing initiative envisioned by xʷməθkʷəy̓əm (Musqueam), Sḵwx̱wú7mesh (Squamish), and səlilwətaɬ (Tsleil-Waututh) (MST) Nations delivered in partnership with the Province.

“The dream of home ownership has been out of reach for too many, for too long, especially here in Vancouver,” said Premier David Eby. “This innovative initiative – delivered in partnership with MST Nations – will help thousands of middle-class people break into the housing market, while allowing government to recoup its financial contribution. This means more families living and working here can put down roots, while also addressing labour challenges and driving our economy forward.”

The Attainable Housing Initiative (AHI or Initiative) will see approximately 2,600 homes being built at the Heather Lands, an 8.5-hectare (21 acres) site located between West 33rd Avenue and West 37th Avenue at Heather Street in Vancouver. The Initiative was proposed by the MST Nations as a meaningful way for the Nations to harness economic, cultural and social benefits from their land holdings by strategically partnering with other levels of government.

“Ten years ago, Musqueam, Squamish and Tsleil-Waututh signed groundbreaking agreements that led to our Nations working together to regain ownership of several properties within our shared territories,” said xʷməθkʷəy̓əm (Musqueam) Chief Wayne Sparrow. “This relationship has evolved, and we are proud to collectively introduce this new initiative that will ease the housing crisis faced by our members and the general public.”

The initiative will allow for studio, one-, two- and three-bedroom 99-year strata leasehold homes to be initially purchased and financed by middle-income earners at below-market prices through a 60/40 purchase financing arrangement.

The framework of the 60/40 purchase financing arrangement includes:

• A buyer owns the home, but initially finances and pays only 60% of the market price for the unit using a traditional real estate transaction (e.g., down payment and financing through a mortgage with the buyer’s financial institution).
• The Province initially finances and covers the remaining 40% of the market price with the land owner and developer.
• The 40% contribution is then repaid by the buyer to the Province either when the owner sells an AHI unit or after 25 years, from the purchase date, whichever comes first (further details in Backgrounder 2).
• A buyer under the Initiative only needs an initial 5% deposit (at pre-sale) on 60% of the initial market purchase price.
• AHI units will be sold as 99-year strata leaseholds on MST Nations-owned land.
• The Initiative and 60/40 purchase financing arrangement applies only to the original first-time purchase of the unit and not to secondary or subsequent purchase/sale transactions.

The partnership will include MST Nations providing the land and the Government of B.C. contributing up to $672 million, which is expected to be repaid by purchasers to the province under the initiative, allowing the Province to reinvest returned funds into future provincial programs, which may include housing. 

“This new MST collaboration is an innovative and distinctly Indigenous approach to development, that will make home ownership significantly more accessible to those who live in our shared territories,” said Sxwixwtn, Wilson Williams, Sḵwx̱wú7mesh Úxwumixw spokesperson and council member. “We are proud that the MST Nations can offer a unique solution to the affordable housing crisis now facing Vancouver.”

Since 2014, the Heather Lands site has been part of a joint venture between the MST Nations and Canada Lands Company, a self-financing, federal Crown corporation specializing in real estate and development. A comprehensive planning program of the site began in 2016, jointly overseen with the City of Vancouver’s planning department.

“As the host First Nations within Vancouver, we have always welcomed people to our shared territories, and in our culture being a good host matters,” said səlilwətaɬ (Tsleil-Waututh Nation) Chief Jen Thomas. “This initiative is our way of aligning our cultural values of caring for all the people that choose to live in our territories, while also delivering economic benefits to our communities and the next seven generations. We are all in this together and I think this is the start of something very special.”

Under the plan, prospective buyers could be able to register and confirm their eligibility as early as spring 2025. First-time homebuyers and people who do not own any property will be prioritized. If there are more eligible buyers than available AHI units, a randomized selection of eligible buyers will take place, with first-time homebuyers prioritized and first in line.

The province says there will be strict rules and screening measures in place within the AHI to stop speculators from flipping properties and exploiting the initiative, and to stop ineligible buyers from participating. This includes provisions in place to stop presale flipping and deter the resale of AHI units within the first three years of ownership. (See details in Backgrounder 2.)

Eligibility:

• Buyers must  have a total annual household income less than $131,950 (as of 2024) and net household assets less than $150,000, to be eligible for studio and one-bedroom leasehold homes.
• Buyers must have a total annual household income less than $191,910 (as of 2024) and net household assets less than $250,000, to be eligible for two-bedroom, or larger leasehold homes.
• Buyers must be a citizen or permanent resident of Canada.
• One buyer must have resided in B.C. for the past 24 months consecutively.
• Buyers must be at least 18 years old.
• Buyers must not own an interest in any other property anywhere else in the world at the time of purchase closing.
• Buyers must prequalify for a mortgage and must have the minimum pre-sale deposit of at least 5% of the value equal to 60% of the market purchase price.
• Use the home as the owner’s principal residence.

Construction of the Heather Lands AHI project is expected to begin in 2025. Unit prices will be determined at time of sale. If units were to be sold under current market conditions under this Initiative, examples of pricing using the 60/40 purchase financing arrangement could be as follows:

• Studio unit, market price $620,000, AHI buyer’s 60% private financing is $372,000, Province initially finances $248,000
• One bedroom, market price $850,000, AHI buyer’s 60% private financing is $510,000, Province initially finances $340,000
• Two bedrooms, market price $1,300,000, AHI buyer’s 60% private financing is $780,000, Province initially finances $520,000
• Three bedrooms, market price $1,500,000, AHI buyer’s 60% private financing is $900,000, Province initially finances $600,000

This month of People Moves is brought to you the Construction Leaders Forum, a gathering of high-level construction leaders set to take place on Sept. 25 at the Fairmont Royal York in Toronto. Only a few tickets remain before the venue is at capacity.

Cecil Dawe is now vice president, major projects at Bird Construction. Previously, Dawe spent more than 27 years at Graham, reaching the position of executive vice president, industrial and infrastructure. 

Mathew Baranowski has been promoted to district manager for PCL’s Ottawa office overseeing district operations throughout the Ottawa region. Baranowski succeeds Geoff Howe, recently promoted to senior VP and district manager.

Dale Reimer is helping MAKE Projects expand in Calgary as their new regional director. Reimer brings more than 30 years of industry experience.

Stephen Toth has joined Infrastructure BC as vice president of infrastructure construction and delivery. Toth will provide leadership on managing owner obligations of construction contracts during design and construction for vertical infrastructure and related corporate strategic initiatives and operations.

Nina Boccia, director of marketing for KPMB Architects, has joined the Society for Marketing Professional Services as its president-elect. Boccia is a marketing and communications professional with more than 15 years of experience developing and executing strategies.

Brad Moore has been promoted to senior associate, sustainable infrastructure team lead at Stantec. Moore is an accomplished civil engineer specializing in the field of sustainable infrastructure design. In his career, Brad has applied his unique skills and expertise to projects at over 80 locations across North America. 

Mike Zurowski has been promoted to district manager of PCL’s Regina office where he will oversee projects throughout Southern Saskatchewan. With PCL Regina now for 24 years and has been involved in the delivery of hundreds of projects.

I’m very excited to take on the role of district manager for southern Saskatchewan. I was born and raised in this community and have worked alongside teams that have delivered some of the most iconic projects in our province. Our company was founded in Saskatchewan, and I am proud to be part of PCL’s legacy as we continue to build a better future, together.

Mike Zurowski, district manager of PCL’s Regina office

Thomas Strong has joined NFP’s Construction & Infrastructure Group as senior vice president, construction technology and innovation. Strong will advance our expertise in emerging technology and innovations in the construction space with a focus on maximizing efficiency and mitigating risk for clients.

We’re witnessing rapid emergence and adoption of new technologies in the construction and infrastructure sector that enhance the experience for clients. By investing in talent, including Thomas, we’re enhancing our position to provide expertise on how to most effectively assess and implement technology to drive better performance and reduce risk.

Adrian Pellen, managing director and co-leader, C&I Group, NFP

Warren Lippit has moved into the role of vice president of McElhanney’s prairies south region. Mike Canning is also starting a new position at the company: operations leader. 

Brian Maksymetz has joined the infrastructure advisory team at Colliers Project Leaders as a managing director. He specializes in optimizing project procurement & delivery using collaborative and traditional contract models. He has 30 years of experience in varied projects working for the owner, designer, and construction contractor.

I’m excited to join Colliers Project Leaders with their impressive national business which is helping project owners deliver projects right across Canada. With my varied public and private sector experience, I will help clients improve project outcomes and job satisfaction by refreshing project procurement and delivery approaches within both collaborative and traditional contract models. By unlocking ways for people to work better together and for leaders to get the best out of their service providers, we can engage and enjoy the full potential of the construction industry.

Brian Maksymetz, managing director, Colliers Project Leaders

Jamie Hill is the new region head of North America for Lafarge Canada and HolcimUS. Hill brings his almost 30 years’ experience in Latin America, and last five as Country CEO of Mexico, to the North American market, helping shape the company’s future as the leader in building materials. 

David Hanick has joined Spotlight Development as its new chief operating officer, Andrew Garrett as its chief investment officer and Mark Saunders as its community outreach liaison. Spotlight says their combined expertise will drive forward our mission of delivering inclusive, affordable housing solutions.

Former executive vice president of merchandising of The Home Depot and president of The Home Depot Canada, Jeff Kinnaird, has been appointed president and CEO of Peak Group of Companies, effective October 1. Kinnaird will lead Peak, and work with founder John Gross, who becomes executive chair, to take on the strategic future of the company.

After 27 incredible years at The Home Depot, it was time to hang up my orange apron and return to Canada. I’m excited to work with John and the talented team at Peak, a group I’ve respected for many years. Peak’s commitment to innovation and the strategic investments it has made to strengthen its manufacturing and supply chain mean its most significant years of growth are still to come. I look forward to contributing to that success in the busy and exciting years ahead.

Jeff Kinnaird, president and CEO, Peak Group of Companies

Chris McColl has been appointed as the new president of CRH Canada Construction and Materials. Throughout his 31-year career at CRH Canada, McColl has succeeded several roles within the construction, cement, and ready-mix sectors, most recently serving as vice president of Dufferin Construction Company. 

Pia Abercromby has joined the COWI team in Vancouver as its new leading specialist in Sustainability. With a background in structural engineering, Abercromby thrives in a multidisciplinary environment. She will be instrumental in implementing sustainable solutions to projects in North America. Gabriela M. has also joined the COWI team in Vancouver as associate technical director, port and marine. 

Gary Leslie is celebrating 50 years with the water services team at Metro Vancouver. Leslie’s journey began on June 20, 1974, as an inspector. Inspectors perform vital quality assurance work on construction projects for water and liquid waste infrastructure.

Alex Chay has been promoted to associate at S2 Architecture. Chay has been an integral part of the S2 team since 2018, serving as the BIM & technical services manager.

Kyle Davis has joined SiteTalent as managing partner. SiteTalent is part of Site, a specialized service and consulting group built for Canada’s industrial sector. Davis explained that SiteTalent is poised to address talent challenges head on with a full suite of exciting and value driven products beyond what you expect from the growing hoard of basic recruitment agencies.

If we know anything, it’s that these talent challenges are not going away, and solving them requires a more sophisticated solution than ever. So we designed a unique blend of products, services, and solutions that deliver measurable results designed specifically for the industrial sector. These solutions are scalable, sustainable and deliver incredible value for our partners.

Kyle Davis, managing partner, SiteTalent

Steven Casey, partner at KPMB Architects, will serve as a juror for the 2024 Fantini Design Awards. Presented by Fantini USA, an award-winning manufacturer of high-quality faucets and shower systems, the Fantini Design Awards celebrates the best of North American design inspired by water.  

Mira Saba, RJC engineer in training, has earned a rare fenestration credential held by less than 50 people in Canada. Awarded by the National Fenestration Rating Council, Mira’s new credential is a testament of her high competence in thermal modeling of fenestration using industry software.

After 40 years of fixing everything from bulldozers to bobcats, Jacob Bros’ legendary Head Mechanical Superintendent Rick Weir is hanging up his wrench to enjoy retirement.

The wait is finally over.

This year’s winners for Top 40 Under 40 in Canadian Construction have officially been announced. 

The full list of winners and biographies highlighting their career achievements can be found here. If you want to network with past and present winners as well as other high level construction leaders, be sure to secure your spot at the Construction Leaders Forum, set to take place Sept. 25 at the Fairmont Royal York in Toronto.

This prestigious recognition is a collaboration between On-Site Magazine, SiteNews and SitePartners. The judging panel evaluated professionals from diverse fields, including engineering, project management, law, human resources, and entrepreneurship.

Winners are selected for their standout achievements, leadership, innovation, and community contributions, can be found here.

This year’s honorees represent major companies such as EllisDon, PCL, Axiom Builders, Lafarge Canada, RJC Engineers, Aecon, Kiewit and more. The winners demonstrate a high degree of excellence across various construction roles, including engineers, CEOs, directors, project managers, risk experts, COOs, marketing specialists and more. 

“These individuals aren’t just building careers—they are building Canada,” said Russell Hixson, editor of SiteNews, one of the program’s organizers. “Together, they represent billions of dollars in economic activity that feeds families, stimulates the economy and ensures that we have the homes, infrastructure and services we need.”

Hixson added that he believes the 40 Under 40 program showcases the level of professional success that can be achieved in the construction sector as well as the diversity of career paths it can provide. 

“I hope that young people thinking about their future careers can see the vast opportunity the construction sector provides,” he said. 

Employers say a lot about how they care about their employees. 

But what matters is what they do. 

When Crystal Alseth started as an accounting clerk at Emil Anderson Group (EAG) 17 years ago she had little work experience. Every step of the way she received mentorship, support and opportunity. She eventually transitioned into an HR role and now she serves as HR Business Partner at the company. 

“They continued to see potential in me,” said Alseth. “They saw something in me and decided that even though I was young, I was smart and thought I could do things. They believed in me and I don’t think I would have been given that same grace elsewhere.” 

EAG’s support has extended far beyond the workplace. After Alseth purchased her first home in her early 20s, the foundation collapsed, throwing her life plans into a spiral. EAG’s team sprung into action, jacking up the foundation and rebuilding it. 

“I just remember being there every day, watching them, just so emotional because I didn’t have the means to do that at 25 years old.”

Alseth noted that there are countless stories just like her’s and it’s why she has been with the company so long. 

Having fun, becoming one

In her role, Alseth focuses on creating and maintaining the culture of EAG. It’s a tough task when the hundreds of employees are spread throughout the province among six distinct operating companies. Their focuses cast a broad net across infrastructure construction and maintenance, land development, residential and commercial building, and property management

A key piece of their strategy is simple: having fun. 

“Our culture is focused on fun and I know that probably sounds a little bit corny, but we try to do things that bring everybody together as often as possible,” she explained.  

If anything, it’s an understatement. Employees at EAG don’t just work hard. They play hard. Alseth organizes golf tournaments in the Okanagan, Fraser Valley, the Skeena and Robson areas. They do camping trips, kid-friendly get togethers, potluck barbeques, wine tastings, magic shows, downhill biking, pancake breakfasts, yoga classes, cold plunges and the list goes on. And those are just the ones she could recall. 

“There’s probably more,” she said. “Last year we had a theme of ‘one’. That meant bringing people together from different divisions, different backgrounds and just trying to have them be face-to-face doing just fun things together. We’re family owned as well and we have been since the beginning. So it’s also really important that each employee has a name and not a number.”

Creating culture

Creating this culture starts at the top. It isn’t just employees that get together. The senior leadership team is present as well. EAG President Rob Hasell, the great grand-son of company founder Emil Anderson, makes an effort to attend these events and get to know as many workers as possible. 

“We want to make sure that we keep that family feel, which can be hard when you start growing substantially,” said Alseth. “We focus a lot of our attention on those at the top and making sure they understand how important the culture is. If they understand it and buy into it, it will naturally trickle down.” 

EAG begins this process early, by running an annual, two-day Leadership Summit to guide 80 to 

150 employees who have potential for senior positions.

It actually begins even earlier. While the construction sector may be experiencing a historic shortage of labour, EAG makes sure to maintain its culture in its hiring process. This includes extensive face-to-face meetings, phone calls and even a DISC personality analysis.

“It’s always about hiring for fit. We know that we can train someone to do a job and I know that that’s probably cliche, but it is actually one of the things that we focus on. A resume is great, but we are hiring for fit. That’s really important for keeping the culture.”

Promoting diversity

The construction sector has long been predominantly male. The latest data from the BC Construction Association shows that B.C. has 9,536 women working in construction trades, about 5.7% of the workforce. EAG has been working to diversify its workforce as well as support the women it already employs. 

“We want to empower the females that we currently have,” said Alseth.”If we empower them, they will tell people about how great the culture is and that this is the place to be. And that will organically grow things over time.” 

She noted that EAG isn’t just promoting diversity to check boxes. The unique skills and perspectives women and other underrepresented groups bring to the table enhance the 

company.

“When you have a 90% workforce of males, we want to hear what that 10% is thinking and doing,” said Alseth.

It’s not just talk. EAG has a committee that focuses on reaching out to female employees and addressing their concerns. After hearing that safety vests weren’t fitting properly and didn’t have the pockets female employees wanted, EAG sourced proper-fitting vests from a Fraser Valley company. 

“We definitely have recognized that we are underrepresented in our craft base. So we have been talking a lot about what we can do in the field to make it a more attractive environment for the females we have and the females that we want to retain,” said Alseth. 

Because of the support from leadership, the vast career opportunities it provides and efforts to make the workplace a great place for everyone, Alseth plans to stay with EAG for years to come. 

“If you get your foot in the door here, that’s just a piece of it,” said Alseth. “You can grow into anything.”

If you are interested in one of EAG’s diverse companies, be sure to check out what careers are currently available here. 

Key Takeaways:

• Movember is launching the Construction Ambassador Program to promote men’s health awareness, especially within the high-risk construction industry. Ambassadors will lead efforts to raise awareness and funds for issues like testicular cancer, prostate cancer, and mental health challenges.
• Ambassadors will act as role models, driving change and encouraging conversations on men’s health in their workplaces.
• Both men and women can participate in this movement. “Mo Sisters,” play crucial roles by organizing events, spreading awareness, and supporting fundraising efforts.

The Whole Story:

Movember, a global movement to raise awareness of men’s health issues, is launching a new ambassador program to help save lives in Canada’s construction sector.

These ambassadors will champion the month-long challenge that sees moustaches grown to raise awareness of men’s health issues, including testicular cancer, prostate cancer, depression and more. 

With November right around the corner, the Movember Construction Ambassador Program is now officially open for applications. Be sure to sign up before Sept. 25 so you can receive your ambassador training.

Mitch Hermansen, director of development at Movember, explained that the construction industry faces unique challenges when it comes to mental health. It’s a high-pressure environment, often involving long hours, physical strain, and demanding schedules. Many construction workers operate in environments where the old-school “tough guy” mentality still dominates, making it difficult to speak openly about mental health. 

Unfortunately, this has contributed to some eye-opening stats—men account for 75% of all suicides in Canada, and those working in construction are even more at risk.

“Our Construction Ambassador Program is here to break down those walls and empower individuals within the industry to lead the charge for men’s health,” said Hermansen. “Ambassadors are like the foremen of this movement—rallying their teams, spreading awareness, and turning those moustaches into symbols of change and conversation starters. By becoming an ambassador, construction professionals are building more than just projects; they’re building communities where health and wellbeing are prioritized.”

As a Construction Ambassador, you’ll receive:

• In-person training: An in-person training day in Vancouver on Friday 4th October at the Vancouver Regional Construction Association office, or through an online training session for those who can’t attend in person.
• Dedicated support: A Movember staff member to guide you every step of the way.
• Exclusive swag: Show your Mo pride with our Ambassador pack, including T-shirt, Movember Flag, posters and other promo gear to bring your campaign to life.

Hermansen explained that as a Construction Ambassador, your role will be to rally your workplace and the wider construction industry to take part in Movember. Here’s how you will make a difference:

• Be a positive role model and ambassador for men’s health in your workplace
• Be an engaging source of men’s health info for your colleagues and those around you
• Recruit a committee of colleagues and senior team members to take part in Movember
• Coordinate and lead a team that raises +$2,500 for the men’s health
• Organize and host fundraising events throughout Movember
• Give men’s health talks in your workplace

The movement isn’t just for men. Hermansen stressed that women play a huge role in driving this change too. 

“Our Mo Sisters in the construction industry are champions of men’s health, acting as partners, mothers, sisters, friends, and colleagues who inspire the men in their lives to take action,” he said. “They rally the troops, host events, spread awareness, and lead fundraising efforts. You don’t need a moustache to make an impact, and we couldn’t do what we do without their unwavering dedication and support.”

Ambassadors are like the foremen of this movement—rallying their teams, spreading awareness, and turning those moustaches into symbols of change and conversation starters.

Mitch Hermansen, director of development, Movember

The Movember movement within Canada’s construction sector has seen explosive growth that organizers plan to build on. In 2023 over 100 construction companies took part in Movember’s Construction Challenge raising $700K in lifesaving funds and awareness for the 30 days of Movember.

“This program has already seen fantastic success in other industries like energy, where tight-knit communities and high-pressure work environments make ambassadors key to driving change,” said Hermansen. “We’re confident that, with the leadership of our Construction Ambassadors, we can create a similar impact in this sector—because if there’s one thing we know, it’s that construction folks know how to get the job done.”

The stage is set for one of the best networking and thought leadership events of the year. 

On Sept. 25 SiteNews will host the first ever Construction Leaders Forum, a gathering of award-winning professionals to discuss the industry’s biggest issues. 

To learn more about the event and to secure your spot, visit constructionleadersforum.com.

The event is calling on past and current winners of the Top 40 Under 40 in Canadian Construction program to meet at the Fairmont Royal York. This group includes CEOs, vice presidents, top lawyers, directors and many others who are helping get billions of dollars worth of construction projects across the finish line for some of the nation’s largest, most sophisticated companies.

The one-day event will feature multiple panels, keynotes, a tour and more. Here is some of what we have planned: 

Keynote: Build What Matters

Former Chandos President Coldwell shares his philosophy of how business can be a force for good. He shares his story growing up distanced from his Indigenous heritage and how reconnecting with those roots informed the launch of his new company, Enska Advisors.  

40 Under 40: Catching Up With Past Winners

What are construction’s brightest minds up to now? This panel will feature 40 Under 40 alumni, including Vice President & General Manager for Turner Construction Company’s Vancouver Business Unit Amit Patel, Creative Energy Senior Vice President of Development Diego Mandelbaum and others. 

Insights from Presidents on Succession and Legacy

How do we equip the next generation of construction leaders is critical for the industry’s success? We will hear from senior-level professionals about their strategies to fill key leadership positions and how they cultivate talent. Panelists include Cooper Equipment President Darryl Cooper, RSG President Lisa Laronde and others. 

Infrastructure and Risk

Major infrastructure projects take years to plan and build. Staying on time and on budget has become a major challenge as a multitude of risks threaten to derail project teams. Attendees will hear from Aon’s Director of Infrastructure & Senior Vice President, Construction & Infrastructure Practice Chay DeLorey, Kiewit’s vVIce President of Infrastructure, Markets & Strategy, and more about how they mitigate these risks. 

Tech + Talent: Keys to winning

Can you feel that? We are in the midst of a major technological shift that could upend how we build. We will speak with recruitment, economic and technological experts like RARE’s Director of Economic Research Daniel Foch and Procore’s Industry Culture Strategist Yasmeen Tonnos about how whole new career pathways are emerging in the construction sector that deal with drones, VDC, sustainability and more.

Royal York Decarbonization Project Tour

Attendees will also be able to participate in a guided tour of the Royal York’s $65 million decarbonization project. In collaboration with KingSett Capital, Fairmont Hotels & Resorts, the Canada Infrastructure Bank (CIB) and Enwave Energy Corporation, PCL Construction completed major retrofits to the building last year. The project achieved net zero status after close to five years of detailed planning and execution. The retrofits will eliminate more than 7,000 tonnes of carbon annually, or 80% of the hotel’s annual carbon emissions.

The Construction Leaders Forum would not be possible without the generous support from our sponsors, including our presenting sponsor Procore Technologies. We would like to also thank our other event supporters: PCL Construction, Cooper Equipment Rentals Limited, Aon, Flynn Group of Companies, HammerTech, Bird Mechanical Ltd., NuFrame Group, Northbridge Insurance, Stormtec Water Management, Maxan Interior Systems, SiteMax, Hillcore Group, SitePartners and SiteTechnology.

We will see you in Toronto this month.

Key Takeaways:

• Starting October 1, 2024, construction sites in B.C. with 25 or more workers must provide flush toilets, hand-washing facilities, and clean washrooms, significantly improving workplace hygiene and sanitation.
• The changes follow a three-year campaign by BC Building Trades and extensive consultations. WorkSafeBC will continue to support employers in complying with the new rules while offering flexibility where flush toilets may not be feasible.
• B.C. is not the first to take this action. Quebec passed code changes in 2015 to require flush toilets on construction sites with 25 or more workers.

The Whole Story:

B.C. is looking to clean up construction bathroom practices with new legislation.

Changes to the Occupational Health and Safety Regulation will make soon it mandatory for employers at construction sites with 25 workers or more to provide flush toilets, hand-washing facilities and clean washrooms.

While the changes come into effect on Oct. 1, 2024, WorkSafeBC says it will continue to work with construction companies during the next few months to ensure they are aware of the changes and understand what is required to comply. This approach will allow time for employers to source the required facilities.

“We all know how unpleasant port-a-potties can be, but this is actually a health-and-safety issue for construction workers,” said Harry Bains, minister of labour. “We have heard clearly from the building sector that it is an important issue for workers, and it contributes to the sector’s ability to attract and retain workers, including women.”

The new requirement is for toilets that can be connected to a sewer system or holding tank, and use a flow of clean water or a mixture of clean water and chemicals to flush the bowl. They also require hand-washing facilities with soap and water, or other methods of hand-cleaning. Employers must also ensure washrooms are well-maintained, clean, ventilated and provide privacy.

“I love my job, but one of the worst parts of going to work is facing the nasty conditions inside of construction-site port-a-potties,” said Tiffany Madden, a member of IBEW 213 and board member with Build TogetHER BC. “These new rules mean myself and my colleagues will be treated with the basic dignity of having flushing toilets with running water, something workers in most other industries take for granted. This is a game-changer for the construction industry and could even attract more women into the trades.”

The new WorkSafeBC regulation comes following a three-year campaign from the BC Building Trades called “Get Flushed”. Thousands of letters were sent to Premier David Eby and Labour Minister Bains, imploring them to improve sanitary conditions on construction sites. In October 2023, Eby committed to making changes. 

WorkSafeBC held public hearings in January and July 2024, and consulted with employers, construction-sector associations, unions, workers and workers’ advocates. The requirements being introduced are consistent with the regulation reviewed by these participants in the public hearing in July. WorkSafeBC will issue guidelines to support the interpretation and application of the new requirements in the coming weeks.

“This regulation addresses one of the most egregious and long-standing indignities that construction workers have had to face in their daily lives,” said Brynn Bourke, executive director, BC Building Trades. “The requirement for flush toilets on large construction sites means workers building B.C.’s next generation of major infrastructure will have much-improved washroom facilities, along with running water for hand-washing. A sincere thank you goes out to the provincial government for bringing this regulation into effect and to the thousands of workers who fought for these changes.”

WorkSafeBC’s guidelines will allow for flexibility if flush toilets are not practicable. However, the onus will be on the employer to provide a rationale and evidence for being unable to provide these facilities.

B.C. is not the first in Canada to have this requirement. There are also other parts of the globe that have long had high standards for construction facilities. Here is a breakdown of some of them:

Quebec

Quebec already has a standard requiring flush toilets and heated bathrooms on construction sites with 25 or more workers. The change was made in 2015 after a 12-year campaign from the Quebec Labour Federation (FTQ) construction wing.

United Kingdom

The UK has regulations requiring flushing toilets and running water on construction sites where reasonably practicable. If connecting to mains water and drainage systems is not possible, facilities with built-in water supply and drainage tanks should be used. Portable chemical toilets are only acceptable as a last resort.

Australia

While specific regulations may vary by state, Australia generally requires adequate toilet facilities on construction sites. Many larger sites are expected to provide flushing toilets, especially for longer-term projects.

Canada’s largest traffic control provider isn’t just improving health and safety. They are completely transforming it. Recently recognized as one of Canada’s Best Managed Companies, Universal Group continues to set industry benchmarks in safety and innovation.

How does one see that kind of success? It starts with a leadership team committed to safety and a willingness to invest in a technology-driven approach.

Robert Clark, Universal’s Director of Health and Safety, is a safety industry veteran. He’s worked in gaming, forestry, mining, telecommunications, cannabis and other industries, but rarely has he seen a leadership team more committed to health and safety. 

“Once I joined this organization, it was life-changing because I’ve never had support,” said Clark. “I report right to the CEO and every quarter I report to the board. The passion is there. When companies say safety is a top priority, it usually falls behind other things.” 

With so many workers near traffic and exposed to the elements, the stakes couldn’t be higher. But the danger often isn’t always obvious. 

“One of the biggest dangers in this industry is complacency,” explained Clark. “I am not really concerned about aggressive drivers. The ones we’re worried about are the complacent ones, the distracted ones, the soccer mom that’s reaching over her shoulder to grab the sippy cup for her child. it’s nothing malicious but all of a sudden they veer off and they go through the work zone.” 

Going digital

When the time came to overhaul the company’s health and safety systems and processes, the challenge was daunting. Universal boasts more than 20 branch locations, more than 900 traffic control vehicles. At last count, total headcount for Universal Group was over 1800, with 1000 being in traffic. 

As regulatory requirements increased, they found themselves generating and tracking more than 170 safety assessments each day.

“We were using 14 different systems, everything from SharePoint to Google Forms, to Power BI, to piece together our health and safety management,” said Clark. “All our forms in the field were paper-based.” 

They worked with safety software experts at SALUS to completely digitize this process so workers in the field could fill out these assessments on their cell phones. But Universal took it one step further, customizing the software to run its entire health and safety program. This means pre-trip vehicle assessments, investigations, near-miss reports and more are all available in the palm of a worker’s hand. It also created a vital line of data communication between various Universal operational management teams and departments. Nearly all workers have embraced the tools and to date in B.C. alone, the company has over 42,000 forms submitted.

Digitizing health and safety doesn’t just streamline operations, it generates invaluable data that has revolutionized how Universal works. 

This includes small things, like if a pre-trip inspection report reveals a windshield wiper doesn’t work the fleet department is immediately aware and can follow up with repairs or replacement.    

But also bigger things. Because reporting was made so much easier, near-misses and other incident reporting went up, giving leadership a more accurate idea of where to direct their attention. 

When data from reports revealed that a common cause in collisions was people backing up their vehicles, Universal was able to identify the issue and take action. 

“Construction sites are tight, they jump in their car, back up, don’t walk around beforehand and they hit something,” said Clark. “We saw all of this through the data.”

Universal implemented a pilot program requiring workers to do a full check of their vehicle’s surroundings before backing up and these accidents have been cut in half. 

“It’s been a remarkable tool. I had no idea the value a health and safety management system could bring,” said Clark. 

Embracing technology

It’s not just software. Universal is innovating with hardware as well. 

They have heavily invested in Automated Flagger Assistance Devices (AFADs). 

These versatile pieces of equipment feature both flashing lights and a flagged gate-arm that extends into traffic lanes, making them highly visible to road users. They allow Universal to move its Traffic Control persons to the side of the road, where they can control the work zone remotely. 

Universal stated that they are leveraging AFADs more than ever since regulatory changes in B.C. in many instances require  them to be more broadly implemented at worksites. But Universal hasn’t stopped there. They have taken on a leadership role in the industry, acting as a link between WorkSafeBC and contractors. They help educate contractors about regulatory changes and new technology, as well as provide data and feedback to public officials. 

“We’ve really moved the needle on these new regulations, assisting WorkSafe in getting the education out there,” said Clark.

They also utilize crash attenuator trucks that are specially designed to absorb high-speed impacts. 

“We’ve had two instances this year of crash trucks getting hit at high speeds,” said Clark. “The first was at more than 70 kph. The second was over 110 kph. When they hit our crash trucks they saved lives. Nobody was hurt.”

The team is also committed to reducing their environmental impact and has introduced several green initiatives. They have invested in solar-powered machinery, significantly reducing their reliance on batteries for trailered equipment. Field employees now use fuel-efficient SUVs, and the company’s offices are strategically located near public transit hubs to minimize commuting emissions. 

The team has also embraced digital solutions like FleetWave and Skedulo for route planning and paperless operations, further cutting down on fuel use and waste. Additionally, energy-saving measures, such as LED lighting and optimized HVAC systems, have been implemented to reduce energy consumption across their facilities.

Growing through safety

From achieving Certificate of Recognition (COR) Certification for going above and beyond legal requirements, to adopting the latest technology, coordinating safety education with industry partners and developing a sophisticated return to work program, Universal’s entire business is built around safety. It’s an approach that has paid off.

Kobie Brandt, Universal’s Chief Operating Officer, explained, “Our growth as a company is tied to our unwavering commitment to safety and innovation. We are not just providing traffic control services; we are delivering peace of mind to our clients by ensuring the highest standards of safety.” 

From acquiring small local businesses in B.C. to merging with major competitors, Universal Group has strategically expanded its footprint. Notable acquisitions include Beacon Lite in Ontario, Groupe Signalisation in Quebec, and Advanced Traffic Control in Seattle, marking its entry into the U.S. market.

Today, the Universal Group is the largest traffic management and control services provider in Canada with over 2,000 employees. Their team provides traffic control personnel, lane closure services, traffic control equipment, traffic management plans, sign manufacturing and other services. The company is headquartered in Langley, B.C. with locations across B.C., Alberta, Ontario, Québec and Washington State.

“The one thing I think that is a market differentiator for us as we really are a One-Stop shop for everything traffic control, whether its signs, equipment, lane closures or flagging, a client can call us and get all aspects of the service with one phone call,” said Brandt.

To get a quote from Universal Group for all traffic control planning, personnel and more, contact them today. 

As we approach the final stretch of 2023, Canada’s construction industry shows no signs of slowing down. From coast to coast, exciting projects are underway, and there’s no shortage of opportunities to learn, network, and stay up-to-date on the latest trends. In this roundup, we’ll highlight some of the most anticipated construction events happening in the coming months across the country. Let’s dive in.

Construction Leaders Forum

Dates: Sept. 25, 2024

Location: Fairmont Royal York in Toronto

Description: The Construction Leaders Forum aims to celebrate five years of the Top 40 Under 40 in Canadian Construction forum by gathering past winners in one play to discuss the industry’s most pressing issues. The event will have representatives from some of the biggest, most sophisticated construction firms in Canada, as well as entrepreneurs, engineers, legal experts, executives, risk management professionals, technology gurus and more.

The Buildings Show

Dates: Dec. 4-6, 2024

Location: Metro Toronto Convention Centre, Toronto

Description: The Buildings Show encompasses several events and offers expert-led seminars, informative panels, and networking opportunities. It covers every aspect of the Canadian building industry under one roof. It includes Construct Canada, PM Expo, Homebuilder & Renovator Expo, and the World of Concrete Toronto Pavilion. 

WoodWorks Summit

Date: Oct. 21-25, 2024

Location: George Brown College – Waterfront Campus, Toronto

Description: The WoodWorks Summit is a premier event focused on the latest advancements and applications in wood design and construction, with a particular emphasis on sustainable city building and market transformation. Attendees will have the opportunity to engage with cutting-edge ideas, network with international experts, and explore innovative solutions that address key issues like affordable housing. This year’s summit will feature case studies, best practices, and discussions on regulatory innovations, along with new micro-credential programs aimed at furthering education in wood construction and sustainability

ICBA Construction Innovation Summit

Date: Oct. 3-4, 2024

Location: Parq Vancouver Casino Resort, Vancouver, B.C.

Description: The Construction Innovation summit will bring together more than 500 leaders for high-level presentations on innovation. The summit focuses on the latest trends and advancements in the construction sector, offering networking opportunities and insights into cutting-edge technologies and practices shaping the industry’s future. This event is organized by the Independent Contractors and Businesses Association (ICBA) and serves as a platform for construction professionals to learn about innovative solutions, share experiences, and explore new ideas to address challenges in the field.

ConEx The Builders Expo 2024

Date: Sept. 26, 2024

Location: Prairieland Park, Saskatoon, Sask.

Description: ConEx is Saskatchewan’s only non-residential construction trade show and conference. Now in its second year, this event brings together construction-related professionals for education, relationship-building, and access to new technology. The expo features vendor booths, a main stage agenda, and networking opportunities for attendees to connect with industry leaders and explore the latest products and services in the construction sector.

Canadian Concrete Expo

Date: Feb. 14-15, 2024

Location: The International Centre, Toronto, Ont.

Description: The Canadian Concrete Expo is Canada’s largest trade show dedicated to the concrete, aggregates, and construction industries. This event will feature over 350 exhibitors, offering a comprehensive look at the latest products, technologies, and services. Attendees can benefit from educational sessions on industry advancements, live demonstrations of large equipment, and exclusive networking opportunities. The expo also includes a keynote address by General Andrew Leslie on strategic forecasting and supply chain resilience, as well as re-certification programs for Telehandler & Forklift operators. This event is essential for professionals looking to stay ahead in the industry.

BC Road Builders and Heavy Construction Association Fall Conference

Date: Sept. 15-17, 2024

Location: Westin Resort and Spa, Whistler, B.C.

Description: The BC Road Builders and Heavy Construction Association Fall Conference is a premier event bringing together industry professionals from across British Columbia. This annual conference features insightful presentations, workshops, and networking opportunities aimed at addressing current challenges and innovations in the road building and heavy construction sectors. The event also includes social activities, providing a balanced mix of professional development and community engagement for attendees.

‘Meet the GC’ Networking Event

Date: Sept. 17, 2024

Location: OCA Offices, Antares Drive, Ottawa, Ont.

Description: The Ottawa Construction Association’s “Meet the GC” event provides a unique opportunity for trade contractors, suppliers, and service providers to connect directly with general contractors. This event features presentations where each general contractor briefly introduces their firm, current projects, and business expectations, followed by a networking session. Held multiple times annually, “Meet the GC” fosters valuable connections and collaboration within the construction industry. The event is exclusive to OCA members, with a registration fee required for participation.

Building For Sustainability

Date: October 27-28, 2024

Location: The Malcolm Hotel, 321 Spring Creek Dr, Canmore, Alta.

Description: The Building for Sustainability Symposium event focuses on sustainable construction, urban planning, and environmental conservation. This symposium, hosted by the Bow Valley Builders & Developers Association and the Biosphere Institute of the Bow Valley, offers a platform for professionals to discuss innovative strategies and best practices. Over two days, attendees will engage in presentations, networking, and discussions designed to foster sustainability in the building and infrastructure sectors.

Toronto Construction and Development Summit

Date: September 24, 2024

Location: 37 King St E, Toronto, Ont.

Description: The Toronto Construction and Development Summit gathers industry leaders to explore the latest trends, challenges, and opportunities in Toronto’s construction and development sectors. Attendees will delve into topics such as major development hotspots, the impact of high construction costs, and strategies to overcome market constraints. The summit also covers how innovative design can be balanced with practical realities like budget and timelines. Hosted by BISNOW, this event offers valuable insights and networking opportunities for professionals looking to stay ahead in the competitive Toronto market.

Strand

This week Strand had a major milestone, hitting the bottom of the hole and marking the start of upward construction for three of its upcoming rental communities in Vancouver.

Graham / Graham Dalman

Very early Wednesday morning, a Graham superintendent captured these amazing shots of the northern lights, from East Selkirk, Manitoba.

ATCO

ATCO crews are in Jasper helping restore power following a devastating wildfire.

Emil Anderson Group / Colton Taphorn

Emil Anderson Group’s mobile asphalt plant when it was stationed in Smithers, B.C.

Sideros Ironworks

Sideros workers balance on beams above a project.

Jacob Bros

After 40 years of fixing everything from bulldozers to bobcats, Jacob Bros’ legendary Head Mechanical Superintendent Rick Weir, centre, is finally hanging up his wrench to enjoy retirement.

MGI Construction Group

MGI’s team installs a storm water tank.

NuFrame Group

NuFrame’s team, in collaboration with Omicron, is making progress on its Telus Living Project in Sechelt.

LMS Reinforcing Steel Group

A worker with LMS Reinforcing Steel Group shows how to place rebar tie wire. With fully galvanized and PVC coating on the surface, it offers excellent flexibility and corrosion resistance mainly used for tying and bundling reinforcing steel bar.

Finning

On a recent site, Finning helped install 40’L x 16’W x 20’H GroundWorks Safety Systems trench boxes with an end wall and high arches for maximum clearance.

Faber Construction

Faber crews haul lumber at a site under sunny skies.

Key Takeaways:

• B.C. Conservative Party Leader John Rustad discussed his administration’s views on the construction industry shortly after a major political shift where B.C. United Leader Kevin Falcon suspended his campaign to endorse Rustad’s Conservatives.
• The BC Construction Association (BCCA) highlighted prompt payment legislation as the industry’s top priority, urging Rustad to commit to enacting such legislation if elected. Although Rustad expressed interest in ensuring prompt payment, he did not make a firm commitment during the discussion.
• Rustad emphasized the need to address B.C.’s housing and infrastructure challenges by streamlining project permits, upgrading municipal water infrastructure, and focusing on building rental apartments. He also noted the importance of managing the province’s construction capacity and addressing labor shortages through immigration and retaining young talent.

The Whole Story:

Just hours after a massive political shakeup in B.C. was announced, Conservative Party Leader John Rustad joined the Vancouver Regional Construction Association (VRCA) and the BC Construction Association (BCCA) to chat about what his administration would do to support the province’s builders. 

Earlier that day, B.C. United Leader Kevin Falcon announced that he would suspend the Official Opposition’s campaign and endorse Rustad’s B.C. Conservatives, completely shaking up the race. 

“The political landscape is changing a fair bit so it’s hard to know exactly how this will play out, but obviously removing one of the opponents off the ballot, that is going to be helpful,” said Rustad. 

While introducing Rustad, BCCA President Chris Atchison stressed that ensuring the flow of payment remains the number one issue the industry faces and urged Rustad to enact prompt payment legislation if elected in October. 

“It’s important to us that all parties seeking election in October understand what matters to our industry. We are after all about 250,000 strong in the province of British Columbia and the number one goods sector employer,” said Atchison. “That’s a lot of voters for a party looking to bridge a narrowing gap.”

He added that B.C.’s construction industry has diligently met with officials time and time again to advocate for the issue, even producing a cross-jurisdictional analysis of prompt payment, but little movement has happened. 

“Our industry has been patient, but the time to act is long overdue, and our province faces considerable housing and infrastructure challenges, and it needs a healthy and confident construction industry now, more than ever,” said Atchison. “We need the will of the political party to make prompt payment happen.”

During the conversation, Rustad did not make a firm commitment to advance prompt payment legislation but did note that he is very interested in making sure that there is a process that goes forward that ensures people are getting paid for work. 

“We need to de-risk projects and part of that is a commitment that people get paid,” said Rustad. “We got to make sure that we don’t end up, you know, passing the problem down the line in terms of how that works, I want it to flow all the way through.”

Our industry is suffering because of government inaction on issues like the enactment of Prompt Payment Legislation, Lien Reform and Adjudication. We are looking for firm commitments from candidates of all parties. These issues must be dealt with in the next legislative cycle.

Chris Atchison, President, BC Construction Association

He added that another part of de-risking major projects is ensuring there is a full scope so that contractors know exactly what they are bidding on. 

“Then the contractor has the opportunity to get it done in a timely way because everyone knows if you get it done fast, you can make money,” he said.

Rustad recognized that to address many of the province’s needs, an immense amount of construction must be undertaken. When it comes to speeding the process up, he plans to consolidate things into a single project permit process. On the municipal side, he intends to use support for water infrastructure upgrades to motivate cities to do pre-zoning as part of their official community plan. 

Rustad also noted that he believes government is building too many things at once, stretching its resources thin. 

“There are so many projects going on right now. We don’t have the capacity to build all at the same time,” said Rustad. “That means the cookie jar is not only empty but tomorrow’s money is gone too. And so we’ve got to figure out how we structure that in a way that is manageable.”

On housing, Rustad intends to focus on building apartment rentals.

“We will work with the federal government on a program that allows for the rapid appreciation of capital so that projects can get built much faster,” he said. “It worked then. Most of our rental stock was built back in the 60s and 70s.”

He believes the biggest barrier to achieving more housing and building out the province’s infrastructure is labour. 

“We are actually seeing housing starts decline in British Columbia at a time when they need to expand.” 

He intends to take control of immigration in B.C. and adopt a strategy similar to Quebec. 

“That will allow us to work with foreign colleges and universities to make sure that the people coming have the same kind of credentials and skill sets that we expect them to have,” said Rustad.

In addition to immigration, Rustad wants to try to keep young people from leaving the province. He noted that one in two young people in B.C. are considering leaving. This means bringing down the cost of living, increasing safety and improving services. 

“Everybody that came to this province, whether it’s our generation with this five generations or seven generations, but whatever it may be, we all came here because we believed that British Columbia was a place we could build a future,” said Rustad. “That’s being lost. And we have all the resources we could want. We have all of the opportunities you could ever want. We have a well-trained, well-educated population, but we are hopelessly mismanaged at all levels.”

VRCA President Jeannine Martin noted that Rustad’s party platform seems to have consistent and significant support for forestry, mining and B.C.’s resource Industries. She stated that construction has a similar economic impact on GDP, $27 billion which is 10% of GDP, and asked if he would consider creating a Minister of Construction position to ensure that the sector is getting the attention it deserves. 

Rustad did not make any commitment on the issue, saying that it would be something safer to explore after the election. 

“We have a lot of work to do to get there but if we have the honour of framing government. I will be looking at realigning ministries,” he said.

The province’s construction associations thanked Rustad for taking time to meet with construction leaders and expressed how important these conversations are. 

“It is essential that all political leaders and candidates understand the issues that affect our members and the broader construction community,” said Martin. “This conversation was an opportunity to ensure that the Conservative Party leader is well-informed about our sector’s priorities and that our members’ voices are heard during this election period.”

“That Mr. Rustad kept his engagement given the events of yesterday is admirable,” said Atchison. “He rightfully described the construction industry as resilient and adaptable, but make no mistake: our industry is suffering because of government inaction on issues like the enactment of Prompt Payment Legislation, Lien Reform and Adjudication. We are looking for firm commitments from candidates of all parties. These issues must be dealt with in the next legislative cycle.”