2026 TOP CONTRACTORS SETTING THE INDUSTRY STANDARD
TOP 40 FIRMS Page 33
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TOP 5 UNDER 50 Page 39 INDUSTRY SNAPSHOT Page 42 LISTINGS Page 44
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TIME TO BUILD Turning policy into progress.
A
year ago in these pages, I wrote about an emerging consensus in the construction industry, calling for the establishment to remove barriers to growth that were standing in the way of Canada’s prosperity. Twelve months later, that consensus has hardened into mandate, with political support, capital commitments and a project pipeline to match its ambition. The next step is turning ambitious policy into actual projects that Canada’s top contractors can bring to fruition. There are already small signs of progress that indicate a much larger shift across the country. In less than a year, the new Major Projects Office in Calgary has referred 15 nation-building projects which represent more than $126 billion in investment. The Indigenous Loan Guarantee Program has also been expanded to $10 billion across all sectors and Cooperation Agreements with provinces are advancing a “one project, one review” approach to accelerate major projects. Furthermore, the federal government’s 5-year, roughly $280 billion capital plan is expected to unlock more than a trillion dollars in total investment. For an industry that has spent the better part of a decade calling for commitment and alignment around construction, this represents a generational opportunity. Challenges, of course, remain. Tariffs on steel derivatives and a still-unsettled cross-border trade relationship continue to complicate procurement, but the conversation has matured. While 2025 led with panic and pivoted to scenario planning, 2026 is increasingly about structural absorption: contractors pricing uncertainty directly into bids, sharing risk through smarter contract language and sourcing strategically across a wider supplier base. Labour has now taken over as a top concern, as worker shortfalls continue with an estimated 270,000 tradespeople due to retire by 2034. The firms who succeed in this environment will be those who prioritize workforce development, technology adoption and comprehensive risk management as core strategies, rather viewing them as overhead expense. This is where partnership plays a major role. As the size and complexity of projects grow and risk profiles rise, contractors need to have different conversations with their brokers. Discussions on issues including surety capacity for nine- and ten-figure megaprojects, tariff escalation provisions in contracts and underwriting work tied to policy timelines that must keep pace with construction schedules must be on the agenda. At American Global Canada, we believe insurance and surety strategy should function as competitive infrastructure - something to help contractors protect margin, secure capacity and deliver with confidence. The next few years will reward those who can execute on complexity at scale, be it civil, transit, energy, ports, infrastructure and more. Canada finally has the political will, capital commitment and project pipeline to make meaningful progress toward a stronger, safer and more self-reliant nation. All it needs now is what our industry has always quietly provided: capable, hardworking men and women and the industry’s Top Contractors - like those featured on the pages that follow - who show up, solve problems and turn policy into true progress. We are proud, once again, to sponsor the issue that spotlights the impressive capabilities and success of Canada’s Top Contractors. Sincerely,
Kent Peters, President, American Global Canada
EXPECT
In today’s challenging landscape, where complexity and risk are on the rise, top contractors need a broker who provides more than insurance. They need a trusted partner and advisor who views their business holistically, thinks differently, and works deliberately, to develop customized solutions. At AG Canada, our local insurance and surety professionals work alongside technical industry specialists to leverage the knowledge and expertise of our entire global team. We build programs that not only protect clients’ investments but position them for future long-term success. Discover the difference at AG Canada. Expect more from your broker. Start a conversation today. Email us at: expectmore@americanglobal.com
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PARTNERSHIP TECHNOLOGY DRIVE RESPECT EXPERTISE INSIGHTS PERSPECTIVE TRANSPARENCY
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TORONTO | CALGARY | MONTREAL
The contractors defining Canada’s future The Canadian construction industry’s entering into an era that’s quickly becoming defined by mega-projects, the development of mission-critical infrastructure and the race to build the country’s future, fast. From the development of AI-powered data centres and transit expansions to the opening of trade corridors and next-generation healthcare facilities, the nation’s leading builders are operating at a scale and pace that would have seemed unimaginable just a few short years ago. This year’s Top 40 Contractors in Canada rankings shines a spotlight on the firms that are redefining modern Canadian construction leadership. These firms are not only managing billion-dollar project pipelines, they’re also navigating volatile and unpredictable supply chains, skilled labour shortages, the need to implement advanced technologies and increasingly complex client demands, all while continuing to deliver top quality, on time and within budget. And alongside our Top 40 Contractors, our Top 5 Companies Under 50 Employees ranking features a slightly different kind of leadership. These organizations are proving that attracting the next generation of tradespeople, project managers, engineers and innovators requires more than compensation alone, having built success around vision, flexibility, mentorship and purpose. Together, these rankings capture an industry in transformation – one that’s more digital, more diverse, more ambitious and more influential to the future of the country than at any other time in Canada’s history.
TOP FIVE COMPANIES UNDER 50 EMPLOYEES RANK COMPANY
REVENUE
1
Clobracon Construction Inc.
126,500,000
2
Coldbox Builders Inc.
117,064,609
3
JR Certus Construction Co. Ltd. 108,500,000
4
Rosati Construction
91,851,393
5
Ira McDonald Construction Ltd
62,000,000
TOP 40 Rank
Company
2025 Revenue
1.
PCL Construction
13,800,000,000
2.
EllisDon Corporation
9,820,000,000
3.
Pomerleau
6,366,266,000
4.
Aecon
5,420,725,000
5.
Graham
4,600,000,000
6.
Ledcor
4,600,000,000
7.
Bird Construction
3,397,000,000
8.
Kiewit Canada Group Inc.
1,930,173,000
9.
Flynn Group of Companies
1,760,000,000
10.
North American Construction Group
1,600,000,000
11.
EBC inc
1,430,725,000
12.
Reliance Construction
895,000,000
13.
Magil Construction
810,000,000
14.
Chandos Construction
793,000,000
15.
Broccolini
741,000,000
16.
Strike Group
632,670,000
17.
Matheson Companies
580,000,000
18.
Maple Reinders
575,000,000
19.
FLINT Corp
563,800,000
20.
Govan Brown & Associates Ltd.
520,000,000
21.
Buttcon Limited
515,000,000
22.
Clark Builders
509,000,000
23.
Taggart Group of Companies
430,000,000
24.
Norland Limited
410,226,285
25.
FWS
347,988,000
26.
Michels Canada Co.
336,000,000
27.
Sigfusson Northern Ltd.
320,000,000
28.
Canadian Turner Construction Company, Ltd.
300,000,000
29.
Grascan Construction Ltd.,
293,000,000
30.
Dawson Wallace Construction Ltd.
285,000,000
31.
Bockstael Construction Ltd
279,186,000
32.
Gillam Construction Group
274,000,000
33.
Delnor Construction Ltd.
257,000,000
34.
Fillmore Construction Management Inc
230,000,000
35.
Marco Group Limited
227,000,000
36.
Orion Construction Ltd.
213,877,915
37.
Construction Demathieu & Bard (CDB) Inc. 200,000,000
38.
Les Excavations Lafontaine inc.
171,000,000
39.
Triumph Group
170,000,000
40.
Westridge Construction Ltd.
158,100,000
Based on written responses to research conducted by On-Site, as well as on publicly available data. Some contractors chose not to participate in this research.
on-sitemag.com / 29
ADVERTORIAL
Delivering construction projects in remote regions often requires more than careful planning. It demands a fundamental rethink of how projects are designed, sourced, and built. That reality is on full display in the recently completed Bella Coola Centennial Pool, a project that has brought new life to a vital community asset on British Columbia’s central coast. Built by Chandos Construction, the new facility replaced a deteriorating outdoor pool originally built in 1967. For the Bella Coola Valley, home to just over 2,100 residents, the pool serves as both recreational infrastructure and a seasonal hub that plays a leading role in community life. “For us, this pool is the beating heart of the community in the summer,” said Jayme Kennedy, Chair and Area C Director, Central Coast Regional District.
BUILDING IN ISOLATION
Bella Coola is tucked within a coastal fjord and accessible only by a long, winding highway, ferry, or small aircraft, which created significant logistical hurdles. Every aspect of construction must account for extended lead times and limited access. Those challenges became especially apparent following the failure of the original pool. “The old pool was in very poor condition,” said Graham Pirie, senior superintendent at Chandos Construction. “The community and the regional district came together and raised the money to replace it.”
RETHINKING TRADITIONAL CONSTRUCTION
Rather than relying on a conventional cast-in-place concrete pool, the project team pivoted early in the design phase. Working alongside Carscadden Architecture, Chandos opted for a prefabricated stainless-steel basin manufactured in Europe. The decision fundamentally reshaped the construction process. While crews prepared the site in Bella Coola, the pool itself was fabricated overseas and shipped in modular components. “Because of the remoteness, getting materials on site is extremely challenging,” said Dominic Ries, director of technical solutions, pre-construction at Chandos. “While we were digging the foundations, the pool was being manufactured in Europe and shipped across the Atlantic. It saved a considerable amount of time.”
DESIGNING FOR ENVIRONMENTAL REALITIES
The shift to stainless steel also addressed groundwater challenges tied to the site’s location within a 200-year floodplain. “Pools are designed to hold water, but here, we also had to manage water pushing in from the backside,” said Ries. “Stainless steel eliminated permeability concerns and offered far better long-term resilience.” The material choice also carried sustainability benefits, reducing embodied carbon and eliminating the need for energy-intensive winter heating typically required during concrete curing.
SUPPORTING LOCAL PARTICIPATION
Despite the project’s reliance on prefabrication, local involvement remained a priority. “There is only one concrete plant here, and it is owned by the local Indigenous nation,” said Mathew Chrystian, project director, SSG. “By switching to stainless steel, we aligned the pool’s concrete needs with what local supply could deliver.” Local workers contributed across multiple scopes, with opportunities for on-site training and skills development.
WE BUILD BETTER TOGETHER. FIND OUT MORE BELOW
LOGISTICS AS A DEFINING CHALLENGE
Executing the project required an unusually high level of coordination, with delivery windows often stretching between two and three weeks. “We knew logistics were going to be a challenge,” said Pirie. “We had to look weeks ahead for every piece of equipment and every delivery to keep production going.” The prefabricated pool components were shipped in containers and transported along steep, narrow roads into the Bella Coola Valley, requiring careful sequencing and collaboration across the project team.
BUILT FOR LONGEVITY AND FLEXIBILITY
Beyond construction, the pool was designed with long-term operations in mind. The stainless-steel basin offers durability and reduced maintenance requirements. Seasonality was also a key consideration. “This pool is designed to freeze over without causing damage to the basin or piping,” said Ries.
AHEAD OF SCHEDULE, BUILT TO LAST
Despite the complexities, the project reached completion one month ahead of schedule. “It has been a privilege to be part of this project,” said Pirie. “We are proud of what we have built, and proud that the community is too.” The new Bella Coola Centennial Pool now stands as a resilient, low-maintenance facility that will support recreation, water safety, and community connection for decades.
MONTREAL METROPOLITAN AIRPORT Montreal, QC
NEXT-GEN TERMINAL Aviation is a dynamic industry. PCL’s teams have experience with the advanced technology systems airport operations rely on, including radar, navigation aids, communication networks, baggage handling systems and security systems. Whether seamlessly integrating advanced technology or offering the flexibility to increase capacity as passenger numbers grow, PCL is focused on enhancing safety, security, sustainability, long-term value, operational continuity and – ultimately – the passenger experience. As Canada’s top contractor, PCL is proud to lead the way in aviation construction across the country.
PCL.COM
Building Canada’s
NEXT CHAPTER Construction of BHP Raw Ore and Product Storage foundations in Saskatchewan.
As governments across the country begin rolling out an impressive amount of infrastructure investment, Canadian general contractors are presented with opportunity, alongside mounting risk, ongoing labour pressures and increasing project complexity.
IMAGE COURTESY OF BIRD CONSTRUCTION.
BY SEAN TARRY
F
or much of Canada’s history, major construction pushes have emerged during moments of national transformation. From railways and highways to energy systems and urban transit networks, infrastructure has often served as both an economic catalyst and a nation-building tool. Today, Canada’s Top Contractors argue that the country is entering another such period. Canada’s construction sector, having weathered pandemic disruptions, inflationary shocks and supply chain turmoil, now finds itself at the centre of an ambitious agenda
involving transportation infrastructure, energy security, defence investments, healthcare facilities, data centres and community development. Yet, while the pipeline of work appears stronger than it has in decades, the challenges associated with delivering that work have become equally significant. Considering these factors, Mike Wieninger, COO, Canadian Operations at PCL Construction and Canada’s 2026 Top Contractor in Canada, believes the industry has demonstrated incredible resilience while positioning itself for long-term growth. “The Canadian construction industry
remains resilient and continues to play a. critical role in supporting economic activity, national infrastructure priorities and longterm competitiveness,” he says. While labour availability, supply chain volatility, regulatory complexity and cost escalation remain ongoing challenges, he notes that “there is also significant opportunity emerging across several high growth sectors.” For general contractors operating in Canada’s heavy civil sector, success is being realized increasingly by not only building out projects, but by effectively navigating risk, securing labour, managing complexity and adapting to a rapidly changing procurement environment. “The construction industry was the only thing that kept Canada together and created any kind of economic growth during COVID, which shows how critical this industry is to the country’s resilience,” says Rodrigue Gilbert, President of the Canadian Construction Association. And, the industry’s importance is becoming even more clear as governments once again look to construction to drive economic growth and long-term competitiveness. “Government again is turning back to construction to be the driver of the future of the country, just as it has during other pivotal moments in Canadian history,’ Gilbert adds.
A GENERATIONAL PIPELINE Following several years of uncertainty, many industry leaders believe that the market is entering a period that’s becoming increasingly defined by visibility and long-term opportunity. Teri McKibbon, CEO of Bird Construction, says construction has largely emerged from the disruption that’s been plaguing the
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CAPACITY CONSTRAINTS BECOME THE CENTRAL CHALLENGE As a result of this demand, for many contractors, the question is no longer whether work will be available, but whether the industry has sufficient capacity to deliver it, making the availability of labour the defining current constraint. From PCL’s perspective, in order to execute, collaboration will need to support
34 / JUNE 2026
Grascan’s rehabilitation of Toronto’s Gardiner Expressway, which was completed significantly ahead of schedule.
every decision made. “Canada has a substantial infrastructure deficit and ambitious pipeline of nation-building projects ahead,” he says. “Success will depend on continued collaboration between government, industry and trade partners to build workforce capacity, improve productivity and deliver the infrastructure needed to support Canada’s future growth.” Despite the need to collaborate, however, owners are increasingly competing for the same skilled labour pools, equipment fleets and specialized contractors. As a resuult, industry leaders warn that without greater coordination, project schedules and budgets could come under increasing pressure. “We need to make sure projects are not fighting with each other,” Gilbert asserts. “You can see two or three major projects in the same area creating workforce and capacity issues that delay delivery.” However, the current labour challenge extends well beyond simple headcount shortages. Many contractors point to a growing shortage of experienced personnel capable of managing increasingly complex infrastructure projects. In fact, Angelo Grassa, President and Chief Operating Officer at Grascan Construction, believes the industry faces a significant experience gap as major infrastructure programs accelerate. “There’s not enough people to do the work that’s coming up,” he says. “Nobody wants to work building rail lines and bridges. It’s hard work.”
That concern is particularly acute within the specialized sectors, where decades of accumulated knowledge often separate successful delivery from costly delays. In fact, Grassa argues that many of the industry’s future challenges will stem not only from labour shortages but from a shortage of experienced decision-makers on the jobsite. “The biggest downfall for the industry is going to be when the people that are currently managing projects leave,” he says, pointing to the retirement of veteran professionals and the steep learning curve facing newer entrants. Contractors are responding, however, through a combination of workforce planning, training investments and partnerships. Bird Construction, for example, has focused on aligning workforce planning with its long-term backlog while investing in apprenticeship programs, Indigenous partnerships and initiatives aimed at attracting women and young people into the trades. “We support workforce development through long-standing Indigenous partnerships, targeted training initiatives and a focus on building diverse, sustainable talent pipelines,” McKibbon says. PCL’s Wieninger agrees that workforce capacity has become the defining execution challenge facing the industry. However, as investment accelerates across multiple sectors simultaneously, he argues that contractors must be strategic about growth and resource allocation.
IMAGE COURTESY OF GRASCAN.
industry recently. “The Canadian construction market has undergone a meaningful shift since the inflation and supply chain disruptions of 2021 through 2024,” he says. “As we moved through 2025, we saw several important shifts across the broader market. Supply chains largely stabilized, cost visibility improved and there was a continued move toward more collaborative delivery models that better align expectations across owners and contractors.” At the same time, governments have advanced major capital programs tied to infrastructure, energy, security and defence, helping to create a clearer view into future project flow. It’s also resulting in an incredible amount of opportunity available to general contractors operating across the country, with investment being poured into just about every major infrastructure category, including nuclear energy, renewables, oil and gas, LNG, mining, healthcare, education, transportation and data centre construction. “It’s a very exciting time to be in the construction industry with what feels like a generational pipeline of long-cycle opportunities for the industry over the next several years,” McKibbon says. Those opportunities, however, are being driven by a number of powerful and significantly meaningful forcing functions. Canada’s infrastructure deficit is substantial. Electrification initiatives require new transmission systems and generation assets. Defence spending is rising. And population growth continues to place pressure on transportation, healthcare and housing infrastructure. Meanwhile, digital transformation is fueling demand for the development of data centres and related facilities.
“Contractors must remain disciplined in managing their backlog and avoid overextending their capacity,” he warns. “Equally important is ensuring that trade partners, suppliers and the broader construction ecosystem have the capacity to support project demands.”
THE RISK REVOLUTION While labour shortages might dominate headlines, many contractors identify another issue as the industry’s most significant structural change. “The big word is risk” says Grassa. Historically, owners and consultants carried a larger share of project risk, supported by detailed designs and extensive project information before tender. Today, many contractors argue that risk allocation has shifted dramatically toward builders. In fact, according to Grassa, increasingly complex projects are often tendered with incomplete information, forcing contractors to identify design deficiencies, assess constructability concerns and absorb significant uncertainty during the bidding process. “Owners are risk averse,” he says. “The shift in the industry is that the tenders are now being managed properly.” The result is an environment where contractors are being asked to manage not
only construction risk but also elements of design, coordination and project development that were previously handle elsewhere, creating ripple effects through the project lifecycle.
PROCUREMENT MODELS EVOLVING As risk has increased, traditional procurement models have come under increasing scrutiny, with industry leaders arguing that conventional design-bid-build approaches are poorly suited to today’s complex infrastructure projects. “The world is changing so fast,” says Gilbert. “We need procurement models where all the players are at the table when you plan the project and remain involved through delivery.” That philosophy is driving growing adoption of collaborative delivery models, including progressive design-build, integrated project delivery (IPD), construction manager/ general contractor (CMGC) and other approaches that emphasize early contractor involvement. “The industry is evolving quickly in response to growing expectations around safety, Indigenous partnerships, productivity and technology adoption,” says Wieninger. “More owners and contractors are embracing collaborative delivery models, digital
IMAGE COURTESY OF PCL.
Momentum builds at North Shore Wastewater Treatment Plant in Vancouver, British Columbia - an incredibly complex project that’s due to be completed by June 2031.
construction tools, prefabrication and AI-enabled solutions to improve certainty, efficiency and project outcomes.” Kent Peters, President of American Global, sees the same trend from the perspective of risk management and surety. “We’re seeing a lot more collaborative contractual models – IPD, progressive designbuild, cost reimbursable – because contractors can’t simply price in steel risk, or supply chain volatility anymore,” he says. “Owners are increasingly sharing those risks instead of downloading them entirely to the contractor.” The shift reflects a broader recognition that modern infrastructure projects involve uncertainties that are difficult for any single participant to manage alone. “Contractors have adjusted to inflation, labour shortages and project complexity by changing how risk is allocated,” Peters continues. “The industry is moving toward procurement models built around transparency, collaboration and shared responsibility rather than fixed-price contracts carrying all the risk.”
COMPLEXITY IS REDEFINING COMPETITION As procurement evolves, the profile of successful contractors is changing as well. Large infrastructure projects have become more technically demanding, involving extensive stakeholder engagement, environmental requirements, digital systems integration and increasingly sophisticated contract structures. “Project complexity has expanded rapidly, both in size and scope,” Peters says. “Contractors now need to be far more sophisticated technically, contractually and operationally.” However, that sophistication extends beyond traditional construction expertise. Contractors must now demonstrate strong safety systems, strong financial controls, advanced project management capabilities, effective design coordination and comprehensive risk management processes. “The contractors best positioned to succeed today are no longer just the lowest-cost bidders,” Peters says. “Success is increasingly dependent on innovative approaches.” The insurance and surety markets are
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reinforcing that trend, as Peters notes that underwriters now demand significantly more detailed information about project controls, technical capabilities and operational maturity before extending support. For contractors, this means competitive advantage increasingly comes from organizational capability rather than simply pricing effectively. And from Wieninger’s perspective, this includes the adoption of today’s latest tools. “Advancements in technology, including AI, automation, digital project delivery and advanced construction methods, are creating opportunities to improve productivity, reduce risk and deliver more predictable project outcomes.”
TRADE UNCERTAINTY AND SUPPLY CHAIN RESILIENCE Although supply chain conditions have improved substantially since the height of pandemic disruption, new uncertainties are emerging. “Material cost fluctuations, tariffs and global supply chain disruptions continue to create uncertainty between bid and delivery, putting pressure on both budgets and schedules,” says Wieninger. He goes on to explain that he believes the contractors that succeed in the coming years will be those that “maintain strong relationships with trade partners, strengthen supply chain resilience and leverage technology to improve productivity and predictability throughout project execution.” Because many of Canada’s largest infrastructure programs are closely tied to national priorities like energy security, critical infra-
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36 / JUNE 2026
structure resilience and domestic industrial development, contractors are beginning to place greater emphasis on the long-term supplier relationships that Wieninger references, as well as early procurement planning and localized sourcing strategies. And the goal is not simply to reduce costs, but to reduce vulnerability as well. By involving suppliers earlier and improving visibility across project lifecycles, contractors can better manage volatility while improving schedule certainty.
DELIVERING FASTER IN AN ERA OF URGENCY One of the industry’s greatest paradoxes is the fact that projects are becoming more complex at precisely the moment society demands faster delivery. Across Canada, aging infrastructure systems require urgent renewal. Transit expansion, climate adaptation projects and energy investments can’t wait decades to materialize. “We live in a world now where we just don’t have time to waste, especially when critical infrastructure is already failing in communities across Canada,” asserts Gilbert. Yet many contractors argue that project delivery remains hindered by lengthy approvals, fragmented decision-making and procurement processes that prioritize risk avoidance over outcomes. Grassa believes one of the most important lessons from successful projects is the importance of removing barriers and empowering experienced teams. Reflecting on Grascan’s rehabilitation of Toronto’s Gardiner Expressway, which was completed significantly ahead of schedule, he credits collaboration and timely decision-making. “The key was in allowing us to work,” he says.
THE ROAD AHEAD Few industries are more closely tied to Canada’s economic future than construction. Governments are counting on infrastructure investment to drive growth, improve productivity and strengthen national competitiveness. Communities are counting on new transit systems, hospitals, energy facilities and transportation networks. And contractors are preparing to deliver some of the largest and most complex projects in the country’s history. And, while industry leaders are by and large optimistic about the opportunities ahead, Wieninger cautions that execution remains in the balance. “The greatest risk remains the industry’s ability to execute,” he asserts. “Specifically, delivering projects on time and on budget in an environment defined by labour shortages, supply chain disruptions, cost volatility and an unprecedented volume of work entering the market simultaneously.” For firms capable of scaling their operations, workforce and technical capabilities effectively, he believes “the years ahead represent one of the strongest construction markets Canada has seen in decades.” As the next generation of nation-building projects moves from planning to construction, it’s becoming increasingly clear that Canada’s infrastructure ambitions will depend as much on how projects are delivered as on what gets built.
SHAPING CANADA’S FUTURE
—
Pomerleau is one of Canada’s largest construction companies, with approximately $6 billion in revenues. It delivers buildings, civil engineering works, and major infrastructure projects using a collaborative and transparent approach. With its research and development lab, Pomerleau integrates innovation in its projects and works in a sustainable way to build the living environments of tomorrow. Its subsidiary Borea has executed close to 50% of the country’s renewable projects, and its subsidiary ITC Construction Group is one of the largest residential construction companies in Canada. Its investment arm, Pomerleau Capital, specializes in private and public infrastructure investment and financing. Founded 60 years ago, Pomerleau has over 5,000 employees and workers at over 200 sites from coast to coast. The company has been named among Canada’s Top 100 Employers since 2020.
BUILT TO
COMPETE
How Canada’s small- and mid-sized general contractors are winning through agility, discipline and relationships. BY SEAN TARRY
I
n Canadian construction, size often attracts attention. The country’s largest general contractors have deep benches of staff, extensive equipment fleets and the capacity to pursue some of the nation’s most complex projects. Yet, across Canada, scores of small- and mid-sized contractors continue to thrive, expanding their market share and successfully competing against firms many times their size. Their success is not built on scale. Instead, it often stems from a combination of operational discipline, strong relationships, datadriven decision-making and an ability to adapt quickly to changing market conditions.
IMAGE COURTESY OF JR CERTUS CONSTRUCTION CO. LTD.
THE AGILITY ADVANTAGE For companies such as Clobracon Construction Inc. and JR Certus Construction Co. Ltd. – 2 of the top contractors under 50 employees in Canada – competitiveness comes from doing the fundamentals exceptionally well while leveraging the advantages that naturally come with a smaller organizational structure. “One of the biggest advantages of being a smaller, owner-led company is agility,” says David Aquino, Principal at JR Certus Construction Co. Ltd. “Our principles remain directly involved in operations, client communication, budgeting and project execution, allowing us to make decisions quickly and maintain accountability throughout every phase of a project.” That ability to move quickly has become increasingly valuable as contractors navigate a business environment defined by labour shortages, cost escalation, supply chain disruptions and growing client expectations. While larger organizations often benefit from extensive resources and established processes, smaller firms frequently enjoy greater flexibility. As a result, decisions can be made faster, communications channels are shorter and leadership remains closely connected to both clients and projects. For many contractors, that proximity creates a competitive
A rendering of the Vaughan Metropolitan Centre (VMC) YMCA - a 77,000 square foot mixed used commercial unit in Toronto, Ontario.
advantage that can’t be easily replicated.
CHOOSING THE RIGHT WORK At JR Certus, maintaining close relationships with clients, consultants, subcontractors and suppliers is a central component of the company’s growth strategy. In fact, Aquino believes that trust remains one of construction’s most valuable currencies, particularly in uncertain economic conditions. “We focus on projects where we know we can add value and execute efficiently rather than chasing volume for the sake of growth,” he asserts. “That discipline helps us remain competitive without compromising quality or client service.” That strategy reflects a growing trend among successful mid-sized contractors. Rather than pursuing every available opportunity, they are becoming increasingly selective about the projects they undertake, focusing on work that aligns with their expertise, available resources and long-term objectives. This disciplined approach is equally evident at Clobracon Construction Inc., which has evolved from a renovation contractor
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into a builder of large-scale multi-residential, hospitality and industrial projects. The company has completed major hotel developements is recent years, including Hyatt and Marriott projects, while continuing to expand into other large commercial sectors.
DATA, DISCIPLINE AND EXECUTION For Clobracon President Michel Tylbor, competing against larger firms requires a relentless focus on operational excellence. “When you’re competing against the big guys, you have to be smarter and better,” he asserts. “We have to make sure that verything is quantified, verified and measured because that’s what allows a smaller company to compete successfully on larger projects.” That philosophy has driven significant investments from the company in benchmarking cost analysis and project controls. In fact, according to Tylbor, Clobracon conducts detailed project reviews throughout construction and after completion, continually updating cost databases and productivity metrics. The goal, he explains, is to consistently maintain an accurate understanding of market conditions while continually identifying opportunities for improvement. The company’s adoption of lean construction principles roughly a decade ago has also served to strengthen execution and accuracy on projects. By making sure to track productivity daily and connect performance directly to project schedules, the company’s management can identify issues early and address them before they become costly delays. It’s an approach that can be seen throughout the industry. As margins tighten and project complexity increases, many smaller contractors are embracing data and process management to remain competitive.
PEOPLE REMAIN THE COMPETITIVE EDGE Despite the challenges that general contractors across the country face, and tactics meant to overcome them, however, neither contractor believes that systems and processes alone will be enough to determine success for contractors going forward. In fact, according to both, people remain the industry’s most important asset. And given the fact that labour shortages continue to affect just about every region and sector within construction, resulting in ever-increasing competition for experienced project managers, superintendents and tradespeople, Aquino believes that sustainable growth for contractors depends heavily on retaining talented individuals who share the company’s values and commitment to quality. “Construction remains a relationship-driven industry,” he asserts. “It’s imperative for companies to have dependable project managers, site supervisors and trade partners who take pride in their work. The result is always the creation of stability and continuity for both clients and projects.”
40 / JUNE 2026
Clobracon Construction Inc. proves that finding success within the Canadian industry isn’t always about size.
At Clobracon, employee development has always been a top strategic priority. In fact, Tylbor credits much of the company’s recent growth to the investments that it’s made in training and mentoring and to the creation of a culture centred on continuous improvement. He says that the company’s engineering-oriented mindset helps to encourage employees to analyze problems, challenge assumptions and seek out better ways of working and doing things. And strong relationships extend beyond internal teams as well. Subcontractor partnerships have become increasingly important as labour availability fluctuates and project schedules become more demanding. “Our relationships with clients, consultants, subcontractors and employees are critical,” Tylbor stresses. “When people trust you and enjoy working with you, it creates opportunities and efficiencies that are difficult for competitors to mimic.”
BUILT FOR LONG-TERM SUCCESS Looking ahead, both contractors expect market pressures to remain significant. Meanwhile, clients are also demanding greater transparency, more frequent communication and stronger accountability from construction partners. At the same time, technology adoption will continue accelerating. Project management platforms, real-time reporting tools and integrated communications systems will continue becoming standard expectations rather than differentiators. Still, neither Aquino nor Tylbor seem phased by the obstacles in the way of their respective firms’ success. And they both believe that it will not be limited by employee count, equipment inventory or annual revenue. It will instead be determined by continued quality and execution. In light of this, the firms that will continue to thrive, despite their size, will be those that strategically combine disciplined operations with strong leadership while continuing to invest in people, embrace improvement and remain closely connected to their clients. Afterall, in construction, being bigger doesn’t always mean being better. Sometimes it simply means having more to manage. And in an industry where trust, execution and accountability remain significantly important, the formula of building reputation project by project, relationship by relationship and decision by decision continues to prove incredibly effective.
Translucent Sandwich Panels
Wood Composite Panels
Single-Ply System
Fibre Cement Panels
Louvre
Plate Wall Panels
Metal Roofing
Extensive Green Roof
Rooftop P.V.
Building Integrated P.V.
BUILDING SERVICES ▪ Roof Retrofits ▪ Wall Retrofits ▪ Leak Response ▪ Preventative maintenance
GLAZING
ARCHI T E CTURAL M E T AL S
ROOFING
OUR BUILDINGS TURN HEADS
Storefront Glazing
Skylight
Structural Glass Wall System
High Span Glazing
Metal Column Cover
Exotic Metals
Terra Cotta Cladding
Composite Metal Panels
Intensive Green Roof
Glazed Canopy
Unitized Curtain Wall System
Sunshade System
Modified Bitumen System
Metal Cladding
1
TOTAL BUILDING ENVELOPE
EQUIPMENT
INSIDE THE INDUSTRY BY ON-SITE STAFF
C
anada’s top contractors are currently operating within one of the most transformative periods the industry has ever faced. A culmination of forcing functions, including workforce pressures, rising costs and increasingly complex projects is requiring that firms across the country adapt quicker than ever before. As part of On-Site magazine’s Top Contractors in Canada survey, respondents from across the country share their insights concerning market conditions, technology, recruitment, project delivery and other trends shaping the future of construction. Their responses offer a revealing snapshot of where the industry currently stands, and where its leaders are heading next.
85.19% have somewhat or greatly increased their investment in AI and other advanced technologies
BUILDING SMARTER Canadian contractors are rapidly embracing AI, automation and advanced digital technologies as a means to improve productivity, reduce risk and control costs within an increasingly competitive market. From AI-assisted scheduling and predictive analytics to the use of drones, robotics, digital twins and real-time project data platforms, contractors today are helping to transform how projects are planned and delivered. As labour shortages, tighter
42 / JUNE 2026
margins and complex mega-projects continue to reshape the industry, technology is no longer considered a future advantage, but an essential tool for contractors that want to build faster, smarter and more efficiently.
pressure on project budgets and schedules. Contractors are increasingly sourcing from multiple regions, strengthening domestic supplier relationships and securing materials earlier in the project lifecycle in an effort to reduce risk and improve cost certainty. The shift reflects a broader industry effort to build greater resilience as contractors navigate an unpredictable global market and increasingly complex infrastructure and industrial projects.
57.41% are increasingly concerned about the availability of skilled labour
ADJUSTING SUPPLY LINES
LABOUR CRUNCH
Leaders within the industry are placing renewed focus on supply chain diversification as ongoing trade tensions, tariffs and material price volatility continue to place
Contractors across the country remain deeply concerned about the growing shortage of skilled labour available for projects. As demand for work related to major infrastructure, industrial and institutional work grows, many firms are struggling to recruit and retain experienced tradespeople, project managers and technical specialists. And an aging workforce, increased competition for talent and shifting workforce expectations are adding further pressure. In response, contractors are investing more heavily in training, apprenticeships, technology and the development of positive workplace culture as a means to secure the next generation of construction talent.
81.48% have greatly or somewhat increased their focus on supply chain diversification
ICONS © LULIS / ADOBE STOCK
How Canada’s top contractors are adapting within an increasingly evolving industry.
62.96%
66.4%
believe jobsite productivity has somewhat or greatly increased
are paying increased focus toward exploring alternative procurement models
57.4% have somewhat or greatly increased their focus on lowering carbon emissions
RETHINKING DELIVERY
BUILDING MOMENTUM
REDUCING THE FOOTPRINT
The exploration of alternative procurement and project delivery models has been expressed by many contractors as a top priority moving forward as owners seek greater efficiency, collaboration and cost certainty. From progressive design-build and alliance contracting to integrated project delivery and public-private partnerships, firms are beginning to adapt to more collaborative approaches that better manage risk and improve project outcomes. As projects continue to grow larger and more complex, contractors say traditional procurement methods are evolving to meet the demands of tighter schedules, budget pressures and increasingly sophisticated infrastructure development.
Firms across the country are reporting improvements in jobsite productivity on the heels of greater technology adoption, refined project management strategies and more collaborative delivery approaches. An increased use of digital tools, prefabrication, real-time data tracking and advanced scheduling systems are helping contractors streamline workflows and reduce efficiencies. While labour shortages and cost pressures remain ongoing challenges, many firms say productivity gains are helping projects move faster and more efficiently across Canada’s increasingly demanding construction landscape
A greater emphasis is being placed by contractors on the reduction of carbon emissions as sustainability expectations continue to reshape the industry. Contractors are increasingly adopting lower-carbon materials, electrified equipment, energy-efficient practices and smarter project planning strategies in order to help minimize the industry’s environmental impact. Driven by client demands, government policy and corporate ESG commitments, contractors are integrating decarbonization goals into every stage of project delivery as the industry works toward a more sustainable and resilient built environment.
Building What Matters to Enable Future Generations to Thrive. Aecon is proud to be recognized as one of the Top 2025 Contractors in Canada.
LEARN MORE: Scan the QR code to discover Aecon’s capabilities.
aecon.com
on-sitemag.com / 43
LISTINGS A Aecon 20 Carlson Court Toronto, ON M9W 7K6 T: 416-297-2600 www.aecon.com A, B, G, H, J, K, M, N, S, T, W, X, Z
B Baycrest Project & Construction Management 23 Railside Road Toronto, ON M3A1B2 T: 416-444-0200 www.baycrestgc.com C,H,M, O
Bird Construction 5700 Explorer Dr #400 Mississauga, ON L4W 0C6 T: 437-235-6638 www.bird.ca A, B, C, E, F, G, H, J, K, M, N, O, P, R, S, T, V, W, X, Y, Z Broccolini 16766 Route Transcanadienne Suite 503 Kirkland, QC H9H4M7 T: 514-737-0076 www.broccolini.com/en C, H, M, N, O, V Bockstael Construction Ltd 200-100 Paquin Rd Winnipeg, MB R2J 3V4 T: 204-233-7135 bockstael.com C, E, H, J, M, N, O, V
ACTIVITIES Buttcon Limited 300-6240 highway 7 Woodbridge, ON l4h4g3 T: 647-888-3860 buttcon.com C, E, F, G, H, M, N, O, T, V, Y
C Canadian Turner Construction Company, Ltd. 510 Seymour St, 8th Floor Vancouver, BC V6B 3J5 T: 604-398-2200 turnerconstruction.com C, G, H, M, N, O Cedar Camp Projects Ltd 39 Rue Beaudouin, Grande-Digue, NB E4R 3V8 T: 506-721-2673 www.cedarcamp.ca A, C, E, F, H, M, U, V Chandos Construction 9604 20 Ave NW, Edmonton, AB T6N 1G1 T: 780-289-6707 www.chandos.com B, C, D, E, F, G, H, M, O, V, Z
PARTNER. PERFECT. Guided by an uncompromising commitment to safety and quality, our teams design, build, transport, operate, and maintain projects across North America. Our One Ledcor approach unites our many operating groups, bringing clients an integrated team of experts who share knowledge, experience, and innovation across industries, ensuring that every project is done right. Ledcor is the partner your project needs. From modest to massive, we move it forward.
LEDCOR.COM
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Clark Builders 800, 5555 Calgary Trail NW Edmonton, AB T6H 5P9 780-278-6737 www.clarkbuilders.com C, E, G, H, M, N, O, R, S, V, Z
The following letter codes are used to indicate areas of activity for the contractors in the listings on these pages. A Aggregates B Bridges C Commercial Buildings D Communication Engineering E Concrete F Contract Management G Demolition H Design/Build J Electric Power/Utilities K Environmental Remediation M General Contracting N Industrial Buldings O Institutional Buildings P Marine-Related R Mining-Related S Oil and Gas-Related T Other Transportation Construction U Residential Houses V Residential Multi-Unit W Roadbuilding X Sewer Y Structural Steel Z Waterworks
Coldbox Builders Inc. 5500 N Service Rd suite 900 Burlington, ON L7L 6W6 T: 289-337-3966 www.coldboxbuilders.com C, H, M, N Construction Demathieu & Bard (CDB) inc. 170 blvd Roland-Godard St-Jerome, QC J7Y 4P7 T: 450-569-8043 cdbtechno.com
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Clark Construction Management 5060 Spectrum Way Mississauga, ON L4W 5N5 T: 519-942-8622 clarkconstructionmgt.com/
Dawson Wallace Construction Ltd. 4611 Eleniak Road Edmonton, AB T6B2N1 T: 780-466-8700 www.dawsonwallace.com
Clobracon Construction Inc. 6505 Transcanadienne, #110 Saint-Laurent, QC H4T 1S3 T: 514-731-0035 www.clobracon.com C, E, F, G, K, M, N
Delnor Construction Ltd. 3609 74 Avenue Edmonton, AB T6H2T7 T: 780-289-7172 www.delnor.ca C, H, M, O, V
E EBC inc 1095 Rue Valets L’Ancienne-Lorette, QC G2E 4M7 T: 418-872-0600 www.ebcinc.com/fr/ Edifice Construction Inc. #107-16 Fawcett Rd. Coquitlam, BC V3K 6X9 T: 778-834-2855 www.edifice.ca C, F, G, H, J, M, U, V EllisDon Corporation 1004 Middlegate Road, Suite 1000 Mississauga, ON L4Y1M4 T: 905-896-8900 www.ellisdon.com Evolve Builders Group Inc 101-123 Woolwich Street Guelph, ON N1H 3V1 T: 519-265-6546 www.evolvebuilders.ca H, U
F Fillmore Construction Management Inc 4730 Gateway Blvd. NW Edmonton, AB T6H4P1 T: 780-235-6015 www.fillmoreconstruction.com C, H, M, N, V FLINT Corp 3500 205 5 Avenue SW Calgary, AB T2P2V7 T: 403-966-8932 flintcorp.com Flynn Group of Companies 6435 Northwest Drive Mississauga, ON L4V 1K2 T: 905-671-3971 flynncompanies.com
Fortis Group 1-416 Advance Blvd Tecumseh, ON N8N 5G8 T: 5197918217 fortisgroup.ca A, B, C, D, E, F, G, H, J, K, M, N, O, P, R, S , T, U, V, W, X, Y, Z FWS Group of Companies 840 7th Ave. SW - Suite 1500 Calgary, AB T2P 3G2 T: 587-834-2057 www.fwsgroup.com A, E, H, M, N, P, R, S, Y
G Gillam Construction Group 36 Northline Road, Unit 3 Toronto, ON M4B 3E2 T: 647-465-7251 www.gillamgroup.com C, F, H, M, N, O, V
I Ira McDonald Construction Ltd 67 Frid Street Hamilton, ON L8P 4M3 T: 905-467-5760 www.iramcdonald.com C, H, M, O, V Ironclad Developments Inc 101-57158 Symington Rd 20E Springfield, MB R2J 4L6 T: 204-894-3512 Ironcladdevelopments.ca Island Coastal Services Ltd. Hillstrom Ave. Charlottetown, PE C1E 2C6 T: 902-892-1062 www.islandcoastal.ca
J JR Certus Construction Co. Ltd. 81 Zenway Blvd., Unit 3 Second Floor Vaughan, ON L4H 0S5 T: 647-784-6619 www.jrcertus.com F, M, V
K Kiewit Canada Group Inc. 200-10333 Southport Rd, SW Calgary, AB T2W 3X6 T: 402-693-8701 www.kiewit.ca
Govan Brown & Associates Ltd. 108 Vine Avenue Toronto, ON M6P 1V7 T: 647-821-8535 www.govanbrown.com C, H, M, N, V Graham 10840 – 27 Street SE Calgary, AB T2Z 3R6 T: 403-570-5000 www.grahambuilds.com B, C, J, N, O, R, S, T, V, W, Z Grascan Construction Ltd., 61 Steinway Blvd Etobicoke, ON M9W 6H6 T: 416-881-4188 grascan.com B, E, F, G, H, M, T, W GS Wark Construction 23 Banbury Drive Hamilton, ON L8R 3L1 T: 905-971-2434 www.wark.net
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LISTINGS Ledcor Constructors 7008 Roper Road NW Edmonton, AB T6B 3H2 T: 780-233-9482 www.ledcor.com
Matheson Companies 245 Industrial Parkway Aurora, ON L4G4C4 T: 905-669-7999 mathesonconstructors.com A, B, C, D, E, F, G, H, J, K, M, N, O, P, R, S, T, U, V, W, X, Y, Z
Leeswood Construction 7200 West Credit Avenue Mississauga, ON L5N 5N1 T: 647-444-0998 www.leeswood.ca
Menard 1 Hurontario St Mississauga, ON L5G 0A3 T: 905-379-7389 menardcanada.ca
Les Excavations Lafontaine inc. 872 Rue Archimède Levis, QC G6V 7M5 T: 418-838-2121 ext.154 www.lafontaineinc.com K, X, Z
Metal Building Group 15240 56th Avenue Surrey, BC V3S 5K7 T: 604-574-6613 www.metalbuildinggroup.ca
L
Lopes Limited 84 Smelter Road Coniston, ON P0M 1M0 T: 705-694-4713 lopes.ca
M Magil Construction 2000 Argentia Road, Plaza 2 Mississauga, ON L5N 1V8 T: 905-890-9193 www.magil.com C, E, H, M, N, O, V Maple Reinders 2660 Argentia Road Mississauga, ON L5N5V4 T: 905-467-7589 www.maple.ca C, E, F, H, J, M, N, O, X, Z Marco Group Limited 78 O’Leary Avenue St. John’s, NL A1B 4B8 T: 709-754-3737 www.marcogroup.ca C, F, H, M, N, O, V
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Michels Canada Co. 1102-16 Avenue Nisku, AB T9E 0A9 T: 780-707-9502 michelscanada.com N, S, X, Z Murphy Construction 108-1436 Portage Road Pemberton, BC V0N 2L1 T: 604-902-4402 murphyconstruction.ca
N Norland Limited 8648 Commerce Court Burnaby, BC V5A 4N6 T: 604‑205‑7600 www.norlandlimited.com A, B, C, E, F, G, H, M, N, O, P, R, S, T, U, V, W, X, Y, Z North American Construction Group 27287 100 Avenue NW Acheson, AB T7X 6H8 T: 780-686-0233 www.nacg.ca A, B, C, D, E, F, G, H, J, K, M, N, O, P, R, S , T, U, V, W, X, Y, Z
North Rock Group Ltd. 1111 Creditstone Rd Concord, ON L7B 0A2 T: 905-660-7481 www.northrockgroup.com M, W, X, Z
O Orion Construction Ltd. 105-19923 80 A Ave Langley, BC V2Y 0E2 T: 778-821-1208 https://orionconstruction.ca C, H, N, V
P PCL Construction 9915 56 Avenue NW Edmonton, AB T6E 5L7 T: 780-733-5107 pcl.com/ca/en B, C, D, F, H, J, K, M, N, O, P, R, S, T, V, W, X, Z Pomerleau 521, 6e Avenue Saint-Georges, QC G5Y 0H1 T: 514-789-2728 pomerleau.ca Pretium Group of Companies 698 Corydon Ave. Winnipeg, MB R3M 0X9 T: 204-594-1429 buildvalue.ca H, M Priestly Demolition Inc. 3200 Lloydtown-Aurora Road King, ON L7B 0G2 T: 289-552-3228 www.priestly.ca Prime Design Build Corporation 10-241 Applewood Cres Vaughan, ON L4K 4E6 T: 905-532-0650 www.primedb.ca
Protech Roofing Waterproofing Ltd 50 Racine Rd Toronto, ON M9W 2Z3 T: 416-743-9024 www.protechwaterproofing.ca
R Ramar Contractors Inc. 590 Hanlon Creek BLVD Guelph, ON N1C0A1 T: 519-823-5680 www.ramargroup.ca Reliance Construction 3285 J.B. Deschamps Lachine, QC H8T 3E4 T: 514-631-7999 www.relianceconstruction.com C, F, H, K, V Renokrew 46 Lepage court Toronto, ON M3J1Z9 T: 647-562-4985 www.renokrew.com C, F, M, O, V RiteTech Construction Ltd. 33 Summer Place Delta, BC V4M 3Y6 T: 604-690-7483 www.ritetechconstruction.com B, C, E, N, O Rosati Construction 6555 Malden Road Windsor, ON N9H 1T5 T: 519-734-6511 rosatigroup.com C, E, F, H, M, N, V, X, Y Royalcrest Paving 864 Tapscott Rd Toronto, ON M1C 1C3 T: 416-676-0292 www.royalcrest.ca
LISTINGS Ruszkowski Enterprises Inc. Box 1419 Prince Albert, SK S6V 5S9 T: 306-961-2319 www.ruszkowskient.com
S Buttcon is a proudly Canadian, employee-owned construction company delivering complex projects across Canada, with offices in Toronto, Ottawa, and Calgary. Backed by hands-on leadership and a commitment to safety, quality, and innovation, Buttcon is trusted to deliver complex, schedulesensitive projects across a wide range of sectors and live operational environments nationwide.
Self Storage Contracting Inc 200 Brock Street Unit 4 Barrie, ON L4N 2M4 T: 905-526-0202 www.selfstoragecontracting.com Sigfusson Northern Ltd. 244 Cree Crescent Winnipeg, MB R3J 3T9 T: 204-594-1132 www.sigfusson.ca A, B, C, E, F, H, J, K, M, N, O, P, R, S, V, W, X, Y, Z Strike Group 1300 505 3rd St SW, Calgary, AB T2P3E6 T: 403-618-0717 www.strikegroup.ca A, B, C, D, E, F, G, H, J, K, M, N, O, P, R, S, T, U, V, W, X, Y, Z Sublatus Inc. 150-1209 59 Ave SE Calgary, AB T2H 2P6 T: 403-828-3811 www.sublatus.ca F, G, K, S
T Taggart Group of Companies 3187 Albion Road Ottawa, ON V1V 8Y3 T: 613-521-3000 www.taggartgroup.ca M, U, V, X, Z The Toryan Group Newmarket, ON L3X 1V8 T: 416-789-4663 A, E, F, G, H, M, N, O, U, V, Y Toddglen Group of Companies 2225 Sheppard Avenue East, Suite 1100 Toronto, ON M2J 5C2 T: 416-492-2450 www.toddglen.com A, B, C, D, E, F, G, H, J, K, M, N, O, P, R, S, T, U, V, W, X, Y, Z Triumph Group 1 Connie Street Toronto, ON L5h4m3 T: 647-828-1174 Triumphinc.ca N, O, U, V
W Westridge Construction Ltd. 435 Henderson Drive Regina, SK S4N 5W8 T: 306-535-0039 www.westridge.ca B, C, H, M, O
Y
GENERAL CONTRACTING PROJECT MANAGEMENT CONSTRUCTION MANAGEMENT DESIGN BUILD DESIGN BUILD FINANCE
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York Construction 10303 Jasper Ave Suite 1600 Edmonton, AB T5J 3N6 T: 780-421-4000 www.york-construction.ca
DELIVERING SOLUTIONS TO BUILD TOMORROW grahambuilds.com/centennial