DECEMBER 2020
2021 FORECAST
40 UNDER 40
GETTING BACK ON TRACK AFTER A TURBULENT YEAR
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VOLUME 65, NO.7/DECEMBER 2020
FORECAST 15 No clear trajectory
Uncertainty is likely the only certainty for 2021
20 What to watch for
10 trends the industry is tracking in the year ahead
IN THIS ISSUE 5 Comment
11
Eager to build, but waiting to be shown the money
7 News
The major developments
10 Construction stats The key figures
22 2021 pick-up report The latest on light- and heavy-duty models
27 40 Under 40 in Canadian Construction
22
The young leaders and innovators shaping the industry
43
COLUMNS 51 Software
Giving it up
52 Risk
The construction data journey
54 Contractors and the law
Finding, fighting and foiling fraud
53 Index of Advertisers
CONCRETE ON-SITE 44 Working through the backlog
47
Concrete and other materials have been in short supply throughout the pandemic. Producers are finally catching up
In a tough year to stay up-to-date On-Site highlights the latest in concrete technology
Concrete connection
ON THE COVER: A TUNNEL BORING MACHINE BEING USED FOR AN UNDERGROUND SECTION OF THE RÉSEAU EXPRESS MÉTROPOLITAIN (REM) IN MONTREAL. PHOTO: CDPQ INFRA
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COMMENT
Eager to build, but waiting to be shown the money
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It won’t surprise anyone the outlook for Canada’s construction industry in the year ahead is somewhat muddier than it was 12 months ago. At the end of 2019, industry experts weren’t predicting a global pandemic would derail supply chains, limit staff on job sites and shake investor confidence in new building projects across nearly every sector of the economy. Even with promising vaccines on the horizon, new health and safety measures established on-site and a better collective understanding of coronaviruses than could have been imagined at the outset of 2020, there is a lot up in the air heading into the new year. When exactly federal cash will backstop municipal budgets and help ensure work moves forward is top of mind. In Ontario, for instance, a survey this fall found half of civil contractors have seen fewer tenders to bid on since July 1. The situation threatens to create a work shortage, if not corrected. But so far, Ottawa has been enthusiastic about pointing to infrastructure as key to a recovery, but decidedly less keen about providing timely financial backing. Accelerating Gas Tax Fund transfer to cities this June is among the steps it has already taken, but as the Federation of Canadian Municipalities’ pointed out, this was not “new” money. More common throughout this crisis has been billion-dollar commitments with no immediate follow-through. In October, for instance, Ottawa introduced the Canada Infrastructure Bank’s Growth Plan, which included $10 billion over three years for five project categories, such as clean building retrofits and rural broadband upgrades. Two months later, specific project announcements remain to be seen. It’s responsible to avoid rushing funds out the door, but with the pandemic now nine months old, there has been plenty of time to properly ready the shovels and for the government to move forward with project
announcements as opposed to broad policy announcements. This work is almost certain to materialize eventually, but at a time when the construction industry is seeing increased competition for new public projects and the market for private sector work is forecast to remain shaky, contractors need new infrastructure projects to tackle sooner rather than later. I encourage you to take a closer look at our 2021 Forecast – starting on pg. 11 – for how this would help both construction and the Canadian economy as a whole. A quicker rollout of infrastructure dollars could also put many of those in the industry who have been laid off since the start of the pandemic back to work. Construction fared well when COVID-19 first gripped North America in March, but was laid low in April and May, largely as a result of shutdowns in Ontario and Quebec. Rehiring was strong during the summer, but stalled this fall. The industry has seen no significant job gains since July. The November figures are not yet available, but the most recent data shows employment in construction down nearly 10 per cent, or roughly 125,000 jobs, since the start of the pandemic. Finally, as Canadian Construction Association President Mary Van Buren highlights in the Top 10 trends the industry group is watching for 2021 – found on pg. 20 – the federal government continues to struggle reconciling its social policy goals with its infrastructure spending priorities. Putting up more affordable housing and building more green infrastructure are worthwhile endeavours, but there are myriad road and bridge projects that can start today.
David Kennedy / Editor dkennedy@on-sitemag.com
on-sitemag.com / 5
CONTRIBUTORS
MEET OUR CONTRIBUTORS FOR THIS ISSUE VOLUME 65, NO.7/December 2020 www.on-sitemag.com
SAUL CHERNOS / Freelance Writer On the uncertainty facing construction in 2021: “How might Canada’s planning, engineering and construction sectors respond going forward given that consumer and business behaviours may be changing?”
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MARIO CYWINSKI/ Editor, Machinery and Equipment MRO magazine and AJAC member On key model updates to the 2021 pick-up market: “Most models have engine, package, trim, or colour changes, but two light-duty heavyweights have seen major adjustments.”
EDITOR | David Kennedy (416) 510-6821 dkennedy@on-sitemag.com MEDIA DESIGNER | Lisa Zambri lzambri@annexbusinessmedia.com ASSOCIATE PUBLISHER | David Skene (416) 510-6884 dskene@on-sitemag.com ACCOUNT COORDINATOR | Kim Rossiter (416) 510-6794 krossiter@on-sitemag.com COO | Scott Jamieson sjamieson@annexbusinessmedia.com
JACOB STOLLER / Principal, StollerStrategies On the construction industry’s continued reliance on Excel: “In spite of significant advances in construction software, contractors still rely on spreadsheets for tasks ranging from data integration to project management.”
DAVID BOWCOTT AND CHRIS GREENE / Aon Risk Solutions On the need to start your data journey: “The road we each take on our data journey will inevitably find common ground where we are all truly connected and can reap the benefits of synergy through data collaboration.”
KRISTA JOHANSON AND DAGMARA MROCZKOWSKA / Borden Ladner Gervais LLP On tackling fraud on-site and in the office: “Your company cannot afford to ignore fraud. In Canada, the typical organization loses five per cent of its annual sales to fraud every year.”
6 / DECEMBER 2020
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INDUSTRY NEWS
Edmonton picks construction team to tackle $2.6B Valley Line West LRT project building Edmonton has picked a preferred proponent to take on the second half of its new Valley Line light rail transit project. Discounting any possible issues that may arise during final contract negotiations, the city announced Oct. 30 it has selected the Marigold Infrastructure Partners consortium to design, build and partially finance the 14-kilometre Valley Line West. The team is made up of Colas Canada, Parsons Corp., Standard General Inc., Francl Architecture, Fast & Epp and Stantec Inc. “We’d like to thank each of our proponent teams for participating in our procurement,” Brad Smid, director for the Valley Line, said in a release. “We’re confident our rigorous competitive process has culminated in the selection of a strong
PHOTO: CITY OF EDMONTON
INDUSTRY>NEWS
The 14-kilometre rail line will run predominantly with traffic at street level.
team to deliver the Valley Line West LRT at good value for Edmontonians.” The 14-kilometre transit project is expected to cost $2.6 billion, with construction starting next year and continuing until 2026 or 2027. Running predominantly with traffic, the line includes 14 street-level stops, as well as two elevated stations and connections to Jasper Place, West Edmonton Mall and Lewis Farms. Among other engineering obstacles, the project will require two new bridges, one built over Groat Road and the other crossing Anthony Henday Drive. The second component of the wider 27-kilometre Valley Line, the “West” segment will connect to the “Southeast” portion, which has been under construction since 2016. The TransEd build team,
consisting of Bechtel Corp., EllisDon Corp., Bombardier, Inc. and Fengate Capital Management Ltd., is heading that project. Naming Marigold as the preferred proponent ends a fairly rocky procurement period for the western portion of the project. Three teams were shortlisted for the LRT line in June 2019, but two subsequently withdrew from the process, forcing the city to re-evaluate its approach. It paused the project “to fully understand the changing market conditions and evaluate its options” and relaunched the tender process in November 2019. The city and Marigold teams are expected to finalize the contract by the end of 2020, ahead of the start of construction next year.
Construction on $3.7B Turcot interchange in Montreal draws to close after six years
Construction on the main components of the complex stack interchange are now complete.
PHOTO: QUEBEC MINISTÈRE DES TRANSPORTS
The reconstruction of a complex stack interchange that has been among the largest infrastructure jobs in Quebec over the past several years has entered its final stretch. In mid-October, the Quebec Ministère des Transports announced the final major
component of the $3.67 billion Turcot interchange project opened to traffic after approximately six years of construction. The interchange is a key highway junction on the south end of the Island of Montreal, where highways 15, 20 and 720 converge. Just north of the Lachine Canal, the interchange was initially built in the 1960s and required replacement. Major work got underway in 2015, with the KPH Turcot consortium – made up of Kiewit Corp., Parsons Canada Ltd., CRH Canada Group Inc. and WSP Canada Inc. – taking on the bulk of the work under a designbuild contract. At peak, more than 1,000 workers took part in the complex demolition and reconstruction project, which has also been a significant source of frustration for
the 300,000 or so Montreal commuters and other drivers who travel through the interchange each day. The nearly six years of rebuilding is designed to keep traffic running smoothly through the three-stack interchange for decades. Construction covered 56 separate structures, 145 kilometres of roadway and 21 kilometres of rail. In all, the Ministère des Transports noted, the project required 45 million cubic metres of fill, 4,567 separate steel beams and millions of cubic metres of asphalt and concrete. The opening of Pullman Boulevard Oct. 19 puts construction crews near the finish line. Several final elements, such as landscaping, remain to be capped off until next spring. on-sitemag.com / 7
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INDUSTRY NEWS
SEVENTYFOUR /ISTOCK / GETTY IMAGES PLUS /GETTY IMAGES
The new rules will set a 28-day timeline for owners, GCs and subcontractors to pay invoices for finished work and supplies.
Alberta follows Ontario’s lead, tables prompt payment legislation A year after legislation that set strict timelines for construction payments came into force in Ontario, the Alberta government is following suit. Service Alberta Minister, Nate Glubish, announced new prompt payment legislation for the province’s building industry Oct. 21. He said the new set of payment standards builds off industry recommendations and follow years of issues with late payments in the construction sector that kept companies waiting as long as six months to be paid for work already completed. In a press conference outlining the changes, he pointed to a scenario in which a general contractor may have put off paying a subcontractor, setting off a cascade effect for sub-subcontractors and suppliers down the construction chain. “In this environment, nobody gets paid on time for the work they’ve completed and this makes it difficult for them to bid on new jobs, it makes it difficult for them to make payroll and to pay their employees, and in many cases, it pushed businesses to the brink of bankruptcy,” Glubish said. The new legislation, which would amend and rename the Builders’ Lien Act to the Prompt Payment and Construction Lien Act, passed its first reading in the province’s legislature in mid-October. As in Ontario, the regulations would set a 28-day timeline for owners, contractors and subcontractors to pay invoices. It would also prohibit “pay-when-paid” clauses in contracts, extend timelines for registering liens and introduce new rules for releasing holdback on large projects. An adjudication system for dispute resolution would also be put in place with the aim of avoiding court battles and speeding up rulings. Frederick Vine, chair of the Alberta Construction Association, said it has been advocating for such changes for a long time. “These mechanisms help timely completion of construction projects, ensure our employees are not impacted by payment delays and provide better value for taxpayers on public infrastructure projects,” he said in a release. Building Trades of Alberta (BTA), among numerous other construction groups, joined Vine in welcoming the new legislation. “This is something Alberta has needed for some time, and
we thank the provincial government for bringing it forward,” Terry Parker, the BTA’s executive director, said in a release. The province plans to work toward passing the bill this fall. Assuming the new prompt payment rules clear the legislature, Glubish said the government will work toward completing the supporting regulations ahead of the bill’s tentative proclamation in July 2021. Along with Alberta, numerous other provinces are at various 20_2179_OnSite_DEC_CN Mod: November 2, 2020 9:29 AM stages of enacting prompt payment Print: 11/17/20 10:32:44rules. AM page 1 v7
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CONSTRUCTION STATS
Workers Employed in Construction by Month January 1,444.9 February 1,438.3 March 1,435.9 April 1,465.1 May 1,456.5 June 1,449.1 July 1,474.1 August 1,472.0 September 1,481.8 October 1,460.5 November 1,465.3 December 1,482.3
2019
A selection of data reflecting trends in the Canadian construction industry
CONSTRUCTION LABOUR MARKET EKES OUT SMALL GAIN IN OCTOBER Another month dominated by the COVID-19 pandemic spelled another four weeks of little change for Canada’s construction labour market. The latest Labour Force Survey from Statistics Canada shows the industry added approximately 8,400 jobs during the month. The 0.6 per cent increase is a marginal improvement to minimal gains in both September and August, but employment remains down considerably year-over-year. In its assessment a month earlier, Statistics Canada said it expects a “long road” to recovery in construction. Following steep, pandemic-related declines in April and rehiring later this spring, employment in the industry now sits at roughly 1.378 million workers. Staffing levels remains about 7.5 per cent, or 112,000 jobs, lower than their February highs.
2020
January 1,497.6 February 1,489.7 March 1,487.5 April 1,173.9 May 1,247.6 June 1,330.8 July 1,364.3 August 1,368.8 September 1,369.4 October 1,377.8 In thousands of workers, seasonally adjusted SOURCE: STATISTICS CANADA
INVESTMENT IN BUILDING CONSTRUCTION SLIDES IN SEPTEMBER ON NON-RESIDENTIAL DECLINES An 8.5 per cent drop in non-residential spending drove overall building construction investment lower in September. The monthly figures, the latest for which data is available, mark the third-straight month of decline for the non-residential market, Statistics Canada said. Spending in all three components – commercial, industrial and institutional – fell compared to August. Residential spending, on the other hand, climbed slightly. Investment in the segment rose 1.6 per cent, led by gains in multi-unit projects.
TORONTO ADDS TO TALLY DESPITE COVID-19, STAYS WELL ATOP RIVAL CITIES IN LATEST CRANE COUNT Toronto remains the runaway leader in the latest North American Crane Index from consulting firm Rider Levett Bucknall. Canada’s most populous city added three cranes since the previous count earlier this year, in spite of the COVID-19 pandemic that has forced contractors to adjust to heightened safety standards and a less optimistic building market. With 124 cranes jutting upward across the city, Toronto accounts for nearly 30 per cent of the North American total. A rough measure of construction activity, RLB’s Crane Index tracks tower cranes in most of the largest cities in Canada and the U.S. — though several large urban centres are not taken into account.
CRANE COUNT - FALL 2020 City
Number of cranes
Toronto 124 Seattle 43 Los Angeles
41
Washington DC
38
Calgary 34
RESIDENTIAL
+1.6%
COMMERCIAL
-11.3%
Portland 27 San Francisco
24
Denver 18 Phoenix 16 Chicago 14 Boston 12 New York
INDUSTRIAL
-5.6%
INSTITUTIONAL
-3.7%
Las Vegas
4
Several major North American cities are not included in the index SOURCE: RIDER LEVETT BUCKNALL
10 / DECEMBER 2020
12
Honolulu 8
WELCOME LETTER PG. 13
NO CLEAR TRAJECTORY PG. 15
TOP 10 TRENDS PG. 20
PHOTO: CDPQ INFRA
2021 FORECAST
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rocore is proud to sponsor On-Site’s 2021 Canadian Construction Forecast, which looks at the uncertainty the industry is faced with, and what construction leaders are watching for in the upcoming year. As the leading provider of construction management software, we are always mindful of the challenges owners, general contractors, specialty contractors and engineers can face given the additional layers of challenges since the pandemic. With issues like disconnected teams, project productivity, and growing safety concerns, now is the time for the construction industry to embrace platform technology. It would be impractical to expect the industry to be able to continue growing in its current form without innovating operationally and looking at ways to boost productivity – and digitally connect your entire project team. There has never been a better time to embrace change. This will enable the industry to keep pace with increasing complexity and do more with less. It’s not too late to start the journey towards a digital transformation of your business. We can use this report to help us identify specific market signals, and build an agile and enduring business that can effectively weather what 2021 has in store for us. Sincerely,
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on-sitemag.com / 13
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Below and on the cover: Construction on the new Réseau express métropolitain (REM) in Montreal. The major transit infrastructure system is one of the projects the Canada Infrastructure Bank has backed.
2021 FORECAST
PHOTO: CDPQ INFRA
NO CLEAR
TRAJECTORY Uncertainty is likely the only certainty for 2021 as the industry works to get back on track BY SAUL CHERNOS
S
omeone with 20/20 vision, by definition, has normal eyesight in terms of clarity and sharpness. And yet its namesake year has been anything but normal or clear. Rumblings of a mysterious flu-like virus originating in Wuhan, China didn’t really resonate in North America until mid-March, when professional sports leagues suddenly fell like dominoes, putting an unprecedented pause on their seasons. Within a matter of days, school break travel plans were scuttled, classroom stayed shut, and quarantines, lockdowns and mandatory mask and distancing measures began taking hold. While many business sectors were ordered to close temporarily, to flatten the curve of COVID-19 outbreaks, construction was largely deemed essential and carried on. Still, with case numbers rising and authorities worried about overwhelming
hospitals, new protective requirements altered site activity considerably, and a growing roster of product shortages, supply chain glitches and economic uncertainty added to the chaos. “It’s been a learning experience,” Sandra Skivsky, chair of the National Trade Contractors Coalition of Canada (NTCCC), put it bluntly when asked for her sense of 2020 with the year starting to wind down. Skivsky is also the director of marketing and business development with the Canadian Masonry Contractors Association, which she represents at the NTCCC, and she says the uncertainty has been universal. “Everybody’s turning on a dime. 2019 was a good year for construction, so we were expecting a very robust construction year going into 2020. In fact, the labour force numbers were already strong back in February. But then COVID hit and it was a day-to-day,
hour-to-hour adapting process. Every day there was something new and different to deal with.” While the numbers bounced back to what Skivsky considers “reasonable levels” on the employment side, the net effect has been a 10 to 15 per cent decline. However, Skivsky also points to lost productivity stemming from the various safety protocols and strictures site personnel and business owners must follow. “It’s something that everybody is adapting to,” she says. “Overall, the construction industry has stayed fairly safe and kept working. It’s just that we’ve had to adapt on the fly to a lot of change. And there’s been a cost to that.” Looking ahead to 2021, Skivsky says she expects the uncertainty will linger. “Every trade I’ve spoken to says activity levels have been good but nobody knows exactly what it’s going to look like going on-sitemag.com / 15
© RAFAEL BEN-ARI / ADOBE STOCK
2021 FORECAST
The pandemic has been a learning experience across the industry, with contractors adjusting quickly to new regulations this spring while continuing to make progress on-the-ground.
forward. There’s a lot of things in play right now, like commercial space. Would you build an office tower right now? I don’t know. Anywhere where people congregate, there’s a question mark.” Municipalities, under extreme pressure, might be financially challenged from participating in infrastructure projects where they would otherwise be key stakeholders. “There are a lot of questions about who can do what and when, and what the private sector is going to build,” Skivsky says. “There’s a lot of civil and horizontal construction going on, but that’s a certain part of the industry and doesn’t necessarily include all trades and all contractors.” Project timing is yet another issue, with a high risk of temporary slow periods interspersed with frenetic activity. “That creates all sorts of pressures on delivery and labour force and training and everything
16 / DECEMBER 2020
While the municipal sector has been hard hit, Gamble reports relatively steady public sector work. “There certainly seems to be a willingness of all levels of government to leverage infrastructure to rebuild the economy, and I think that’s well founded. When we had the last recession circa 2009, the Conference Board of Canada concluded that, of all the stimulus measures, infrastructure investment was probably the most effective, and estimated that every dollar invested in infrastructure resulted in $1.20 in GDP. That’s the kind of return of investment I think we’re all looking for to come out of this.” Still, municipalities short on tax income may find themselves less able to participate in infrastructure renewal. “These are things were mindful of, that are adding to the uncertainty,” Gamble says. Infrastructure and other government investments notwithstanding, Pedro Antunes, chief economist with the Conference Board of Canada, anticipates a tumultuous business environment. “Looking ahead, the recovery will be slow and gradual,” Antunes says. While commercial, institutional and industrial construction sectors rebounded over the summer, when COVID cases were in decline, with some segments even bettering pre-COVID numbers, that trend is expected to abate. “My sense is a lot of construction was put on hold in March
and April, and we rebounded because we were making up for lost time. But I think there’s concern for the coming quarters and perhaps even for the coming years if we see major changes in consumer and business behaviours affecting, for example, demand for office or retail space. We’ve seen a huge adoption of online purchasing, and I worry about brick-and-mortar retail.” So how might Canada’s planning, engineering and construction sectors respond going forward given that consumer and business behaviours may be changing and that the uncertainty is unlikely to go away? There are multiple perspectives. The ACEC’s John Gamble says green infrastructure projects such as renewable energy and active transportation, while fruitful for some of his members, tend to require considerable up-front investment and consume rather than generate tax dollars, at least in the short term, so he wants governments to also invest in “tried-andtrue” economic infrastructure project funds such as the National Trade Corridors Fund to build roads, bridges and port facilities to help promote commerce. “We want to make sure we rebuild the economic capacity to make these investments, so it’s a balancing act we’re looking for,” Gamble says. Pedro Antunes, meanwhile, says the timing might be right for governments to
Research shows that during the last recession, infrastructure stimulus resulted in strong returns of roughly $1.2 in GDP for each dollar invested.
© TONG2530 / ADOBE STOCK
else,” Skivsky says, noting the additional complication of ongoing supply chain and material shortages. Frank Magliocco, Canadian real estate leader with PwC Canada, says COVID has both reversed and accelerated significant trends underway across Canada. Urban areas were increasing in density, for instance, with people choosing to locate closer to their workplaces, and the pandemic has put this somewhat on pause. “We’re starting to see pockets of suburbanization happening,” Magliocco says, noting corresponding uncertainties in terms of office space needs, especially in larger centres. “There’s lots of question marks, but the pandemic and this [trend to] working from home will have a structural change in the office sector and will have an impact.” On the other hand, COVID has accelerated the advent of e-commerce, impacting traditional brick-and-mortar retail. “That has made what was a challenging situation for the retail sector even more challenging,” Magliocco says. John Gamble, president and CEO of the Association of Consulting Engineering Companies – Canada, says COVID’s impact on the industrial, commercial and institutional (ICI) sector has been mixed, with most members continuing to renew. “There’s no question it continues to create uncertainty… but there’s a sense that the industry’s going to come through this year in reasonably good shape, all things considered,” Gamble says, citing supply chain and material shortage issues coupled with new distancing and personal protective equipment (PPE) requirements as factors delaying projects and escalating costs. “A few owners are being utterly irresponsible, trying to relay all those costs onto construction companies and onto design, engineering and construction firms, but other owners have been constructive and collaborative in terms of how we address these types of things. I hope that’s a lesson we can take forward in the post-COVID world, to move away from the adversarial contractual relationship that sometimes gets in the way of getting projects done.”
on-sitemag.com / 17
© CHICCODODIFC / ADOBE STOCK
2021 FORECAST
Ottawa recently set aside funding to boost broadband access in rural areas. It is one of several non-conventional infrastructure categories the federal government is focussing on.
provide incentives to invest in renovations or repurposing. “I know the government is looking at a lot of green energy investments, retrofitting buildings, making them more energy efficient. We’ve seen announcements from the Canada Infrastructure Bank (CIB) that there will be more money put towards that. So I think there are opportunities overall.” Indeed, the Canada Infrastructure Bank has earmarked $10 billion from its overall $35 billion current working budget for loan-
COVID-19 has created uncertainty in the office market, as well as for multi-unit residential projects that rely on small units.
18 / DECEMBER 2020
based investments towards infrastructure deemed sustainable. This includes clean energy, zero-emission buses, energy efficient building retrofits, large-scale broadband and agricultural infrastructure such as irrigation and complements earlier CIB investments in more tradition projects such as Montreal’s Réseau express métropolitain (REM). “Infrastructure for the sake of infrastructure didn’t work for us,” says John Casola, chief investment officer with the CIB. Roads, bridges and large-scale trans-
portation projects have traditionally carried the way with big infrastructure spends, and these are included in the CIB’s overall budget, but Casola says these tend to be much longer-term, requiring considerable planning and review, whereas current government imperatives, especially in the face of COVID, focus on immediate prospects for project delivery, job creation and economic recovery. “There’s no such thing as a big road, a big LRT, or a big bridge that you could deliver quickly and put people to work and get money out the door,” Casola says. “It just doesn’t exist.” At the Alberta Roadbuilders and Heavy Construction Association, CEO Ron Glen says his province entered 2020 anticipating significant government budget cuts for road construction and other ‘horizontal’ building projects, yet response to pandemic included a $450 million provincial injection into highway preservation programs. “There was an absolute flurry of tenders that came out to get some of that work done,” Glen says. Looking ahead to 2021, however, Glen points to COVID’s ongoing financial impacts and expresses caution. “After several years of dramatic drops, to have a little bit of work come back was spectacular. But we all know that the other shoe is going to drop.”
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2021 FORECAST
TOP 10 CANADIAN CONSTRUCTION TRENDS TO WATCH IN 2021
The president of the Canadian Construction Association breaks down the industry organization’s expectations for the year ahead BY MARY VAN BUREN
1.
RHETORIC OR REALITY: WILL INFRASTRUCTURE INVESTMENT DOLLARS FLOW IN TIME?
Billions of dollars have been earmarked through Infrastructure Canada’s Investing in Canada Plan, yet there are still billions that are uncommitted since 2018. With a severely hard-hit economy, will the feds, provinces and municipalities be able to set aside politics and get funds flowing, and people working? Mixing infrastructure stimulus with unrelated social policy goals will delay projects, interfering with economic recovery and getting people back to work.
2.
IMPROVED HYGIENE STANDARDS ARE HERE TO STAY
in the commercial sector, as some businesses promise to significantly reduce their footprints. And, while the square foot per office worker was already declining, will it need to increase again to accommodate a smaller workforce, while respecting physical distancing? Project tendering began to slow down in the third quarter of 2020, which will have a significant impact on the design and engineering community first, followed by the construction industry late next year, unless this gap is filled with government work or a return to private sector investor confidence.
While COVID-19 has been devastating in so many ways, one positive outcome is the increased hygiene on job sites across Canada. Improved handwashing and bathroom facilities have addressed some of the downsides of working on job sites and may result in reduced spread of other common germs, like colds and flus.
3.
PRIVATE SECTOR STALLS
Investor confidence has taken a beating
4.
WORKFORCE SHORTAGE WORSENS
© MONIKA / ADOBE STOCK
The CCA has advocated and continues to advocate for a steady, flexible and dedicated commitment to infrastructure investment. With governments slow to launch economic stimulus in the form of infrastructure investment, placements for apprentices are most at risk. This will sharpen the already significant shortfall in skilled workers, such that recovery will be slower. Skilled tradespeople simply cannot be created overnight.
20 / DECEMBER 2020
5.
RISKY BUSINESS
Construction firms have long shouldered the majority of project risk. Throughout COVID19, contractors took a leap of faith that owners would reimburse extraordinary costs
related to COVID-19. While some owners have been flexible and fair, others have not. P3 models, seen as a panacea for large infrastructure projects, have not been as well received by contractors who have been charged with a disproportionate share of the risk. While vaccines may be on the horizon, COVID-19’s continued impact, lower investor confidence and contractors burning through their backlog could mean 2021 could be a make or break year for many. The small and medium-sized contractors who carry much of the upfront costs of projects are most at risk.
for public transit require investment in the next decade. About 25 per cent of Canada’s potable water infrastructure, including watermains, reservoirs and dams, and 30 per cent of its wastewater infrastructure, including sewers and treatment plants, is in fair, poor or very poor condition. These needed infrastructure investments are an opportunity to reshape our communities in a more sustainable manner.
6.
The consumer appetite for digital commerce radically increased during the shutdowns, altering business priorities and operations. E-commerce activities advanced 10 years in three months, according to a report by the McKinsey Institute. The construction industry also appreciated the value of connecting through technology during the pandemic, complying with physical distancing while managing projects remotely. The added benefit has been improved data on projects, the modernization of procurement, such as
RISE OF PROTECTIONISM
Provinces with struggling economies and municipalities with limited funds may look inward, erecting trade barriers to narrowly focus on their constituents. This short-term thinking is already happening in British Columbia, with its Community Benefits agreements, which are Project Labour Agreements (PLA), as well as with Saskatchewan’s stated preference for Saskatchewan-based firms to win bids. Economists suggest that policies that impose trade barriers are harmful to the economy. Interprovincial trade barriers are inefficient, and do not support a fair, transparent and competitive procurement processes. It is essential that we stand united and work together to benefit all Canadians during recovery.
7.
GREENING OF INFRASTRUCTURE
The federal government will continue to advance its sustainability strategy, which may lead to more projects in urban areas. We also need to tend to our infrastructure deficit. Highways, roads, bridges, ports and other forms of transportation infrastructure are integral to maintaining the quality of life Canadians enjoy. They are not only essential for personal commuting and travel, but also allow for movement of goods and services that underpin the economy. The Canadian Trucking Alliance estimates, for instance, that over 90 per cent of all consumer products and foodstuffs are shipped by truck. According to the 2019 Canadian Infrastructure Report, nearly 40 per cent of roads and bridges are in fair, poor or very poor condition and 30 per cent of tracks
8.
DIGITAL ACCELERATION
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e-ticketing in the cement industry and a demand for permitting to go digital.
9.
FEDERAL PROMPT PAYMENT IS LAUNCHED
The federal government has been working to bring the legislation into implementation. Understandably delayed by COVID-19, the industry is counting on this to be in place for 2021. With the uncertainty of projects and liquidity concerns, this will send a positive message.
10.
SUPPLY CHAIN RE-THINK
While the supply chain was surprisingly resilient during 2020, it was not without its risks. From lumber to windows to cement, contractors had to deal with uncertainty in receiving materials and increasing costs. This may ramp up investments in modularization, as well as prompt calls for governments across the country to support those industries that supply “made in Canada� materials.
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Š Adrian Steel Company 2019, all rights reserved. Adrian Steel Company is an independent equipment manufacturer, prices may vary. Please visit AdrianSteel.com to contact your local distributor for further details.
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2019-01-25 2:27 PM
TRUCKS
PICK-UP REPORT
BY MARIO CYWINSKI
•
Most models have engine, package, trim, or colour changes, but two light-duty heavyweights have seen major adjustments.
•
Ford has completely re-designed their F-150 for 2021, and added a hybrid powertrain for the first time. While Ram has added a new TRX off-road model to compete with the Ford Raptor.
22 / DECEMBER 2020
•
On the other end of the spectrum, Nissan will be pulling the Titan from the Canadian marketplace after the 2021 model year, leaving the Frontier, which is set to be redesigned in the near future. Chevrolet is adding new trailering technology and capacity to its trucks for 2021 and Toyota is adding new pick-up packages. The Honda Ridgeline unibody pick-up truck is also still available.
PHOTO: FORD
ON-SITE’S 2021
FIAT CHRYSLER AUTOMOBILES JEEP GLADIATOR The big news for the Gladiator for 2021 is the addition of a 3.0-litre EcoDiesel V-6 engine with engine start/stop. If offers 260 horsepower and 442 lb.-ft. of torque, and is mated to an eight-speed automatic transmission. Also, all models now have the option of full-time four-wheel drive. Other package changes also occur. Two special edition models are new for 2021 as well. A Willys model starts life as a Sport S trim and adds limited-slip rear differential, rock rails, 32-inch mud tires and a unique exterior appearance. An 80th anniversary edition offers 18-inch wheels, grey metallic exterior accents, 8.4-inch touchscreen, Berber floor mats and special exterior badging.
RAM 1500 TRX
touches inside. Other options added for 2021 include: power fold trailer mirror, available as standalone or with 360-degree camera; Sport model is exclusive for Canada, with 20-inch black wheels standard; wired trailer camera prep package now available; pedestrian detection added to advanced safety group, among other package changes.
1500
FORD
For 2021, the Ram 1500 gets a new available colour heads-up display, which is customizable, as well as a digital rearview mirror, which can revert to a regular rearview. The Trailer package now includes trailer reverse steering control, allowing the driver to enter measurements and allows the vehicle to steer while reversing. A snow plow prep package is now available. A new Limited Longhorn 10th Anniversary edition is added and offers special badging throughout, and brown interior with unique
2500/3500 HEAVY DUTY A Limited Night Edition model is added with 20-inch black wheels (17-inch on dual rear-wheel models), black RAM grille, grille surround and badging, headlights and taillights have black bezels, mirrors have black caps, bumpers are body colour, a variety of body colours are available on the model.
F-150 The top selling vehicle in Canada takes things a step further for 2021, with the F-150 being available with a hybrid powertrain for the first time. PowerBoost combines the 3.5L EcoBoost engine (mated to a 10-speed automatic transmission) with a 47 hp (35 kilowatt) electric motor, and a 1.5 kW-hr lithium-ion battery. It can go an estimated 1,100 km on one tank of fuel and can tow at least 12,000 pounds. The
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The big news for the Ram 1500 is the addition of the performance oriented TRX model. TRX will have 702 hp and 650 lb.-ft. of torque from a 6.2L supercharged HEMI V-8 engine. The engine is mated to an eight-speed automatic transmission, which has high torque capacity. TRX is 203 millimetres wider, has a 152mm wider track and a front axle 20mm farther forward. Its brakes are 381mm, while its ride height is 51mm higher, with ground clearance of 300mm and water fording of 813mm. The pick-up’s 18-inch wheels with 35-inch tires are exclusive. An aluminum hood has a hood scoop which allows for 50 per cent of air going into the engine, with the other 50 per cent going in through the grille, part of the dual-path air induction system. LED headlights and taillights are standard. TRX has five dynamic drive modes (auto, sport, tow, snow, and custom) that control the
four-wheel-drive system, throttle response, transmission, paddle shifters, suspension, and electric power steering. Also, three dynamic off-road modes (mud/sand, rock, and baja) can be chosen. Safety and technology wise the TRX offers a 360-degree camera view, which includes a forward-facing camera that is used for off-roading. An available digital rear-view mirror replaces the glass view with a view from the rear camera. As with other versions of this style mirror, it can be revered to a regular rear-view mirror. A sampling of safety features include standard backup camera, ESC, and six air bags; and available blind-spot monitoring, adaptive cruise control, forward collision warning, and much more.
FCA
on-sitemag.com / 23
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TRUCKS
GENERAL MOTORS CHEVROLET
FORD
hybrid model is available on all trims, XL to Limited. Other engine options available are a 3.3L V-6, 2.7L EcoBoost V-6, 3.5L EcoBoost V-6, 3.0L Power Stroke V-6 diesel, and 5.0L V-8. PowerBoost comes with Pro Power Onboard, which turns the truck into a mobile generator. Three levels are available, 2.4kW system with two 120V 20A outlets is standard on the PowerBoost; a 7.2kW system with four 120V 20A outlets and a NEMA L6-20 240V 30A outlet is available on PowerBoost; and a 2.0kW system with two 120V 20A outlets is available on 2.7L and 3.5L EcoBoost and 5.0L V-8 models. The truck is being redesigned inside and out, the front end sees a new front fascia, choice of 11 grilles, three headlight options, 13 wheel options, and addition of active grill shutters and an active air dam. Ford says that every panel on the truck has been redesigned. New trailer friendly features include trailer theft alert, which sends a message to a mobile device when the trailer is being unhooked and the truck is locked; trailer light check, which can check if trailer lights are working through FordPass app; and trailer reverse guidance that shows various views along with steering wheel graphics of the trailer by using five cameras.
24 / DECEMBER 2020
SILVERADO
Over-the-air updates and new SYNC system that can connect Apple CarPlay, Android Auto, and AppLink apps wirelessly, are added. Two centre stack screen sizes are available for 2021, standard eight-inch and available 12-inch. An available 12-inch digital gauge cluster is also added. New driver-assist technologies added include Active Drive Assist, that allows hands-free driving on Canadian and United States divided highways, by having a camera facing the driver and making sure they are focusing on the road. Intersection Assist, detects oncoming traffic while driver is doing a left turn, and will apply brakes if needed. Active Park Assist 2 is also new.
RANGER A Tremor package is added for 2021, which has a lifted suspension with FOX 2.0 monotube dampers with rear piggyback reservoirs, tuned front coil-over and rear leaf springs, 32-inch all-terrain tires, frame-mounted steel front bash plate and underbody skid plates, rear locking differential, and six-switch aux power pack. Visually it has hoop-style steps, rear recovery hooks, painted grille, wheels lips, available hood and body graphics, and a one-inch wider stance. Other Ranger models get colour and package changes for 2021.
For 2021, Silverado adds the Multi-Flex tailgate, a version of which debuted on the GMC Sierra, and allows for six functions, to help load and unload the truck bed. Trailering enhancements are what Chevrolet focused on with their truck this year, as Silverado 2.7L turbo models with crew cab short box can now tow 9,300 pounds (a 2,500-pound increase), while the regular cab long box ups its capacity to 9,600 pounds (and has a payload of 2,280 pounds in 2WD). Silverado 3.0L turbo-diesel models now offer a max capacity of 9,500 pounds on 2WD models, while increasing capacity by 1,900 pounds on most other configurations. New trailering technologies are also added for 2021, with trailer length indicator, jack-knife alert, and new cargo bed views, making trailering easier. While rear trailer view now offers guidelines and a trailer-angle indicator, and rear side view is enhanced. Other package, trim, and colour changes also occur.
SILVERADO HD Just like the Silverado 1500, the Heavy Duty models get the same trailering technology improvements stated above. Silverado 3500 HD WT with 6.6L Duramax diesel mated to a 10-speed transmission in regular cab, dual-rear wheels, 2WD, with gooseneck hitch and max tow package can now tow 36,000 pounds (a 500-pound increase). A selection of special edition packages are also added for 2021. They are the Carhartt Edition available on LTZ, while the Midnight Edition, Z71 Sport Edition, and Z71 Chrome Sport Edition, are available on LT and LTZ. Other minor package, trim, and colour changes also occur.
COLORADO Colorado has an updated lower fascia, front skid plates, centre bars, new logos, embossed tailgate, and unique looks for each trim, for 2021. ZR2 will feature lettered Chevrolet front fascia, standard front and rear electronic locking differen-
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TRUCKS
GM
tials, two-inch suspension lift, 3.5-inch wider track, off-road rocker protection, cast iron control arms, and multiple skid plates, Multimatic DSSV position-sensitive dampers, and red tow hooks.
GMC CANYON
TOYOTA TACOMA For 2021, Toyota is adding two packages to the Tacoma family. Trail and Nightshade
Canyon adds two new trim levels for 2021. An AT4 mode offers a unique exterior with dark chrome finishes, a new larger grille and red hooks. Interior features Kalahari stitching and AT4 headrest embroidery. Off-road features include 31-inch tires on
17-inch wheels, off-road tuned suspension with hill descent system, four-wheel-drive system with automatic locking differential, and transfer case skid plate. Top of the line Denali grade is also added, with exterior offering a new grille, chrome assist steps, and 20-inch wheels, while the interior has wood trim, aluminum décor, unique stitching, and heated seats and steering wheel.
TOYOTA
packages both have five-foot truck beds and double cabs. The Nightshade package offers an automatic transmission, premium options, black exterior features (18-inch black alloy wheels, black chrome taillight inserts, black grille, mirrors caps, door handles, exhaust tip, badge covers, wheels locks and lug nuts) and a black leather interior. The Trail package offers an automatic transmission, 16-inch off-road wheels, side-step bars, black badge covers, power driver’s seat, and interior accents. All other Tacoma models carryover with minor changes, though all now offer dualzone automatic A/C and audio system with Apple CarPlay and Android Auto.
TUNDRA Tundra adds a Trail package, which starts as a SR5 Plus, and adds TRD off-road wheels, side step bars, 1794 edition grille, black exterior badging, and black interior seats with tan stitching. All Tundra models carry over into 2021 with minimal changes (TRD Pro halo colour is now Lunar Rock).
Mario Cywinski is the Editor of Machinery and Equipment MRO magazine and Food and Beverage magazine, a member of the Automobile Journalists Association of Canada (AJAC), and a judge for Canadian Truck King Challenge.
26 / DECEMBER 2020
WELCOME LETTER
A
s a construction technology company committed to driving industry excellence, InEight is proud to sponsor the inaugural 40 Under 40 in Canadian Construction. This year has demonstrated that the ability to innovate and adapt to changing and often challenging circumstances is a hallmark of those who lead in this field. It’s what separates those who excel from those who fall behind. The recipe for success is highly complex, but the use of technology has proven itself to be a key driver in these changing times, as companies have sought out new ways to work and boost efficiency in a remote environment. This is undoubtedly the way of the future, and this type of ingenuity is precisely what these awards aim to recognize. A diverse workforce, increasing digital capabilities and a willingness to think outside the traditional box are all critical as we head into the coming year. We congratulate our customers and all those in construction who have stepped up to the challenge to pave the way for even greater innovations and achievements ahead. InEight is proud and honoured to support your efforts to advance the industry and add to our collective benefit. Working together, there is nothing we can’t achieve in the years ahead. Sincerely, Suzanne Motica Vice President, Services Delivery, InEight
28 / DECEMBER 2020
SHIH-WEI / ISTOCK / GETTY IMAGES PLUS / GETTY IMAGES
INNOVATION. DYNAMISM. TRADITION.
T
here is no shortage of talent in Canada’s construction industry. Builders may not always get the credit they are due, but coast to coast, the next generation of leaders are finding new ways of working, embracing novel technologies and driving the industry forward – all while maintaining strong connections to the local communities they are helping build. On-Site and SitePartners are thrilled to announce the inaugural edition of the 40 Under 40 in Canadian Construction. A cross-section of the top-performers in the industry, the list includes representatives from all facets of construction – from those spending long hours on-site, to those developing new tools to streamline how we plan, design and build. Finally, this is by no means an exhaustive list of the talented individuals in the industry. There are roughly 1.4 million people working directly in construction across Canada, and many more in the consulting, law, finance and design communities that support it. Many others are deserving of recognition and we look forward to profiling more of the next generation of leaders in 2021. on-sitemag.com / 29
JAMIE ABERNETHY Project Director, Aecon Water Aecon Group Inc. Progressing from project coordinator to his current position of project director since joining Aecon Water in 2011, Jamie Abernethy, has played a key role on a series of water/wastewater treatment plant (WTP/WWTP) projects throughout Western Canada, including the award-winning Evan Thomas WTP/WWTP. Dedicated to continual improvement, Abernethy promoted and trialled the use of BIM on a WTP/WWTP project in Regina, spearheading a process Aecon Water has since adopted more widely. Along with serving on various company committees and councils, Abernethy strongly believes in the importance of making a positive impact within the industry and in local communities. He is an active participant in and promoter of both on- and off-site events, such as watershed riverbank restorations, trail building projects, Orange Shirt Day and Indigenous relations training courses. TROY MACBETH ABROMAITIS Director of Development Bucci Developments As the director of Development at Bucci Developments, Troy MacBeth Abromaitis oversees residential development for the Vancouver-based development and management company. With land acquisitions, rezoning, conceptual design, planning and stakeholder relations falling under his scope of work, he has taken the lead on, or is currently working through the entitlement process for, 32 multi-family projects totalling $1.2 billion. His current portfolio of projects is in excess of $800 million, and includes the four-tower Orion project in Surrey, B.C., which will become home to more than 1,300 residents, among several others in Vancouver and Calgary. The first Indigenous president of the Real Estate Institute of BC, Abromaitis
30 / DECEMBER 2020
also sits on the board of directors for Built Green Canada and the Fraser Valley Home Builders Association. KATHERINE BLASCHUK Project Execution Manager Imperial Oil Ltd. After completing the civil engineering program at the University of Calgary, Katherine Blaschuk began her evolving and rewarding 15-year career with Imperial Oil, where she is now the project execution manager for the company’s Regional Projects Division. Throughout her career, Blaschuk has demonstrated leadership throughout her project management experience, putting her skills to work in support of project work at sites such as Kearl, Cold Lake, Norman Wells and Aspen. Recently, she led a projects group of up to 140 people, overseeing projects with an annual spend of $600 million. Blaschuk supports and participates in various mentorship programs at Imperial Oil, and has been selected to represent Imperial Oil on the board of the Construction Owners Association of Alberta. DAN AND NICK BOCKSTAEL Vice-President of Pre-Construction; Vice-President of Construction Bockstael Construction Ltd. Dan and Nick Bockstael are two brothers who actively lead the direction of Bockstael Construction, a fourth-generation family business based in Winnipeg that specializes in Lean construction management across Manitoba. Dan Bockstael, vice-president of Pre-Construction, has continued to enhance Bockstael’s delivery of pre-construction services through the integration of best-inclass processes and technologies, including
Lean Target Value Delivery and BIM. The company has seen strong growth throughout the province, highlighted by such projects as the 119-unit Muse Flats in Winnipeg and the Gillam Recreation Centre Redevelopment in Northern Manitoba. Involved in several industry and community endeavours, Dan Bockstael currently serves on the board of the Winnipeg Construction Association (WCA), as well as the Manitoba Section of the Association of the Advancement of Cost Engineering International (AACEI). He is actively engaged with several community groups, such as the Main Street Project and the Gonzaga Nativity School. He also participates in Young Construction Leaders of Manitoba and Engineers Geoscientists Manitoba. Nick Bockstael, vice-president of Construction, is focused on enhancing client value through the continuous improvement of project delivery, earning the family firm a reputation as an emerging leader in Lean Construction. He has been instrumental in building the company’s capacity and capabilities in high-rise and industrial installations, starting with construction of the 21-storey Glasshouse Skylofts in Winnipeg. Recent notable projects include the ALT Hotel and No. 1 River Landing Condos in Saskatoon, as well as the 42-storey concrete core at 300 Main and the Richardson Innovation Centre in Winnipeg. He is the past chair and founding member of Young Construction Leaders of Manitoba at the WCA, in addition to being a board member with the Lean Construction Institute of Canada. Together, Dan and Nick Bockstael have implemented major transformation initiatives at Bockstael Construction, working in tandem to deliver quality projects and sustained company growth through a collaborative and client-focused approach to construction. JUSTIN BONTKES Principal Caliber Projects Ltd. Since founding Caliber Projects in 2008 in Langley, B.C., Justin Bontkes has
led multi-family and mixed-use building projects valued at more than $500 million, both completed and upcoming, with roughly 2.2 million sq. ft. of floor space completed or planned. He has helped Caliber rewrite how business is conducted in the construction industry, offering a unique culture that focuses on employee success, including open-book management, financial literacy training and personal and professional development. Under Bontkes’s leadership, Caliber has grown from two to 45 engaged construction professionals. Beyond the ongoing mentorship Bontkes provides his employees, he is also active in the local community, participating in various business programs, industry associations and charitable organizations, including the Homebuilders Association of Vancouver (HAVAN), the Urban Development Institute, Habitat for Humanity, Stepping Stones Bible Camp and Night Shift Ministries. MALLORIE BRODIE CEO & Co-Founder Bridgit Mallorie Brodie and her business partner saw the opportunity to innovate within the construction industry in 2012, launching Kitchener, Ont.-based Bridgit, which combined their interests in technology and entrepreneurship with family connections to the construction industry. Since then, Brodie has taken on the role of CEO, helping to successfully launch two powerful software tools for construction professionals. The first, Bridgit Field, is a punch list and inspection management tool for contractors and developers, while the second, Bridgit Bench, is a resource management and workforce planning tool for operations managers. Both are used
across North America by many leading general contractors, subcontractors and specialty contractors. As a strong supporter of diversity, equity and inclusion in both construction and tech, Brodie speaks at a large number of industry events and conferences to raise awareness and advocate for such topics as women entering construction, digitization in construction and female entrepreneurship. MICHAEL CASEY Vice-President and Deputy General Counsel EllisDon Corp. After being called to the Ontario Bar and spending two years at a large Bay Street firm, Michael Casey joined EllisDon, starting out as legal counsel and working his way up to vice-president and deputy general counsel. From the outset, Casey made it a priority to learn the industry, gaining valuable insight into the company’s business and operational priorities, as well as helping complete many of the biggest projects and initiatives EllisDon has delivered. Notable projects that Casey has played a leadership role in negotiating and securing contracts for include the Ottawa LRT project, the Eglinton Crosstown LRT project and the Edmonton Valley LRT project. Along with his work at the contractor, Casey is the vice-chair of the Construction Corporation Counsel Forum and serves as a member of the Project Delivery & Risk Management Think Tank for CanBIM. NATHAN CHEVREFILS Construction Manager Barnard Constructors of Canada LP Nathan Chevrefils’
career has taken him across Canada to some of the most remote locations in the country and to a wide range of heavy civil and infrastructure projects. With a background in civil engineering technology and extensive remote project experience with Kiewit, Chevrefils was recruited to join the Keeyask Generating Station megaproject in a remote, northern region of Manitoba. Recognizing his leadership skills, Barnard then hired Chevrefils to help expand its heavy civil and infrastructure portfolio across Canada, while he also remained on as construction manager for the Keeyask project. Having grown up in a small town as a Manitoba Métis, Chevrefils understands the challenges that people from small communities face, and has been actively involved in providing valuable mentorship and training opportunities for individuals in the communities surrounding the remote projects he leads. CURTIS CRAIG President Inferno Solar Ltd. A master electrician and electrical engineer with an extensive technical background in the electrical and energy industries dating back to 2007, Curtis Craig formed Inferno Solar Ltd. in early 2019 to deliver turnkey solar projects throughout Alberta. In less than two years, Craig and his team have installed over 2,700 solar modules totaling over 1,000 kW throughout the province, successfully completing solar projects with budgets up to $2 million. A firm believer in the potential of solar power throughout Western Canada, he aims to scale up his business to install more than 20,000 new solar panels over the next two years. Outside of his work, Craig is an active
Congratulations to the TOP 40 UNDER 40 - The future looks bright!
on-sitemag.com / 31
advocate for renewable energy in Alberta, and has been a frequent guest lecturer at the University of Calgary, speaking about commercial electrical design. SHANNON DACOSTA Advanced Work Packaging Canada Regional Lead, Construction & Fabrication Fluor Canada Ltd. With 11 years of diverse experience as a civil and structural engineer, Shannon DaCosta has worked across Canada on large-scale and complex projects in the energy and chemical sectors, as well as on high-profile infrastructure and municipal projects. Working with Fluor Canada out of the company’s Calgary office since 2011, DaCosta has been instrumental in the implementation of industry best practices for advanced work packaging (AWP) on all Fluor projects in Canada, significantly improving efficiencies in field execution. She serves as one of Fluor’s global AWP subject matter experts, a distinguished group that assists and advises on all matters related to the adoption and implementation of AWP. DaCosta has a passion for corporate, community and industry involvement, and among other initiatives, has led Fluor’s Calgary office Engineering Month campaign, spearheading a Discover Engineering initiative where Fluor employees mentored nearly 400 students about opportunities in engineering and construction. JUSTIN DEMERCHANT Contracts and Legal Director Crosslinx Transit Solutions Constructors Justin DeMerchant is the Contracts and Legal Director at Crosslinx Transit Solutions, a consortium established to design and build the Eglinton Crosstown Light Rail Transit (LRT) project. DeMerchant leads the legal, contracting and finance depart-
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ments for the design-builder of the roughly $12 billion transit project, which is among Canada’s largest infrastructure projects. While his home position is with SNC-Lavalin, he was seconded to Crosslinx in 2016, where he leads a team of 65 people, in addition to engaging with all external stakeholders. He also serves as the ethics and compliance officer and as a project representative on the executive board. DeMerchant actively promotes awareness and understanding about working in the construction industry to professionals in the legal sector, taking on numerous speaking opportunities with the Canadian Bar Association and The Canadian Institute. He also founded and chairs the University of New Brunswick Law Class of 2010 scholarship, which to date, has supported eight students in their studies. JENNIFER DENOUDEN President and CEO Avana As the founder, president and CEO of Avana, Jennifer Denouden sets the direction and vision for the fast-growing real estate and property management firm based in Regina, Sask. Under her leadership, the company has developed over $200 million in assets since its inception in 2014 and manages a portfolio of more than 550 rental units in Saskatchewan and Alberta. Among other distinctions it recently ranked 10th on the Canadian Business and Maclean’s list of Canada’s Fastest-Growing Companies. Denouden, a Certified Professional Home Builder and Certified Financial Planner, has earned both industry recognition for Avana’s strong growth and a range of awards for entrepreneurship. She recently served a two-year term on the board of directors for the Regina & Region Home Builders’ Association, and recently shifted Avana’s current priority to the development of affordable housing, with a specific focus on creating suitable housing options for women and children who have fled domestic abuse.
BEN FELTHAM Director Integrated Digital Delivery Aecon Group Inc. With over 13 years of experience in civil engineering and construction on major infrastructure projects, Ben Feltham is recognized as a global leader in BIM Management. In his roughly 2 ½ years since joining Aecon, he has built up the company’s Integrated Digital Delivery Team, leading the group in planning, building and executing BIM-based processes to assist in the construction of highly technical projects. Previously, he was the Head of BIM, Digital Engineering and Document Control at Skanska UK Infrastructure. The Gardiner Expressway Strategic Rehabilitation Plan in Toronto, Ont., was the first project on which Feltham and his team at Aecon applied BIM, helping to improve profitability by significantly reducing re-work activities while improving project scheduling. The success has led to a wider rollout across the company’s project portfolio. DEVAN FITCH Director, Infrastructure Delivery Vancouver Fraser Port Authority Building on his success as manager of Project Delivery, Engineering Services for the City of Vancouver, Devan Fitch is currently the director of Infrastructure Delivery with the Vancouver Fraser Port Authority (VFPA), where he leads the Gateway program of infrastructure projects with a cumulative, multi-year value of nearly $1 billion. As a professional engineer, project manager and emerging leader with both private and public sector project experience, Fitch specializes in building and leading teams to successfully manage high risk, high value and high profile multi-disciplinary civil infrastructure projects. Throughout his career, Fitch has identified continuous improvement opportunities outside his core responsibilities to
JEFF MURPHY | Vice President & District Manager, Vancouver
MARC PASCOLI | District Manager, Toronto
DOUBLE HONOURS PCL Construction would like to congratulate Jeff Murphy and Marc Pascoli on being named to On-Site Magazine’s inaugural Top 40 under 40 in Canadian construction list. Their leadership and unwavering commitment to excellence ensures PCL’s success atop Canada’s construction industry.
PCL.COM
streamline processes and procedures and implement new and innovative strategies. As an advocate for stakeholder engagement and multi-agency collaboration, Fitch is also a director with the BC Construction Roundtable and is the VFPA’s representative for the Association of Consulting Engineers of Canada BC Chapter. JOSHUA GAGLARDI Principal Orion Construction In the just over two years since its inception, Orion Construction has secured significant market share in the light industrial and commercial construction sectors in the Greater Vancouver area. Under Joshua Gaglardi’s leadership, Orion’s revenue has climbed over 7,300 per cent and it has already secured contracts for the development of more than 2.5 million square feet to be built over the next two years. Gaglardi has established the company as one of the most innovative and proactive designbuild contractors in the area, working with high-profile clientele that typically require successful track records far longer than Orion’s. Gaglardi is also active in the construction community, serving as a member of the NAIOP, the Independent Contractors and Businesses Association, Vancouver Regional Construction Association and Urban Development Institute. JOE GELUCH President and CEO Naikoon Contracting Ltd. Joe Geluch began his career in construction at a young age as a general labourer, and quickly progressed through the ranks as an apprentice, Red Seal carpenter, site supervisor and Gold Seal project manager. Now, as president and CEO of Naikoon Contracting, based out of North Vancouver, B.C., Geluch has built Naikoon into an internationally recognized, full-cycle construction
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boutique, specializing in innovative projects throughout Western Canada. With an emphasis on Passive House, carbon neutral, energy performance, off-site assembly and mass timber construction methods, he has led Naikoon to over 40 industry awards – locally, provincially and nationally. Within the industry, Geluch sits on many research and advisory committees, most notably within the Canadian Home Builders’ Association, where he serves as the chair of the BC Technical Research Committee, and as a management committee member on the Canada Technical Research Committee and the Net Zero Energy Housing Council of Canada. SHAWN GRAY Regional Solutions and Technology Lead, Construction Management (Canada) Jacobs Taking over as the principal advocate for construction management service staff in Canada at Jacobs in 2018, Shawn Gray serves as the key point of contact with the company’s global practice. He works directly with sales, line managers and project delivery staff across Canada to identify opportunities for new construction technology and innovative delivery methods for new business growth. Prior to his current role, Gray has served in various capacities as an engineer and project manager with Jacobs and CH2M, which Jacobs acquired in late 2017, providing leadership and developing multiple large-scale civil infrastructure construction projects. With a civil engineering background and specialization in structural work, Gray is a proponent of continuous improvement and has undergone many formal internal and external development programs, including sales, project management, site safety and leadership courses, as well as ongoing technical training courses to further his knowledge in industrial and civil design and construction.
CHRISTIAN HAMM Co-Founder and COO SiteMax Systems Inc. Looking for a new challenge after a decade as a residential and commercial project manager overseeing over $250 million in project volume across Western Canada, Christian Hamm co-founded SiteMax Systems Inc., a construction management SaaS (software as a service) company. Fueled by his passion to disrupt the way people construct buildings, Hamm leverages his construction experience to build robust software for construction professionals that is both simple and powerful. In just over three years, Hamm has helped grow Vancouver-based SiteMax from less than $100,000 in annual recurring revenue to $1.8 million ARR. The company continues to pursue strong growth, aiming to quadruple its headcount and boost revenue 10 to 15 times in the next three years. In addition to his own professional development, Hamm is a proud alumnus of Trinity Western University, mentoring business students interested in the industrial sector achieve both their professional and personal goals. WILLIAM HOBAN President Enviro-Ex Contracting Ltd. Based out of Prince George, B.C., William Hoban, is recognized for his contributions to safety and innovation in civil and environmental construction across Western Canada. With 22 years of heavy construction experience in a variety of roles, including his current positions as president of Enviro-Ex Contracting Ltd., Hoban has leveraged his experience to co-develop many technological innovations that improve on-site safety. This includes an employee proximity alert and control system for aggregate crushing plants, which received an award for safety
innovation from the Saskatchewan Heavy Construction Association (SHCA) and the Canadian Construction Association. He also received an award from the SHCA related to drone inspections. Hoban supports many industry associations across Canada, being the past Construction director of the BC Road Builders and Heavy Construction Association, and is an active member of the Grading, Digital Information and Blue Book committees for the BC Road Builders and Heavy Construction Association. DANIEL JOSIAH Director, Contracts and Commercial Lakeland Consulting Inc. Working with Lakeland Consulting Inc. for the past nine years, Daniel Josiah has consulted on a range of projects
including the Union Station Revitalization Project and other large infrastructure projects in Ontario, various oilsands projects in Alberta and potash projects in Saskatchewan. As director of Contracts & Commercial at Lakeland since 2017, he provides construction contract administrative services to a range of clients and regularly works out amicable resolutions to complex construction disputes. In addition to leading countless innovation, efficiency, and profitability activities at the Oakville, Ont.-based firm, Josiah is an APC assessor for the Royal Institution of Chartered Surveyors (RICS), regularly mentoring and advising emerging professionals working to enter the industry and progress to positions of leadership. Recently, he encouraged Lakeland management to take the BlackNorth Initiative’s pledge aimed at the removal of anti-Black systemic barriers in Canada.
JEREMY KLARENBACH General Manager, Industrial Oil Sands Graham Construction After establishing a strong track record as a project coordinator across the potash, uranium, oil & gas and infrastructure markets at Graham’s Saskatoon Office, Jeremy Klarenbach has moved through a number of project leadership positions at the contractor, earning multiple project success and safety awards for work in Alberta’s oilsands. He took on a fresh challenge as project director for the McLoughlin Point Wastewater Treatment Plant in Victoria, B.C. in January 2019, where he put his skills to work solving complex problems while considering stakeholder interests in an urban environment. Now back in Edmonton as General Manager of Graham’s Industrial Oil Sands
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division, Klarenbach plays a key role in fostering mentorships to grow and expand the skill sets of young employees, and provides training and opportunities for underrepresented groups within the construction industry. His work with Graham’s Women Building Futures program and involvement with several Indigenous partnerships are two prominent examples. TANNIS LIVINIUK CEO Trillium Advisory Group Tannis Liviniuk is the CEO of Trillium Advisory Group, a start-up organization that helps construction and project teams deploy new processes and technology solutions. Based out of Mill Bay, B.C., she leads a team of 13, each of whom deliver best-in-class project support in a rapidly growing and highly challenging industry. Starting her career in the trades, where she experienced the challenges of lagging technology deployment first-hand, Liviniuk is now a subject matter expert in construction technology, BIM, Advanced Work Packaging, and Lean. Liviniuk is an active member of industry organizations that support innovation and advancement, serving with the Construction Industry Institute and the Construction Owners Association of Alberta, among others, and speaking on topics such as women in construction and technology innovation at numerous industry events. She is also a guest lecturer on industry best practice at colleges and universities. MAX MANTHA Senior Vice-President and Area Manager, Civil EllisDon Corp. Joining EllisDon in 2014 as manager of Procurement for the company’s Civil division, Max Mantha was responsible for overseeing the proposal and pre-construc-
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tion teams for several high-profile designbuild and P3 submissions. Mantha’s role and responsibilities evolved year-over-year as he helped to successfully deliver largescale infrastructure projects for Kilmer Group, First Capital, Waterfront Toronto, Infrastructure Ontario, Metrolinx, the Ontario Ministry of Transportation and the Toronto Transit Commission. His strong track record led to his current position of senior vice-president and area manager for EllisDon Civil, where he leads a team of over 400 employees. Passionate about building strong leaders, Mantha’s activities outside of EllisDon include mentoring students from the Richard Ivey School of Business, Rotman School of Management and the Lassonde School of Engineering at York University. He is the current chair of the Civil Engineering Advisory Board at the Lassonde School of Engineering. PIERRE MARCOMBE Innovation Engineer – VDC, GIS, BIM EBC Inc. Pierre Marcombe, innovation engineer at EBC Inc., specializes in and helps lead the implementation of VDC, GIS, and BIM software to support the Quebec-based contractor’s high-profile and complex civil infrastructure construction projects. A true innovator, Marcombe has led the development of multiple in-house tools to streamline cross-team efficiencies throughout the company. This includes custom software that allows for the dynamic quantification of surfaces on 3D models, giving estimating teams the ability to quickly adapt to ever-changing designs, and a custom AI engine and geolocation database that converts thousands of site photos to highly valuable, structured information. As an advocate for sharing knowledge outside of EBC, Marcombe actively participates in developing the next generation of engineers, serving as a mentor through the Order of Engineers of Quebec (OIQ), where he shares from experience how the engineering practice can combine
innovation, ethics and professionalism to positively impact the industry. ROB MCGRATH President Synergy Projects Ltd. Joining Synergy as president in 2018, Rob McGrath led the Edmonton-based construction firm through a rapid growth period, hiring 70 additional staff members as Synergy has become a leading contractor in the Alberta marketplace. McGrath’s involvement also helped lead the expansion of the Synergy Group of Companies into the Ottawa market in 2020. He has developed and implemented new processes across all facets of the business, including revamping the company’s estimating procedure, its preconstruction process, its approach to execution and its safety culture. Before joining Synergy, McGrath spent 16 years with PCL Construction, where he contributed to many high-profile projects, such as Phase 1 of the Queen’s University Centre and the Quinte Consolidated Courthouse P3 Project. A proud ambassador for the industry, Rob serves as a member of the Edmonton Construction Association’s (ECA) board of directors and is a founding member of the ECA’s Young Builders Group. ELLISHA MOTT Vice-President Mott Electric As vice-president of a fourth generation family business based in Vancouver, Ellisha Mott sets the strategic direction and vision for the company, which includes contemporizing 90-year-old Mott Electric as a leader in employment and diversity standards. Prior to her current role, Mott grew the electrical contractor’s new fibre optics division from three to roughly 150 people, which has earned it the distinction of being the largest in-house fibre optics service contractor in Western Canada. This division continues to thrive
more than six years later, accounting for more than half of company profits, with female representation double that of the union average. Outside of her organization, Mott has been recognized by the Women’s Infrastructure Network as one of the Top 5 Emerging Leaders across Canada, and concentrates her efforts on improving skilled labour diversity training within the industry, creating a Training and Legacy Fund which offers a Women in Trade Bursary program in B.C. JEFF MURPHY Vice-President and District Manager, BC PCL Construction After securing a civil engineering degree and completing three successful co-op terms with PCL Construction, Jeff Murphy has progressed rapidly through many management roles through his 15-year career with PCL, to his current position as vice-president and district manager for the BC region. Notable projects that report to Murphy include the Vancouver International Airport Pier D Expansion (Phase 1) and the Vancouver General Hospital Operating Room Renewal. Prior to his current Vancouver-based position, Murphy was Special Projects manager and area manager for Atlantic Canada. He began his career in Toronto working on numerous PCL projects prior to this. Having managed and led complex projects from coast to coast, Murphy has displayed a high level of leadership competency, and has been selected to participate in PCL’s High Potential Development Program (HPDP) as well as the Peter Green Leadership Course. Among other accolades, he won the 2012
PCL Robert Stollery award for his strong leadership performance. BRANDON PANOPOULOS President TKI Construction Ltd. Since co-founding TKI Construction more than 10 years ago, Brandon Panopoulos has grown the company from two people to a team of 40. His vision and entrepreneurial skills have earned Kelowna, B.C.-based TKI a reputation as a safe, cohesive and inclusive commercial construction company. Within the industry, Panopoulos has been active on the board of directors for the Southern Interior Construction Association over the past two years, and was recently appointed Treasurer. He is also a strong proponent for creating healthy and supportive communities, partnering with organizations and agencies that advocate for the safety and well-being of others. Within his own company, Panopoulos is an advocate for diversity and inclusion, ensuring gender parity remains a foundational pillar by mentoring and promoting women to key leadership roles in construction. MARC PASCOLI District Manager PCL Construction In his 17 years with PCL, transitioning from a civil engineering co-op student to senior-level management, Marc Pascoli has embraced the company’s culture of mobility to gain exposure to new skills, markets and opportunities. Pascoli has been an integral part of PCL’s transition to digital operations, innovative crowdsourc-
ing platforms and its expansion into solar energy, which has earned him recognition, awards, and leadership training opportunities within the company, including its High Potential Development Program (HPDP). Since 2013, Pascoli’s leadership abilities have translated into significant growth in the value of projects under his supervision, growing from $52 million to $1.6 billion. Likewise, the size of his team has expanded considerably, now totalling nearly 300. Outside of work, Pascoli is a key contributor to the Commercial Real Estate Development Association’s (NAIOP) mentoring committee, and has received recognition for his support of various charitable organizations across Canada. AMIT PATEL Vice-President and General Manager Canadian Turner Construction Company Amit Patel has been working with Turner Construction for over 15 years, where he began as a project manager in Seattle, Wash. In 2011, he returned to his native Vancouver to build the Turner business in British Columbia. He has since led projects for some of the biggest companies and institutions in the region and grown the division from two to over 100 employees and over $100 million in annual revenue. Under Patel’s guidance, the Vancouver office has led the local construction industry to elevate the use of virtual design and construction (VDC), advocating for innovation across the construction industry. Patel is an active member in the Vancouver Regional Construction Association (VRCA) and regularly contributes to the community through various
Congratulations to the TOP 40 UNDER 40 - The future looks bright!
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charity, diversity and industry events. To further his commitment to organizational leadership and continuous improvement, Patel is currently enrolled at UBC in the Accredited Coach Training Program (ACTP). NOLAN PLOEGMAN President and CEO Concord Projects Ltd. Having worked at Concord Projects, a Winnipeg-based full-service and multi-sector construction firm, since 2005, Nolan Ploegman has progressed from construction supervisor, estimator, head of pre-construction, to president and CEO. He now oversees all aspects of the company. One of the most significant contributions Ploegman has made at Concord is moving the majority of its internal processes – including the entire accounting system – to the cloud, digitizing and overhauling all protocols and workflows to streamline communication and efficiencies across the company. Through all his success with Concord, Ploegman’s proudest accomplishment to date is the charitable contributions the company makes to communities throughout Winnipeg and in developing countries through the Concord Projects Foundation. Ploegman is a regular speaker at industry events and at the University of Manitoba. He and Concord Projects have also been proud supporters of both Manitoba Women in Construction and Young Construction Leaders of Manitoba. JULIA READ CFO Nomodic Modular Structures Inc. As co-founder and CFO of Nomodic Modular Structures based out of Calgary, Julia Read has been involved in almost every facet of the design-build company, which specializes in modular and pre-fabricated design and construction, since
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its inception in 2012. Already having faced two recessions since launching the company, Read’s strategic planning and financial analysis has helped Nomodic successfully diversify its business model beyond the energy and industrial sectors, entering in-demand markets such as affordable housing, Indigenous community housing and hospitality. Since making this transition, Nomodic has received an Excellence in Residential Development award from the Town of Smithers, B.C. Read also recently led Nomodic’s acquisition of Aithra Projects Inc., designed to help the company expand its service offering. Among other community initiatives, Read acts as treasurer on the board of the Federation of Calgary Communities, a non-profit supporting community-based organizations throughout the city. ARASH SHAHI CEO and Co-Founder AECO Innovation Lab A visionary who has contributed to many entrepreneurial ventures and research publications, Arash Shahi’s current endeavour is as CEO and co-founder of AECO Innovation Lab – an industry consortium dedicated to the productivity, sustainability, and profitability of the architecture, engineering and construction sectors. Examples of recent innovative projects Shahi has led include a collaborative R&D project streamlining the development approval process in Ontario and an initiative to digitize the Ontario Building Code. Beyond his achievements within industry, Shahi is a leader within the academic world, authoring dozens of research journal papers and regularly delivering conference presentations, all focused on leading-edge technology and processes. Passionate for finding solutions to the challenges faced by the construction industry, Shahi leads with an enthusiastic, energetic and collaborative approach to bring people together to get things done.
JESSE UNKE Director, Project Management RAM Consulting Inc. A professional engineer, Project Management Professional, Envision Sustainability Professional, and a Master Municipal Construction Documents Certified Contract Administrator, Jesse Unke is the director of Project Management for Vancouver, B.C.-based RAM Consulting Inc. He provides leadership across high-profile transportation and municipal infrastructure projects throughout North America. FortisBC’s Lower Mainland Intermediate Pressure System Upgrade project and the Vancouver Airport Fuel Delivery project, totalling roughly $400 million and $350 million, are two prominent examples of projects on which Unke has taken a leadership role. Throughout his 19-year career in the industry, Unke has been an active advocate for the construction community. Among a range of volunteer positions, he is currently serving as president of the BC Construction Roundtable and as a mentor with the Project Management Institute and Engineers and Geoscientists BC. RYAN VAN DAMME Founder and CEO Ironclad Developments Inc. In the roughly six ½ years since the company’s inception, Ryan Van Damme has established Springfield, Man.-based Ironclad Developments as an industry leader in the multi-family residential construction sector, earning many awards and distinctions, most notably as one of Canada’s Best Managed Companies, as recognized by Deloitte. Under Van Damme’s guidance, the business has expanded rapidly to include more than six operating units that collectively employ more than 250 staff members. To date, Ironclad has completed construction of 1,142 residential units located in 16 buildings across four provinces, with more than 5,000 additional units scheduled for
construction over the next three years. Van Damme is also dedicated to supporting the construction communities in which Ironclad operates. He is an active member of the Canadian Construction Association, the Winnipeg Construction Association and the Vancouver Island Construction Association. CHRIS VEENSTRA Principal Metric Civil Contractors Ltd. With a background in project management, Chris Veenstra co-founded Metric Civil Contractors in late 2012 and has grown it into a successful civil construction company of 30 employees, founded on a strong environmental and safety program. Veenstra developed his passion for safety, efficiency and environmental discipline while deconstructing and
decommissioning old military buildings on Baffin Island, Nunavut, working in some of the most challenging conditions in the Canadian Arctic. Now based out of Chilliwack, B.C., he has successfully partnered with several local Indigenous communities, completing a wide range of civil and environmental construction projects, thanks in part to his advocacy for environmental stewardship and building trusting working relationships. Outside of his work and family commitments, Veenstra is a member of the Mt. Cheam Rotary Club and sits on the boards of directors for Chilliwack Community Services, Chilliwack Bowls of Hope Society and Chilliwack Minor Lacrosse Association. JAYSON VELDHOEN District Manager, Alberta and BC Graham Construction Starting in Graham’s Calgary office as a
civil engineering intern in 2004, Jayson Veldhoen has progressed through various roles in his 15 years with the company, taking on an ever-increasing level of responsibility. Currently the district manager for Alberta and BC, he provides leadership to infrastructure teams across Calgary, Edmonton and Vancouver. Notable projects that Veldhoen has played a key management and leadership role on include the Crowchild Trail Bridges Widening project over the Bow River in Calgary and the Groat Road Bridge Rehabilitation project over the North Saskatchewan River in Edmonton. Both required crews to meet complex construction and environmental challenges. Within the industry, Veldhoen serves on the board of directors of the Alberta Roadbuilders & Heavy Construction Association, where he is a leader in advocating for Early Construction Involvement (ECI) contract models, driven by a desire to help the industry see more successful project outcomes.
Congratulations to Rob McGrath for being selected to On-Site’s Top 40 Under 40 from everyone at Synergy Group of Companies. Thank you for the continued contributions and leadership you bring to our team.
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MEET VANESSA WERDEN Associate Jenkins Marzban Logan LLP As an experienced construction lawyer serving B.C., Alberta and Northwest Territories, Vanessa Werden provides a broad range of services across the construction industry during all phases of construction. An associate at Vancouver-based Jenkins Marzban Logan LLP, she has significant experience in resolving complex mid- and post-project disputes, among many other areas. Beyond her professional experience, which includes counsel to national top-tier contractors, fabricators and project owners on major infrastructure and heavy construction projects, Werden has contributed to the industry through over 1,200 volunteer hours over the past six years. An advocate for advancing women in construction, Werden serves as president of Canadian Construction Women, which connects and assists women in building business and mentoring relationships. Werden is also a regular guest lecturer for the Masters of Engineering Leadership Program at UBC, and has spoken at many industry conferences and associations, including BUILDEX Vancouver and the Vancouver Regional Construction Association. NICK WESTERINGH CEO Westbow Group of Companies As CEO of Chilliwack, B.C.-based Westbow Group of Companies since 2009, Nick Westeringh has quadrupled the size of the business and been integral to its expansion and growth. Specializing in project analysis, land acquisitions, construction operations, project management and financial management, in addition to contributing to the overall vision and strategic direction of the company, Westeringh has led Westbow to build over 1,500 homes as a developer
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and establish a portfolio of more than $400 million in assets. Throughout his career, Westeringh has been committed to supporting the communities in the areas he does business, providing grants and scholarships to Indigenous youth and offering mentorship and growth opportunities. Under the Westbow Group of Companies, Westeringh also supports OwnWest, a program designed to make home ownership accessible for everyone. JULIE ZABIZEWSKI Project Manager, Health and Safety Manager Vestacon Ltd. Joining Toronto, Ont.based Vestacon in 2010, not long after it was formed, Julie Zabizewski has played an integral role in the construction management company’s development, helping establish corporate guidelines and implementing technology to streamline the tendering process. She has managed numerous projects across Ontario and recently co-authored white paper publications focused on the safety protocols that would allow for a safe return to work during COVID-19. Coinciding with the release of these papers, Zabizewski was promoted to a managerial role at Vestacon. Having already helped the company secure ContractorCheck and ComplyWorks accreditations, she is currently working through IHSA’s COR program. Zabizewski is also active within the construction community. She held an executive role on the board for the Canadian Association of Women in Construction (CAWIC) and currently volunteers on committees for both CAWIC and the Toronto Construction Association. She is also a Women Build Ambassador for Habitat for Humanity GTA.
JUDGING PANEL
Andrew Hansen The president and founder of SitePartners, Andrew Hansen leads a team dedicated to building brands and driving growth throughout the industrial sector. Having spent years working on-site, he leverages his on-the-ground knowledge to help clients in construction set new strategic directions and grow their businesses. John Hughes A founding partner of Hemson Consulting Ltd., John Hughes has nearly 50 years of professional experience and currently heads the firm’s real estate advisory practice. He is a Fellow of the Royal Institution of Chartered Surveyors and served as the Global President of RICS for 2017-2018. David Kennedy A veteran business journalist, David is the editor of On-Site magazine, where he oversees daily coverage of Canada’s construction sector and the publication of numerous industry reports, including Top Contractors. He has written for Canada’s largest papers and a range of business publications. Richard Lyall The longtime president of the Residential Construction Council of Ontario (RESCON), Richard has represented residential builders in Ontario for nearly three decades. He is a frequent speaker on issues such as innovation, health and safety and diversity, as well as regularly cited authority on housing issues throughout the Greater Toronto area. Clive Thurston Having retired this spring after nearly 20 years at the helm of the Ontario General Contractors
Association
(OGCA),
Clive
Thurston has shifted to consulting. He has a long track record working on issues such as contract language, tendering and government relations, and is a consistent advocate
Profiles by Aaron Candido, SitePartners Editing and fact-checking by David Kennedy, On-Site
for more collaboration and better communication throughout the construction industry.
December 2020
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MAKING UP FOR LOST TIME SUPPLY CHAIN WORKS TO CATCH UP 44
IN THIS ISSUE: 47 Concrete connection: Staying up-to-date despite the delayed show season
SUPPLY CHAIN
WORKING THROUGH THE
BACKLOG Slimming project pipeline a big concern for concrete industry and others in construction supply chain as frantic 2020 nears end
C
watching a shrinking project pipeline with growing apprehension. In a webinar hosted by the Canadian Construction Association at the end of October, representatives from the concrete, forestry and steel industries sat down to discuss some of the steep challenges the year brought, as well as the outlook for the months ahead. “One of the things we’re concerned
about at the moment, is we’re seeing a tailoff and a trending down in new projects,” said Ed Whalen, president and CEO of the Canadian Institute of Steel Construction (CISC). “Certainly, there is some bidding out there, but projects actually going forward have not been to the same degree as we’ve seen in other years.” Unlike his counterparts on the concrete and lumber side, Whalen noted the steel
© PAMELA AU / ADOBE STOCK
onstruction materials suppliers have spent much of 2020 digging out. Uncertainty and job site shutdowns this spring walloped demand, but by early summer, the need for concrete and lumber, among many other products, outstripped supply, leading to shortages, rationing and higher prices. Suppliers are still catching up, but as a unique 2020 draws to a close, they’re also
BY DAVID KENNEDY
44 / DECEMBER 2020
© PAMELA AU / ADOBE STOCK
industry has generally not faced the same issues with shortages. He pointed to storage centres holding a surplus of “bread and butter” materials, as well as rail and port systems seeing less disruption as the main reasons steel producers were able to weather the storm with relatively few problems. Nevertheless, the longer lead times the steel industry requires has producers calling on governments to get moving on infrastructure funding. “Our biggest concern is running out of work,” he added during the Oct. 22 webinar. “We’ve got lots of stuff, we’ve got lots of resources ready to move, but we’re rapidly running out of projects.” Bart Kanters, the president of Concrete Ontario, or the Ready Mixed Concrete Association of Ontario, shared Whalen’s concerns about fewer projects in the pipeline. This summer however, the opposite scenario has played out, with concrete and cement producers running full out following a 30 per cent drop in production in March and April. “Once we got into mid-May and then on, [demand] has essentially been 10 or 15 per cent higher than we would normally see,” he said. Shortages of cement and supplemen-
tary cementing materials — such as fly ash and slag — have led to concrete rationing and delays this summer, particularly in Ontario and Quebec. Kanters said producers typically operate on 12 to 24 hours notice, but in the past few months, they have been asking for as long as two weeks notice from contractors working on large pours. Cement producers expect the cooler weather to help them catch up. “We probably have another six to eight weeks if normal demand conditions apply where we’re going to be in a tough situation. Then seasonal slowdowns should kick in and cement production will pick up,” Kanters said, adding that shortages of fly ash and slag may prove longer-term. The lumber industry has faced similar demand jolts in 2020, though not all can be directly tied to the pandemic. Derek Nighbor, president and CEO of the Forest Products Association of Canada, said it was “absolute chaos” during the first few weeks of the pandemic, with order sheets collapsing and lumber prices falling about 30 per cent. From there, the market turned around in a hurry, driven by an unforeseen boom in renovations and home purchasing. “We saw that surge then in lumber and we’re still catching up,” Nighbor said in the
webinar, noting that COVID is just one of a number of issues the forestry industry has been battling this year, with pests, fires and logistics challenges also causing considerable problems. Looking ahead, Nighbor said the industry has not “caught up, but is catching up.” “Now that we’re back up online and operating, all the mills that are able to be operating are operating, so hopefully over time, we’re going to be able to catch up through the last quarter here into 2021,” he said. Mary Van Buren, the president of the Canadian Construction Association expects the industry will welcome the shoring up of its supply chain as a challenging 2021 comes to an end. Though the industry was able to adjust on the fly to new health and safety rules this spring, supply chain issues have lingered. The Ontario Construction Secretariat (OCS) has conducted four studies throughout the pandemic on sentiment in the industry, each time showing about two-thirds of contractors impacted by supply chain disruptions. In the latest survey released this October, 64 per cent cited high or medium impacts from supply chain issues, showing no improvement since April. on-sitemag.com / 45
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CONCRETE PRODUCTS
CONCRETE
CONNECTION For the concrete industry, the colder weather usually means it’s show season. Manufacturers haven’t stopped innovating, but with World of Concrete shifted to June and the Canadian Concrete Expo pushed to 2022, it’s a tough year to stay up to date on the latest in concrete technology. In lieu of the conventional show floor, On-Site has put together some of the key products to watch heading into next season:
BRAFASCO The easy-to-navigate digitized Concrete Solutions product guide from Brafasco, focuses on the key Canadian commercial concrete markets. There are increasing standards expected of materials, tools, and people on the job. The point-bypoint guide breaks down product listings for common jobsites, giving contractors a range of options likely not considered in the past when planning their next project.
BUILDINGPOINT Transforming the way concrete contractors work, BuildingPoint Canada offers custom solutions based on Tekla software and cuttingedge hardware. The solutions give crews on- and off-site the quality information they need to estimate, plan and manage pours, while reducing risk and improving productivity.
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CONCRETE PRODUCTS CURB ROLLER With the ability to move more than six inches of concrete along the pour while keeping operators in a standing position, the Hydra-Screed 3000 from Curb Roller works for a range of different applications and cuts down on what’s typically back-breaking work. The shaped roller screed is hydraulically powered and can be customized to accommodate pour widths between one and 10 metres (three and 30 feet).
KRYTON
LIGCHINE
Maturix Smart Concrete Sensors wirelessly transmit real-time data on temperature and strength development to your device, allowing you to access the information you need from anywhere. They record, monitor and alert users to the actual status of their concrete, which reduces risk, increases efficiency, and saves time and money.
The ScreedSaver Elite is Ligchine’s newest laser-guided concrete screed machine to join the ScreedSaver line of innovative, labor-saving machines. The ScreedSaver Elite’s key features include a larger boom for greater accuracy and stability, a sideshift screed head makes it easier to screed around stick-ups in the slab and all-wheel drive. As with all Ligchine laser-guided screeds, the ScreedSaver Elite is easy to transport with a ¾-ton pick-up truck and a trailer.
MAX
LIEBHERR The Liebherr 42M5XXT truck mounted concrete pump features the increased performance of the innovative Liebherr–Powerbloc drive unit. With complete integration of the hydraulic switching and measuring elements, the machine operates with increased performance and quiet operation. The five-part boom provides for compact dimensions on the road and versatility on the construction site.
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In 1993, Max revolutionized the concrete construction industry with the innovation of the world’s first battery powered rebar tying tool. The RB441T “TwinTier” is a 6th generation Max rebar tier. The TwinTier features three new innovative mechanisms, making it the most efficient rebar tying tool on the market. Max rebar tying tools are conservatively five times faster than hand tying, with an approximate tying speed of half a second. The added speed helps contribute to safer, more efficient and cost-effective job sites.
CONCRETE PRODUCTS MILLER FORMLESS Designed for curb and gutter work, sidewalks, V-ditches and a range of other applications, Miller Formless manufactures the most compact, four-track curb and gutter machine. The M-1000 can be ordered as a left- or right-hand pour and can pour areas as tight as a 24-inch radius. The M-1000’s compact design and four-track steering allows for easy and quick turnarounds and maneuvering. It offers best-in-class operator visibility for monitoring all aspects of the pour process.
NUDURA The XR35 from insulated concrete form maker Nudura is now available in a six-inch (150 millimetre) form. Providing a significant increase in insulation performance with an R-value of up to 35, the new form features the same innovations included in the company’s standard ICF series, as well as a fastening strip that extends below the surface of the Expanded Polystyrene (EPS) foam. It is available in both standard and 90-degree corner forms.
PUTZMEISTER Putzmeister’s portfolio of concrete placement products covers multiple applications to meet a wide variety of job site needs. The 39Z-Meter is a jack-of-all-trades that can achieve typical and high-rise pumping applications as well as frost law and special weight considerations. Stationary and trailer pumps offer high performance capabilities with small footprints on the job site.
POWER CURBERS The 5700-D from Power Curbers excels in curbing, sidewalk, barrier, ditches, paving, tunnel and a range of other specialized applications. Introduced earlier this year, to replace the popular 5700-C, the updated model features the company’s new SlipSmart Control Solution to provide contractors with a new level of precision. Other enhancements include an easy-pivot conveyor, improved cross-slope control and auto-calibration for the radius steer sensor.
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SOMERO Designed with the Canadian market in mind, and agricultural construction projects as a particular area of focus, Somero has introduced its newest innovation: the SRS-4 Laser Screed Machine. With no lower frame and a no-nonsense design, the screed machine offers 360-degree visibility. Weighing in at just 1,996 kilograms, the SRS-4 features a roller boom to smooth out the process and hydraulic cylinder for head lowering for ease of operation.
By Jacob Stoller
SOFTWARE
Giving it up: Contractors clinging to a familiar piece of software In spite of significant advances in construction software, contractors still rely on spreadsheets for tasks ranging from data integration to project management
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ast September, Microsoft Excel reached the ripe old age of 35. Versatile, familiar and ubiquitous, it dominates a field that also includes Google Sheets and Smartsheet. In construction, its numerous applications range from tracking job site metrics and analyzing productivity, to developing strategic plans. “Excel is among the most widely used computer software in construction and is one of the most powerful tools used by construction project management professionals,” says Tulsi Regmi, professor of Construction Management at the ADZ School of Construction Management at George Brown College (GBC). Grads from the GBC program enter the workforce with a considerable grounding in Excel. “Construction management students are required to complete numerous assignments and class projects that require an extensive use of Excel,” Regmi says. “In essence, they acquire an advanced skill level in preparing and operating Excel spreadsheets in various construction applications.”
CHALLENGES AND LIMITATIONS
the thinking is, why reinvent the wheel?” A major drawback, however, is that spreadsheeting is essentially a manual undertaking that lacks the safeguards found in construction software. This exposes the organization to a number of risks connected with human error. For example, a financial report that looks perfectly normal might have been generated with invalid formulas. Because such formulas are invisible in the report, they can be hard to detect. The risks are even greater when Excel is used to convert data from one format to another – here, a misstep could contaminate a database with corrupt data, creating a troubleshooting nightmare and potentially causing the system to crash. To protect against these risks, spreadsheets should undergo the same scrutiny as any critical business document. A skilled Excel user who is not connected with the process should proofread every spreadsheet shared for any significant purpose. Naming conventions and other standards should be observed to prevent, for example, leaving out a major expense from a financial report. When manipulating actual data, traceability is key. “I try to make sure all my data stays in the same format, and I always try to keep it in its original source without manipulation,” Cooper says. “That way, I can always go back to my source if there’s a problem.” When a large number of people share a spreadsheet, it can be difficult to maintain consistency. “If you’re doing resource planning, it might be the operations team, the HR team, the marketing team, as well as the project executives,” says Mallorie Brodie, CEO and co-founder of Kitchener, Ont.-based construction software provider Bridgit. “You can easily have 20 or 30 individuals that either are making updates or need access. This would be very difficult to do on a spreadsheet.” Cloud-based construction apps, such as Bridgit Bench, save time and ensure consistency by eliminating manual tasks, streamlining construction operations workflows, and standardizing the way data is handled. While software vendors like Bridgit often reduce spreadsheet dependence, Excel is unlikely to disappear anytime soon, at least among contractors clinging to the familiar. “The industry now has access to much better tools than it did ten years ago, but it’s going to take a bit of time for it to fully transition,” Brodie says. “The goal was never to get rid of spreadsheets completely. The goal is to use the best tool for the process or the job you’re trying to accomplish.”
Although Excel is an awkward fit in many construction scenarios, contractors often stick with it rather than face a learning curve even when they have access to better alternatives. “Any kid in grade nine can use Excel, so it’s sort of your default,” Cooper says. “So, often
Jacob Stoller is principal of StollerStrategies. Send comments to editor@on-sitemag.com
For a lot of contractors, Excel is sort of a poor man’s middleware. It’s universal, and you don’t need a lot of programming skills to do it. – Charles Cooper, Muskoka Hydrovac Excel is also widely used as an inexpensive tool for moving data between unintegrated apps, such as a scheduling tool and an HR system. Using a common file format called comma-delineated-values (CSV), a user can extract data from a source app, transform it on a spreadsheet to match the data specifications of the target app, and then load it into the target app. While such ad hoc integration is far from ideal, it avoids programming and other integration costs. “For a lot of contractors, Excel is sort of a poor man’s middleware,” says Charles Cooper, president of Muskoka Hydrovac. “It’s universal, and you don’t need a lot of programming skills to do it.”
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RISK
By David Bowcott and Chris Greene
The construction data journey: Start now!
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hether you are an owner, design firm, or contractor, the construction sector faces several major challenges in the coming years. Capital availability, workforce shortages and increasing competition are just a few of the top risks identified by key leaders within the global construction economy as part of Aon’s 2019 Global Risk Survey. Up against financial risks, such as the possibility of an economic slowdown and cash flow/liquidity issues, as well as labour-related challenges, like the failure to attract the best talent, the construction sector must start implementing solutions to address these major risk categories. There are many paths those in the construction community can go down to mitigate these very real current and future risks, however, many believe the foundational step is establishing a sound data strategy. The construction sector lags almost all other areas of the economy when it comes to data sophistication. This lack of sophistication is largely due to the way construction operates in its current incarnation. The figure below, for instance, illustrates the amount of knowledge/data lost during each construction project. Each phase in the life of the asset being constructed is siloed, resulting in significant data loss as the knowledge created in one phase is transferred to another phase. Most believe the highest level of asset knowledge is held by the contractor as they transfer the newly completed asset to the owner to operate and maintain. This knowledge, or data loss must end if we are going to improve the on-time, on-budget and operational efficiency results of the construction and asset management industries. Represented by the orange line in the figure below, the industry could greatly improve organization and lessen knowledge loss by properly handing off data at the end of each stage of an asset’s life. This loss of knowledge is just one example of how construction currently lacks the data sophistication to deal with future risks.
52 / DECEMBER 2020
There are also several others: • Unique teams for each project: The construction sector almost always uses new design firms, main contractors, subcontractors/suppliers and owners when building a new asset. Much of the knowledge/data from previous builds is lost as each party to that build goes onto their next unique project • Aging workforce: Most of the data within the construction sector is housed within the minds of employees. Staff leaving a company through retirement or other forms of turnover causes a loss of knowledge • The unknown factor: Given the significant number of unknowns associated with the construction sector – things like underground risk, weather risk, existing structures risk, there is skepticism around technology and data being able to create predictive results. Faced with these, along with several other factors, the construction sector has struggled with data science sophistication. But in the last few years there has been an increase in the motivation to improve data sophistication, largely due to the enabling potential of new technologies coming to the construction sector. The bottom line is, there is no better time for all construction stakeholders to begin their journey to an improved data sophistication state.
THE JOURNEY No matter what your role is within the built world environment: design, construction, operations, or any derivative sector; we must all move forward together to make construction a more efficient, productive, and less risky industry – a win for all stakeholders. The road we each take on our data journey will inevitably find common ground where we are all truly connected and can reap the benefits of synergy through data collaboration across all phases of the asset. With the right groundwork laid out, the construction data journey can be a much easier transition. This starts with building a team capable of helping you break through and slingshot into the Industry 4.0 built world. Many construction stakeholders have already started hiring C-suite executives that are responsible for digital enterprise initiatives. Chief information officer (CIO), chief technology officer (CTO), chief digital officer/chief data officer (CDO), enterprise intelligence officer (EIO) are a few of the leadership positions that can launch a company on their data journey. It is not just about IT anymore, positions like these are vital
to success as we move into the next generation of the built environment and those in these positions will need to work with all areas of their companies, and all areas of their projects/assets, to extract the data from everywhere to make better decisions. The right team not only knows where to steer down the data road, but also what vehicles to use, and how various vehicles will combine to create the best decisions. Data needs to be identified, collected, stored, cleaned, assessed and accessed using all the right tools to extract maximum value from the data and make the process optimally sustainable. Where is all the data? The list is can go on into the thousands. It is not easy for a company to determine where all the sources of their data reside. It takes the entire company and all project stakeholders to come on board and have at least some kind of foundational training around why it is important to have a data strategy. All employees need to take ownership of how they can help identify and aid in the transmission of data sources, including their own industry knowledge and experience. For us to truly keep up with proper data management between each phase of the asset’s life, we must collect data from the furthest creeping roots of the company and the project/asset. Paper files, emails, text messages, spreadsheets, enterprise accounting, resourcing platforms, point solutions, IoT devices, insurance data, industry data, weather data and many more sources come into play
when realizing the data opportunity. Luckily, there are already a few great construction technology solutions in the market that take the headache out of doing a manual data assessment to cover all the bases. Harvesting and harnessing this data without losing portions of it between stakeholders and phases of the asset’s life, is the key to harnessing your companies’ competitive advantage moving into the next generation of the industry. Once you have a data strategy in place and begin building momentum, you will start to gather a clearer picture of where all your problems and risks are rooted throughout the life of the asset. Identifying the problem areas using machine learning algorithms will lead to a more predictable outcome for business processes (see the figure to the left). There will also likely be several surprises that add to the value of the data investment. Having a complete view into the data flow of the asset, alongside triggers for risks, ensures the next phase of the asset can work with the best possible foundation and keep reducing the risks and increasing predictability all the way down to the operational phase. As you approach a mature state on your data journey, there will be a shift in company culture as the value of data will have proven itself to your entire organization. Decision-making often becomes easier and many of the once time consuming and monotonous tasks can be eliminated, making room for more critical thinking and strategy. Using the data of the past and dynamic present essentially creates a platform to investigate the future, which will allow you to predict failure, improve certainty of outcome, increase margins and create a competitive advantage for your organization. This new world will create synergies between all stakeholders, throughout all phases of the asset’s life, and thus create more value than the construction and asset management sectors have ever seen in the past.
David Bowcott is global director – Growth, Innovation & Insight, Global Construction and Infrastructure Group at Aon Risk Solutions. Chris Greene is assistant vice-president – Data & Analytics at Aon.
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CONTRACTORS & THE LAW
By Krista Johanson and Dagmara Mroczkowska
Finding, fighting, and foiling fraud
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our company cannot afford to ignore fraud. In Canada, the typical organization loses five per cent of its annual sales to fraud every year. Small organizations, which can lack internal controls and have limited resources, lose even more. Construction fraud is not limited to misappropriation of materials and tools on the site – it also occurs in the office. Trusted, longterm employees perpetrate nearly half of all occupational frauds. These frauds are often the most insidious due to these employees’ ability to override internal controls, whether through delegated authority, system knowledge, or influence. Insider fraud is also the most costly: globally, insiders committed nearly half of reported incidents resulting in over US$100 million. Construction fraud victims suffer damage to their reputation, morale, productivity and loss of tender opportunities. Construction fraud also has additional costs, including penalties for violating industry standards or regulatory requirements and project delays or cancellations. This article provides tips on how to prevent employee fraud and what to do when you suspect fraudulent activity.
to obtain a credit report from its applicants.
INVESTIGATING AND RESPONDING TO FRAUD A lawyer can help you direct a successful investigation, avoid employment law problems and prevent defamation allegations. Notify your fidelity insurer, if you have one, at the outset of a suspected fraud. Never threaten to go to the police or otherwise coerce a confession. Confront your employee in a team of two (one to run the meeting and one witness to make notes). Present the evidence and note any explanation. Avoid drawing conclusions until there is enough supporting evidence. Evidence must be carefully secured and not marked in any way.
Construction fraud is not limited to misappropriation of materials and tools on the site – it also occurs in the office. Trusted, long-term employees perpetrate nearly half of all occupational frauds.
IDENTIFICATION OF EMPLOYEE FRAUD Common schemes include: • Non-payment of subcontractors and material suppliers • Secret commissions or kickbacks • Inventory or asset misappropriation • Accounting or payroll fraud • Payment applications containing false or inflated supplier invoices
PREVENTION AND DETECTION Investing in fraud prevention has been linked to lower costs when fraud does strike. A dedicated fraud program can both reduce the risk posed by weak internal systems and increase the chance of detecting fraud when it occurs. An effective fraud program can include: • Division of duties (or at least mandatory vacation to allow other employees to share in responsibilities) • Requiring original documents, such as invoices, when signing cheques • Reviewing and approving suppliers • Conducting spot inventories of equipment and materials, and reconciling inventories against invoices • Reconciling of bank statements, payments and other accounts at least monthly, using different employees • Performing annual outside reviews without notice When hiring, double-checking resume details and contacting references is key. An organization can also request written consent
54 / DECEMBER 2020
RECOVERY Consider negotiating a settlement immediately, but address potential concerns of insurers, trustees in bankruptcy, and other creditors, if applicable. Retain legal counsel with fraud recovery expertise: creative efforts will be more successful than a standard lawsuit. Claims may be possible against auditors who failed to detect the fraud, or third parties who have benefitted from it. If you face a substantial loss, asset-freezing orders and search orders can be extremely effective to preserve funds or evidence.
Full citations to all works referenced are available in the online version of this column. Krista Johanson is a partner in Borden Ladner Gervais LLP’s Vancouver office with a construction disputes practice. Dagmara Mroczkowska is an associate practicing in the areas of construction litigation and general disputes. Although care has been taken to ensure accuracy, this article should not be relied upon as legal advice.
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