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FALL 2025 VOL22 NO2

Late Bids, Lost Jobs, Lingering Delays

Digital Twins are Powerful Tools

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The official publication of ROADBuilder is published biannually by the Ontario Road Builders’ Association. Publications Mail Agreement #40011181

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AROUND QUEEN’S PARK

LATE TENDERING: Putting Road Builders Under Pressure

DIGITAL TWINNING: Virtual Tools, Real -World Results

BEHIND THE BLUEPRINT: How Ontario’s Provincial Standards Shaped the Roads We Drive Today

EYE ON TECH: Trends to watch in 2026

TABLE OF CONTENTS

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

INDIGENOUS ENGAGEMENT: A Winning Path For Road Builders 24 DRAFTING STANDARD FORM CONSTRUCTION CONTRACTS? Ontario’s Top Court Has a Message for You

PRIORITIZING NORTHERN ONTARIO’S ROADS

2025 ANNUAL MEMBERS’ GOLF TOURNAMENT

WHERE ROADS MEET – Moments That Mattered

WORKFORCE DEVELOPMENT

ORBA CORNER

NEW MEMBERS

LIST OF ADVERTISERS

Return undeliverable items to: The Ontario Road Builders’ Association 365 Brunel Road, Unit 1 Mississauga, ON L4Z 1Z5 Tel: (905) 507-1107 Fax: (905) 890-8122 orba.org ADVERTISING SALES REPRESENTATIVE Sharon Headley 226.979.7315 sharon.headley@orba.org EDITOR Faduma Farah DESIGN & EDITORIAL LAYOUT pdplante.com pdominiqueplante@gmail.com

FALL 2025

T Chief Executive Officer

WALID ABOU-HAMDE

hey say time flies when you are having fun - well how about when you are having fun driving forward a policy and organizational agenda with our members at the centre of it?

It is hard to believe we are in the final weeks of 2025, a year filled with important milestones for our members and the infrastructure industry in Ontario. From strengthening our relationship with key government and industry stakeholders, to maintaining our progress on creating a better business and working environment for our members, our team has been focused on key priorities and driven towards tangible results. There is much for us to celebrate together, and there is an even greater potential to continue on our path of delivering successes for our members and a trajectory of growth for the industry. I am a firm believer in the power of relationships in driving meaningful change and progress. None of our accomplishments this year would have been possible without first building trust with our partners. This year’s President’s

Message from the Chief Executive Officer Tour was a testament to what we can achieve through a one-team approach. With five stops across Ontario – Thunder Bay, Ottawa, Sudbury, London and the GTA – our members had the opportunity to participate in joint workshops with regional MTO colleagues to explore timely and pressing topics on collaboration, dispute resolution and improving project delivery. Similarly, we launched the Ontario Infrastructure Council which builds on the work previously led by the Major Projects Working Group and includes participation from the MTO, Metrolinx and Infrastructure Ontario in addition to our contractor members. The kick off was facilitated by a collaborative coach who walked the group through principles of building trust and strengthening partnerships to drive project success. There is much to be celebrated on the legislative front as well. For a long time, a patchwork of municipal technical standards and specifications for infrastructure design, materials and contractual guidelines has created an unnecessary burden to doing business across Ontario, ultimately resulting in increased delivery costs and loss of productivity. This means building less with budgets already stretched too thin for no benefits in other areas such as quality or health and safety which are always a top priority for our members. Under the leadership and direction of ORBA’s Board of Directors and direct input from the Association’s Asphalt Council, our team prioritized advocacy for a

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provincial framework for harmonizing standards and specifications across the province. I am happy to share following our year-long, focused effort, the Ontario government has introduced and passed Bill 60, the Fighting Delays, Building Faster Act which lays the foundation for harmonization. Once fully implemented, this new regime for harmonization will be a pivotal moment for our industry, and a major success to build upon. In this issue of the ROADBuilder, we take another look at the economic and social impacts of delayed tendering. While two elections at the start of the year ultimately contributed to a slower rollout of the summer construction season across the province, lateyear tendering in the third quarter of the fiscal year and a commitment to early tendering from our key partners brings us much needed optimism. That said, early tendering remains a top Association priority. We also dive deeper into digital twin technology and initiatives currently championed by public owners, take a look at the history of the OPSS, and turn our minds to Indigenous engagement as a pathway to true partnership on infrastructure projects. I trust you will enjoy this edition of the magazine, and as always, I look forward to your feedback to help us better tailor content to your interests. I cannot thank you all enough for helping us make 2025 one of the best yet for ORBA and the industry, and I look forward to connecting with you over the coming months. With the holidays upon us, I wish you all a blessed and safe season, and a very happy New Year. FALL 2025

ver the past year, ORBA’s government relations work has remained sharply focused on one of our industry’s most persistent challenges: the inconsistent and often conflicting municipal specifications governing road construction across Ontario. Whether the issue relates to accepted materials, hot mix asphalt (HMA) design, or variations in general conditions, deviation from provincial standards continues to create uncertainty, drive up costs, and impair the efficiency of project delivery.

Senior Director, Public Affairs

STEVEN CROMBIE

In that context, ORBA was very pleased to see the Government of Ontario introduce Bill 60, the Fighting Delays, Building Faster Act — landmark legislation that includes ORBA’s major legislative initiative for 2025. Bill 60 provides the Minister of Transportation with regulation-making authority to harmonize municipal road construction standards across the province. This change represents a foundational shift in how Ontario can address the fragmentation that has long challenged our members.

Around Queen’s Park Throughout 2026, ORBA will be working closely with the Ministry of Transportation (MTO) to ensure that the regulations developed under Bill 60 are: 1. Evidence-based, 2. Reflective of ORBA member priorities, and 3. Delivered in a timely way that does not stall project planning or execution. This is a once-in-a-generation opportunity to establish uniformity across Ontario’s 444 municipalities, and ORBA is committed to ensuring that the resulting framework supports high-quality, efficient, and cost-effective project delivery. Specification deviations did not end with materials and HMA. Other inconsistencies raised throughout the year included the acceptance of Occupational Health and Safety Management Systems (OHSMS) by municipalities. ORBA was pleased to see the government resolve this longstanding issue. Through Working for Workers Seven, the Ministry of Labour mandated that all public buyers of construction — including municipalities — must accept any Chief Prevention Officer (CPO)-accredited OHSMS, namely COR® and ISO 45001. This decision eliminates barriers for contractors and reinforces fairness and consistency in the procurement process.

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Strengthening ORBA’s relationship with the Ministry of Transportation has also remained a central priority. This includes both direct engagement with MTO leadership and facilitating improved collaboration between our members and MTO staff. The creation of the Ontario Infrastructure Council, a jointly established committee comprising ORBA, MTO, Metrolinx, and Infrastructure Ontario, marks a significant step forward. This new body will identify best practices, promote collaborative problem-solving, and support a stronger culture of partnership in project delivery across the sector. In parallel, MTO has launched its new Partnering Framework, a ministry-wide initiative designed to improve transparency, strengthen dialogue, encourage early issue resolution, and establish a flexible, scalable model that can be applied across all programs. ORBA strongly supports this direction and looks forward to working with MTO as the framework is implemented. Looking ahead, ORBA is increasingly focused on the weakening volume of work observed in several regions across the province this past construction season. Municipal budget constraints, delayed tenders, and reduced privatesector investment compounded the slowdown. In response, ORBA is advocating for the doubling of MTO’s rehabilitation budget from $1.5 billion to $3 billion. The current $1.5 billion allocation has remained unchanged for eight years. During

that period, construction input costs have risen dramatically, effectively cutting the purchasing power of the rehabilitation program in half. A strengthened, indexed rehabilitation budget is the fastest and most efficient mechanism to put dollars into the market for shovel-ready, approved projects. ORBA continues to press the government to advance critical major projects, including Highway 413, to ensure that design work, utility relocations, and pre-construction activities do not cause unnecessary delays to the project’s timeline. We are also excited to deepen our collaboration with Ontario One Call, particularly in supporting the transition to digital mapping of underground infrastructure. This model — proven successful in the United Kingdom — has already produced significant benefits. Locate turnaround times, which historically averaged six days, have been reduced to mere seconds. Beyond speed, the accuracy and consistency of digital locates will reduce costly delays and strengthen project safety and efficiency. Overall, 2025 has been a year in which ORBA has significantly elevated its profile with government, industry partners, and stakeholders. With major policy files underway, new committees established, and legislation moving forward, 2026 promises to be a year of continued momentum, deeper collaboration, and meaningful progress for Ontario’s roadbuilding sector.

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Late Tendering:

Putting Road Builders Under Pressure BY MATTHEW BRADFORD

Short seasons in construction aren’t just inconvenient – they’re costly. For Road builders, a shortened season caused by late tenders can disrupt everything from project timelines to staffing projects. These delays keep public infrastructure plans hanging in the balance and force contractors to reschedule crews, reallocate equipment, and reconsider hiring decisions.

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Road builders rely on it to access

publicly funded infrastructure projects that keep their operations running, their employees working, and Ontarians moving safely along the province’s roads.

his is the situation many in the construction industry have faced in recent years as they await tenders that are either arriving late in the season or failing to appear at all. “It’s been a really short season,” says Regan Cox, president of Cox Construction Ltd. “Several regional municipalities didn’t call work even though they’ve been transferred from the province. We haven’t hired the same number of people and will be done early.” John MacKay, president of Fowler Construction, also reflects on the season with a sense of missed opportunity: “It didn’t feel that there was the volume of work. We weren’t anticipating such a small season.”

Relying on Timely Tenders Ontario’s tendering process is a critical pathway for the province’s transportation infrastructure sector. Road builders rely on it to access publicly funded infrastructure projects that keep their operations running, their employees working, and Ontarians moving safely along the province’s roads. Early tenders give companies the confidence to forecast revenue, hire Staff, and invest in equipment. Delayed or late tenders, however, introduce uncertainty that can disrupt schedules and limit growth opportunities.

The earlier tenders are released, the sooner everyone can see how much work is available and make firm commitments.

The causes of late or non-existent tenders are varied. Some cite bureaucratic hurdles, excessive red tape, or planning delays within the public sector. Others point to a lack of ready projects. “From my understanding, we’ve met with the ministry in the past. I don’t think they have contracts on the shelves,” suggests MacKay, noting that the province has faced its own challenges maintaining design levels. Whatever the cause, he continues, delayed or reduced tenders directly affect Ontario’s road builders: “We plan on sustaining capital and determining how much we need to reinvest to maintain our existing fleet. There are long lead times for acquiring equipment and securing financing, so the earlier we have this foresight, the better. It allows businesses to operate leaner and be more competitive.” “The earlier tenders are released, the sooner everyone can see how much work is available and make firm commitments,” MacKay adds. ›› FALL 2025

The Ripple Effect of Late Tenders When tenders arrive late or not at all, the impacts ripple across the construction ecosystem. • C ontractors: Shorter seasons reduce revenue and margins, create cash flow strains, and limit investment opportunities in new equipment or technologies. A season cut short or delayed means less certainty when planning for upcoming work, creating difficult decisions about staffing and capital investments. Moreover, contractors may be forced to lower bids to stay active, impacting long-term sustainability. • Industry Players: Fewer projects mean lower demand for materials, leaving concrete and asphalt plants underutilized and limiting work for equipment suppliers and subcontractors. When demand fluctuates unpredictably, businesses must either slow production or risk holding excess inventory, which adds costs and inefficiency. • T radespeople: Limited tenders translate into fewer hires. Even if the weather permits construction, a lack of projects leaves crews idle. “That means more unemployment across the sector,” says Cox. “This is the year we really hoped to avoid that, but we’re running out of work.” Inconsistent employment also risks driving skilled workers out of the sector, weakening the talent pool and making it harder for contractors to meet future demand.

impacts you moving forward… you’re building a backlog,” MacKay warns, adding that even one season cut short can affect project scheduling, financial planning, and workforce stability for years to come.

Getting Back on Track When it comes to managing a shorter construction season, adaptability is an asset. Contractors may need to repurpose staff rather than accelerate work when there’s no follow-up backlog. “Sometimes you’ve got to repurpose people because you can’t just have estimators sitting there, so maybe they can help out on projects,” MacKay explains. These measures help businesses survive challenging seasons but don’t replace the certainty that timely tendering provides. Other jurisdictions offer examples of a timelier system; Saskatchewan and Alberta, for instance, release roughly 50 per cent of their tenders before Christmas. “None of that work starts until the following spring, but it lets you procure specialized equipment, train for it, and start early if the weather’s good,” says Cox. Ultimately, the responsibility for timely tendering falls on the public sector. Early tender releases, multi-year planning, digital procurement, and industry collaboration can mitigate these challenges and strengthen the construction ecosystem.

• O ntarians: Reduced public benefit is another consequence. Postponed infrastructure projects delay improvements to roads and public safety, while the lost economic stimulus from construction spending slows local economies. Delayed projects also erode overall industry efficiency, making future construction more costly and less predictable.

The Ontario Road Builders’ Association (ORBA) has long advocated for earlier tendering in its home province. Legislative and procedural reforms, including initiatives like the Protect Ontario by Building Faster and Smarter Act, 2025, aim to improve tendering predictability and reduce project delays. Such measures help contractors plan better and benefit municipalities and the public by keeping infrastructure projects on schedule and reducing longterm costs.

Importantly, short seasons can also disrupt multi-year project planning. “If you have a bad year this year, it

As Cox emphasizes: “That’s a win for the contractor, the owner, and the public.”

Tenders 101

With a growing emphasis on planning, collaboration, and innovation, there’s hope that Ontario can align tendering practices with the realities of the modern construction season. When projects are predictable and accessible, contractors can operate more efficiently, tradespeople can rely on consistent employment, and municipalities can deliver essential infrastructure on time and on budget.

Tenders are formal invitations for contractors to submit bids on a project. They outline project specifications, timelines, and budget expectations, allowing qualified contractors to compete through a transparent process.

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In road building, as in all aspects of construction, timing is everything. When contractors have access to opportunities earlier in the year, they work more efficiently, delivering better outcomes for their tradespeople and public sector partners.

Digital Twinning:

Virtual Tools, Real -World Results BY MATTHEW BRADFORD

Advanced planning. Predictive maintenance. Real-time project insights. These are just a few of the advantages making digital twinning one of the most promising technologies in construction today. And for the roadbuilding industry—where tight schedules, buried infrastructure, and complex stakeholder coordination are daily challenges—digital twinning offers a smarter, safer, and more collaborative way forward.

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It’s about building things in the virtual before we build them in the physical and identifying conflicts before we break ground. – Gord Reynolds

hat Is Digital Twinning?

Digital twinning is the process of using advanced data tools—such as Building Information Modelling (BIM), Geographic Information Systems (GIS), and real-time sensors—to create a “living” digital replica of a physical asset or project. This 3D model mirrors the project’s physical and functional characteristics in real time, allowing teams to visualize and analyze performance, detect conflicts, and make data-driven decisions before the real-world work begins.

This urban 3D digital twin leverages Esri’s geographic information system (GIS) software, ArcGIS, to bring together data from various sources, including authoritative public transit routes, real-time work zones and live crowd-sourced traffic alerts for impactful decision making. [Image courtesy of Esri Canada]

“In short, it’s about building things in the virtual before we build them in the physical and identifying conflicts before we break ground,” explains Gord Reynolds, Executive Director of Digital Twin Ontario and Senior Advisor with Battersea Advisory. The goal, he adds, is to “avoid unnecessary, unplanned disruption and, ultimately, damage claims for the owner that could have been avoided.” Moreover, a digital twin allows all project stakeholders to work from a shared, constantly updated model—often referred to as a “single source of truth.” As the project progresses, new data such as field updates, inspections, and sensor readings can be added, ensuring ongoing consistency between what’s designed, what’s built, and what’s maintained.

Gord Reynolds’ Journey with Digital Twinning Reynolds is no stranger to the potential of digital twinning or to the need for precise, reliable planning in infrastructure. He began his career as a tradesperson in Toronto’s electricity distribution network, building and maintaining power systems before moving into global consulting, where he helped utilities across Europe and Australia modernize with digital mapping and spatial data technologies. ››

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Site photos and inspection reports are synced in real time to the digital twin via mobile app and used to validate construction progress and reduce the number of site visits for activities like payment approval and claims investigation. [Image courtesy of Metrolix]

Returning to Ontario, he joined Infrastructure Ontario, leading initiatives under the Green Energy Act and Building Transit Faster Act to reduce construction barriers and improve project delivery. It was during this time, Reynolds says, that he helped develop the province’s early digital twin strategy for infrastructure projects and worked to establish Broadband One Window—a province-wide mapping initiative that unified data from infrastructure and utility owners to accelerate broadband rollout in underserved areas.

Bringing Digital Twinning to Transit Digital twins are dynamic virtual models of existing or planned assets that mirror real-world conditions in a digital environment. When applied to construction projects, they allow teams to identify and resolve potential issues before work even begins. For instance, creating a digital twin of underground utilities can help project teams pinpoint buried infrastructure, anticipate conflicts, and significantly reduce the risk of costly delays or overruns. Recognizing this potential, Infrastructure Ontario, in collaboration with Metrolinx and Arup, developed a proof of concept, an initial digital model designed to explore project design, land use, and potential impacts along the Eglinton Crosstown West Extension.

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According to Arup, who developed the digital twin model, the technology allowed the project team to visualize the placement of piers, identify potential utility conflicts, and determine which parcels of land might need to be expropriated, all before a shovel hit the ground. When the right conditions are in place to support a comprehensive digital model, greater insights can be achieved to better plan project outcomes and realize efficiencies for the project as a whole.

Bringing Digital Twinning to Roadbuilding Digital twinning holds particular promise for roadbuilders, who routinely contend with one of the industry’s biggest challenges: underground uncertainty. “One of the biggest challenges for roadbuilders would be easements – registered or not – and the buried infrastructure that comes with them, whether that’s pipelines, utilities, transmission lines, gas lines, or fiber optic cables,” says Reynolds. By integrating data from multiple sources (e.g., utility maps, LiDAR scans, drone imagery, and subsurface radar, etc) digital twins can produce an accurate, interactive model of what lies beneath the roadbed. This allows teams to visualize buried assets, identify potential conflicts, and plan their excavation strategy accordingly. Even after the road is built, digital twins become powerful tools for asset management, predictive maintenance, and future expansion. Engineers can model how pavement

As Reynolds notes, digital twinning is not just about technology: “It’s about planning smarter, communicating better, and building once with confidence.”

responds to temperature and traffic stress, municipalities can monitor lifecycle costs, and maintenance crews can use the twin to plan efficient repairs with minimal disruption.

Getting Started Digital twins are built on a foundation of CAD software, BIM platforms, GIS databases, and 3D scanning technologies. Many contractors already have the fundamental tools needed to begin their digital twinning journey. The real challenge is ensuring that the data being fed into the twin is consistent, validated, and shared across all stakeholders. Otherwise, says Reynolds, “We get these disconnected realities and what we thought we were building is not what we get built.” Gaining buy-in and confidence around digital twins is equally important. Contractors can start small by developing pilot projects that model intersections, bridges, or short roadway segments before scaling up to larger applications. Similarly, taking time to educate and engage clients on the advantages of digital twinning is key to adoption. As Reynolds points out, “The computing power and data capabilities are already in place. The next step is helping clients understand the advantages and the value digital twinning can bring to their operations.”

The Road Ahead Digital twinning is still emerging in Canada’s transportation infrastructure industry, but momentum is growing rapidly. Advances in virtual construction, AI-driven analytics, and cloud computing are pushing the technology closer to widespread adoption. Early adopters are already proving that when combined with disciplined data practices and collaborative project delivery, digital twins can reduce risks, lower costs, and improve long-term asset performance. As Reynolds notes, digital twinning is not just about technology: “It’s about planning smarter, communicating better, and building once with confidence.” FALL 2025

Behind the Blueprint:

How Ontario’s Provincial Standards Shaped the Roads We Drive Today BY MATTHEW BRADFORD

For nearly 50 years, Ontario Provincial Standards (OPS) has served a crucial role in establishing a unified playing field for Ontario’s infrastructure development. In this issue of ORBA RoadBuilder Magazine, we asked Bruce Cane, Director of the Ministry of Transportation’s Standards and Contracts Branch, to share insights into OPS’s origins and its evolving mission. 16 ORBA | ROADBU I LDER

BRUCE CANE Director of MTO’s Standards and Contracts Branch

Let’s beging with the origins of OPS and the motivations that sparked its creation.

Q W hat were the original motivations behind the creation of the OPS? What infrastructure challenges was it designed to address?

The OPS was created to tackle the widespread inefficiencies and inconsistencies that once obstructed infrastructure design and construction across Ontario. Before its establishment, municipalities and the province operated under separate specifications, causing confusion, driving up costs, and slowing down projects.

BRUCE CANE, Director

of MTO’s Standards and Contracts Branch, reflects on the origins and evolution of OPS and its enduring role in Ontario’s infrastructure.

Recognizing the need for change, the OPS was formally established in 1977, with the first publication released in 1984. The mission was clear: to create a unified, cost-effective framework for building and maintaining Ontario’s roads and public infrastructure. The impact was significant. The OPS helped standardize infrastructure practices, fostering better collaboration among municipalities, contractors, and engineering consultants. It contributed to the development of consistently well-built, safe, and dependable roads and highways throughout the province. These standards support predictable bid pricing and consistent contract administration, both of which are critical to maintaining infrastructure quality. Building on that success, in May 2025, the Ministry of Transportation (MTO) began working with industry and municipal partners to develop a new framework for full harmonization across all 444 municipalities in Ontario. This work will streamline procurement, improve construction efficiency, and help Ontario build faster and better. ››

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2. T he OPS continues to play a defining role in how Ontario designs and delivers infrastructure today.

Q W hy, specifically, is the OPS of relevance to the road building sector?

The OPS is critically important to the road building sector, providing a comprehensive, standardized framework for infrastructure design and construction. These specifications cover every aspect of road development – from earthworks and drainage to asphalt paving and traffic control – ensuring consistency, safety, and durability across projects. For contractors, the OPS simplifies bidding and execution by offering clear, uniform requirements across jurisdictions. This reduces uncertainty, improves efficiency, and supports predictable pricing. For municipalities and the province, the OPS enhances procurement processes, facilitates quality assurance, and strengthens long-term asset management. Moreover, the OPS enables the road building sector to adopt innovations more effectively. As new materials, technologies, and methods emerge, the OPS provides a structured pathway for their integration, keeping Ontario’s road infrastructure aligned with best practices and engineering excellence.

3. B ehind every specification are the people who bring their expertise, collaboration and vision to the process.

Q W ho were the key engineers, committees, or decisionmakers involved in shaping the OPS?

The development of the OPS has always been a collaborative effort, guided by the expertise of leaders across government and industry. At the strategic level, the OPS Advisory Board coordinates by bringing together experienced representatives from MTO and the Municipal Engineers Association (MEA), as well as members of the Ontario Road Builders’ Association (ORBA), municipal partners, industry associations, and other key stakeholders. Operational oversight is provided by the Standards Management Committee (SMC), which coordinates the work of numerous specialty committees. These committees are composed of MTO staff and municipal engineers, as well as consultants and contractors who bring technical expertise to the table. Their work is primarily consensusdriven, ensuring input from both public and private sectors. Together, these groups ensure that the OPS remains technically sound, relevant, and responsive to Ontario’s evolving and dynamic infrastructure needs.

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4. S cience and innovation have always been at the heart of OPS development.

Q H ow have scientific research and materials testing influenced the development of OPS standards over time?

From its inception, the OPS has been grounded in evidencebased engineering, with laboratory testing, field trials, and performance monitoring serving as the backbone of the Ontario Provincial Standard Specification (OPSS). These methods ensure that standards reflect the latest advancements in material science and construction practices. For instance, research into asphalt durability, concrete mix optimization, and soil stabilization has directly informed updates to various OPSSs, helping infrastructure withstand Ontario’s unique climate and traffic conditions. The structured renewal cycle—typically every five years or more frequently as needed—provides a formal mechanism for integrating new findings, validating emerging technologies, and aligning the OPS with academic research and industry innovation.

5. O ver the years, the OPS has evolved through key milestones that have redefined infrastructure practices in Ontario.

Q C an you describe a pivotal moment or major revision in the OPS history that significantly impacted Ontario’s infrastructure practices?

One of the most pivotal moments in the history of the OPS was the transition from OPSS common specifications to distinct OPSS.PROV and OPSS.MUNI specifications. Initiated in 2014 and largely completed by 2021, this revision acknowledged the differing operational realities between provincial and municipal infrastructure projects. By tailoring specifications to each jurisdiction, it significantly improved clarity in contract documents and reduced confusion among stakeholders, particularly contractors and consultants working across both sectors. This change reinforced the OPS’s role as a foundational tool for infrastructure development, enabling more precise, efficient, and context-sensitive project delivery. Additionally, the integration of sustainability and environmental performance criteria – like the use of recycled materials and low-impact construction practices – marked another major evolution. These updates aligned the OPS with broader environmental goals and public expectations, ensuring that Ontario’s infrastructure standards remain both innovative and resilient.

6. B eyond its better-known achievements, OPS has introduced several innovations that deserve greater recognition. Q A re

there any lesser-known innovations by OPS that deserve more recognition?

Another early innovation that deserves more recognition is the OPS’s proactive approach to sustainability. Long before environmental considerations became mainstream, OPS committees were conducting field trials with recycled and alternative materials – such as reclaimed asphalt pavement (RAP) and recycled concrete aggregate (RCA). These efforts demonstrated a forward-thinking mindset and a commitment to integrating environmentally responsible practices into public infrastructure.

7. A s Ontario’s transportation infrastructure landscape continues to evolve, the OPS remains a cornerstone of modern construction.

Q W hy does the OPS still matter today? What risks would we face without it?

The OPS remains a cornerstone of modern infrastructure delivery across the province. Its strength lies in providing a consistent, technically sound framework that supports quality, efficiency, and consistency across provincial and municipal projects. Without the OPS, Ontario would risk reverting to a fragmented system in which local jurisdictions operate in silos, driving up costs, delaying projects, and undermining quality. The OPS supports technical excellence and facilitates workforce training and interjurisdictional collaboration, making it an essential tool for maintaining the integrity and resilience of Ontario’s public infrastructure. FALL 2025

©Shutterstock

Eye on Tech:

Trends to watch in 2026 BY MATTHEW BRADFORD

Across jobsites and offices and from the planning stage to project delivery new and evolving technologies are reshaping all aspects of the road building industry. Today, robotics, automation, artificial intelligence (AI), and data analytics have moved beyond mere buzzwords to become real-world tools that are helping the sector work more safely and effectively.

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head, we’ve taken a snapshot of the technology trends shaping the construction landscape in 2026.

Artificial Intelligence (AI) and Machine Learning AI and machine learning are revolutionizing project management, planning, and maintenance in road construction. Think AI-powered platforms that anticipate material needs and project conditions; “smart” scheduling algorithms that minimize delays and waste; AI-powered drones that inspect, map, and track progress seamlessly; or autonomous machines that enhance productivity and reduce manual risks. Across the board, AI is driving smarter, timelier, and more reliable decisions in all aspects of the trade. The result can be measured in more than just cost savings and new efficiencies, but in safer job sites backed by real-time monitoring and risk management.

Robotics and Automation AI and robotics go hand-in-hand. From paving and welding to heavy lifting, robotics powered by self-governing AI are making manual labour lighter and more precise on road projects. Automated machinery enables greater accuracy and consistency in key project tasks, while “cobots” – collaborative robots built to work alongside humans – streamline workflows and take over dangerous, repetitive tasks. For road construction, these use cases result in improved safety, lower labour costs, and optimized use of human expertise in roles that require critical thinking and on-site flexibility.

Digital Twins / Building Information Modelling (BIM) Advances in BIM have given rise to digital twinning, which is the ability to use BIM data to create 3D, virtual replicas of infrastructure projects that integrate live site telemetry, sensor data, and AI for advanced clash detection, scope planning, and real-time collaboration. These models are transforming how stakeholders visualize, coordinate, and manage workflows on the ground. ››

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Earlton Bridge [Image courtesy of The Miller Group]

AI-powered platforms, smart scheduling, and autonomous machines are driving safer, more efficient, and smarter road construction.

Moreover, by “digitally twinning” a road or bridge’s physical and functional state, teams can monitor wear and tear, plan maintenance, and optimize performance through each lifecycle stage. Road builders benefit from fewer change orders, better team communication, and a collective focus on quality. (Read more in Digital Twinning: Virtual tools, real-world results).

The Internet of Things (IoT) and Smart Infrastructure The Internet of Things (IoT) describes a network of interconnected devices that collect, share, and act on data through the internet to make systems smarter and more efficient. In the road building industry, this may look like roads and bridges outfitted with sensor arrays and telematics to provide granular, live feeds on structural health, traffic flows, and environmental conditions. Through IoT platforms, contractors and municipalities can then monitor everything from vibration to temperature, making maintenance predictive rather than reactive. More advanced systems will soon interface with autonomous vehicles, dynamically changing traffic signals and rerouting flows based on realtime needs.

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Drones, UAVs, and Remote Sensing Drones are nothing new to the industry. Still, advances in drone and unmanned aerial vehicle (UAV) technology are delivering more than photogrammetry, driving large-scale jobsite analytics and documentation. Drones combining LiDAR, smart sensors, and AI-driven data processing provide accurate terrain mapping, volumetric analysis, and ongoing project assessment. These airborne assets reduce surveying costs, expedite site inspections, and enhance safety by removing crews from hazardous environments. As drone automation advances, expect smarter piloting, automated inspections, and deeper integration with digital project management workflows.

3D Printing and Modular Construction 3D printing (aka additive manufacturing) has moved beyond the proof-ofconcept stage and become part of the construction industry dialogue. The technology uses specialized robotic printers that “extrude” material layer by layer, producing custom-designed components and even entire bridges or road sections from digital models. Modular construction, meanwhile, allows teams to prefabricate sections offsite, speeding up assembly, reducing traffic disruptions, and supporting sustainability goals by generating less waste and improving resource planning. Both methods are advancing the industry’s ability to deliver infrastructure faster and with more environmentally friendly processes.

Prefabrication and advanced manufacturing Advances in prefabrication strategies are cutting costs and lead times while enabling teams to take advantage of bulk-material discounts and greater process standardization. As robotic and digital manufacturing techniques advance, expect an increase in intricate prefabricated parts for piping, drainage, and structural components used in road projects. These innovations deliver both economic and environmental benefits by minimizing waste and maximizing reuse.

©Shutterstock

Eco-friendly pavements, recycled materials, and smart sensors reduce environmental impact while boosting road safety and durability.

Augmented Reality (AR) and Virtual Reality (VR)

being used in asphalt to reduce carbon footprints and increase durability, transforming waste into high-performance infrastructure material.

Jobsite wearables and AR-enabled devices overlay virtual models and real-time data onto real-world environments, helping road builders visualize progress and address problems before breaking ground. VR simulations offer immersive project walkthroughs, training modules, and safety planning. Together, AR and VR technology empower teams to see and solve design clashes early, inform stakeholders, and create more interactive, transparent project experiences.

Modern times call for modern roadbuilding solutions. This is something many ORBA members demonstrate on jobsites across the Province as they leverage the technologies above toward stronger project outcomes. As these tools advance, they will continue to work in tandem with skilled professionals to produce more durable roads, safer projects, and longer-lasting infrastructure that meets the demands of both cities and travellers alike.

Sustainable Materials and Techniques Road builders are increasingly adopting eco-friendly pavements (e.g., porous asphalt, self-healing concrete, and recycled plastic roadways) designed to reduce resource consumption, minimize maintenance, and improve water management. Innovations like dynamic, glow-in-the-dark paint boost road safety and slash energy usage. Smart pavements with embedded sensors collect performance data, flag maintenance needs, and even harvest energy (i.e. IoT). Meanwhile, recycled plastic is FALL 2025

©iStock

Indigenous Engagement: A Winning Path For Road Builders BY MATTHEW BRADFORD

The Canadian Federal Government is pushing ahead with its mandate to “Build Big, Build Bold, and Build Now.” Speed is of the essence, but so is maintaining strong, mutually beneficial Indigenous partnerships. As project activity accelerates, balancing urgency with meaningful consultation is more vital than ever.

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Building Fast, Building Right

he speed of Canada’s building isn’t the problem in and of itself. In fact, it’s a strategic necessity: “Canada needs projects, and there’s an opportunity cost we risk losing out on if we don’t move quickly,” suggests John Desjarlais, Executive Director of the Indigenous Resource Network. “Right now, everyone’s fast-tracking, everyone’s building, and demands for energy, resources, and commodities are growing increasingly. If we don’t do it, someone else will, and they’ll be the ones supplying the global market.” Still, as Desjarlais and other Indigenous communities are making clear, fasttracking projects must not come at the expense of meaningful Indigenous consultation. For one, it is important to remember that Indigenous engagement is a legal requirement that cannot be superseded by the call for quicker outcomes. “Parliaments and legislators can pass all the laws they want, but none of that trumps the Constitution,” says David Nikolejsin, Strategic Advisor with McCarthy Tétrault LLP. “These people have rights, and those rights have been very well established.” Ignoring this reality doesn’t just risk legal challenges, he continues, it jeopardizes project timelines, budgets, and reputations.

Canada is home to more than

1.8 million Indigenous people, with 133 First Nations communities in Ontario alone.

Beyond legal responsibilities, Indigenous engagement is also a moral imperative. Canada is home to more than 1.8 million Indigenous people, with 133 First Nations communities in Ontario alone. More than passive stakeholders, these community members are rights-holders, land stewards, and economic partners. Cutting corners on engagement risks undermining the progress toward reconciliation, particularly with respect to Call to Action #92 of the Truth and Reconciliation Commission. It also threatens to deepen divides between Indigenous communities, governments, and industry players at a time when collaboration is more important than ever. These considerations hold true for all construction sectors. That includes road builders, whose work can see them crossing traditional territories and impacting local ecosystems. Herein, building infrastructure that supports regional growth while respecting traditional lands and Indigenous partnerships requires careful planning and genuine collaboration. ›› FALL 2025

The Win-Win of Authentic Engagement The benefits of meaningful Indigenous engagement extend to all parties. When Indigenous communities see themselves reflected in a project – whether through employment, environmental safeguards, or shared decision-making – barriers begin to fall. “Things that used to be very difficult – environmental assessments and permits—become much easier because the Nations see themselves as issuing permits to themselves,” says Nikolejsin, noting this shift reduces friction, streamlines processes, and makes projects easier to finance and cheaper to build. In this sense, he adds, “everybody wins.” There is also wisdom to be gained through genuine engagement. As long-time caretakers of their territories, Indigenous communities bring invaluable insights to the table that help project teams work more sustainably and efficiently.

The Fundamentals of Engagement While every community and project is unique, successful engagement tends to follow a few core principles: • Start early: Early outreach builds trust and avoids last-minute surprises. Start engagement as early in the process as possible. Even if you don’t already know the Indigenous communities in your area, make that first handshake. • Be transparent: Clear communication about project scope, timelines, and impacts is essential. Be clear from the start about what the project will mean for the community, share details on what they can expect, and keep those lines of communication open.

©Shutterstock

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• Recognize potential: Indigenous communities often have local labour, subcontractors, services, and resources that can contribute meaningfully to a project. Identifying

and supporting these assets fosters economic growth that lasts beyond the build. • E mbed engagement into company culture: This means developing formal policies, creating Indigenous relations roles, and investing in cultural training. Everyone from executives to site managers should understand the importance of Indigenous engagement and the rights of Indigenous Peoples. • T hink long-term: Strong partnerships aren’t just about the immediate project. They’re about building skills, capacity, and opportunities that endure. Supporting education, training, and entrepreneurship within Indigenous communities creates a legacy of shared success.

The Hardest Shift: Changing the Mindset The nature of engagement is evolving. What was once a checkbox exercise is now shifting toward full partnership. More and more, says Nikolejsin,“[Companies] are making

that shift from ‘How do I do the minimum I can because I legally have to?’ to ‘How do I max out what I’m trying to do here because it’s the right thing to do?’ And when you make that shift, it changes everything.”

Building Fast, Building Right Canada’s future depends on its ability to build quickly and competitively. Speed, however, must not come at the cost of Indigenous rights, relationships, or reconciliation. As the government races forward, Canada’s Indigenous Peoples must be welcomed into the fold as partners and catalysts for success. Their wisdom, insights, and lived experiences must be part of the blueprint, not footnotes. “Right now, we have a window of opportunity to come together, get on the same page, and sit at the same table to figure out how to do this well and do it quickly, without compromising anything,” says Desjarlais. “It’s about moving forward in a way that delivers equitable benefits for everyone involved.”

FALL 2025

Drafting Standard Form Construction Contracts? Ontario’s Top Court Has a Message for You BY ROCCO RUSO, Principal and Founder, RAR Litigation

If you draft standard form construction contracts, or if you’re a contractor being asked to sign them on a “take it or leave it” basis, you will want to pay attention.

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In two recent, back-to-back decisions, J.P. Thomson Architects Ltd. v Greater Essex County District School Board (“J.P. Thomson”) and Ontario (Transportation) v J & P Leveque Bros. Haulage Ltd., the Ontario Court of Appeal has put the fine print of standard form construction contracts under the microscope, with a laser focus on dispute resolution provisions.

more commercial parties) can shorten or augment that period, provided you use explicit and clear language to do so. The Court won’t read between the lines to enforce a shortened deadline; ambiguity may result in the default two-year statutory limitation period being applied. Therefore, if you intend for a specific limitation period to apply, your contract must unambiguously state the new limitation period and the consequence of its expiry.

Protect Your Right to Arbitrate The key takeaway: Courts prefer contractual interpretations that reflect and align with common sense, commercial reality, and sound business principles, not overly strict and technical readings. Ensure that a clear dispute resolution clause protects your right to insist on arbitration.

Commercial “Common Sense” Guides Contractual Interpretation If you’re drafting a standard form agreement, the Court’s message is to stress-test your clauses (and your interpretation of them) against the backdrop of the commercial reality of your projects. A clause that looks clever on paper but is unworkable or impractical in the field may be at risk of being interpreted unfavourably by a Court. In J.P. Thomson, the Court of Appeal held that it would defy “good business sense” to force parties in a long-term contractual relationship to trigger a dispute resolution process within 30 days of a dispute arising, so it interpreted the provision to mean that the process could be triggered only after 30 days of amicable negotiations. The implication for you is that if you want to bar or limit another party’s ability to claim, that language has to be completely clear. Ensure that deadlines for certain actions are clearly tied to preceding events (e.g. “within 30 days of the date of the cost consultant’s decision”), rather than fixed dates that may not account for potential delays in the dispute resolution process. When drafting a standard form contract, ask yourself: could this clause, as drafted, ever become difficult or highly impractical for the other party to follow? If so, it may be at risk. Stress-test your dispute resolution timelines against real-world scenarios.

Be Crystal Clear on Limitation Periods The Ontario Limitations Act generally gives parties two years to sue. However, according to the Limitations Act, a “business agreement” (any agreement between two or

A well-drafted and clear dispute resolution provision not only provides clarity regarding its timing, but also should protect your right to insist on arbitration. Parties are increasingly electing to use this alternative form of dispute resolution because it is quicker, they have more control over the process, and it helps to avoid the far more lengthy court litigation process. Disputes may arise regarding the jurisdiction of the arbitrator; that is, does the arbitrator have the authority to hear a case, or should it be heard by a Court? Courts strongly support the “competence-competence” principle, meaning an arbitrator generally has the authority to rule on the limits, or existence, of its own jurisdiction, without the prior intervention of a Court. Accordingly, any such jurisdictional challenges brought before a Court will likely be sent to the arbitrator to decide first. This is a significant protection, as it should prevent the other party from delaying or escaping a binding arbitration clause by attempting to litigate a dispute in Court. Being careful not to draft overly complex clauses that surgically limit an arbitrator’s jurisdiction can help to prevent these jurisdictional challenges. Otherwise, you may end up facing more disputes about the dispute clause itself.

A Second Chance at Getting it Right These Court of Appeal decisions are good news for owners and contractors alike. They provide reassurance that, if a lower Court gets the interpretation wrong, an appeal Court can look at the issue fresh, ensuring consistency and fairness for everyone who, in the future, signs that same standard form contract. However, that’s not generally true of bespoke, negotiated contracts. In those cases, the Court will generally defer to the lower court’s findings of fact.

The Bottom Line By making your contracts crystal clear from the start, you build certainty into your projects and avoid the costs and consequences of a protracted dispute. Even with standard form contracts, it is vital to seek the advice of expert counsel in developing construction contracts that are clear, comprehensive, and free from ambiguity. FALL 2025

A view along the Trans-Canada Highway. (Photo: Mark Wilson / GEMS Committee, City of Temiskaming Shores)

Prioritizing Northern Ontario’s Roads BY MATTHEW BRADFORD

Activity is surging across Northern Ontario, where cross-sector stakeholders are racing to unlock the region’s mineral, energy, and resource potential. But with opportunity comes urgency: unearthing Canada’s resource wealth requires safe, efficient, and sustainable trade corridors capable of supporting national-scale movement.

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e have to look after ourselves, and we have to start extracting our own minerals and refining our own resources,” says Danny Whalen, longtime regional leader and outgoing president of the Federation of Northern Ontario Municipalities (FONOM). “However, if we really want to build a Canadian economy, you’re not going to do it with a two-lane highway that carries the majority of freight east and west.” Whalen has spent 15 years advocating for the region’s infrastructure needs as Northern Ontario evolves from a peripheral player to a cornerstone of Canada’s economic future. And as he and others warn, the region’s infrastructure is straining under the weight of this growth. Ontario’s Highway 11 alone sees nearly 8,400 trucks a day, carrying approximately 84,000 tons of freight. That’s a staggering volume of economic activity that can grind to a halt with a single highway closure. “There’s $200 million passing through here every day on trucks,” adds Mark Wilson, Councillor for the City of Temiskaming Shores and a member of Going the Extra Mile for Safety (GEMS), a Temiskaming-based road safety advocacy group. “A lot of that is national traffic — Quebec, Ontario, and Western Canada — coming across what are basically two-lane, twoway highways that are prone to serious crashes.”

Ontario’s Highway 11 alone sees nearly

8,400 trucks a day, carrying approximately 84,000 tons of freight.

The need for reliable roads is compounded by the scale of development underway. Gold mining is booming across the North, and many of the region’s mines operate on just-in-time logistics, meaning any delay in parts or materials can disrupt production. The same logistical risks apply to agriculture, which is expanding rapidly as Southern Ontario loses arable land. “This is excellent land up here,” says Wilson, a retired farmer. “It just needs to be developable – and a lot of it is getting developed.” Traffic spurred by military logistics and nuclear waste transport are also a factor. With global instability rising, the ability to move military equipment quickly and safely is essential. And while the deep geological repository in Ignace won’t be operational for another 20 years, planning for safe transport must begin now. ›› FALL 2025

All told, modernizing Ontario’s trade corridors to the north is long overdue. While stakeholders are optimistic about the North’s economic momentum, they are concerned about the economic risks posed by outdated infrastructure. “If the Building Canada Act really wants to do what it intended and build the Canadian economy again,” Whalen says, “you can’t do that relying on a two-lane highway.” “This isn’t just a regional issue,” Wilson adds. “It’s a national one.”

Safety over economy Expanding and modernizing the North’s trade corridors is about more than keeping operations in motion. Highway 11 is among the deadliest highways in the Province, and Canada given conditions that get worse in Winter months. “Senior levels of government speak about the economic benefits of the North, but we’re still burying people on Highway 11. The death rate is simply unacceptable.” As such, while economic continuity is vital, safety is arguably the most pressing reason why Canada’s northern trade corridors must be modernized.

Taking action

A Highway 11 marker along the Trans-Canada Highway. (Photo: Mark Wilson / GEMS Committee, City of Temiskaming Shores)

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The message is clear: if Northern Ontario is to serve as the lifeblood of Canada’s economic future, then its arteries – Highways 11 and 17 – must be upgraded to ensure long-term viability. For its part, FONOM has submitted a formal proposal under the federal Building Canada initiative to modernize the North’s primary east-west corridors. The proposal includes options for twinning and a 2+1 highway design. Popular in Europe, the 2+1 model features two lanes in one direction and one lane in the other, separated by a crash rated median barrier, with alternating passing lanes every few kilometres. When compared to twinning, lower building costs give the 2+1 design a better cost benefit. Moreover, the model allows for safe overtaking and reduces the risk of head-on collisions, often with the help of a median barrier.

Traffic moves along the Trans-Canada Highway in Ontario, part of the province’s vital national transportation corridor. (Photo: Mark Wilson / GEMS Committee, City of Temiskaming Shores)

Currently, the Ontario Ministry of Transportation has approved a 2+1 highway pilot project for Highway 11. The pilot includes a 14-kilometre stretch between Sand Dam Road and Ellesmere Road north of North Bay, and a 16-kilometre section from Highway 64 to Jumping Caribou Lake Road. The initiative is being led by Wilson’s advocacy group GEMS with the aim to serve as a proof of concept for a broader national corridor strategy. “The two-plus-one is a proven model around the world,” Wilson says. “We now have a design for Ontario – we just have to move ahead with it.” The key to progress, Wilson emphasizes, is cooperation between levels of government. “We need the provincial government to get on board and say, ‘Yes, this is an important national project.’ We’ve had good discussions with both sides and there is widespread support among the industries working up here. Now, we just need the feds and the Province to recognize this as a national issue.”

“Although this is a pilot, it could easily be accelerated,” Wilson adds. “It’s not just an opportunity – it’s overdue.”

Ready to move The groundwork is laid, and the North is ready. What’s needed now is funding and “shovels in the ground” to build trade corridors that keep Canada’s economy – and its people – moving safely. ORBA and private contractors will play a critical role in this transformation. These projects promise long-term jobs, regional investment, and a safer, more resilient infrastructure network. As Whalen puts it, “Everything is happening at the same time. If we really want to build a Canadian economy, we need to act, and we need to act now.”

FALL 2025

2025 ANNUAL MEMBERS’

GOLF TOURNAMENT

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A little rain couldn’t dampen the spirit of our 2025 Annual Members’ Golf Tournament. In true ORBA fashion, our members turned the day into something special and memorable. The tournament brought together members and guests across three courses at Cardinal Golf Club for a day filled with camaraderie, laughter and friendly competition. Spirits stayed high and the connections made on and off the course will carry on long after the final putt. We extend a heartfelt Thank you to our sponsors, whose support makes this annual tradition possible. Their commitment helps us celebrate our industry while strengthening the relationships that keep Ontario moving forward. Here’s to another successful tournament, rain or shine.

FALL 2025

Where Roads Meet Moments That Mattered

The second half of the year proved eventful, as members connected and created lasting memories. These images capture the people and partnerships that drive our industry forward. Highlights included the President’s Tour, which expanded to five stops across Ontario—beginning in Thunder Bay—to bring members together, share insights and strengthen connections. At our Fall Gala, we celebrated our achievements and the spirit of collaboration that defines our community. In October, we had the honour of welcoming Minister of Transportation, Prabmeet Sarkaria to the ORBA office for our Board meeting, an occasion that further underscored the shared purpose and partnership driving Ontario’s transportation infrastructure industry.

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Celebrating the people and partnerships building Ontario’s infrastructure future.

On the road to connection bringing ideas, people, and progress together across Ontario’s transportation infrastructure industry.

We Welcomed the Ontario Minister of Transportation to ORBA’s October Board Meeting

L to R: Ontario Minister of Transportation, Prabmeet Sarkaria, with ORBA Board of Directors

ORBA President Malcolm Croskery, ORBA CEO Walid Abou-Hamde, Ontario Minister of Transportation Prabmeet Sarkaria

ORBA CEO Walid Abou-Hamde, Ontario Minister of Transportation Prabmeet Sarkaria, Alfredo Maggio

ORBA President Malcolm Croskery, Kyle McCutcheon, Rick Tamburro, Ontario Minister of Transportation Prabmeet Sarkaria FALL 2025

WORKFORCE DEVELOPMENT Where Experience Becomes Curriculum: Turning What We Do into What We Teach – BY JASON WANG

he Ontario Infrastructure Academy (OIA) has been actively filming across the province this fall, documenting a corridor of careers and building a library of educational content that supports workforce development. These projects are designed to inspire and inform youth, newcomers, and women considering careers in infrastructure and roadbuilding. Production highlights include work with FLO Components, where crews installed and maintained automated lubrication systems that keep fleets running efficiently. At Miller Group’s Aurora and Uxbridge sites, the team captured asphalt production and paving operations, showcasing the precision and coordination required to build Ontario’s roads. In Ottawa, OIA partnered with Tomlinson Group to document the Bank Street Renewal Project, a major reconstruction involving underground infrastructure upgrades, new cycling facilities, and streetscape improvements. This on-the-ground work comes at a pivotal moment for Ontario’s construction and infrastructure sectors. The Government of Ontario recently introduced the Fighting Delays, Building Faster Act, 2025, a legislative package designed to remove barriers and accelerate construction across the province. The proposed reforms target four key areas: streamlining site plan control and approvals, modernizing the Ontario Building Code, establishing common road construction standards, and creating a new public-corporation model for water and wastewater services in Peel Region.

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Each of these measures has direct implications for the skilled trades and workforce development. Simplified planning approvals will help get projects moving sooner, creating predictable demand for tradespeople. A modernized Building Code will reduce regulatory burden while supporting innovation in modular, prefabricated, and sustainable construction methods. Standardized road construction practices across municipalities will cut duplication and red tape, allowing contractors and training providers to work to one consistent framework. And Peel’s new public-corporation model for water and wastewater infrastructure demonstrates how governance innovation can unlock faster decision-making and longterm job creation in high-demand civil, mechanical, and electrical trades. These policy shifts represent more than regulatory housekeeping they are critical steps toward renewing Ontario’s economy. The Academy’s programming, video productions, and partnerships with industry leaders directly support this mandate, turning legislative ambition into on-the-ground capacity. Take a look at some of the sights and sounds from behind the scenes as the OIA team showcases the technical excellence and human dedication behind every project, the people who build Ontario.

ORBACORNER

ORBA WEBINARS RECAP

www.orba.org/webinars

Road Renewed – The High RAP Live Series

Cybersecurity Best Practices and Response Readiness

Presented by: Donn Bernal, Technical Advisor, Asphalt Industry, and Amma Agbedor, Senior Canadian and Research Engineer, Asphalt Institute

Presented by:

The Ontario Asphalt Pavement Council (OAPC) hosted a live webinar showcasing an innovative municipal project in York Region that integrates higher levels of recycled asphalt pavement (RAP). The session, led by Donn Bernal and Amma Agbedor, explored why and how RAP can maintain high quality and performance when designed and constructed properly. The presentation outlined the project’s objectives, implementation of new asphalt rejuvenating technologies, and real-time instrumentation embedded within the pavement to track performance over time. A key highlight of the session was the discussion with industry experts: • Narayan Hanosage, Quality Manager, Viola • Vince Aurilio, Senior Technical Director, Sripath Both speakers shared valuable insights into the practical considerations, quality control processes and performance data associated with the use of high RAP mixes. The event concluded with a Q&A session, where participants engaged directly with speakers on the next steps for scaling up sustainable asphalt technologies across Ontario. This webinar underscored the industry’s ongoing commitment to innovation, collaboration and environmental stewardship in roadbuilding.

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Birmingham Consulting Inc. and AON This timely session equipped roadbuilding and infrastructure professionals with strategies to strengthen cybersecurity defenses, improve readiness, and reduce exposure to growing digital risks. Speakers explored the evolving cyber insurance market, common vulnerabilities in the construction sector, and the importance of viewing cybersecurity as a continuous journey rather than a one-time project. During the discussion period, participants examined key questions such as: • What do cyber insurance policies typically cover—and where are the gaps? • Why does the construction industry lag behind others in governance and controls? • How can regular assessments, third-party management and due diligence strengthen resilience? • What practical steps can firms take to improve response readiness and crisis management? • How is artificial intelligence being used by both attackers and defenders? With over 30 attendees, the webinar generated strong engagement and highlighted the growing need for practical, scalable cybersecurity strategies across Ontario’s infrastructure sector.

• O APC SPRING

OPERATIONS SEMINAR · April 10, 2026

Events

FALL 2025

SPOTLIGHT ON

NEW MEMBERS! Aimsio Inc. Roads, pipelines, energy, and construction. Every project begins with the people who keep the world moving. But outdated tools like clipboards and paper tickets have slowed crews down for too long, costing time, money, and opportunity. All-in-one industrial field operations software built for construction, oil & gas, energy & utilities, and heavy industry teams. For more information, please visit https://aimsio.com/ Bonnechere Excavating Inc. (BEI) located Is a leading Eastern Ontario contractor specializing in excavation, watermain, sewer, and aggregate services. With over 30 years of experience, BEI delivers safe, high-quality construction solutions for municipal, provincial, residential, and commercial projects. Supported by a skilled and dedicated team, BEI brings strong technical expertise, disciplined project execution, and a people-first culture to complex infrastructure work across the region. For more information, https://bonnechereexcavating.com/ Circle P Paving Inc. Circle P Paving services include commercial, industrial, and municipal paving focusing on both new construction and existing pavement maintenance and preservation. Project applications can range from parking lot repairs to complete excavation and rehabilitation. Road work can also range from selective mill and pave patch repairs to complete road resurfacing. In addition to hot mix paving, we also offer alternative paving technologies such as RAP (recycled asphalt paving) and surface treatment options. For more information, https://circleppaving.com/index.html DomCast Municipal Castings Inc. Has manufactured quality iron castings, welded assemblies, aluminum die castings and steel forgings for the Automotive, Machine Tool, Municipal, Construction and Alternative Energy Industries. DomCast manufacturing facilities produce thousands of tons of quality products every year to various markets. DomCast also has manufacturing facilities and alliance operations in 4 countries to better service their customers in this global manufacturing environment. DomCast global company capacity of over 350,000 Tons from their 25 manufacturing operations around the world can handle all your material requirements from hundreds of pieces to millions and from product weighing ounces to over 10,000lbs. For more information, please visit https://domcastmetals.com/ EBC Inc. In its 45 years, EBC has carried out over 600 projects totalling more than $6 billion. From Newfoundland and Labrador to New Brunswick, Ontario, Manitoba and British Columbia, as well as the international arena, clients have chosen EBC for our professionalism and our respect for budgets and timelines. This rigorous approach is applied to all our projects, whether building construction, civil engineering, earthworks, mining, marine works, energy transport, wind power, etc. For more information, https:// www.ebcinc.com/en/ GRAHAM Graham is an employee-owned construction solutions partner that provides general contracting, design-build, construction management and public-private partnership (P3) services to the buildings, industrial, and infrastructure sectors. With over nine decades of experience, we have the resources, capacity and expertise to undertake projects of every scope, scale and complexity. For more information, https://www.grahambuilds.com/ ITS S.R.L. ITS is a company specialized in engineering services in the civil, infrastructural, and building sectors. We provide 360-degree services along with concrete solutions for every type of challenge, ranging from the design and construction of Infrastructures, particularly bridges and viaducts, to the care and maintenance of structures in contexts of solid economies and sustainable development in emerging countries. ITS Engineering Group is a highly specialized and dedicated team of professionals in the

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RENEW YOUR MEMBERSHIP TODAY, OR BECOME A MEMBER, CLICK ON THE QR CODE!

Joining ORBA is an investment in your company and in the future of road building. Get inside access to exclusive events, continuous education, sponsorships and exhibitions. Have an impact on government and contribute to a great industry. membership@orba.org

engineering sector. Composed of engineers, technicians, and expert designers, our team brings with it wide knowledge and skills in various areas of engineering. We are focused on providing innovative and sustainable solutions for complex challenges, offering consulting services, design, and project management. For more information, please visit https://its-engineering.group/ Mansteel Rebar Ltd. Mansteel Rebar Ltd. is a leading fabricator, installer and distributor of concrete reinforcing steel and related products in Richmond Hill, Ontario. Mansteel Rebar provides on-site welding services to any modification needed at the job site, and also per contract site welding for columns to beams. Products and services offered are reinforcing steel, welded wire mesh, mechanical couplers, dowel baskets, installation & pre-assembly services. For more information, http://www.mansteel.com/ Subsurface Geotech + Environmental At Subsurface Geotech Inc. (SSG), specialize in geotechnical and environmental engineering, providing cutting-edge solutions for deep foundations, tunnel construction, and complex subsurface challenges. Our expertise spans design, inspection, instrumentation, and testing services, ensuring safe, highperformance infrastructure across Canada. For more information, https://subsurfacegeotech.com/ Techniquip Equipment Sales & Services Inc. Techniquip is known for taking the guesswork out of equipment purchasing. Whether you’re looking for excavators, loaders, or forklifts, our team ensures you get the right fit for your job—with no pressure and no wasted time. We go beyond the sale with fast service, expert parts support, and a no-nonsense approach that helps your projects stay on track. When you work with us, you get a partner who stands behind what we sell. For more information, please visit https://www.techniquip.ca/ TAKELEAP-SeekRight North America Patented AI & Machine Learning Solution for Smarter Asset Management. SeekRight is a time-based, condition based, predictive maintenance solution. A state of the art COMPUTER VISION based machine learning solution focusing on IMPROVEMENT OF EFFICIENCY. The software is trained with SeekRight’s PATENTED computer vision algorithm that records and analyses all the assets and its defects across all industries thereby eliminating any manual inspections which are time consuming, expensive and error-prone. Our platform is designed to transform the way organizations monitor, manage, and maintain infrastructure assets. Using advanced computer vision and predictive analytics, SeekRight can identify over 150 types of assets and detect anomalies with 95% accuracy such as potholes, damaged signage, broken lights, and other infrastructure issues - all from visual data captured by cameras or drones. SeekRight’s Artificial Intelligence customized to achieve optimal efficiency without the need for CAPEX. Our system requires minimal infrastructure and manpower to conduct surveys. Our solutions help governments, municipalities, contractors, and organizations across multiple industries reduce maintenance costs, streamline operations, and make data-driven decisions faster and more accurately. Beyond roads and transportation, SeekRight’s adaptable technology can support asset management in construction, utilities, and other infrastructure-heavy sectors. SeekRight provides organizations gain actionable insights in real time, enabling proactive maintenance, improved safety, and more efficient resource allocation - all while leveraging the power of AI to simplify complex monitoring challenges. https://takeleap.com/ Weldco-Beales Mfg. Weldco-Beales Mfg. engineers and manufactures a variety of attachments specialized to the forestry, construction, road maintenance, mining, and resource industries, while continuously improving those designs. All WBM attachments are specialized to complement the machine and the job to maximize productivity and enhance product service life. For more information, please visit https://weldco-beales.com/

FALL 2025

LIST OF ADVERTISERS Amrize

www.lafarge.ca

ATS Traffic

www.atstraffic.ca

Aviva

www.aviva.ca/gcs

Brandt Road Technology brandt.ca

Cedar Infrastructure Products www.cedarcip.com

Cooper Equipment cooperequipment.ca

Gallagher

AJG.com/ca

LiUNA! Ontario Provincial District Council www.liunaopdc.ca

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15 19 21 48 47 33 27 41

M&L Testing Equipment www.mltest.com

Masters Insurance

www.mastersinsurance.com

NORS

www.nors.com

Stuart Hunt

stuarthunt.com

Upper Canada Road Services Inc. www.uppercanadaasphalt.com

Wirtgen America

www.wirtgen-group.com

Yellowline Asphalt Products Ltd. www.yellowline.ca

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