Endeavour Canada

A CCIONA, a trusted partner .

We continue to successfully complete highly complex and acclaimed infrastructure projects. The challenges are tough and demanding, and we face them with confidence thanks to our leadership, experience and capacity for innovation. acciona.ca partner . row's top and acclaimed infrastructure projects. e face them

A CCIONA, a trusted partner .

A CCIONA, a trusted partner .

Delivering tomorrow's top infrastructures.

Delivering tomorrow's top infrastructures.

Delivering tomorrow's top infrastructures.

We continue to successfully complete highly complex and acclaimed infrastructure projects. The challenges are tough and demanding, and we face them with confidence thanks to our leadership, experience and capacity for innovation.

We continue to successfully complete highly complex and acclaimed infrastructure projects.

We continue to successfully complete highly complex and acclaimed infrastructure projects.

The challenges are tough and demanding, and we face them with confidence thanks to our leadership, experience and capacity for innovation.

The challenges are tough and demanding, and we face them with confidence thanks to our leadership, experience and capacity for innovation.

ACCIONA.CA

ACCIONA.CA

Heads of Departments

Editor-in-Chief Carley Fallows editor@littlegatepublishing.com

Space Management Emlyn Freeman emlynfreeman@littlegatepublishing.com

Media Coordinator Andrew Williams andrew@littlegatepublishing.com

Lead Designer Alina Sandu Research Kristina Palmer-Folt Editorial Research Amber Winterburn

Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com

Founder and CEO Stephen Warman stevewarman@littlegatepublishing.com

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Editor’s Note

When you think of Canada, you maybe think of an exhilarating game of hockey, or vast woodland with spectacular lakes. However, an aspect that Canada is also greatly known for is its variety of sustainable and successful industries.

As an integral part of North America, Canada can boast great advancements in natural resources and mining, with an abundance of resources at its disposal. As such, within this specifically dedicated Canadian issue we can see how Canada expertly excels in industries such as gold, SSR and Orford mining, as well as great lithium advancement to power the cars of the future.

Mining, as Canada’s most integral industry, has for decades faced many challenges, alongside many successes. As we shall see in this issue, mining has greatly adapted to cope with growing pressures, demonstrated through the tenacity of IOS Mining. Furthermore, it can also be admired how the mining industry in Canada has adapted to the pressures of climate change, evidenced in a push for sustainability. Amongst others, Energold has adapted over the last ten years to be more resourceful and diversify into minerals, metals and energy sectors, whilst maintaining its commitment to the environment.

Therefore, it is easy to see how Canada needed its own publication, to efficiently demonstrate its diverse and exciting range of businesses.

Piedmont Lithium Limited

Situated as Canada’s most western district, British Columbia has an array of active industries, including agriculture, forestry, and construction. The mining industry, however, is a vital part of British Columbia’s output. This is predominantly due to the fact that for nearly 200 years, mining and mineral exploration has thrived as a generator of economic growth. This is exemplified by the sheer amount of mineral production that has taken place over recent years. Evidently, in 2021 British Columbia’s estimated profit was approximately $10 billion dollars from mining alone.

As the mining sector is such a dominant force of economic growth in the region, it is imperative that there is awareness of the mining industry’s place in a sustainable world. Thankfully, Kamloops Exploration Group (KEG) is a proactive registered society that promotes the interests of sustainable mining services for minerals, metals, and petroleum. This is particularly prudent as there is an ever-increasing demand for mineral mining as the industry continues to transform from the more traditional attainment of fossil fuels to a future of advanced and sustainable practices.

KEG is a fantastic business entity that is unique in its status as a non-profit organisation, which encourages real compassion in each project. Such dedication is accomplished by a board of nine volunteers. The board’s selfless commitment means that they are a strong pillar of the company and community, acting as a testament to the importance of sustainable mining.

Teaching the Future of Mining

Being a part of the KEG means that companies can acquire key knowledge on the challenges and adversities of the mining industry, as well as learn how to overcome such difficulties. This service is provided routinely at KEG’s conferences and trade shows, which are not only informative but also act as an excellent networking platform.

As the industry continues to develop, particularly in the British Columbian region, the notion of business expansion through networking becomes increasingly pertinent. Despite the fact that the pandemic caused a two-year break, last year’s conference was attended by 354 registered delegates, 78 exhibitors, and many prospective students. Accordingly, KEG greatly focuses on the education of younger generations so that sustainable mining practices are continued.

This is further demonstrated by the numerous educational outreach programs that take place across the year, highlighting the importance of sustainable mining, as well as the endless opportunities that a career in mining has to offer. Furthermore, KEG is a key contributor to local

museums and schools and thus establishing its place in the local community.

The educational outreach programmes, as well as additional scholarships, are an important element of the company. This is prevalent in the $35,000 per year that is funnelled into educational activities, which are made possible by comprehensive conferences and programmes that KEG has to offer. The educational activities in question include highly advanced technology in the world of education, such as KEG’s Virtual Lecture Series, which is widely regarded by students as highly effective in the transferring of knowledge of sustainable mining practices. Many speakers from across the mining industry are invited to be a speaker at the Virtual Lecture Series, which brings together nationwide practice and the local mining sector.

Moreover, speakers can adapt their information depending on the age group, ranging from talks for preschool children to university students. Due to its virtual nature, any others that are interested in the ideas of sustainable mining have access to the website or can even learn via KEG’s Public Lecture

Kamloops Exploration Group

Series, in which anyone is welcome. Consequently, KEG’s important lesson in sustainable mining can reach an even broader horizon.

KEG’s Public Virtual Lecture Series is for anyone that wishes to delve deeper into the realm of British Columbian mining, free of charge! Alongside mining, the dynamic lecture series touches upon topics such as the earth and natural sciences, as well as mineral exploration. Each enlightening talk is conducted by leading lecturers, spreading vital knowledge across a range of ages.

Other educational programmes and events include delegate programmes for both junior and senior students. These special events are all about education and fun. In the juniors’ event, students learn a wide range of mining tasks, including learning how to gold pan, as well as learning how to cut and polish different minerals, whilst playing interactive games and partaking in treasure hunts. On the other hand, the Senior Delegates Programme encourages students to share their thoughts on sustainable mining in a round table discussion.

Their eyes are further opened by a trade show where they can chat with different representatives of leading companies in the industry and explore the possibility of a mining career.

In a world where more traditional forms of mining are beginning to be transformed, KEG’s work in informing the public (both young and old) comes at the perfect time. Not only do they teach a large majority of sustainable mining practices, but they are also an established part of the community. Such committed and significant work can act as an exemplar to other mining communities across the world, as it harnesses a younger generation that can pave the way in an eco-friendly world.

Canada is well known for its natural beauty, including mountains, lakes, bears, and even hockey. However, a key sector that is also integral to the country is the mining industry. So much so, that mining has been a vital economic source in the country for nearly a century. The northern regions in particular are populated with an abundance of geometric minerals. Consequently, NWT & Nunavut Chamber of Mines harness this mineral potential, championing the northern mining sector since its founding in 1967.

Ever since its initiation, NWT & Nunavut has been a clear voice for the northern mining sector, which helps to promote the mining industry domestically in the country, as well as Canadian mining more globally. This is even more pertinent when we consider the vast amounts of economic, employment, and community developments that NWT & Nunavut has facilitated. The company also advises governments, regulatory agencies, investors, as well as other large institutions like universities, schools and the media. Evidently, the Chamber is not only a mining company but a key pillar of the northern region. Within the company, their knowledge of the sector is expanded by their significant training programmes, and employment and business opportunities that contribute greatly to the infrastructure of the territory.

As of 2019, there are seven mines operating in the NWT and Nunavut region. These mines primarily garner the mineral potential of diamond mines, gold mines, and iron mines. As a collective, they generate the largest private sector contributors to each territory’s economy. And yet despite the vast operations of the Chamber, the northern region still remains one of the largest untouched mining areas in the world.

For the Chamber, this is viewed as a positive, as it opens the opportunity for the exploration of advanced projects. According to them, an advanced project can be defined as a “project with known deposits that are measured, indicated or inferred, and/or have completed our environmental approvals process.” This means that they are constantly seeking to expand their repertoire and advance the territory’s natural resources.

The history of the company is entangled with the wider chronology of the local area. In the early 1960’s there was increased attention towards government affairs in the Northwest territory. Consequently, the government felt that they should come to a negotiation with the region’s mining sector, helping them represent their views in a more official and influential way. Consequently, a group of passionate individuals applied for a charter that consequently formed the Northwest Territories Chamber of Mines. However, the company went through another change in the period soon after the division of the Northwest Territories, which consequently created the new territory of Nunavut in April 1999.

Diamond Standard Mining

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NWT & Nunavut Chamber of Mines

The organisation’s Board of Directors subsequently changed the name to ‘The NWT & Nunavut Chamber of Mines’ to further emphasise its representation of the mineral industry in both territories.

More recently, between the period 2016 - 2020, the Chamber of Mines was greatly focused on the ‘Chamber Strategic Plan’. This programme guided its work through 6 main pillars:

• Public and Community Engagement

• Government / Landowner Relations

• Development of infrastructure

• Regulatory Matters/ Lands Access

• Membership support

• Sound Governance and Financial Responsibility

In accordance with the plan, the chamber endeavours to be a “strong mineral industry that benefits the Peoples of the North”. This is achieved by a range of commitments to the local community and government that create a meaningful benefit for each territory. This is measured through the socioeconomic effect on each region, based on employment and business spending. Consequently, the Chamber has accumulated some tremendous statistics. Just to name a few, between 1996 and 2019, the mines have been responsible for 40% of the northern territory’s employment and 60% of the southern region.

Furthermore, in between the mentioned time period, they have generated $32.7 billion in business, as well as contributing several hundred million dollars to communities through IBA Payments, scholarships, donations, and community wellness projects. In particular, the NWT Diamond Mines is one of the biggest benefactors, providing significant socio-economic benefits to the NWT community and business, whilst generating substantial revenues for the territorial government. For example, it has generated $6.7 billion in spending with northern indigenous territories.

To this end, the company has totalled 30, 616 person-years of northern employment (48%) from 1996 to 2019, of which 15, 383 person-years are

indigenous. Through just some of the Chamber’s impressive statistics, we can see how they have greatly given back to the communities in which they operate, particularly in the wealth of employment and the improvements in indigenous living.

Alongside its social commitments, the Chamber Mines also has a clear set of practices that promote a greener initiative and protective forms of drilling in specialised areas. Although the aim of the Chamber’s resource exploration process is to complete diamond drilling programs as quickly and cost-effectively as possible, it does so in a way that is efficient and safe, and significantly, protects the environment.

Although there are huge investments and costs involved with diamond drilling, there is little known about the actual technical aspects of the process. This creates a major need for technological innovation and examination of the effects that diamond drilling has on the environment. In order to combat the lack of knowledge, the Chamber created the ‘Alternative Diamond Drilling in Permafrost/Artic

Conditions’ workshop hosted by the NWT & Nunavut Chamber Mines in Toronto. This encompassed a focus on issues and challenges that arise from drilling for resources in the Arctic. Thus, the workshop brought experts and experienced miners together to discuss the latest innovations around the Arctic conditions, as well as piloting ideas for existing technology.

Another aspect that is a great concern for NWT & Nunavut Chamber is energy conservation, exampled by the fact that their northern mines are leaders in energy conservation. An important element to note is that many of their mines are so remote and thus far off the power grid and must create their own electricity. There are clear steps that have subsequently been taken to improve the efficiency of diesel power generation and the use of alternative energy sources.

All of the active mines now use heat recovery systems to extract what would otherwise be waste heat from diesel engines and diesel exhausts, which are subsequently used to heat minining buildings.

Diamond Standard Mining

Many of their mines also utilise alternative methods such as large wind generators, winning ‘Best Use of Wind in Mining’ by the Energy and Mines World Congress in 2016. This means that the remote northern mines are able to double the efficiency of their diesel power plants. As a result, the mines have had a great reduction in fuel consumption and overall cost. In further attempts to improve the local community, the Chamber marked the 60th anniversary of the Northwest Territories and Nunavut Mine Rescue Competition. Significantly, it is one of the few mine rescue initiatives that was developed proactively rather than in reaction to a crisis.

As a pillar of strength for the Canadian mining sector, NWT & Nunavut Chambers of Mines has amassed a thriving history of innovation, but also conservation that has worked to greatly progress the mining industry and benefit the communities in which they operate.

Canadian Freight Forwarder Association

Last year, the Canadian freight forwarding and logistics sector brought a sizeable $2.2 billion to the country. It is, therefore, no surprise that thousands of international companies utilise Canadian ports and freights as part of their global trade. In order to meet this demand, there is an increasing necessity for the Canadian International Freight Forwarders Association, who are on hand to teach, support and represent hundreds of member companies that are a valued part of the international Canadian freight forwarding industry.

Canadian International Freight Forwarders Association (CIFFA) understand the need for flexibility and endurance when it comes to supporting its excess of 250 member companies. Accordingly, CIFFA values every single member, regardless of how big or small their role may be in the overall industry. Throughout their 75-year history, CIFFA has held on to this promise, having been founded in Montreal in September 1948. Since its initiation, they have demonstrated a caring and genuine attitude toward its members, as was encouraged by the small group of freight forwarders who identified a need to create an association that met the demands of the fluctuating industry. Consequently, CIFFA grew from a strong set of core principles that are still important today. Firstly, and arguably most importantly, CIFFA’s main focus is to strengthen the freight forwarding industry by supporting its most important element: its members, as the association was founded on an established set of rules that led to a proper arbitration between members and professionals. Moreover, CIFFA was created so that a professional body could stand firmly in the international parliament to represent the industry to the best of its ability. The company has evolved since these founding principles, but the same message still resides.

From a member’s point of view, there are countless reasons why being part of the team is advantageous to your company and the overall industry. Firstly, nowhere else will you find such a strong international presence, as they have developed an expert reputation for their world-class relations and noteworthy connections to governing bodies. This means that as a member, CIFFA will always be on your side with a promise to represent your business with conviction and fairness. Furthermore, you can feel protected due to a commitment to numerous international standards, such as Freight Forwarders Liability Insurance and load brokers that commit to the FMSCA Surety bond requirement. Therefore, member companies can rest assured knowing that the association is always held accountable and acts responsibly according to its member’s needs.

As part of representing the industry, CIFFA firmly believes in its members’ education and facilitates an open forum for training and learning. Consequently,

they provide state-of-the-art education programs and resources seldom seen elsewhere.

Some of their education programs include international freight forwarding courses, that have standardised exams created by industry experts. For members who are looking for something a bit less intense, CIFFA also offers non-exclusive workshops that are more practical, cost-effective, and ideal for those wanting to stay informed of the undulations of the industry. Furthermore, the significance of safety and protection is not lost on the educational aspect of the company, as they provide vital dangerous goods training. The courses in question meet many Canadian and international transport standards, allowing members to acquire specialised certification which is a globally recognised qualification.

As the association’s main focus is to promote the success of the Canadian freight forwarding industry, they place great effort in instilling the importance

of the sector in younger generations. Hence why they are partnered with numerous schools and colleges to help train future generations of freight professionals. A noteworthy example of this would be the CIFFA Internship Program: a fantastic program that puts college students in contact with member firms, so that they can gain valuable work experience for a month as part of the college diploma requirements. In a similar vein, member companies can obtain promising college graduates that hold a CIFFA certificate, which can be achieved through a course with the Schulich School of Business. Such dedication to future freighters is an example of how strongly CIFFA fights for the industry, as they endeavour to leave a strong legacy.

CIFFA hold regular webinars which bolster the educational aspect of the company. An exciting recent event includes the M2M Webinar, ‘Ensuring Compliance and Quality of Pharmaceutical Transport.’ This is a conference held for members who want to gain knowledge on the latest advancements in risk assessment and tracking in the shipment of pharmaceutical products. This is a

Canadian Freight Forwarder Association

good example of how specialised the association will go to meet specific needs. Particularly for such a vital sector, since many pharmaceutical products can contain incredibly sensitive material that can become dangerous when not kept in the right conditions. The audience will also learn about the notorious relationship between GDP regulations and the pharma supply chain, as well as have the opportunity to discuss questions or developments in a live Q&A session, demonstrating the association as a space for an informative dialogue.

As part of the requirements of CIFFA membership, each company must pledge to follow a professional code of ethics. A common theme throughout the code of ethics is honesty, integrity, and diligence, as they simply ask that each member respects their clients and delivers on their duty. As a prerequisite, this means that all members are held accountable for their business practices, which in turn maintains a safe open forum for united voices, and mains the outstanding reputation of the association.

CIFFA work tirelessly to accurately represent its members and actively promote their best interests, and the interests of the industry. Thus, the association works hard to champion its member’s rights in an industry that is in a constant state of fluctuation, through the demonstration of a united front for both freight forwarders, load brokers, and carter/drayage companies. On the other hand, CIFFA also proactively liaises with governments, conventions, carriers, and authority standards, both domestically and internationally. Examples of such admirable work include providing insights to the Canada Border Services Agency to aid in the drafting of regulations, as well as collaborating with carriers and governments when drafting key procedures. Most visibly, they provide a united voice for their members and make the Canadian freight industry visible in significant government initiatives and on an international plain.

Procon Mining & Tunnelling

Procon Mining & Tunnelling has established itself as a leading mining company since 1992. Primarily headquartered in Vancouver, Canada, it is situated at the heart of one of the biggest mining countries in the world, providing tantalising mining opportunities both at home and internationally. The company’s expertise in underground mining, as well as tunnelling and construction, means that they take on some of the most challenging projects in a way that is sustainable and inclusive. And yet, such a position in the mining industry did not just happen by chance. Here at Endeavour, we looked at Procon Mining and Tunnelling to see how they reached such a strong position in the mining industry.

Procon Mining prides itself on its capability to deliver ample mining and infrastructure solutions to the most complex of problems. Significantly, Procon can offer all their clients comprehensive in-house mining development. This means that each client can be sure to receive quality products and production systems that are cost-effective and work best for the client. Procon is therefore a diamond in the rough, whether it be materials, equipment, or the mobilisation of people, they are always willing to deliver to the best of their ability. In the past, this has led to obtaining projects that need barges, helicopters, or even light aircraft. Thus, whatever the operation, Procon is more than willing to use a diverse range of infrastructure to get the job done.

The same hands-on approach is also applicable to the location of their projects. Although they are primarily based in Canada, they have also developed hundreds of operations internationally, this means that they have faced the toughest environments, whether it be Greenland, The Kyrgyz Republic or even the Arctic. And yet, due to such an assorted range of locations and projects, Procon are well equipped with the appropriate infrastructure and strategy to overcome any challenges that may arise. This transpires in tasks such as primary and secondary ventilation, heating, process water, dewatering systems, mine power and much more, all completed inhouse and strategised by the Procon team.

Another vital sector of Procon that is worthy of recognition is their tunnelling and construction efforts, which is a natural and necessary progression of their developments in underground mining. The channelling and tunnelling expertise can be divided into hydroelectric and civil projects. Within these two bisectors, they focus on site establishment, drill and blast tunnelling, mass excavation, as well as soft rock drift cutting. Firstly, site establishment is an important but delicate part of the procedure. Many of their construction projects take place in environmentally sensitive areas, therefore much forethought goes into how they design and build projects so that the end product meets the client’s needs whilst still respecting their surrounding environment.

Secondly, clients can also bear witness to expansive drilling and blast tunnelling. So far,

Procon Mining & Tunnelling

Procon has completed an impressive 8,000m of drill and blast civil tunnelling construction, mainly taking place on hydroelectric projects in British Columbia, Canada. To deliver on clients’ needs, tunnel sizes range from 3.0 mW by 3.0 mH to 9.6mW by 9.8 mH. Key projects of this scale include the Forest Kerr Hydro Project, McLymont Hydro Project and Tyson Creek Hydro Project.

As well as focusing on construction, they also concentrate on deconstruction too, as mass excavation and soft rock drift cutting are also a noteworthy part of the business. The team are highly proficient in bulk excavation techniques used on underground ore handling and conveyance systems. Such projects include mass excavation of crushing chambers, conveyor accesses, powerhouses and civil infrastructure. Such mammoth undertakings encouraged the company to even greater heights, as the completed projects can structurally affect the landscape, which demonstrates how Procon remain mindful of the area around them.

As indicated by over 200 projects across the world, the last thirty years have witnessed Procon consistently adapt and build on each success. Since the early 1990s, they have demonstrated a

fantastic track record of reliable and safe delivery of projects that have accelerated the company to the unbeatable position that they are in today. The obtaining of Quebec-based Promec Minier Ltd. in 2018 was a particular stand-out moment, as it increased their capabilities and subsequently facilitated a greater capacity of people and operations, helping them serve their clients in the best way possible.

Despite their recent successes, Procon still consistently strives for developments in the mining process. As an industry leader, they feel it is only right that they pave the way for innovative solutions in the resource and construction sector, setting an example for Canada and the rest of the world. Currently, Procon’s focus is placed on developing valuable connections with its clients, as well as continuing to implement safe and sustainable mines across the world. This is also supported by a clear set of values and accountability that drive the business forward in the best way possible.

The values that underpin the company are greatly represented by Procon’s efforts in reducing any adverse effects on the environment that mining has, alongside social and cultural aspects. It is widely

recognised that historically the mining industry has had a detrimental effect on the environment. Therefore, Procon has a responsibility in ensuring that their projects and services protect the environment and meet established requirements to protect the planet.

This is enabled via strict policies that are integrated to minimise the overall consequences of their actions. Another vital branch of their values can be found in the great ways that they give back to their local community. Evidently, Procon is a benefactor of community investment, through numerous scholarships, donations and sponsorships. Thus, you cannot argue against the integrity and accountability they hold as a mining corporation, demonstrated by their ecoconscious practices and their commitments to the local community.

Refreshingly, Procon also holds the Indigenous community in high regard. The company places effort in areas of employment, procurement, and community relations that garner a symbiotic

relationship between the company and their Indigenous partnerships. This takes shape through economic benefits and capacity building that moves beyond compliance and creates respect. The inclusion of Indigenous cultures is measured through the Progressive Aboriginal Relations (PAR) program, which places a priority on Indigenous relations, as well as paving a way for reflection on how mining operations impact those around the company.

Overall, Procon are a shining example of how mining, and tunnelling, can be diversified and expanded to meet any need. This is also prevalent in the CSR of the company, as they place their surrounding area in high regard and make the best effort to preserve Canada’s natural beauty whilst also achieving great mining innovation. Thus, as we have seen, they are certainly not a one-trick pony, as they supply a range of operations in-house and reliably, maintaining their position as a trustworthy and leading mining entity.

PEI Road Builders & Heavy Construction Association

Located just east of Canada, Prince of Edward Island is Canada’s smallest province. However, it is also one of the nation’s major maritime provinces with major commerce in lobster and mussels, which gives way to the fantastic trade of seafood. From a tourism perspective, it also boasts idyllic sandy beaches and green pastures, which tempt millions of visitors every year. And yet, the bustling maritime, agriculture, and tourism sectors could not survive without the dedicated efforts of the Prince of Edward Island Road Builders & Heavy Construction Association. They work tirelessly to provide a tenacious voice for the many contractors and suppliers, amongst other industries, across the island, as well as guaranteeing the smooth running of vital operations like road building and infrastructure.

The Association’s predominant strength can be found in the power it has in uniting companies under a common goal. As a collective, the Association totals a staggering 90 companies. This spans many industries, including construction equipment, insurance, and hospitality. Even though there is such a broad variety of companies, every business comes together with one common vision, to create a strong and impactful voice for the heavy construction industry.

As with many construction associations, teamwork is necessary to tackle challenges that occur both in political grievances and construction projects. Consequently, each associate is given equal priority and purpose, and no stone is left unturned in relation to helping others.

Exciting events taking place this month include the 61st Annual General Meeting. This is a fantastic event that allows for many of the Associates to congregate and not only share ideas but celebrate the previous year’s achievements. The Association also provides handy advice for residents by communicating traffic alerts on their website and providing guidance regarding the roads and infrastructure, amongst much more.

As can be imagined, there is a lot of management and expert strategy involved in keeping the well-oiled machine running. Accordingly, the PEI Road Builders & Heavy Association possesses a dynamic Board of Directors, which contains eight representatives from the Regular Member category and two representatives from the Associate Member category. The Board holds monthly meetings to discuss the progress of the Association, as well as briefing the manager who ensures that the dayto-day running of the Association is kept to a high standard. Overall, they work to maintain a strong network of discussion and encourage an open forum that facilitates continuous improvement and innovation within the field.

The Association was first formed in 1962, birthed from a need to have a united voice that could proficiently negotiate with governments to overcome any concerns or grievances. First incorporated by local contractors and their suppliers, the Association has always had the voice of the people at the top of its priorities, allowing for any adversities to be quickly and professionally handled. Case in point, the Association has in

PEI Road Builders & Heavy Construction Association

the past negotiated with the PEI Department of Transportation, Infrastructure & Energy in developing numerous successful policy changes that have had a meaningful impact in the region. Furthermore, the Association is a necessary force to allow for the continued success of the sector, which is particularly significant when we consider how many industries and livelihoods it incorporates, including contractors and highway officials.

As commonly known, for any region to reach optimum efficiency, it had to possess an effective network of roads. It is for this reason that the Island’s highway system is of great significance to the Association. So much so, that the highway system is the beating heart of Prince Edward Island’s economy. Evidently, the efficiency of the roads affects every source of financial input.

On the business front, the Association’s work can have great ramifications on many businesses, namely agriculture, fishing, maritime business, and tourism. Perhaps of even greater importance is the safe and quick transportation of the Island’s

residents. These two subsectors come together through the employment of contractors and suppliers, who as a necessity to business, are reliant on an effective network of roads.

The Association has a tight network of channels to drive the local economy forward. Accordingly, they stress that “the number of people who are employed by the contractors, the suppliers and services that the contractors require, the involvement of the private truckers hauling and bringing material to and from the marketplace, and the general amount of money that is left in the various communities by the employees of the member contractors etc., are ways in which this industry affects our economy.”

Some of PEI’s Road Builders most recent projects include vital improvements made to Route 2, a major highway that runs across the entirety of the Island. This particular project needed a range of expert capabilities, such as Earth excavation, the installation of storm sewers, landscaping, hydroseeding, and much more. Consequently, creating a noticeable difference to Route 2 in the Kensington area, last September. Further proficiency is demonstrated the Asphalt Resurfacing as the relaying of the top surfaces of the road is vital for safe passage.

Such projects are a positive impact on a renewed appreciation for the construction industry on PEI. This is most clearly reflected by the approval of $37.7m in special warrants for the Island’s transportation and infrastructure department. This was due to the significant work of the Association, consequently enabling them to effectively utilise the money to overcome previous adversities and rise from the ashes! The funds were primarily funnelled into the expenditure needed to maintain the safety of roads and bridges, and allow the Association to take the lead.

Evidently, the Association oversees and implements essential work for the Island, acting as a key pillar of the community. By supplying an indispensable voice for the construction industry on PEI, many contractors and suppliers can work effectively to build and operationalise an Island that works best for everyone, whilst simultaneously generating significant money for the economy. Thus, the impacts that PEI Road Builders & Heavy Construction Association have are unmeasurable and restore an appreciation for the work of construction workers across the Island and beyond.

As the largest supplier of asphalt in Eastern Canada, Irving Oil can offer various asphalt products, including performance grade, polymer-modified, viscosity grades, cutbacks and so much more.

In addition to building trusting relationships, the company offers a safe and reliable supply network that allows them to respond to their customer’s needs promptly and efficiently.

THE LITHIUM LIFELINE

If you’re not au fait with lithium and why it’s such a valuable resource, read on and discover exactly why Piedmont Lithium is so vital to the continued development of new and exciting future technologies.

WRITTEN BY AMY BUXTON

PIEDMONT LITHIUM LIMITED

Piedmont

Lithium (Piedmont), located in North Carolina, is taking a different approach to mining and exploration projects. Having identified a clear need for lithium supplies to be significantly increased, Piedmont has a defined goal in mind of “becoming

a strategic domestic supplier of lithium to the increasing electric vehicle and battery storage markets in the US.”

It’s no secret that the electric vehicle market is increasing at an incredible rate, thanks to a number of initiatives being brought in to encourage drivers to make the switch to greener energy. With this in mind, of course more lithium is going to be needed, but sourcing it from ethical companies and minimising its footprint has to be a priority, which is where Piedmont comes in.

The Piedmont Lithium Project is concentrated on North Carolina, which happens to be “one of the premier regions in the world for lithium exploration, given its favorable geology and ideal location with easy access to infrastructure, power, R&D centres for lithium and battery storage and major high-tech population centres.”

The high yields enjoyed by North Carolina have been well documented, with two large-scale mining operations being started in the region from the 1950s to 1990s. In addition to these, two enormous processing plants were also brought into being, both of which not only still exist but are also still supplying premium lithium products to consumers throughout America. It’s not merely a happy accident that Piedmont can be found within 20km of these tried and tested facilities; it’s calculated and considered management that can recognise a golden opportunity to lower production costs. Building on an already successful business model might sound simple, but steady and well thought out expansion is the key to sustained growth, as is integration. Piedmont knows this and has set the wheels in motion accordingly:

“With continued land expansion, sampling and drilling programs scheduled during 2018, our aim is to fast track the Piedmont Lithium Project towards production as a fully-integrated domestic source of lithium and capitalise on the widely anticipated shortfall of lithium in global markets over the next decade.”

While many companies look at finalising a five-year plan, Piedmont is defying the odds and thinking a full decade in advance. By maintaining such a steely gaze on the industry and more specifically, the material in question and the depleting nature of it, the team is setting a precedent for always staying one step ahead of the competition.

There’s little cause for wondering where the exceptional levels of inspired leadership and market awareness spring from, as the individuals that comprise the management team are known, respected and lauded for their previous successes within the mining industry:

“Our leadership team’s successful mining ventures include a multi-decade track record of creating wealth for shareholders in mining ventures, experience in building top-tier management teams in the US and the proven ability to fund exploration and development stage opportunities.”

Drawing on a range of industry experiences, from Wall Street strategic financing to banking, mining, geology, engineering and law, the senior management team is made up of a unique blend of talents that come together to create an unbeatable corporate force

PIEDMONT LITHIUM LIMITED

that is spearheading the Piedmont Lithium Project. They have also launched a comprehensive press strategy to keep relevant people in the loop as to new developments and the profitability of the project.

The latest press release to come from Piedmont has revealed that the company has made inroads into continuing to consolidate its mineral holdings within North Carolina:

“Piedmont Lithium Limited (“Piedmont” or “Company”) is pleased to advise that the Company has increased its land position by 441 acres to 1,824 acres in the Carolina Tin-Spodumene Belt (“TSB”) located west of Charlotte in North Carolina. These additions were achieved via a combination of option agreements and deferred purchase contracts, making effective use of the Company’s funds to maximise exploration opportunities.”

What this means is that Piedmont is able to boast of the strongest lithium mineral position in the entire region. That’s no small brag, considering that the project has only been in operation since 2016, but thanks to the careful strategising of the management team, a dream has come into being “the Company has made steady progress towards establishing a large contiguous land package within the historic Carolina Tin-Spodumene Belt.”

Keith D. Phillips, President and CEO of Piedmont went on to reveal that, “The Carolina Tin-Spodumene Belt has been described as one of the world’s largest lithium districts. Piedmont has established a dominant position in the TSB and we hope to consolidate large contiguous land blocks to build a large, worldclass integrated lithium business. We have demonstrated the substantial cost advantages of operating in North Carolina and one of our 2019 objectives is to make clear the sheer scale of the business we intend to build.”

The scale of the company is set to be incredibly impressive, thanks to a wealth of exclusive option agreements and land purchase deals that are in place to allow for immediate purchase completions, should the right moment to expand arise. Totaling a large amount of acreage, few other operations have access to instantaneous expansion, but that’s the genius of Piedmont. Never a company to look back, it is always firmly facing forwards and attempting to preempt not only market conditions but also material demand.

Looking ahead to the rest of 2019, plenty of excitement is on the cards: “Piedmont will complete the Phase 4 drill programme and seek to extend Project life through an increase in the Project’s

Mineral Resource, plus further metallurgical studies, including evaluating the potential for a Dense Medium Separation (“DMS”) before the flotation circuit, to further enhance operating costs in the concentrator. Permit applications will be completed and we will secure the necessary permits and approvals to commence mining and processing operations at the Project and continue expansion of the Company’s land position in the Carolina Tin-Spodumene Belt with a focus on areas of high mineral prospectivity.”

In short, more of the same that has seen Piedmont rise to such a prominent industry position in just two years. It will be interesting to see what the team can accomplish in the next two years, but one thing is certain; as long as there’s a demand for lithium, Piedmont will be ready to step up as a reliable supplier.

MARSHALL MILLER & ASSOCIATES, INC. (MM&A), an international consulting firm headquartered in Bluefield, Virginia, U.S.A, has provided geological and mining engineering services worldwide for 44 years. MM&A’s involvement in the Piedmont Lithium Project includes overall guidance based on local experience, mine planning and design, waste dump design, waste rock and tailings geochemical assessment, geotechnical assessment, geophysical logging, and mine permitting.

A SHARPER EYE

SSR Mining

SSR Mining has been through a rapid expansion over the past five years, and now it’s undergoing changes again. Whereas its last burst of development was in the physical realm, its new changes are in the digital one, as the company seeks to streamline its operations with the latest IT solutions. We spoke with David Thomas, Director of Information Technology, about why it’s important for mining to digitise.

SSR Mining Inc. is a Vancouver-based mining company producing precious metals – more specifically, gold and silver. For 70 years, the company operated under the name ‘Silver Standard’, but changed its name to SSR Mining Inc. in August 2017 as it evolved from a silver producer to a precious metals producer. In fact, a lot has advanced at the company recently: in 2014, it grew from being a one-mine operation to having three producing mines today, including the Marigold mine in Nevada, U.S.A., the Seabee Gold Operation in Saskatchewan, Canada, and Puna Operations in Jujuy Province, Argentina. SSR Mining also has two feasibility stage projects and a portfolio of exploration properties in North and South America.

The Marigold mine has operated consistently since 1989 and produced 205,161ounces of gold in 2018. The Seabee Gold Operation, in continuous production since 1991, produced a record 95,602 ounces of gold in 2018. SSR Mining’s Puna Operations, which consists of the Pirquitas property and the Chinchillas mine, declared commercial production in December 2018.

Written by Alice Instone-Brewer

Everyone knows that both silver and gold are used heavily in the production of jewellery and

SSR MINING

other forms of decoration, but there are other, less immediately obvious industries that also use the precious metals. Electronics is one: gold is used in bonding wire production, and silver is used throughout everyday technology such as mobile phones and laptops, as well as more specialized applications such as satellites and even high-tech weaponry! As is well known, prices for both silver and gold fluctuate, as does investor interest, but the uses of the metals persist. The industry isn’t going anywhere, but due to factors such as world politics, competing stock interests and many more, the price of silver and gold is variable. We spoke to David about how SSR Mining responds to this, and his answer was so sensible, we wondered why we hadn’t thought of it. “While we can’t control the price of gold, we can impact our costs to drive margins, profit and cash generation.” This is a brilliant way for SSR Mining to take control and get as much benefit from its portfolio

as possible, but how is the company going about it?

By David’s own admission, mining is one of the last industries, along with agriculture, to fully embrace the benefits of digitisation, but, like agriculture, it is also one that can greatly benefit from the level of visibility and analysis this change supports. Mining is an industry with many factors at play, across multiple sites, with everything from exploration results to vehicle routes needing easy-to-read monitoring so that efficient, cost-effective actions and decisions can be made. This is exactly what SSR Mining is working towards. As Director of Information Technology, David was able to tell us more:

“For us, the key driver is to be more efficient, and also to improve on our operational processes. One example would be truck productivity; even just taking a different route on a pathway in the mine can have an impact on the cost per ounce, due to gas consumption. Multiply that by a thousand times a day, at multiple mines, and that’s a big impact.” And those are just the small details. Being able to monitor and manage everything from minor details to wider-scale planning allows for loose bolts to be identified and tightened. SSR Mining has been working on developing and implementing the software needed for this for the past two and a half years and is already seeing the impact, and there’s still a long way to go.

“I don’t think there is ever an endpoint. Mining is one of those industries with so many areas to apply Operational Excellence analytics to: from truck productivity all the way to exploration drillhole sampling, process mill productivity, and even safety and sustainability.” With so many areas to consider, this is a continuous process of improvement for SSR Mining.

Regarding this change, David described SSR Mining as fast followers rather than innovators. The desire to try new ideas is there, but to be on the front line of this development would be too costly an endeavour for the company’s size. However, whilst they don’t have the budgets of mining giants, they also don’t have the deeply entrenched legacy IT systems, which gives the

SSR MINING

company a strong advantage. “We are able to quickly move into the Cloud any project we undertake, and we try to encourage our vendors to set up in such a way where they can be supported in the Cloud.”

Not reinventing existing research and development allows SSR Mining to leapfrog over steps of the process faced by larger companies. However, this, and being a fast follower, doesn’t mean there there’s no work at all. The company must carefully select which existing routes and approaches to take, and even though they aren’t process pioneers, they are devising the system in-house. “Quite honestly, there’s not really any off-the-shelf product. The software that is available was written by geologists in the 1980s and 90s.” Engaging with software developers, analytics, industry leaders and graduates alike, SSR Mining has been devising its system carefully for these past two and a half years. It is also working closely with vendors such as Komatsu

and Hitachi Wenco, whose trucks have inbuilt software that SSR Mining can upload and integrate into its own analytical processes.

One dramatic example of how gamechanging these capabilities could be relates to SSR Mining’s Seabee Gold Operation in Northern Saskatchewan. Access to the mine site is fly-in, fly out by small fixed wing aircraft to an airstrip located on the property. Equipment and large supplies are transported to the site via a 60-kilometer winter ice road, which is typically in use from January through March. Therefore, supply chain management and forward planning, down to the last detail, is essential for cost-saving, and simply making sure that the mine is ready to function for the year to come. “With ice road access between January and March only each year, we need to carefully plan, order and schedule shipments via the ice road in preparation for the year ahead. We need to transport fuel, equipment and all other items necessary to run a mine.”

By being able to dot all of the ‘I’s and cross the ‘T’s, and monitor its operations in new levels of analytical detail, SSR Mining can plan for this in a tighter and more cost-effective way than ever before. Whilst an extreme case, this same benefit is felt throughout SSR Mining’s operations – with so many factors at play, and at such a scale, every detail helps.

MINING ITS OWN BUSINESS

Orford Mining

A mineral explorer with a unique gift for sniffing out untapped potential in Northern Quebec, Orford Mining has two flagship projects currently underway, both of which are producing promising results.

Already known to be a viable mining location, Quebec plays host to a number of mining operations, but now, it can add Orford Mining to the list. Listed as the “8th most attractive mining jurisdiction” by the Fraser Institute, an independent research and educational company based in Canada, Quebec has long been an attractive prospect for ambitious mining operations and Orford Mining is producing the kind of results that demonstrate exactly why.

A diverse project portfolio

Far from being a one-trick pony, Orford Mining has interests in gold, as well as nickel and copper and is actively searching for them all at both the Qiqavik and West Raglan project sites,

“Qiqavik bears similarity to the Abitibi gold camp and has camp scale potential. West Raglan hosts outcropping nickel-copper-PGE sulphide mineralisation over more than 35 km of strike length.”

Written by Amy Buxton

With a 100% interest in the Qiqavik project, found in northern Quebec, Orford Mining is able to take full advantage of the high-grade gold, silver, copper and zinc deposits that are discovered throughout the 240 square km site.

ORFORD MINING

With gold proving to be the most promising resource in the region, a thorough season of exploration in 2017 resulted in,

“…three new drill-supported high-grade gold discoveries and five new high-grade gold prospecting discoveries at surface that remain untested by drilling. Orford also identified a significant structural break, the Qiqavik break, across the 40 km property, a substantial portion of which is left to be explored.”

It’s quite something to not only find valuable deposits but also identify areas ripe for further exploration, as that directly contributes to a long lifespan for the mines and continuous shareholder value.

As with Qiqavik, the West Raglan project is a 100% Orford Mining-owned interest, but the comparisons end there. A fully established project, it is in a far more advanced state of progression, producing high-grade polymetallic nickel out of two mines, but explorations are giving rise to justified optimism of more,

“Exploration work to date at West Raglan has identified outcropping sulphide mineralisation over more than 35 km of strike length with very limited testing at many zones. Magnetic signatures, lithogeochemistry and geology are the same at West Raglan’s Frontier zone as Glencore’s Raglan Mine.”

Pooling resources

Mining is an expensive business, regardless of how much high-grade material is discovered, processed and sold. That’s why so many companies seek to attract outside investment and committed shareholders, with Orford Mining not being an exception to the rule.

Having opened itself up for private placement financing options in 2018, Orford Mining has now partnered with Alamos Gold with the latter snapping up “14,764,706 common shares of Orford, or 19.3% of its issued and outstanding common shares”. Discussing the transaction, Orford Mining CEO, David Christie, noted that,

“I look forward to working with Alamos as a partner and key Orford shareholder. We will benefit greatly from the expertise and experience of the Alamos representatives on our new exploration advisory committee as we advance the exploration program at Qiqavik –a greenfield gold discovery where high-grade gold surface showings have been discovered in multiple locations across 45 kilometres.”

It’s easy to see why Alamos Gold would be keen to hitch its wagon to Orford Mining, as it is a unique mineral exploration company that seeks to target sites that offer optimistic prospects but are, as yet, very much underexploited. It’s a formula that has demonstrably been working, given the lack of competition in certain locations, leading to easy acquisition and phenomenal yields. Of course, this sets in motion a self-sustaining cycle of success, with potential shareholders taking note of results and making a note to jump on the next opportunity to acquire shares and get a piece of the action for themselves.

ORFORD MINING

Teeming with talent

Regardless of how promising a mining location looks to be, nothing ever gets started or reaps rewards for shareholders unless a spectacular management team and suitable board of directors is in place and Orford Mining has both.

Boasting a collective experience of many decades, within exceptionally specialist areas, both professionally and in terms of education, the Orford Mining management team is a force to be reckoned with. Led by professional geologist and resources expert, David Christie, the four-strong contingent of leaders clocks up an impressive 80+ years of mining industry knowledge and expertise. These years are further supported by the board of directors’ own experiences, which range from corporate finance through to legal and mineral exploration. It wouldn’t be a stretch of the imagination to suggest that when combined, there is nothing that the management team

and board of directors doesn’t know, when it comes to maximising the potential of any mining project.

A glittering future

Boasting a land package of more than 70,000 hectares in the northern Quebec Cape Smith Belt, Orford Mining is in a phenomenal position. Given that the region is largely underexplored, the potential for high-grade deposit discoveries is, essentially, limitless, which continuous exploration endeavours confirm. With a new phase of investigation having recently begun in the Qiqavik project, whereby increasingly technical equipment is being brought in to confirm and expand on the 2017 survey findings, David Christie revealed that the entire management team is feeling positive,

“We are very encouraged by the high-grade gold and high-grade gold-copper results yielded by the Qiqavik property to date, specifically in

the Interlake area where large thicknesses of gold mineralisation were intersected during the 2018 drilling programme. We look forward to continuing to explore the potential of this new 40 km long camp-scale gold belt located in a previously unexplored region of Canada.”

Where some companies might shy away from seemingly uncharted areas, Orford Mining strides ahead, seizing every opportunity and looking to unleash previously undiscovered potential. It’s this entrepreneurial and adventurous spirit that continues to make it stand out from competitors and keep Canada firmly on the mining map.

MINING ITS OWN BUSINESS

La Fédération des coopératives du Nouveau-Québec is owned by it’s fourteen member co-ops in the Inuit communities of Nunavik, Canada. The purpose of the co-op movement is to get it’s members to achieve their own development through social and economical activities that are financially sustainable.

SUCCESSFUL

ACTIVITIES WITHIN THE LAST 50 YEARS

• Coop retail stores in each of the 14 communities of Nunavik with a wide selection of merchandise at competitive prices.

• Supply, storage and distribution of petroleum products (bulk or in drums).

• Construction of residential, institutional, industrial and commercial projects, as well as civil projects.

• Hotel and travel agency.

• Guided hunting and fishing experience, as well as tourism in Nunavik.

• Maritime cargo shipping.

• Specialized transport in mining industries.

• Logistical and provisional services for special projects.

CAPACITY AND COMMUNICATIONS ARE CRUCIAL

CALGARY INTERNATIONAL AIRPORT

Vibrant international airports are a vital resource and contributor to the economic climate of a country. Canada’s aviation sector is both competitive and efficient, and without it, the country’s business networks and social institutions would not function to their maximum potential.

International airports create essential links to trade by connecting to new and thriving markets such as China, as well as providing many jobs directly from the airports themselves. Calgary International Airport (YYC), a vital contributor to the economy of Alberta, is an example of this.

In February of this year, The Calgary Airport Authority, which manages and operates YYC, received recognition for the seventh time as one of the top employers in Alberta. The award recognizes workplaces that create a vibrant and rewarding working environment. This shows how the Authority employees are proud of the unique place in which they work and how they contribute to the Calgary and Alberta communities.

Written by Sarah Loiuse Brooks

This contribution is evident in the economic footprint of the airport, which is $8.3 billion a year in terms of GDP. Subsequently, this supports 48,000 jobs in the region. There are 24,000 people working directly on airport lands, as well as approximately 12,000 people employed inside the terminal building itself. Mr. Stephan Poirier, the Senior Vice President and Chief Commercial Officer of The Calgary Airport Authority, points out that airports are not simply nice things for a city to have, they are a

CALGARY INTERNATIONAL AIRPORT

necessity: ‘If we do not build for future capacity, we are stifling the economic development prospect for the city and we want to make sure the region is set up for continued growth.’

skills is extremely valuable to the company in the long run and as it ensures that we have the best talent for our team.’

Economic prosperity has community benefits. YYC is not only beneficial to the local economy, but also rewarding to those it employs locally. ‘Nothing is completed without people; if you don’t have great people then you don’t have a company and being a top employer is a priority for us’, explains Poirier. The Authority offers various benefits in order to attract the best people. Examples of these incentives include ongoing opportunities for professional development, a one-year orientation program, as well as purposeful student work opportunities and peer-to-peer recognition programmes; demonstrating a clear commitment to its staff.

CALGARY INTERNATIONAL AIRPORT

As well as developing staff, the most significant new investment for Calgary International Airport is the construction of a new terminal. The new international terminal is due to be completed by fall of this year and according to Mr Poirier, ‘everything is running to schedule’. The new terminal will add approximately two million square ft. to YYC and will include 24 new aircraft gates for both U.S. and International destinations. With over 10.2 million hours worked by construction organizations on the new terminal, some of the most recent milestones reached include the completion of 20 out of the 25 of the passenger boarding bridges, as well as the new baggage handling system being completed and into the stage of testing the facility.

With the project nearing completion, Mr Stephan Poirier explains the difficulties with the final touches: ‘Many meetings are conducted in the final stages as the small details are of equal importance to us. Various activities are ongoing at the end of a project such as this one and coordination is essential to ensure we are managing well.’ The most significant economic impacts of the new terminal concern expansion, in regard to both connection and capacity. YYC is Alberta’s aviation hub of choice, doubling in both structural size and passenger volumes over the last 20 years.

In 2015 it welcomed 15.48 million passengers and in order to meet the increase in demand, this $2 billion expansion is the largest in the company’s history. The new terminal is not only significant in terms of investment size, but additionally, it includes innovative systems, designed to give the best customer experience possible to the passengers. These include a new Connections Corridor and connections processes, as well as a new gate system, which will mirror the modern process already in practice in airports such as Heathrow, London.

In regards to the logistics of passenger experience, the gate announcement will be made in the central departures hall, which is surrounded by retail outlets, allowing

AIRPORT ELECTRICAL INSTALLATION NEW CONSTRUCTION TO REHABILITATION

AIRPORT ELECTRICAL INSTALLATION NEW CONSTRUCTION TO REHABILITATION

Tristar’s broad experience in helping to ensure the safety of some of Canada’s busiest airports has earned it a solid reputation for success across the entire airport lighting segment—from runways and taxiways, to aprons, high‐mast lighting and approach systems.

Regardless of project size, scope, or urgency, Tristar’s dedication to value, quality, efficiency and safety remain steadfast. Take a look at the porfolio of Tristar’s work—it speaks volumes about its experience, capabilities and commitment.

Tristar’s broad experience in helping to ensure the safety of some of Canada’s busiest airports has earned it a solid reputation for success across the entire airport lighting segment—from runways and taxiways, to aprons, high‐mast lighting and approach systems. Regardless of project size, scope, or urgency, Tristar’s dedication to value, quality, efficiency and safety remain steadfast. Take a look at the porfolio of Tristar’s work—it speaks volumes about its experience, capabilities and commitment.

THE CONVENIENCE OF A TRUSTED SINGLE-SOURCE PROVIDER - VALUE-DRIVEN SOLUTIONS

THE CONVENIENCE OF A TRUSTED SINGLE-SOURCE PROVIDER - VALUE-DRIVEN SOLUTIONS

The most complex construction and infrastructure development projects begin with one simple acton: listening. Tristar delivers measurable, bottom‐line value by first gaining a thorough understanding of clients’ needs and objectves; only then does work begin to start crafting a soluton designed to exceed expectations at every stage. To ensure high customer satsfaction, Tristar principals oversee each project, regardless of size. The systems and procedures used were developed for quality assurance and guarantee that clients receive end products of the highest standard. Aircraft have become so sophisticated that a pilot can Literally fly blind in the most appalling conditions. But even the most experienced pilot breathes a sigh of relief when he drops through the cloud cover and catches the welcoming sight of the airfield lights in the distance. And if that pilot is flying into Toronto –Pearson International Airport or any number of other major Canadian airports, there is a good chance that the lights he sees were installed by Tristar Electric.

The most complex construction and infrastructure development projects begin with one simple acton: listening. Tristar delivers measurable, bottom‐line value by first gaining a thorough understanding of clients’ needs and objectves; only then does work begin to start crafting a soluton designed to exceed expectations at every stage. To ensure high customer satsfaction, Tristar principals oversee each project, regardless of size. The systems and procedures used were developed for quality assurance and guarantee that clients receive end products of the highest standard. Aircraft have become so sophisticated that a pilot can Literally fly blind in the most appalling conditions. But even the most experienced pilot breathes a sigh of relief when he drops through the cloud cover and catches the welcoming sight of the airfield lights in the distance. And if that pilot is flying into Toronto –Pearson International Airport or any number of other major Canadian airports, there is a good chance that the lights he sees were installed by Tristar Electric.

TRISTAR ELECTRIC INC.

TRISTAR ELECTRIC INC.

6068 Netherhart Road, Unit #1, Mississauga, Ontario. L5T 1N3 tel: 905.670.1642 fax: 905.670.1932

6068 Netherhart Road, Unit #1, Mississauga, Ontario. L5T 1N3 tel: 905.670.1642 fax: 905.670.1932

E‐mail: info@tristarelectric.ca

E‐mail: info@tristarelectric.ca

CALGARY INTERNATIONAL AIRPORT

passengers to relax before moving to the gate to board their plane. Mr Poirier explains there are two important advantages from this systems implementation: ‘This process increases passenger satisfaction, as you are able to enjoy the offerings of the central departures area, with additional comfort and retail opportunities. Secondly, it will increase operational flexibility, as for example in busy periods, this process eliminates the changing of gates throughout the boarding process.’

In the central departure areas of the new terminal, the local community have an important involvement. The YYC expansion programme reached out to local concessions, the food and beverage operators, and upon the opening of the terminal, there will be a great mix of local operators as well as international players in terms of the food and beverage choice available to customers. Stephan Poirier noted: ‘There is a big footprint for local vendors inside the terminal to provide

a taste of who we are and what we do.’ Equally, the local community has also participated in the construction of the terminal itself in terms of the sourcing of raw materials. Wherever possible, the construction materials that went into the terminal’s construction were sourced regionally.

This evidences how financially beneficial the project has been to the surrounding communities. Finally, not only is the new International Terminal economically beneficial for the local communities, it also incorporates a range of sustainable features. The new terminal is a green building, with 660 km of in-floor radiant heating tubing, including co-generation power that will generate electricity and heat, saving 4,900 tons of CO2 each year. Stephan Poirier elaborates further on an additional environmentally friendly inclusion within the new terminal: rainwater for low-flow plumbing fixtures. He explains: ‘The new terminal will harvest 500,000 litres of rainwater, about a

CAPACITY AND COMMUNICATIONS ARE CRUCIAL

third of what is needed to operate the terminal in terms of flushing toilets, etc. We will be using this as opposed to water from the municipal supply system. By storing and recycling the rainwater falling onto the roofs in tanks, we are helping to reduce the carbon footprint of the airport.’

CALGARY INTERNATIONAL AIRPORT

In addition to having an environmental edge to its competition, Calgary International Airport also boasts a large cargo capacity. Not only were passenger volume records set in 2015, with 15.48 million passengers, but the cargo volumes passing through the airport amounted to 134,695 tonnes. Expanding the airport’s cargo capabilities is also planned for this year. Further substantial expansion plans this year also include the introduction of a nonstop scheduled passenger service, connecting YYC with Beijing, China beginning June 30, 2016. Calgary International Airport is focused on maintaining its growth in a sustainable manner.

Stephan Poirier adds: ‘If you expand too fast by adding too many seats, the market cannot sustain it. We are conscious of this, therefore we focus on ensuring all of our routes are very successful.’ To conclude, with a focus on connectivity and reacting to the demand for increased capacity at the airport in regards to both terminal size and cargo capacity. Mr Poirier finalises: ‘We are growing strategically, focusing on business on the connecting traffic. By providing proper infrastructure for the airlines to operate, we are providing the platform in which traffic connectivity is simple and convenient.’

With continual focus on growth and development and partner and passenger satisfaction, The Calgary Airport Authority is doing all it can to ensure that 2016 is another successful year for Calgary International Airport.

using this as opposed to water manner. Stephan Poirier adds:

A UNIQUE UTILITY, WITH SOME POWERFUL PROJECTS

Back in the 20th century, when the Manitoba Power Commission and Manitoba Hydro Electric Board united to form Manitoba Hydro, pushing out into far reaches of the Canadian province was no easy business. Now, says public affairs manager Scott Powell, the world has opened up somewhat but the ingenuity, expertise and sheer determination required to see the corporation’s current projects through to fruition still necessitates an equal measure of drive.

“Like Quebec, parts of northern Manitoba are extremely remote and we face a number of huge challenges even today,” he points out. “There are the extreme climates: the very hot summers and the long, cold winters, and then the access to the sites in order to be able to break ground. “When we began working on our first major northern projects back in the 1950s, there were no roads and there was very little infrastructure. But, even today, we are working in locations that are really quite unique - and we still require critical infrastructure for our current projects, such as Keeyask and Bipole III.”

“Unique” is a term that is frequently applied to Manitoba Hydro, one of the largest and longest-standing energy utilities in Canada. The history of the electrical industry in the region goes back to the late 19th century, with the formation of the Winnipeg Electric Railway Company and the Manitoba Electric and Gas Light Company. Over the decades these and other companies evolved until Manitoba Hydro became the sole supplier of electricity. Today it remains a crown corporation, a publicly owned utility that is responsible to the provincial government, but operates as a separate entity. It is one of the largest energy utilities in Canada,

MANITOBA HYDRO

MANITOBA HYDRO

with capital assets-inservice of more than $17 billion at original cost. Vertically integrated, it is involved in the planning, design, construction, operation and maintenance of all elements of electricity and natural gas infrastructure, serving almost 562,000 electricity customers and nearly 275,000 natural gas customers in Manitoba.

“What is unique for us as a utility is that over 95 per cent of our electrical energy comes from renewables,” Mr Powell continues. “We do have some natural gas generation as a back-up and purchase some wind power from independently-owned wind farms, but nearly all our electricity comes from reliable, selfrenewing water power.”

Manitoba Hydro’s energy is generated at 15 hydroelectric stations, most of which are on the Winnipeg, Saskatchewan and Nelson rivers. It is among the lowest cost providers of domestic electricity rates in Canada and exports surplus electricity to utilities through its participation

in three wholesale markets in Canada and US. It is also the major distributor of natural gas in the province, taking it out to nearly 100 communities in the province. Among the corporation’s current pioneering projects are Keeyask and Bipole III.

The Keeyask Project will see the creation of Manitoba’s fourth largest generating station. It will be situated at Gull Rapids, some 725 km north-east of Winnipeg, on the lower Nelson River, and will be a source of renewable electricity comes from reliable, self-renewing water power.” Manitoba Hydro’s energy is generated at 15 hydroelectric stations, most of which are on the Winnipeg, Saskatchewan and Nelson rivers. It is among the lowest cost providers of domestic electricity rates in Canada and exports surplus electricity to utilities through its participation in three wholesale markets in Canada and US.

It is also the major distributor of natural gas in the province, taking it out to nearly 100 communities in the province. Among the corporation’s current pioneering projects are Keeyask and Bipole III. The Keeyask Project will see the creation of Manitoba’s fourth largest generating station. It will be situated at Gull Rapids, some 725 km north-east of Winnipeg, on the lower Nelson River, and will be a source of renewable energy, providing approximately 695 megawatts of capacity and producing an average of 4,400 gigawatt hours of electricity each year, explains project manager Dave Bowen.

“One of the things we are particularly proud of is that Keeyask is a collaborative effort between Manitoba Hydro and four Manitoba First Nations: Tataskweyak Cree Nation, War Lake First Nation, York Factory First Nation and Fox Lake Cree Nation, working together as the Keeyask Hydropower Limited Partnership (KHLP),” he says. “Manitoba Hydro is responsible for project management during construction, and will own at least 75 per cent of the equity of the partnership.

The four First Nations, known collectively as the Keeyask Cree Nations, together have the right to own up to 25 per cent of the partnership.” The $6.5 billion Keeyask Project

A UNIQUE UTILITY, WITH SOME POWERFUL PROJECTS

MANITOBA HYDRO

has three major components: the Keeyask Infrastructure Project, Keeyask Transmission Project, and the Keeyask Generation Project.

Construction on the infrastructure project began in early 2012 and was substantially completed in July 2014. Work began on the generation project following that, and the first generator is expected to come online in 2019, with all units online by 2020. “The infrastructure project saw work on access road construction and camp development: the site is remote and we basically had to construct a town.

planning and environmental assessment process”.

Angie Adams, vice-president of major capital projects at the corporation, stresses Manitoba Hydro’s continued success as a whole is linked to the economic and social sustainability of the communities in which it operates. The aim with both Keeyask and Bipole III is to provide early business opportunities for northern Aboriginal people, and other northern and Manitoba workers, and that - as the projects progress - there will be continued training and long-term prospects for career development.

she says. “And moving forward our aim is to ensure that we continue to conduct our business in this way.

throughout this project. It is about working in ways that minimise any environmental impact at every stage.” The Bipole III Project faces many of the same challenges as Keeyask – rugged terrain, severe climate, attracting and retaining skilled workers, as well as environmental considerations.

“I do believe that we have built a strong relationship between Manitoba Hydro and its partners, and this will serve to put everyone involved in these projects in a good position for the future.”

Along with the weather, one of our greatest challenges is attracting and retaining the labour we need to build Keeyask – our onsite workforce will peak at approximately 2,000 people. We are competing against other remote Canadian projects and our best in class camp provides workers a safe and comfortable home away from home,” Mr Bowen stresses. “We also have to ensure we maintain our focus on minimising environmental impacts

“Our corporate social responsibility philosophy is to ensure best practices and to work closely with all communities where we operate,”

As Manitoba Hydro heads towards fruition on its current projects, Mr Powell concludes, there are also other lessons to be learned from Keeyask and Bipole III. Not only is environmental and social best practice at the corporation evolving but the process of planning and constructing the projects is resulting in invaluable knowledge, knowhow and experience at every

And here again, the creation of high quality staff facilities is a priority. Bipole III, explains deputy project manager Alastair Fogg, is a $4.6 billion transmission reliability project with a projected in-service date of 2018. “What is unique again about Manitoba Hydro is that 75 per cent of the electricity used in Manitoba is generated at our northern generating stations. This energy travels south, through the Interlake region, down two high-voltage direct current (HVDC) transmission lines known as Bipole I and II, which run side-by-side,” he explains. “The idea behind Bipole III was to provide an alternative path.” Being in such close proximity to each other, he continues, the Bipole I and

Powering Manitoba

The Keeyask Generating Station is Manitoba Hydro’s state-of-the-art facility that will put local people to work—including First Nations—and will produce enough electricity to power 400,000 homes. We are proud to be chosen to deliver final engineering and design services for this project, continuing our 50 years of service in Manitoba.

MANITOBA HYDRO

II lines are susceptible to being impacted by a single weather incident, such as a major ice storm or tornado, or forest fire event, causing major power outages.

They also rely on a single converter station in the south to convert the direct current power back into alternating current for distribution into the provincial power grid. The Bipole III Reliability Project includes two new converter stations.

One of these, the Riel Converter Station, would be in the south to provide another major point of power injection into the transmission and distribution system. The other would be in northern Manitoba, northeast of Gillam (the Keewatinohk Converter Station). As with Keeyask, Mr Fogg insists, the traditional knowledge of the people living in the area was incorporated into project planning. “Aboriginal Traditional Knowledge (ATK) is valued for the contribution it made to providing complementary understanding

MANITOBA HYDRO

about the environment and people” says Mr Fogg. “We recognise the value of ATK and that this knowledge was incorporated during the planning and environmental assessment process”.

level within the utility.

“A lot of the other infrastructure Manitoba Hydro relies on was installed after the second world war, when the first major rural electrification programmes took place,” he points out. “Much of this will need to be renewed over the next 10 to 20 years and we will also have to add new capacity to meet the growing needs of our customers.

Angie Adams, vice-president of major capital projects at the corporation, stresses Manitoba Hydro’s continued success as a whole is linked to the economic and social sustainability of the communities in which it operates. The aim with both Keeyask and Bipole III is to provide early business opportunities for northern Aboriginal people, and other northern and Manitoba workers, and that - as the projects progressthere will be continued training and long-term prospects for career development.

“Our corporate social responsibility philosophy is to ensure best practices and to work closely with all communities where we operate,” she says. “And moving forward our aim is to ensure that we continue to conduct our business in this way. “I do believe that we have

“The experience we gain on projects such as Keeyask and Bipole III will serve us well in the long-term as we move full speed into renewing, rebuilding and expanding our existing assets as they come to the end of their service lives. Being able to continue to provide our customers with reliable service at affordable rates is always our goal.”

Komatsu’s PC1250 has high operation efficiency with large digging force for severe applications.

A UNIQUE UTILITY, WITH SOME POWERFUL PROJECTS

built a strong relationship between Manitoba Hydro and its partners, and this will serve to put everyone involved in these projects in a good position for the future.”

energy, providing approximately 695 megawatts of capacity and producing an average of 4,400 gigawatt hours of electricity each year, explains project manager Dave Bowen.

of the partnership.”

As Manitoba Hydro heads towards fruition on its current projects, Mr Powell concludes, there are also other lessons to be learned from Keeyask and Bipole III. Not only is environmental and social best practice at the corporation evolving but the process of planning and constructing the projects is resulting in invaluable knowledge, knowhow and experience at every level within the utility. “A lot of the other infrastructure Manitoba Hydro relies on was installed after the second world war, when the first major rural electrification programmes took place,” he points out.

serve us well in the long-term as we move full speed into renewing, rebuilding and expanding our existing assets as they come to the end of their service lives. Being able to continue to provide our customers with reliable service at affordable rates is always our goal.”

The $6.5 billion Keeyask Project has three major components: the Keeyask Infrastructure Project, Keeyask Transmission Project, and the Keeyask Generation Project. Construction on the infrastructure project began in early 2012 and was substantially completed in July 2014. Work began on the generation project following that, and the first generator is expected to come online in 2019, with all units online by 2020.

“Much of this will need to be renewed over the next 10 to 20 years and we will also have to add new capacity to meet the growing needs of our customers. “The experience we gain on projects such as Keeyask and Bipole III will

“One of the things we are particularly proud of is that Keeyask is a collaborative effort between Manitoba Hydro and four Manitoba First Nations: Tataskweyak Cree Nation, War Lake First Nation, York Factory First Nation and Fox Lake Cree Nation, working together as the Keeyask Hydropower Limited Partnership (KHLP),” he says. “Manitoba Hydro is responsible for project management during construction, and will own at least 75 per cent of the equity of the partnership. The four First Nations, known collectively as the Keeyask Cree Nations, together have the right to own up to 25 per cent

“The infrastructure project saw work on access road construction and camp development: the site is remote and we basically had to construct a town. Along with the weather, one of our greatest challenges is attracting and retaining the labour we need to build Keeyask – our on-site workforce will peak at

approximately 2,000 people. We are competing against other remote Canadian projects and our best in class camp provides workers a safe and comfortable home away from home,” Mr Bowen stresses.

“We also have to ensure we maintain our focus on minimising environmental impacts throughout this project. It is about working in ways that minimise any environmental impact at every stage.”

The Bipole III Project faces many of the same challenges as Keeyask – rugged terrain, severe climate, attracting and retaining skilled workers, as well as environmental considerations. And here again, the creation of high quality staff facilities is a priority.

Bipole III, explains deputy project manager Alastair Fogg, is a $4.6 billion transmission

...resulting in great success for our Civil Division. Our civil experts are currently delivering $9 billion worth of construction work in the areas of Public Transit; Roads, Bridges and Tunnels; Transportation; and Public Infrastructure.

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CAN YOU WORK THROUGH DECLINE?

The past few years have been far from kind to the global mining sector, as economic volatility, declining commodity prices and a catastrophic lack of investor confidence have all combined to create a perfect storm which has decimated the mineral ecosystem.

Canada’s own $54billion mining sector which, due to its size and scale, benefited hugely during the boom years, has suffered greatly at the hands of this crisis, which is unprecedented in its wretchedness, and long standing service providers, like IOS Services Geoscientifiques, are positioned to witnessed the far reaching consequences of the slump.

As the president of IOS said, “Less capitals were overall raised in 2015 by junior companies in Québec than our 2012 revenues!” “Everybody hopes we’re at the bottom of the trough, but we need to be realistic,” Rejean Girard, President of Quebecbased IOS Geoscientiques Inc, said quietly. “The whole industry is in a very, very difficult place now. Things have been challenging for a long time and still will be. We need to just stay calm and poised for opportunities to come.”

As an industry veteran with over thirty years of experience, twenty-three of which running one of Canada’s elite geological services firms, and with involvement in more than 1300 projects, Girard is experiencing his fourth industry downturn. And yet, despite the severity and doggedness of the present crisis, Rejean has been astounded by the resilience of the explorer against the situation, which has

IOS

slowly strangled the mining world in recent years. Massive layoffs, expansion delays and the indefinite shelving of projects has become depressingly commonplace in recent times. But thus far, IOS’ reputation and standing in Quebec, coupled with its team’s aversion to making the panicked kneejerk continued, “keeping your skilled workforce is what will set you apart from the rest of the pack when the cycle turns and the industry starts to pick-up again.

Hiring new workers does not instantly result in a coherent team; you have to build it through time, through tough times. At the onset of a rebound, it is too late! By losing our expertise, we are jeopardizing our industry as a whole in the medium to long-term.”

“Companies invest humongous amounts of money in exploration projects, and typically less than 10% of the total budget goes into paying their professionals; the geologists and those people who are needed to make decision and

turn the project into success. The rest is mostly swallowed up by drill rigs, labours, analytical and logistic costs.

So when you try to save money on that 10% by swapping highly skilled and experienced guys for low-wage, less-trained people, you are at risk of seeing the project derailed and in danger of losing the other 90% of your investment. I’ve seen this happen again and again and again. Whatever they say, mines are not found by sheer luck; you need experience as well. The mining industry is competing against other industries to access the best staff. If we do not treat them properly, they reorient their career, and it’s a net loss for the industry… But I agree, the question is complex.”

This is perplexing stuff – doubly so, when you consider that the vastly higher machine costs are also the most elastic. Drilling cost has decreased by more than 50% in recent years, mostly by using experienced drillers who are simply efficient at work! Same logic should apply to the geologist, but it seems a quandary. An employee of a necessary calibre is the cornerstone to overall cost reduction, as Rejean reiterates.

such product development. If you try such in boom-time, you are wasting precious resources which needs to be dedicated to profitable production.

Furthermore, in Rejean’s view, “when you get into a recession whereof others divest their human resources - just seize their missed opportunity”. He continued: “In current time, it’s very easy to cherry pick top guys. Curiously, they are resilient and are less demanding than those of a lesser calibre can be. They know what they worth and they understand the industry. “It might be counterintuitive to invest in them, even if you are struggling to get work, but in two years, you will congratulate yourself!”

Cost saving comes from innovations and head-scratching, not through undercutting workers. There are mechanisms available to spread the cost of manpower; they just need a more refined and innovative practice. So, what shall we do? Even a major recession as ruinous as this one can present great opportunities for those with sufficient vision to seize them – and the benefits of being ready for the next boom overshadow the risk currently taken. First, do not expect employees to be faithful if you are not faithful to them. Be benevolent of them and make sure they are both valued and appreciated. Secondly, have a contingency plan in place if projects dry up. For exploration companies, this means to have mining data, industry intelligence or compilation work always handy on the shelf. It does not cost much, and can be applicable as flow-through or exploration credits if properly managed. It provides you with both staffs and projects ready for the next ride. Sending staff to training programmes can also be hugely beneficial.

In the last recessions, two generations of geologists were sacrificed. About 50% of the active geologists leave the industry after each recession. This as lead to a situation now where only few geologist with ten to twenty years of experience are left, and the industry is being populated with old timers dedicated to corporate work, and younger employees with insufficient experience. Experienced geologists, who still have the passion to do fieldwork, are precious and will be the cornerstones of the next boom. Rejean explains: “You’ll have then a severe shortage of the very skilled people - not for the labour, not for the guys running the trucks, but the project managers. To train an expert geologist takes about ten years, and it will be necessary to rebuild this expertise. As industry, we

shall capitalize guys. If they will permanently, current continue.” problem highly skilled engineers to entice the inevitable the mining without could impact quality Canada’s mining long-run. young, travel, you can be get a stable years then your life very difficult back to of the world”, jokingly, what it’s geologists

In addition,

“When it takes they are business, skilled so to be for the need to The simple, thinking serving such as despite economic the opportune investment

“Don’t be money guys at see them as an investment.”

“An accounting simply the true investment

IOS

For a service company as IOS, this means reorganising the scientific and technical staff into research projects: we are scientist after all! There is plenty of subsidies and leveraging for such. Just with the tax credits, 80% of the salaries can be covered. Your money will stretch much further. Additional to this is the plethora of programs, where you partnership with universities and government organizations. For sure, R&D is risky, it may not work, but if it is successful, you are in a quantum leap! For example, there is way to send your employees fully subsidized back to university for master or doctorate studies, where their research is in direct relation with your in-house research.

Slow markets are beneficial in the sense they free the staff and the mind to conduct such product development. If you try such in boomtime, you are wasting precious resources which needs to be dedicated to profitable production. Furthermore, in Rejean’s view, “when you get into a recession whereof others divest their

human resources - just seize their missed opportunity”. He continued: “In current time, it’s very easy to cherry pick top guys. Curiously, they are resilient and are less demanding than those of a lesser calibre can be. They know what they worth and they understand the industry. “It might be counterintuitive to invest in them, even if you are struggling to get work, but in two years, you will congratulate yourself!”

In the last recessions, two generations of geologists were sacrificed. About 50% of the active geologists leave the industry after each recession. This as lead to a situation now where only few geologist with ten to twenty years of experience are left, and the industry is being populated with old timers dedicated to corporate work, and younger employees with insufficient experience.

Experienced geologists, who still have the passion to do fieldwork, are precious and will be the cornerstones of the next boom. Rejean explains: “You’ll have then a severe shortage

undercutting mechanisms the cost just innovative

So, a major as this opportunities sufficient and for the the risk

First, to be faithful of them both

Secondly, plan up. this data, compilation on the

CAN YOU WORK THROUGH DECLINE?

of the very skilled people - not for the labour, not for the guys running the trucks, but the project managers. To train an expert geologist takes about ten years, and it will be necessary to rebuild this expertise. As industry, we shall capitalize on these guys. If we do nothing, they will exit the industry permanently, should the current cost-cutting policies continue.”

The overarching problem when you sacrifice highly skilled geologists and engineers is that it is hard to entice them back into the inevitable instability of the mining industry. It goes without saying that this could impact heavily on the quality and capability of Canada’s world-renowned mining industry in the longrun. “When you’re young, you’re ready to travel, you take risks and can be mobile, but if you get a stable life for a few years then you build up your life accordingly. It is very difficult to then go back to working at the end of the world”, Rejean adds jokingly, “The wives learn what it’s like to have the geologists home.” In

addition, he adds; “When you hire somebody, it takes about a year before they are efficient in your business, no matter how skilled they are beforehand, so to be ready in two years for the next boom, you need to invest now.”

The simple, forward thinking view of longserving industry veterans, such as Rejean, is this: despite the challenging economic climate, now is the opportune moment for investment and retention. “Don’t be scared to spend money to maintain the right guys at work. You shouldn’t see them as an expense, but as an investment.”

“An accounting system simply doesn’t show the true value of your investment in staff.”

A SENSITIVE APPROACH TO DRILLING

Global specialty drilling company Energold may have propelled itself to the leading edge of its sector with steely determination in recent years but its explosive expansion has also seen an unyielding refusal to compromise on social or environmental impact.

The operation, which is headquartered in Vancouver, has seen growth from some six drilling rigs in 2006 to more than 240 in 2015, in some 25 countries across the world, explains CEO Fred Davidson.

“Energold was initially founded as an exploration company, which pushed itself forward through its small, highly portable drilling rigs but, when the global recession hit, it was decided that we needed to move beyond frontier drilling to become a much more diversified and global solutions provider, for customers across the mining, oil and gas, water and geotechnical industries,” he points out.

“This we have successfully achieved but alongside our growth, minimising social and environmental impact has remained a critical part of what we do here: we are proud to be at the leading edge of our industry while maintaining high levels of commitment in these areas.”

Written by Abigail Saltmarsh

Today internationally recognised for its approach, Energold provides a comprehensive range of drilling services from early stage exploration to on-site operations for minerals, metals and energy sectors. It has also become an established drill rig manufacturer. The company embarked on the implementation

ENERGOLD

ENERGOLD

of its strategic goal by acquiring UK-based Envirodrill Ltd in 2009.

This was followed by the takeover of Dando Drilling International Ltd, also in the UK, and then Canadian Bertram (AB), both in 2011. These moves brought manufacturing and energy services expertise into the fold, broadened the company’s range of products and services, and saw a substantial increase in its international footprint. “Looking back 15 years, we had about 12 people working for the company – now we

the conclusion that existing mineral drilling technologies and services available in the market were inadequate.

It developed a new specialised drilling rig, which manages to be highly mobile while leaving almost no environmental footprint.

“What we came up with was the concept of building a modular rig, where the pieces are simply carried in down paths no wider than one metre in heavily forested areas (which means we do not have to create a road infrastructure) and are then assembled on site,” says Mr Davidson.

“These rigs are very effective but it was a case of educating our customers to show them that what we were offering them could be efficient and yet manage to leave an area of disturbance of no larger than 4m by 5m at the end of the project.” Local people are employed to assist on projects and here, again, Energold’s insistence on social responsibility is paying off. Members of the local community can be taken on to transport the rig and to assemble and disassemble it, among other duties.

If they show aptitude during the project they may then be provided with an opportunity to become drillers and drill supervisors. “It is so much better to have a community participating in a project so they have a real understanding of it and so we can comprehend their needs. But it also gives us the opportunity to train local people up and employ nationals, which has enormous benefits for the company. These people speak the language and have a real awareness of the local issues - in Mexico we now employ about 400 nationals.”

Other examples Energold’s emphasis on corporate social responsibility saw it donate materials for the construction of a muchneeded bridge in Haiti. It also created three wells within impoverished communities, which were suffering from a lack of water supply, in the state of Chihuahua, Mexico. Whether dealing with local communities, members of staff or the company’s broad customer base, honest dialogue is always vital, according to Mr Davidson. “We try to keep the lines of communication open, from the driller right up to senior management, within Energold, and

ENERGOLDwhich has enormous benefits for the company. These people speak the language and have a real awareness of the local issues - in Mexico we now employ about 400 nationals.”

Other examples Energold’s emphasis on corporate social responsibility saw it donate materials for the construction of a much-needed bridge in Haiti. It also created three wells within impoverished communities, which were suffering from a lack of water supply, in the state of Chihuahua, Mexico.

is resolved quickly.”

then liaising with the customer as often as possible to ensure that if there is an issue it is resolved quickly.”

As the company moves forward it also sees more partnerships and projects with non-profit and nongovernmental organisations worldwide on water related projects. Through Dando and the company’s relationship with the UN and the World Bank this is already an area of key focus in countries within Africa and the Middle East.

Whether dealing with local communities, members of staff or the company’s broad customer base, honest dialogue is always vital, according to Mr Davidson.

“We try to keep the lines of communication open, from the driller right up to senior management, within Energold, and then liaising with the customer as often as possible to ensure that if there is an issue it

As the company moves forward it also sees more partnerships and projects with nonprofit and nongovernmental organisations worldwide on water related projects. Through Dando and the company’s relationship with the UN and the World Bank this is already an area of key focus in countries within Africa and the Middle East. “We are seeing significant growth in water,” Mr Davidson stresses. “I don’t believe we have ever realised our potential in this area before but with the softening in energy we have come to understand that we can redeploy some of our rigs in this way. We are also seeing more activity in geotechnical, especially in Europe – in the UK, of course, with projects such as HS2.” Geographically, there may well be European growth for Energold in the future, along with further expansion in Asia, Africa and North and South America. There

“We are seeing significant growth in water,” Mr Davidson stresses. “I don’t believe we have ever realised our potential in this area before but with the softening in energy we have come to understand that we can redeploy some of our rigs in this way. We are also seeing more activity in geotechnical, especially in Europe – in the UK, of course, with projects such as HS2.”

are also possible takeovers on the horizon, Mr Davidson admits. After all, he points out: “A bear market is an ideal market for acquisitions – and Energold is much better financed than many of its competitors.” The company will continue to invest in its people and its technologies, and as it does it will continue to seek both high efficiency and low environmental and social impact.

with further expansion in Asia, Africa and North and South America. There are also possible takeovers on the horizon, Mr Davidson admits. After all, he points out: “A bear market is an ideal market for acquisitions – and Energold is much better financed than many of its competitors.”

The company will continue to invest in its people and its technologies, and as it does it will continue to seek both high efficiency and low environmental and social impact.

“We like to retrain and redeploy our people as necessary because that makes the company as a whole stronger and more efficient,” he insists. “It is a huge market out there and our aim is to continue to grow. “We have seen success so far by being flexible and our goal is for this to continue – and within the next five years we have forecast that we will be number two in our sector worldwide.”

Geographically, there may well be European growth for Energold in the future, along

“We like to retrain and redeploy our people as necessary because that makes the company as a whole stronger and more efficient,” he insists. “It is a huge market out there and our aim is to continue to grow.

“We have seen success so far by being flexible and our goal is for this to continue – and within the next five years we have forecast that we will be number two in our sector worldwide.”

A WOODEN WAY FORWARDS

In Vancouver, Canada, the local community has recently been united as the University of British Columbia commences the construction of The Student Residence at Brock Commons. This major new project started in November of last year and aims to be completed by September 2017: ‘Everything is currently running to schedule’ according to John Metras, Managing Director of Infrastructure Development at the University of British Columbia.

This innovative project will stand a staggering 53 metres high. The 18 storey building, when completed, will be amongst the tallest wood structures in the world. Housing approximately 400 students, the campus building will also involve numerous different local communities; from the sourcing of raw materials, to research opportunities for the UBC faculty staff and students. This towering wooden structure will utilise an increasingly popular composition of materials.

The two types of laminated timber used in the Student Residence at Brock Commons are glulam columns made with douglas fir and Cross-Laminated Timber (CLT) floor panels made with SPF, (spruce, pine and fir). The wooden structure layout has been rigorously designed and reviewed to address potential risks, with the University of British Columbia evidencing a meticulous focus upon safety. John Metras described how a conservative approach was taken to the actual design and that, ‘a rigorous regulatory approval process was undertaken to ensure the safety of the building.’

The safety measures in place are extensive. Structurally, the foundation, first storey, elevator and stair cores are constructed

in concrete to provide enhanced seismic reinforcement. The wooden elements of the design are encapsulated in up to three layers of fire-rated gypsum wallboard in order to provide an increased fire separation over typical building code requirements. Another measure in place for enhanced safety is a backup water tank, which is located in the basement as a contingency plan to supply the sprinkler system in the event that the main water supply becomes unavailable.

Undertaken was a peer review of the building design by an independent panel, consisting of building scientists, structural engineers, fire safety experts and firefighters; overseen by the Provincial Building and Safety Standards Branch. The focus is primarily safety with this construction. The decision to use a hybrid wood structure was not only to encourage innovation; demonstrating the practical use of wood in a high-rise building application, but was also chosen due to its environmental

advantages. Wooden structural products have less embodied energy and are responsible for a lower air and water pollution output and thus have a lighter carbon footprint compared to other, more commonly used building materials.

The structural wood components for the building are being manufactured in Penticton, British Columbia; using BC sourced timber, thus benefiting the local economy and reducing the carbon foot print associated with transportation of materials for the building. Also, using renewable wood products from a forest that has been responsibly managed, like the local forests of British Columbia, consequently reduces carbon atmospheric output for the longevity of the structure.

As John Metras adds that the benefits continue not only for the duration of its use but, what is more, ‘even longer if the wood is further reclaimed and repurposed at the end of the building’s lifecycle.’

Furthermore, in addition to the environmental benefits from this innovative structure, the students themselves will be directly involved and learning from the project. The building will be monitored by faculty researchers and graduatestudents in the University of British Columbia Faculty of Forestry and Faculty of Applied Science both during the construction stage and moreover post occupancy.

risks, with the University British Columbia evidencing meticulous focus upon

The sensors for these observations are being installed in the wood structure in order to measure moisture content, as well as vertical movement and vibration. The building therefore is aiding in research for the future of structural wooden constructions. Wood structures are already being used in some of theother buildings within theUBC campus, such as theEarth Sciences Building andthe Bioenergy Research and Demonstration Facility. The Brock Commons project isthus the next step in theevolution of innovative wood structures at UBC.

cores are constructed

John Metras described conservative approach to the actual design and ‘a rigorous regulatory process was undertaken ensure the safety of the The safety measures in are extensive. Structurally, foundation, first storey, and stair

in concrete to

With success using these environmentally friendlier construction materials on previous buildings, theUniversity of British Columbiahas future projects in mind. John Metras disclosed that future projects involving substantial

provide seismic reinforcement.

wooden elements of the are

encapsulated in up

UBC

wood components include both the Indian Residential SchoolsHistory and Dialogue Centre, inwhich wood structural elements will be included, and the Sports Medicine Centre, which will not contain structural wood elements, but will however feature an exterior torched wood cladding system. The Brock Commons project is estimated to cost 8% more thana comparable concrete building. This “innovation premium” isdue to first time costs associatedwith research, design, approvaland implementation of oneof the first buildings in theworld at this height. As wood structures and laminate wood compositions become more widely used they are expected to become very cost competitive with conventional building materials. The additional costs for the Brock Commons project are being funded by external agencies so will not be felt by the students who will be inhabiting the premises. The University of British Columbia has ensured that the accommodation will be

rented at the same rates as current campus accommodation. Fundingc ontributors to the project include: Natural Resources Canada (Federal Government of Canada), Province of British Columbia (Ministry of Forests, Forest Innovation Investment) and the Binational Softwood Lumber Council. Many of these benefactors are local, evidencing further the local impact of TheStudent Residence at Brock Commons and how invested the community is in its success. As well as benefactors, the project’s accomplishment is reliant upon vital contractors.

These include: The project’s architect Acton Ostry, Fast&Epp (structural engineer), Architekten Hermann Kaufamnn (tall wood advisor), UBC Properties Trust (project manager), GHL Consultants (fire safety/code consultant), RDH Building Science (building envelope consultant), Urban One (construction manager), Structurlam Products (supplier of engineered wood components), Seagate

Structures (wood structure erection), and finally Centura Building Systems (supplier/installer of panelized envelope system).

John Metras concluded: ‘The Student Residence at Brock Commons will not only provide an outstanding facility for our student residents but will also demonstrate the use of a sustainable, locally sourced building material in an innovative application and provide an on-going research opportunity for our faculty and students’. The Student Residence at Brock Commons is clearly showing how innovation in wood structures can engage a community with research and practical construction, and with its growthin popularity, perhaps showing usa more environmentally friendly future for construction.

Centura Building Systems LTD

1 - 460 Fraserview Place

Delta, British Columbia

V3M 4H6 Canada

T: 604.522.4980

F: 604.522.1604

TF: 1.866.378.2288 info@centurabuilding.com

This towering wooden structure will utilise an increasingly popular

At Centura, our team of professionals have been in the business for over 35 years. During that time, we have developed an excellent reputation in Western Canada for providing high quality services, products and workmanship at reasonable prices.

made with

fir and Cross-Laminated Timber

floor panels made with risks, with British Columbia meticulous John Metras conservative to the actual ‘a rigorous process was ensure the The safety are extensive. foundation, and stair cores in concrete seismic reinforcement. wooden elements are encapsulated layers of fire-rated wallboard an increased