JUNE 2013
INNOVATION
CLEAN AIR PROJECT
p ag e
17
pg.58
CAN I GET A
SITE PREP KEEP YOUR EQUIPMENT ABOVE WATER
LIFT?
pg.45
+
pg.38
CONCRETE ON-SITE
pg.49
www.on-sitemag.com
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VOLUME 57, NO.4 / JUNE 2013
cover story 17 Top 40 Contractors We ask some of Canada’s leading contractors how to succeed in this market.
Departments Comment 5 Oh Canada, Eh?
8
38
News Industry news
14
Construction Stats The latest news on building permits and construction employment
45
coLUmns 62 Risk Complacency: The enemy to success
64
62
Funny Photo Funny Photo contest
66
Contractors and the Law Extensions of time matter
63
Index of Advertisers
features
IN THIS ISSUE
38
45
Understanding geological site conditions, before you dig, will save time and money
Keep load weight and reach height in mind when you’re buying or renting your next telehandler
Keep your equipment above water
49
Concrete On-Site
Can I get a lift?
on-sitemag.com / 3
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COMMENT
Oh Canada, eh?
I
Get the latest construction news! Follow us on Twitter @OnSiteMag
t’s done. The surveys are in. The results have been tallied. And our annual Top Contractors report is complete (check it out on page 17). Thank you so much to all that participated in this year’s survey. It’s your willingness to share information with us that makes this report possible. Not only is it a ranking of our country’s best, but it also helps us to benchmark how the industry is doing as a whole, and what the intentions are for the year ahead. With the hard work behind us for now, it’s time to celebrate and have a little fun. Here are eight fun facts that make being a contractor in Canada … uh … interesting. 1. The best place in Canada to be working on a construction project is Estevan, Sask., which is reportedly the sunniest place in Canada with 2,537 hours of sunshine per year. 2. The worst place in Canada to be working on a construction project is Prince Rupert, where 3,111 millimetres (10 ft.) of precipitation falls each year. Nearly all of that moisture landing in the ocean port city of northern B.C., falls as rain. 3. The toughest job to dress for would be in Pincher Creek, AB where in 1962 the biggest temperature change ever was recorded. A Chinook (a warm, dry wind that comes off the Rocky Mountains) caused the temperature to rise from –19 degrees C to 22 degrees C in just one hour. 4. The coldest day to be working outside was February 3, 1957 in Snag, Yukon where the temperature dropped to -63 degrees C.
5. Canada is the best country in the world for contractors that specialize in road repair. We have the world’s longest highway (Trans-Canada HWY), and the toughest weather conditions that create the need for frequent road maintenance. 6. No matter where your jobsite is located, there’s a very good chance you’ll be able to grab a snack close by. There are more doughnut shops in Canada per capita than any other country. 7. Construction is part of our Canadian heritage. Tools that date back 20,000 years are the first evidence of history in Canada. They were found in caves on the Bluefish River in northern Yukon. 8. The second largest country in the world, there’s no shortage of land to build on. Half of Canada is covered with forests, which should come as no surprise considering one 10th of the world’s forests are here. There is much for us to be proud of in this great country, but our strength and work ethic as an industry are definitely at the top of that list. Congratulations to all of the 2012 Top Contractors, and all the best for the year ahead.
Corinne Lynds / Editor CLynds@on-sitemag.com
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INDUSTRY NEWS
Since breaking ground in early 2012, construction of the YMCA on Cherry Street has come a long way. The highest point was reached in May.
YMCA on Cherry Street topped off The YMCA being built on Cherry Street in Toronto as part of the CIBC Pan Am/Parapan Am Athletes’ Village was “topped off” at the end of May––a significant construction milestone when a building reaches its highest point. The 82,000 sq. ft. YMCA will meet LEED (Leadership in Environmental and Energy Design) green building standards, and be equipped with a gymnasium, swimming pool, fitness studios and exercise areas. It will also have an accessible green roof with an additional 11,000 sq. ft. of outdoor space. The YMCA will serve a growing, diverse neighbourhood made up of young families, visible minorities, immigrants, low-income groups and George Brown College students. The centre is named the Cooper Koo Family YMCA after Toronto philanthropists Krystal Koo and Michael Cooper who made a $2-million private donation.
Metrolinx outlines funding plans for The Big Move Metrolinx released its investment strategy in May to fund more than 400 kilometres of transit for the next wave of The Big Move transportation plan for the Greater Toronto and Hamilton area (GTHA). It includes a one per cent HST increase, regional fuel and gasoline tax at five cents per litre, a business parking levy, development charge amendments, high occupancy toll lanes, pay for parking at transit stations and land value capture. The next wave of the project includes a new light rapid transit in Mississauga, Brampton and Hamilton; new bus rapid transit in Halton, Peel, Toronto and Durham; subway expansion with the Relief Line and the Yonge Subway Extension into York Region; major enhancements to GO Transit and improvements to municipal transit projects, roads and highways, and active transportation options.
page 10
Crown of pedestrian tunnel to Toronto Island airport complete The seven drift tunnels that make up the crown of the pedestrian tunnel to the Billy Bishop Toronto City Airport have been completed. Geoffrey Wilson, president and CEO of the Toronto Port Authority, said it is a major milestone for the project to link the Toronto island airport to the mainland. “It marks the end of an important phase of construction that takes us one step closer to providing passengers with fast and efficient access to Billy Bishop Toronto City Airport,” he said. Two tunnel boring machines —chip and dale —began construction of the seven interlocking tunnels in March 2012. The tunnels will form a crown to prevent water
s
V
ingress, and three will be used for City of Toronto water and sanitary mains. The project’s next phase, excavating the main pedestrian tunnel, is expected to be complete by mid-2014.
8 / June 2013
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INDUSTRY NEWS from page 8
SNC-Lavalin offers employees amnesty for cooperation SNC-Lavalin Group Inc. is encouraging its employees to report corruption and anti-competition matters during a 90-day amnesty program. The program is designed to help the Montreal-based construction company collect information associated with corporate ethics as it looks to restore its reputation following several high-profile cases of bribery and corruption. The company will not make claims for damages or unilaterally terminate employees who report violations of its code of ethics and business conduct to SNCLavalin's chief compliance officer Andreas Pohlmann between June 3 and Aug. 31. The amnesty offer is not extended to executives in the company’s office of the president, management committee groups or anyone who profited from an ethical violation. “While the vast majority of SNCLavalin's employees will have nothing to report, this offer of amnesty will allow us to uncover and quickly deal with any remaining issues,” said Pohlmann. “Our goal is to turn the page on a challenging chapter in the company's history so we can focus all of our attention on creating value for our stakeholders.”
Global construction industry upbeat about 2014 Top construction executives around the world are optimistic revenues will increase over the next year, according to a recent report from Timetric. Growth is expected to come from investments in IT infrastructure, public and private sector projects, increased demand for sustainable construction and a growing number of pipeline projects worldwide. The report published on May 14, The Global Construction Industry 2013–2014: Market Trends, Buyer Spend and Procurement Strategies in the Global Construction Industry, is based on survey results from 126 senior construction industry
professionals (C-level executives, directors and managers). Executives expect more mergers and acquisitions in 2014 because of slow recovery in the global economy, weak market conditions, larger companies looking to increase their global presence, and increased pressure of rising costs on small and medium-sized construction companies. India is the key emerging market because of infrastructure development in housing, roads, ports, aviation and power generation. Brazil, United Arab Emirates, China and Saudi Arabia are expected to be strong markets in 2014 as well. Canada, United States, Singapore and the United Kingdom were noted as primary growth markets, while France, Italy and Spain are expected to have lower potential for growth.
Federal government tightens temporary foreign worker program The federal government is making sweeping legislative, regulatory and administrative changes to the Temporary Foreign Worker Program. Stricter conditions and increased costs of hiring temporary foreign workers are being introduced to encourage employers to hire Canadian workers first. The program’s overhaul involves replacing wage flexibility with the prevailing wage, increasing the cost to employers for Labour Market Opinions (LMOs) and increasing fees for work permits. This also
ensures English and French are the only languages used in the job requirement, and increases the government’s power to suspend and revoke work permits and LMOs if the program is being misused. Other notable changes include: ensuring employers using temporary foreign workers have a program in place for switching to Canadian workers over time, temporarily suspending the Accelerated Labour Market Opinion process and adding questions to LMOs applications to make sure the program is not outsourcing Canadian jobs. Jason Kenney, Minister of Citizenship, Immigration and Multiculturalism, said the changes will bring the program up to speed with what it was designed to do in the first place––fill acute labour shortages on a temporary basis. “These reforms will require that greater efforts be made to recruit and train Canadians to fill available job opportunities when they become available,” said Kenney. However, Michael Atkinson, president of the Canadian Construction Association, is concerned the changes will not allow the Canadian construction industry to keep pace with rising demand. “Simply asking employers to spend more time looking for non-existent workers in Canada before their use of temporary foreign workers is not only short-sighted, but could have disastrous economic consequences,” said Atkinson.
10 / June 2013
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INDUSTRY NEWS
> Structal-Bridges has secured two
> Two low-income Niagara families
contracts worth close to $60 million to fabricate steel structures to replace the Sir Ambrose Shea Lift Bridge in Placentia, N.L. and the John Greenleaf Whittier Memorial Bridge in Massachusetts. More than 11,000 tons of steel combined will be used in the two projects that are scheduled to begin in August.
are new homeowners thanks to a partnership between Habitat for Humanity and PCL Constructors Canada Inc. The families bought the homes through Habitat’s homeownership program. The two-unit semi-detached homes were built in 14 modules at PCL’s facility in Mississauga, then transported in 15 road haul trucks to St. Catherines on May 6 and assembled by a DEMG 190-ton road crane. Volunteers are putting the finishing touches on siding, flooring, painting, finishes and landscaping. The homes are expected to be ready by the end of June.
> Toronto Hydro started construction on its new downtown transformer station on May 22––the first it has built in the city’s downtown core since 1955. It will provide electricity to buildings and neighbourhoods in the central-southwest region of Toronto. The majority of the station will be built underground to preserve the Machine Shop, an historical railroad building.
Photo: PCL
News Briefs
Crews assemble the Habitat homes in St. Catherines using a road crane.
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> Maple Reinders Constructors Ltd. and SunDurance Energy announced a joint venture to design, build and work on megawatt-scale solar projects in Canada. The “Maple SunDurance” partnership will initially focus on the Ontario market for photovoltaic solar projects under the “Large FIT 2” feed-in tariff program administered by the Ontario Power Authority.
THAT INTEGRATES WITH YOUR ACCOUNTING SYSTEM.
> The official groundbreaking ceremony for the $21-million Oshawa Convention Centre and Holiday Inn Express took place in early June. The downtown development will include a six-storey hotel with 125 guest rooms, a restaurant with an outdoor patio, an indoor pool and fitness facilities, surface and underground parking, and a convention centre to accommodate between 300-400 people. It is scheduled for completion in December 2014 to coincide with Oshawa's hosting of boxing events at the General Motors Centre as part of the Toronto 2015 Pan Am Games.
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on-sitemag.com / 11
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‘Canstruction’ helps fill hunger gap A collection of oversized sculptures built with 52,200 pounds of canned goods is on display in Toronto’s financial district thanks to the efforts of professional designers, architects, engineers and students. On June 3 the teams donated their time, talent and 50,000 cans of canned food to build clever and edible structures to help fill Toronto’s hunger gap as part of Toronto’s 14th Annual Canstruction Competition.
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onTario manulift Burlington, (905) 315-8881 corbeil equipment ltd. Curran, (613) 673-5184 Hutchinson Farm Supply inc. Stouffville, (905) 640-2692 delta Power equipment Essex, (519) 776-7374 Exeter, (519) 235-2121 Forest, (519) 786-5335 Watford, (519) 849-2744 Stoltz Sales and Service Listowel, (519) 291-2151 Mildmay, (519) 367-2672 Elmira, (519) 669-1561 GJ’s Farm equipment inc. Burgessville, (519) 424-9374 anderson equipment Sales Belleville, (613) 969-6246
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“One of the most unique food drives in the world, Canstruction is a fun, visual way for the architecture and engineering industry to pull together and give back to the communities they build in,” said Helen Kabriel, co-chairwoman of Canstruction Toronto. “It’s also a creative way to raise public awareness about the challenges of hunger in the city.” The canstructures are on display in the lobbies of the TD Bank, Ernst & Young, Royal Trust, and Canadian Pacific towers at 77 King St. W. until June 8 when they will be taken down and donated to Daily Bread Food Bank. “Beyond impressive structures and creative designs, there’s this underlying message to the canstructures that adds another layer of impact for people who walk by,” said Gail Nyberg, executive director of Daily Bread Food Bank.
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CONSTRUCTION STATS A selection of data reflecting trends in the Canadian construction industry
$ billions 7.8 7.4 7.0
Building permits up for fourth consecutive month
6.6 6.2
Canadian municipalities issued building permits worth $7.0 billion dollars in April, up 10.5 per cent from March. The growth in April was the fourth consecutive monthly increase. The recent upswing came after a downward trend in the total value of building permits began in the fall of 2012. Gains in April came largely from higher construction intentions for multi-family dwellings in Ontario, British Columbia and Quebec. Non-residential building permits were down in April as an increase in construction intentions for commercial buildings was not enough to offset declines in the institutional and industrial components.
5.8 5.4 5.0 4.6 4.2 3.8 3.4 3.0
A
J
2008
J
2009
J
2010
J
2011
Seasonally adjusted
J A 2013
2012
Trend
Note(s): The higher variability associated with the trend-cyde estimates is indicated with a dotted line on the corrent reference month and the tree previous months.
Employment
Labour productivity up in first quarter
thousands 17,900
Labour productivity of Canadian businesses edged up 0.2 per cent in the first quarter. This was the second consecutive quarter of weak growth, following three quarters of decline. Hours worked in production (+0.5 per cent) also increased in the first quarter. Hours worked rose 1.3 per cent in the goods-producing sector and 0.2 per cent in the service-producing sector. Construction, retail trade, real estate and rental and leasing services were the main contributors to the increase in hours worked in the first quarter.
17,700 17,500 17,300 17,100 16,900 16,700 16,500
M
J 2008
J 2009
J 2010
J 2011
J 2012
M 2013
Booming month for employment Employment rose by 95,000 in May—with most of the increase in full-time work. Following two months of little change, this employment gain pushed the unemployment rate down 0.1 percentage points to 7.1 per cent. Construction rose by 43,000 in May. With this gain, construction was up 5.8 per cent or 74,000 from 12 months earlier.
Source: Statistics Canada
Real output of businesses and hours worked grow at a faster pace compared with the previous quarter quarterly %change 2.5 2.0 1.5 1.0 0.5 0.0 -0.5 -1.0 -1.5 -2.0 -2.5 -3.0 -3.5 -4.0
IV
2008
I
II
III
IV
I
2009 Labour productivity
II
III
2010
IV
I
II
III
IV
2011 Real gross domestic product
I
II
III
2012
IV
I
2013
Hours worked
14 / June 2013
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Top Contractors discuss opportunities and challenges in the Canadian construction industry.
on-sitemag.com / 17
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oh, canada—
w
hat makes the Canadian construction industry unique? What are the major opportunities and challenges? What makes a leader successful in this environment? We approached some of Canada’s leading construction authorities for the answers. We started out with michael Atkinson, president, Canadian Construction Association. What makes the Canadian industry unique? “There is a real respect for openness and transparency in the Canadian market, not just in the public sector, but even in the private sector,” he says. “There is an understanding that it is an open competition. It is as fair as possible… I think that even foreign governments would point that out.” “A whole jurisprudence has been built up around construction tendering in Canada. It’s the notion that when you respond by putting in a bid in response to an owner’s call that a relationship exists right then and there.” Another factor is the deep respect our publicsector clients have for the trade agreements they enter into. Tendering must comply with international trade agreements. Safety is another characteristic. “I’d say that the outside world is impressed with the high priority we place on safety. When you stack our safety practices up against those in other parts of the world, we are in pretty good standing,” says Atkinson. Canadian contractors are more innovative than perhaps they get credit for, he says. “If you compare our industry with other, international construction industries, I think we are as innovative as they come... Competition is intense and margins are thin. You have to be innovative to distinguish yourself from the competition.” The industry is flush with opportunity. “The size and complexity of some of our infrastructure projects is number one. There is a growing page 20
oPPortunities and ChaLLenGes in the canadian ConstruCtion industry by Jim barnes
we asK some of Canada’s LeadinG ContraCtors how to suCCeed in this marKet
18 / June 2013
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RANK
top 40 CANADIAN CONTRACTORS
COMPANY
REVENUE
1.
PCL Construction
$6,900,000,000.00
2.
EllisDon Corp.
$3,105,000,000.00
3.
Aecon Group Inc.
$2,946,800,000.00
4.
Graham
$2,200,000,000.00
5.
Bird Construction
$1,455,000,000.00
6.
Pomerleau Inc.
$1,418,100,000.00
7.
The Churchill Corp.
$1,222,056,000.00
8.
North American Construction Group
$800,000,000.00
9.
Stuart Olson Dominion Construction Ltd.
$692,000,000.00
10.
Bondfield Construction Company Ltd.
$685,000,000.00
11.
Carillion
$600,000,000.00
12.
Flynn Canada Ltd.
$450,000,000.00
13.
Transelec Common Inc.
$385,800,000.00
14.
Taggart Group of Companies
$328,000,000.00
15.
Pennecon Limited
$314,676,411.00
16.
Maple Reinders Group Ltd.
$304,614,000.00
17.
The State Group Inc.
$268,000,000.00
18.
Con-Drain Company (1983) Ltd.
$262,000,000.00
19.
CVTech Group Inc.
$249,201,000.00
20.
Scott Builders Inc.
$222,084,055.00
21.
Giffels Westpro
$212,717,557.00
22.
Manshield Construction
$210,000,000.00
23.
AXIOM BUILDERS
$200,000,000.00
24.
Buttcon Ltd.
$173,000,000.00
25.
Mady Contract Division Ltd.
$167,000,000.00
26.
Delnor Construction Ltd
$155,255,941.00
27.
Avondale Construction Ltd.
$146,000,000.00
28.
Walsh Canada
$145,000,000.00
29.
Marco Group
$135,000,000.00
30.
Lindsay Construction
$125,000,000.00
31.
McKay-Cocker
$123,600,000.00
32.
Bot Construction Group
$101,000,000.00
33.
Metro-Can Construction Ltd.
$100,000,000.00
34.
Alberici Constructors, Ltd.
$98,000,000.00
35.
Elan Construction Ltd.
$77,000,000.00
36.
Sprague-Rosser Contracting Co. Ltd.
$74,000,000.00
37.
Harbridge and Cross Ltd.
$73,000,000.00
38.
Wales McLelland Construction
$70,000,000.00
39.
Gracan Construction Ltd.,
$67,800,000.00
40.
Westridge Construction Ltd.
$63,284,384.00 Based on written responses to research conducted by On-Site. Some contractors declined to participate in this research.
on-sitemag.com / 19
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number of projects valued at $1 billion or more,” notes Atkinson. The infrastructure deficit and the resource sector are well-known opportunities. “Demographics is a major factor. Canada is now bringing in close to a quarter of a million immigrants every year. That’s the kind of demand our infrastructure has to keep pace with.” Developing Canada’s North as it becomes more accessible is going to create a huge appetite for bigger and more complex projects, he adds. However, “All those projects are going to create bigger demands and the way owners
want to see those projects delivered is going to change as well,” he says. “Owners are facing the same capacity problems we are. Do they have enough qualified people to run these projects? The government is facing huge fiscal pressure. In addition, they have a huge backlog of infrastructure work that needs to be done, both new and maintenance. We asked Atkinson what makes a manager successful in this environment. “Successful firms understand that as their clients change, their challenges change — and that they, too, have to change… When a client says it wants to go to full life-cycle cost projects, that it wants to look at new technologies like building information modeling or integrated project delivery, then the successful contractor will be ready to respond. They have to be more flexible, adaptive and nimble than they have been in the past.” We turned to managers from some of Canada’s Top Contractors with the same questions. What makes the Canadian market different? What are the major opportunities and challenges? What makes for a successful leader?
expectation for business areas
2013
2014
Same
Increase
Decrease
Same
Increase
Decrease
Commercial buildings
44%
49%
8%
43%
53%
4%
Industrial buildings
53%
39%
8%
47%
49%
5%
Institutional buildings
48%
39%
13%
46%
45%
8%
Residential construction: houses
45%
40%
15%
42%
47%
11%
Residential construction: multi-unit
46%
42%
12%
40%
45%
15%
Bridges
43%
45%
12%
61%
34%
5%
Communication engineering
64%
29%
7%
60%
36%
4%
Electric power/utilities
43%
43%
14%
50%
42%
8%
Environmental remediation
41%
44%
15%
55%
42%
3%
Marine-related construction
67%
21%
13%
58%
36%
7%
Mining-related construction
50%
44%
6%
46%
51%
3%
Oil and gas-related construction
51%
45%
4%
47%
50%
3%
Roadbuilding
48%
45%
7%
50%
44%
7%
Other transportation construction
45%
47%
8%
55%
40%
5%
Sewage engineering construction
57%
40%
3%
64%
32%
4%
Waterworks engineering construction
58%
39%
3%
57%
40%
4%
Contract management
45%
53%
3%
43%
54%
3%
Demolition
57%
35%
8%
52%
40%
8%
Design/build
38%
59%
3%
38%
61%
1%
General contracting
35%
60%
5%
33%
63%
4%
Aggregate
52%
45%
3%
47%
47%
6%
Concrete, formwork, rebar
45%
50%
5%
43%
54%
3%
Structural steel, fabricating
38%
56%
7%
33%
57%
10%
20 / June 2013
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|
H EAV Y
INDUSTRIAL
|
BUILDINGS
|
CIVIL
INFRASTRUCTURE
|
Sharing your vision. Building success. We are more than builders. We are construction partners who are passionate about what we do and about our partners’ success.
Watch us build at PCL.com 17-25_TopConFeature.indd 21
13-06-12 2:03 PM
bird ConstruCtion The market: Currently, the Canadian construction market is one of the more lucrative and active construction markets in the world, particularly compared to Europe and the US. Opportunities: With this enhanced activity, the opportunities for construction projects should be reasonable. Challenges: As one of the more attractive construction workplaces in the world, the Canadian market is drawing competition from other areas of the world where there is a construction downturn. This increase in competition is making it more difficult for Canadian firms to secure reasonable bookings of construction contracts and is having a negative impact on margins that this work will produce. Canadian contractors are a very talented group and should be rewarded for their stability and longevity in Canada. Leaders: One of the most appealing skills is the ability to lead by example. While leaders need training in safety, finance, technical construction, human resources, communication skills and business development, to name a few areas, they should not ask any employee to conduct a task that they themselves would not be willing to do. Leaders should have experienced the wide range of job functions within the industry so they can understand how they relate to each other and how they impact a construction project or a construction organization. This teamwork is vital to the success of any organization or project within that organization. — Tim Talbott, president and C.E.O.,
PCL famiLy of ComPanies The market: We are busy on all fronts — our civil/ industrial/commercial operations are busy in our markets across the country. We continue to see signs that the economy in Canada and the U.S. is recovering, which is presenting more opportunities for growth for PCL and the industry in general. Opportunities: In addition to the strong heavy industrial sector in the West, we are seeing more work in the social and civil infrastructure marketplace along with increased activity in commercial developments across the country. Challenges: The skills and labour shortage continues to remain a challenge. Given the volume of work that is on the table, there are simply not enough people with the skills required to fill the positions that are open. Leaders: The skills required to be successful today are not exclusive to this particular date and time, or this market cycle. PCL supports the individual who is driven to succeed, possesses the work ethic to achieve their goals, has integrity and has built a solid reputation among clients and co-workers. In addition to those traits, managers have to develop their people and leadership skills so they can effectively manage, motivate and build successful teams. — Rob Holmberg, executive vice president, Canadian Buildings, and director of Construction, Australia
aeCon The market: Aecon is focused on the three core markets of energy, infrastructure and mining — these markets are where we see the best opportunities. Opportunities: Speaking to the type of contracts — 40 per cent of our revenue is now coming from larger, more complex projects (such as those valued at more than $100 million). These substantial projects require a unique blend of operational expertise and project management skills. As well, we are increasingly being chosen for large, multi-year operating and maintenance contracts, construction advisory contracts and alliance agreements. Challenges: One is labour availability (which we are all acutely aware of in the construction industry). Another Is training, which remains an ongoing, long-term priority. That is why we invest in our employees through programs such as Aecon University. Another major challenge, but also a great opportunity, is the significance of building solid relationships and partnerships for the long-term in an industry that is extraordinarily diverse, in order to mitigate risk and build on our strengths. Leaders: Leaders need to have an eye on the ball regarding safety, projectmanagement skills, scheduling, budget management, etc… Senior managers must be focused on profitability and operational discipline. — John Beck, chair and C.E.O.
22 / June 2013
17-25_TopConFeature.indd 22
13-06-12 2:03 PM
You shared Your ideas. in fact, You gave us bucketfuls.
introducing the new e-series skid steers and compact track loaders. When we asked operators like you to design them, there was no shortage of bright ideas. Like a Ơat Ơoor with 25% more foot room. Up to 10% more horsepower. Optional switchable controls that let operators choose between ISO, H-pattern, and foot controls. And easier attachment hookup. You challenged us to make it great, and we didn’t disappoint. To see more bright ideas, visit your dealer or our website.
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www.JohnDeere.com/Eskid
17-25_TopConFeature.indd 23
13-06-12 2:03 PM
top 5 ComPanies with 50 or under emPLoyee’s Walsh Construction
Graham GrouP Ltd. The market: It is not a huge market, but it is quite active. The resource sector is sustainable long-term. Canada would not ordinarily attract many companies of the size that we are seeing, so that says a lot about opportunities here — both short and long-term. Opportunities: While the resource sector has a tremendous amount of demand, you have balanced opportunity. The commercial sector is fairly strong. There is an opportunity to take advantage of the demand for integrated service offerings in mid-sized to large projects. Owners are looking for one-stop shopping. That is pushing models like P3s. Challenges: We are seeing larger projects, but they are very complex projects to deliver. They are far riskier for the contractor. Contractors are not just doing construction any more. It is more of an integrated service offering. It requires people to step outside their comfort zone and think about how to provision services that they may not have previously. Clients are demanding unconventional scopes of work. Your competitor today could be your partner tomorrow. The negotiation around teaming is becoming a significant challenge. Leaders: The qualities that you once would have seen at a senior management level are required at the middle management level and even at the line management level today. You tend to deal with many of the same organizations over and over and over again, so it really is about partnering and teaming. Negotiation is huge. We are looking for people who can communicate extraordinarily well and negotiate, collaborate and influence others. — Kim Johnson, Chief Strategy Officer and Senior Vice President of Commercial
EmPLOYEES
REvENUE
46
$145,000,000.00
50
$100,000,000.00
50
$73,000,000.00
50
$67,800,000.00
40
$55,000,000.00
1 Metro-Can Construction Ltd.
2 Harbridge and Cross Ltd.
3 Gracan Construction Ltd.
4 Procam Construction Inc.
5 PomerLeau
The market: Over the past five years, the Canadian construction market has been more stable than most in the world. There has been strong investment in infrastructure to address an infrastructure deficit that developed over the past 30 or 40 years. Our industry has innovated in terms of contracts. Public and private clients have been requesting P3s, design-build-finance construction management and other new models, more so than in most countries. Canadian contractors are analyzing the best ways to build a project, not only technically but also contractually. If we were behind a few years ago, that is not true anymore. The best contractors in Canada are right up there, investing heavily in new technology. Opportunities: The contracts are getting bigger so they are more complex and need more financial backing. The best contractors with the best people and the best technologies, will have more opportunities. It is a great opportunity for the best companies. Challenges: With this growth in size and complexity come challenges in risk management. In the past, the risk was spread around among a larger number of contractors. Now, one contractor often bears most of the risk itself. Leaders: New hires often have very similar backgrounds. After that, it is a question of attitude. The desire to succeed leads to success. The company tries to develop leaders from within. Training is important; we invest a lot in training. We spare no effort in mentoring, training, facilities — making sure that these people get the best opportunities. — Pierre Pomerleau, C.E.O.
Jim Barnes is a contributing editor to On-Site.
Get th
24 / June 2013
17-25_TopConFeature.indd 24
http
13-06-12 2:03 PM
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13-06-12 2:03 PM
walsh BUILDING ITS CULTURE IN CANADA PATRICK CALLAN
Women’s College Hospital project.
TTC Steeles west main entrance.
w
alsh Canada is this year’s winner as the top Canadian contractor with 50 employees or less, with a revenue of $146 million in 2012. But don’t bet on them repeating in 2014, because there’s a good chance they will have out-grown the mid-size contractor category by then. In May, Walsh finished the first phase of the $273 million Women’s College Hospital project––a LEED certified 639,000 sq. ft. facility in downtown Toronto. It will be the first ambulatory care hospital in Ontario and the only one in the province with a primary focus on women’s health. Construction of the hospital began in July 2010 and is scheduled for completion in May 2015. Walsh is building the 150,000 sq. ft. Steeles West subway station for the Toronto-York Spadina Subway Extension project. The $165-million project began in September 2011 and involves extensive civil and earthworks. It is expected to wrap up in February 2015. And this summer, Walsh is starting a four-year $146-million project to upgrade a City of Toronto wastewater treatment building in Ashbridges Bay. So what is Walsh’s secret for success? “Culture,” says Craig Lesurf, general manager Ontario for Walsh Canada. “It stems from a 115-year-old family-owned and run company.” And a commitment to investing in the local community, he adds. Many Walsh employees serve on program advisory boards and lecture at post-secondary institutions in Toronto such as George Brown College’s Construction Technology Program and Ryerson University’s School of Architecture. “Walsh is big on supporting industry, interns and those coming into our industry,” he says. Six local interns are currently working on Walsh’s Canadian projects as part of a company-wide internship program. “These personal connections help to advance the education of the next generation of construction professionals,” he says. Walsh also supports the Helmets to Hardhats program to help Canadian veterans find jobs in the construction industry and is involved with the Toronto Construction Association and Ontario General Contractors Association. “We’re growing not only our future leaders but helping those that are in our industry get continuing professional development,” he says. As for Walsh’s future in Canada, the company is looking to continue hiring and retaining good employees while expanding its horizons to bid on projects in British Columbia, Alberta and Newfoundland. But no matter where the company goes, its success hinges on its local connections to the community, Lesurf says. “We are committed to hiring local-based staff for all our Canadian projects,” he says. “Giving back to the local communities in which we operate is the fabric of Walsh and is deeply embedded in how we operate our culture.”
26 / June 2013
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top 5 UNDER 5 0
1 WALSH CANADA > Opened in Canada in 2010 > 46 employees, Vaughan, Ont. > 40 per cent building construction, 60 per cent engineering (heavy) construction > $145 million
Works in: commercial, industrial and institutional buildings; transportation, sewage engineering and waterworks engineering construction, contract management, design/ build, general contracting www.walshgroup.com
2
3
4
5
METRO-CAN CONSTRUCTION LTD.
HARBRIDGE AND CROSS LTD.
RASCAN CONSTRUCTION LTD.
DAVIES SMITH DEVELOPMENTS
> Opened in 1964 > 50 employees, Surrey B.C. > 70 per cent residential, 30 per cent non-residential > $100 million
> Opened in 1967 > 50 employees, Concord, Ont. > 95 per cent nonresidential, five per cent construction management > $73 million
>Opened in 1987 >50 employees, Toronto, Ont. >100 per cent engineering (heavy) construction >$67.8 million
>Opened in the late 1990s, Toronto, Ont. >35 employees >60 per cent residential, 30 per cent construction management, 10 per cent trade contracting >$50 million
Works in: commercial buildings; multi-unit; design/build, general contracting; concrete, formwork, rebar Last year’s winner of the On-Site top contractor with 50 employees or less competition, Metro-Can is a top 50 general contractor in Canada and among the top five in British Columbia. Metro-Can supports disadvantaged families and life enhancement programs. It has completed more than 280 projects in commercial, high rise/ low rise residential, recreational and light/ heavy industrial projects. www.metrocanconstruction.com
Works in: commercial, industrial and institutional buildings; contract management, design/build, general contracting Harbridge and Cross Ltd. has played an important role in the development of Toronto and other communities in Ontario through its involvement in projects of all sizes. It donates to a number of hospitals and has built strong relationships with the Ford Motor Company, Chrysler Canada, Zellers, The Bay, Ontario Power Generation, University of Toronto, Aventis Pasteur and many others. www.harbridgeandcross.com
Works in: bridges, road building; transportation, sewage engineering and waterworks construction; general contracting; concrete, formwork, rebar Grascan Construction Ltd. is a heavy civil and infrastructure contractor who has completed numerous projects in southern Ontario. Grascan has the ability to tender projects worth more than $300 million and has been invited to tender projects for Metrolinx, CN Railway, CP Rail, Toronto Waterfront Redevelopment Corp., GTAA, York Region and the City of Toronto. www.grascan.com
Works in: residential multi-unit, contract management, demolition, design/build, general contracting; concrete, formwork, rebar Davies Smith Developments has developed and built many award-winning condominium towers that have redefined the landscape of the Greater Toronto Area and southern Ontario. Davies Smith also managed the Distillery District for Gooderham & Worts resulting in the creation of three co-operative condominium buildings: 70 Mill Street, 80 Mill Street and 39 Parliament. www.davies-smith.com
on-sitemag.com / 27
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13-06-12 3:05 PM
activities The following letter codes are used to indicate areas of activity for the contractors in the listings on these pages.
3-d conSTrucTIon MGT. Inc.
avondale conSTrucTIon lTd.
916 Runldecairn Way N.E., Calgary AB
49 Hobsons Lake Dr., Halifax
T1Y 3A1 T: 403-813-7463
NS B3S 0E4 T: 902-876-1818
F: 403-280-7469 Revenue: $1.5M
F: 902-876-1822
A, B, C, D, E, F,G, H, J, K, M, N, O, Q, R,
www.avondaleconstruction.com
S, T, U, V, W, X, Y, Z
Revenue: $146M C, F, H, M, O
RANKED #3
aXIoM buIlderS
JOHN BECK, CHAIR AND C.E.O AECON
838 W. Hastings St., Vancouver, BC V6C 0A6
“
Leaders need to have an eye on the ball regarding safety, project-management skills, scheduling, budget management etc… Senior managers must be focused on profitability and operational discipline.
”
aecon Group Inc.
T: 604-299-1363 F: 604-299-6460 www.axiombuilders.ca Revenue: $200M C, F, M, N, O, V
barry davIdSon lIne MarKInG & properTy MaInTenance 1874 Brampton St., Hamilton ON L8H 3S3 T: 905-549-9982 F: 905-643-2666 www.barrydavidsonlinemarking.com Revenue: $400,000 A, C, E, F, K, M, N, O, T, U, V, W
A Aggregates B Bridges C Commercial Buildings D Communication Engineering E Concrete F Contract Management G Demolition H Design/Build J Electric Power/Utilities K Environmental Remediation M General Contracting N Industrial Buildings O Institutional Buildings Q Marine-Related R Mining-Related S Oil and Gas-Related T Other Transportation Construction U Residential Houses V Residential: Multi-Unit W Roadbuilding X Sewer Y Structural Steel Z Waterworks
800-20 Carlson Crt., Toronto
bena conSTrucTIon Inc.
ON M9W 7K6 T: 416-297-2600
117 Front St. # 200, Gatineau
www.aecon.com Revenue: $2.94B
QC J9H-5S9 T: 819-682-4664
A, B, C, D, F, J, M, N, O, Q, R, S, T, V,
F: 819-682-6886
bondFIeld conSTrucTIon coMpany lIMITed
W, X, Z
www.benaconstruction.ca
407 Basaltic Rd.,
Revenue: $7.6M
Concord ON L4K 4W8
M, U, V
T: 416-667-8422 F: 416-667-8462
aFFordable conSTrucTIon lTd. 6 Taylor Dr., Lacombe AB T4L 2N8 T: 403-505-7366 Revenue: $150,000
bIrd conSTrucTIon
C, E, N, M, U
5700 Explorer Dr., Suite 400,
alberIcI conSTrucTorS lTd.
www.bondfield.com Revenue: $685M C, F, G, H, M, N, O, X, Z
Mississauga ON L4W 0C6
boT conSTrucTIon Group
T: 905-602-4122
1224 Speers Rd., Oakville ON L6L 2X4
1005 Skyview Dr., Burlington
F: 905-602-1516
T: 905-827-4167
ON L7P 5B1 T: 905-315-2910
www.bird.ca Revenue: $1.45B
www.botconstruction.ca
F: 905-315-3001 www.alberici.ca
A, C, E, F, G, H, J, K, M, N, O, R, S, T,
Revenue: $101M
Revenue: $98M N, R, Z
V, X, Y,
A, B, W
28 / June 2013
28-37_Listings.indd 28
13-06-12 3:57 PM
buchFInK conSTrucTIon
chandoS
crl caMpbell conSTrucTIon lTd.
503 - 1 Ave. W., Hanna AB T0J 1P0
6720 - 104 St., Edmonton
11675 Burnaby Rd.,
T: 403-854-2571 F: 403-854-3053
AB T6H 2L4 T: 780-436-8617
Wainfleet ON L0S 1V0
Revenue: $435,000
F: 780-436-1797 www.chandos.com
T: 905-899-3494 Revenue: $4.8M
A, C, E, H, M, U
Revenue: $207M C, F, H, M, N, O, U, V
A, B, K, M, Q, W, Z
coMpleTe carpenTry lTd.
cvTech Group Inc.
P.O. Box 1071, Claresholm AB T0L 0T0
1975 J.B. Michaud St.,
T: 403-625-2510 F: 403-625-3659
Drummondville QC J2C 0H2
www.completecarpentryltd.com
T: 819-479-7771 F: 819-479-8887
Revenue: $2.5M
W: www.groupecvtech.com
A, C, E, F, G, H, M, N, U, V
Revenue: $249.2M J
con-draIn coMpany (1983) lIMITed
davIeS SMITh developMenTS
30 Floral Parkway, Vaughan ON L4K 4R1
Suite 201, Toronto M8V 3Z4
T: 905-669-5400 F: 905-669-5040
T: 416-363-1030 F: 416-363-1258
www.condrain.com Revenue: $262M
www.davies-smith.com
B, W, X, Z
Revenue: $50M
RANKED #5
TIM TALBOTT, PRESIDENT AND C.E.O. BIRD CONSTRUCTION
“
Currently, the Canadian construction market is one of the more lucrative and active construction markets in the world, particularly compared to Europe and the USA.
”
conSTrucTIon GoScobec Inc.
2069 Lake Shore Blvd. W.,
E, F, G, H, M, V
103 Louis-Philippe-Lebrun,
delnor conSTrucTIon lTd
buTTcon lIMITed
Rivière-du-Loup
3609 - 74 Ave NW,
8000 Jane St., Tower B Suite 401,
QC G5R 5W5 T: 418-862-9628
Edmonton AB T6B 2T7
Concord ON L4K 5B8
F: 855-862-0583 www.goscobec.com
T: 780-469-1304 F: 780-466-0798
T: 905-907-4242 F: 905-907-8096
Revenue: $12M A, B, C, D, E, F, G,
www.delnor.ca Revenue: $155.25M
www.buttcon.com
H, J, K, M, N, O, Q, R, S, T, U, V, W,
A, C, E, F, G, H, M, N, O, V, Y
Revenue: $173M
X, Y, Z
C, F, G, H, M, N, O, U, V
dural FloorInG lTd.
conSTruX buIldInG corporaTIon
244 Brockport Dr. Unit 17,
capITal earThworKS Inc.
4480 Cote de Liesse #318,
Toronto ON M9W 6X9
11 Beachville Circle, Brampton
Montreal QC H4N 2R1
T: 416-759-2255 F: 416-288-8885
ON L6X 0V4 T: 416-984-1541
T:514-940-2005 F: 514-940-2006
Revenue: $5M A, C, E, N, O, U, V
www.capitalearthworks.com
www.construxpro.com
Revenue: $250,000
Revenue: $10M C, V
A, C, F, G, M, N, T, U, W, X, Z
elan conSTrucTIon lIMITed #100, 3639 27th Street NE,
coroneT elecTrIc Inc
cardell conSTrucTIon Inc.
Calgary AB T1Y 5E4
4527 - 101 Street NW,
T: 403-291-1165 F: 403-291-5396
2009 Lawrence Ave. W., Unit 2,
Edmonton AB T6E 5C6
www.elanconstruction.com
Toronto ON M9N 3V2 T: 416-247-7726
T: 780-436-5680
Revenue: $77M C, H, N, O
F: 416-247-6577 Revenue: $700,000
www.coronetelectric.com
C, E, G, H, M, U, V, Y
Revenue: $4.5M C, F, H, J, U, V
carIllIon
Suite 800, Mississauga ON L5B 2V2
7077 Keele St.,
creaTIve aSphalT & landScape worKS
Concord ON L4K 0B6
3362 Lobsinger Line, St.
F: 905-896-8911
T: 647-455-0178 www.carillion.ca
Clements ON N0B 2M0
www.ellisdon.com
Revenue: $600M
T: 519-699-4444 F: 519-699-4776
Revenue: $3.1B
A, B, C, D, E, F, G, H, J, K, M, N, O, Q,
www.calw.ca Revenue: $1M
B, C, E, F, H, M, N, O, R, S,
R, S, T, U, V, W, X, Y, Z
A, W
T, V, W
ellISdon corp. 89 Queensway Ave. W., T: 905-896-8900
on-sitemag.com / 29
28-37_Listings.indd 29
13-06-12 3:57 PM
Grayveld buIlderS corp.
evolve buIlderS Group Inc. 60 Manitoba St., Guelph ON N1E 3B9 T: 519-265-6546 F: 519-265-6576
404 Line 11 N RR1, Hawkestone ON
JeFFrey G wallanS conSTrucTIon lTd.
L0L 1T0 T: 705-487-1659
8 Loyalist Dr. - Unit 7A, Brighton ON
F: 705-487-1660 www.grayveld.com
K0K 1H0 T: 613-475-3682
Revenue: $800,000 M, N, Y
F: 613-475-0278 www.jeffreygwallans.com
www.evolvebuilders.ca
h3 proJecTS Inc.
Revenue: $2M
298 Flamingo Rd., Thornhill ON L4J 8N3
F, G, H, M, O, U
T: 4165805810 www.h3projects.com
Flynn canada lTd.
Revenue: $6.8M
Revenue: $1M
C, E, F, G, H, K, M, n, O, Q, U, Y
JuSTIce conSTrucTIon lTd. 2160 Old Prescott Rd. P.O. Box 210,
6435 Northwest Dr.,
harbrIdGe and croSS lTd.
Osgoode ON K4P1N5 T: 613-821-2147
Mississauga ON L4V 1K2
350 Creditstone Rd., Suite 202,
F: 613-821-1459
T: 905-671-3971 F: 905-673-3971
Concord ON L4K 3Z2
www.justiceconstruction.ca
www.flynn.ca
T: 416-213-7165 F: 905-738-9649
Revenue: $400,000
Revenue: $450M
www.harbridgeandcross.com
A, C, E, F, H, M, N, O, U, V, Y
C, H, N, O
Revenue: $73M C, N, O
G preZIo elecTrIc lTd.
horop coMpany lTd
177 Kehoe St., Ottawa ON K2B 6A6
601 Squier St.,
47 Front St. E., Suite 400, Toronto ON
T: 613-223-5480 Revenue: $650,000
Thunder Bay ON P7B-4A7
M5E 1 B3 T: 416-868-1064
C, E, F, G, M, U, V
T: 807-346-1222
F: 416-868-0081
F: 807-346-1224
www.Horopcompany.com
KIneTIc conSTrucTIon lTd.
Revenue: $6M
Revenue: $750,000 C, F, G, H, M
201 - 862 Cloverdale Ave.,
C, H, J, N, O, U, V, W
KadI conTracTorS
J.c. Sulpher conSTrucTIon lTd.
Victoria BC V8X 2S8 T: 250-381-6331 F: 250-386-2286
GIFFelS weSTpro
1525 Sieveright Rd.,
www.kineticconstruction.com
2 International Blvd.,
Ottawa ON K1T 1M5
Revenue: $50M
Toronto ON M9W 1A2
T: 613-521-5269 F: 613-521-0586
B, C, E, F, H, M, N, O, V, X, Z
T: 416-798-5570 F: 416-798-5501
www.jcsulpher.com
www.giffelswestpro.com
Revenue: $8M
KSn InTerIorS lTd.
Revenue: $212.71M
C, M, N, O, U, V, X, Z
111-1129 83 Ave., Fort Sasktchewan AB T8L 3T9 T: 780-998-2088
B, C, F, H, J, M, N, O, R, S, V, W, X, Z
Gracan conSTrucTIon lTd. 61 Steinway Blvd., Toronto ON M9W 6H6 T: 416-644-8858 F: 416-644-8864
RANKED #4
— KIM JOHNSON, CHIEF STRATEGY OFFICER AND SENIOR VICE PRESIDENT OF COMMERCIAL GRAHAM GROUP LTD.
F: 780-998-5408 www.ksnint.ca Revenue: $7M C, E, G, H, M, N, O
l. nardella aSSocIaTeS lTd. 2292 Blvd. Industriel Suite 207,
www.grascan.com
Laval QC H7S 1P9 T: 450-967-1000
Revenue: $67.8M
F: 450-967-4445 Revenue: $10M
B, E, M, T, W, X, Z
GrahaM Group lTd. 10840 27 St. S.E., Calgary AB T2Z 3R6 T: 403-570-5000 www.graham.ca Revenue: $2.2B B, C, F, H, J, M, N, O, Q, R, S, V, W
“
Canada would not ordinarily attract many companies of the size that we are seeing, so that says a lot about opportunities here — both short and long-term.
”
F, J, K, N, R, S
l.a. Knapp Inc. 6921 Sixth Concession, Brockville ON K6V5T5 T: 613-345-1941 F: 613-345-3733 Revenue: $3M A, B, C, D, E, F, G, H, K, M, N, O, Q, R, S, T, U, V, W, X, Y, Z
30 / June 2013
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3D-MC
2
sion doing preci e - a dozer in ag im ad to ugh gr ing. It’s hard e speed of ro th e . ic tw at Topcon fast grading fast. That’s as e ic tw g, 3D gradin /3 D M C 2 ti o n in g .c o m to p co n p o si
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Marco Group
pcl conSTrucTIon
78 O’Leary Ave.,
5410-99 St., Edmonton AB T6E 3P4
laFleur GardenS lTd.
St. John’s NL A1B 4B8
T: 780-733-5107 F: 780-733-5077
1000 Norman St.,
T: 709-754-3737 F: 709-754-3715
www.pcl.com
Timmins ON P4N 7C3
www.marcogroup.ca
Revenue: $6.9B
T: 705-268-2323 F: 705-268-4068
Revenue: $135M
A, B, C, D, E, F, G, H, J, K, M, N, O,Q, R,
Revenue: $10M
C, F, H, M, N, O, S
S, T, U, V, W, X, Y, Z
B, C, G, K, M, N, O, R, S, T, U, V, X, Z
lIndSay conSTrucTIon
MarITIMe hydroSeed & eroSIon SoluTIonS
22 Fielding Ave., Dartmouth
PO Box 27045 PPO Lancaster, Saint
NS B3B 1E2 T: 902-468-5000
John NB E2M 5S8
F: 902-468-6615 www.jwlindsay.ca
T: 506-672-1600 F: 506-672-1601
Revenue: $125M C, F, H, M, N, O, V
www.maritimehydroseed.com
lSc pre-caST SySTeMS lTd.
Revenue: $1.5M K
8285A Lickman Rd.,
McKay-cocKer
Chilliwack BC V2R 3Z9
1655 Oxford St. E., P.O. Box 7345,
T: 604-792-4244
London ON N5Y 5R9
www.lscprecast.com
T: 519-451-5270 F: 519-451-8050
Revenue: $2.5M
www.mckaycocker.com
B, C, E, H, K, N, Q, R, U,V, Y
Revenue: $123.6M
Mada holdInGS Inc.
B, C, E, F, G, H, M, N, O
RANKED #1
ROB HOLMBERG, EXECUTIVE VICE PRESIDENT, PCL FAMILY OF COMPANIES
“
In addition to the strong heavy industrial sector in the West, we are seeing more work in the social and civil infrastructure marketplace along with increased activity in commercial developments across the country.
”
6907 Third Line,
MeTro-can conSTrucTIon lTd.
Tottenham ON L0G 1W0
520 - 10470 152nd St.,
T: 905-936-9412 Revenue: $2M
Surrey BC V3R 0Y3
C, K, N, O, Q, T, U, V, W, X, Z
T: 604-583-1174 F: 604-583-3321
pennecon lIMITed
www.metrocanconstruction.com
1309 Topsail Rd. PO Box 8274, STN. A,
Revenue: $100M
St. Johns NL A1B 3N4
C, E, H, M, O, V
T: 7097823404 F: 7097820129
Mady conTracT dIvISIon lTd. 8791 Woodbine Ave., Suite 100, Markham ON L3R 0P4
www.pennecon.com
Revenue: $167M
new choIce eXcavaTInG and all Type dISpoSal
A, C, E, F, G, H, M, N, O, U, V, Y
1230 Lawrence Ave. W,
poMerleau Inc.
Toronto ON M6A 1E3
521, 6th Ave., St-Georges
T: 416-763-2025 F: 416-763-5814
QC G5Y 0H1
955 Cobalt Cr., Thunder Bay ON P7K1B9
Revenue: $300,000
T: 418-228-6688 F: 418-228-3524
T: 807-346-1650 F: 807-346-1654
C, N, O, T, U, V, W, Z
www.pomerleau.ca
T: 905-944-0907 www.mady.com
ManShIeld conSTrucTIon
www.manshield.com Revenue: $210M
Revenue: $314.67M
Revenue: $1.41B
C, F, H, M, N, O, V
norTh aMerIcan conSTrucTIon Group
Maple reInderS Group lTd.
2 - 53016 Hwy 60,
procaM conSTrucTIon Inc.
2660 Argentia Rd., Mississauga
Acheson AB T7X 5A7
1220 Rue Marconi, Boucherville
ON L5N 5V4
T: 780-969-5543
QC J4B 8B8
T: 905-821-4844 F: 905-821-4822
F: 780-960-7013
T: 450-449-5121 | F: 450-449-5368
www.maple.ca
www.nacg.ca
www.procamconstruction.com
Revenue: $304.61M
Revenue: $800M
Revenue: $55M
C, E, F, G, H, M, N, O, Q, R, S, X, Y, Z
C, J, K, M, N, R, T, Y
C, F, M, N
B, C, H, M, N, O
32 / June 2013
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Maxwell
28-37_Listings.indd 33 Maxwell-Systems-On-Site.indd 1
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produITS archITecTurauX raynover Inc.
roSaTI Group
SunShIne conTracTorS lTd.
6555 Malden Rd., Windsor
P.O. Box 2458, Lac La Biche AB
ON N9H 1T5 T: 519-734-6511
T0A 2C0
F: 519-734-7872 www.rosatigroup.com
T: 780-788-7752
Revenue: $36.16M C, F, H, M, N, O
Revenue: $12M
2325 Rue Centre, Suite 104, Montreal
A, C, F, G, H, K, M, N, S, T, W
QC H3K 1J6 T: 514-823-2930
ruSZKowSKI enTerprISeS lTd.
F: 450-443-0542 www.paraynover.com
P.O. Box 1419, Prince Albert SK S6V 5S9
TaGGarT Group oF coMpanIeS
Revenue: $675,000 C, M, N, O
T: 306-764-6161 F: 306-922-2200
3187 Albion Rd., Ottawa ON K1V 8Y3
Revenue: $5M
T: 613-521-3000 F: 613-536-7901
A, C, E, F, G, N, O, T, U, V, W, X, Z
Revenue: $328M
RANKED #6
PIERRE POMERLEAU, C.E.O. POMERLEAU
“
Over the past five years, the Canadian construction market has been more stable than most in the world. There has been strong investment in infrastructure to address an infrastructure deficit developed over the past 30 or 40 years.
”
pyraMId pavInG (2000) lTd.
ScoTT buIlderS Inc.
C, U, V, X, Z
8105-49th Ave. Close, Red Deer AB T4L
TaplIn earThworKS Inc.
2N5 T: 403-343-7270
P.O. Box 1037, Stonewall MB R0C 2Z0
F: 403-346-4310 www.scottbuilders.com
T: 204-467-5311 F: 204-467-5334
Revenue: $222.08M C, H, M, N, O, S
Revenue: $350,000
ShIrebrooK buIlder Inc. 74 Temple Terrace Suite 100, Lower
TechnIcore Group oF coMpanIeS.
Sackville NS B4C 0A7 T: 902-869-1100
102 Bales Dr. E.,
www.shirebrook.ca Revenue: $2M
P.O. Box 93089, Newmarket
C, M, N, O, U
ON L3Y 8K3 T: 905-898-4889
Snyder conSTrucTIon 920 Brawley Rd., Ashburn ON L0B 1AO T: 905-655-5000
F: 905-898-2822 Revenue: $33M A, E, M, X, Y, Z
www.snyderconstruction.ca
Terra-deco enTerprISe lTd.
Revenue: $3.8M C, E, F, H, M, N, O, U, V
212 Duke St. P.O. Box 146,
2075 River Rd., London ON N5W 6C4
Dryden ON P8N 2Y7
www.pyramidpaving.ca Revenue: $1.3M
SpraGue-roSSer conTracTInG co. lTd.
A, C, E, M, N, O, W
201, 1259-91st St. S.W., Edmonton AB
Revenue: $1.36M
T6X 1E9 T: 780-395-1924
C, F, H, M, U
T: 519-434-8380 F: 519-451-8776
raM conSTucTIon Inc. #180-7881 128th St., Surrey BC V3W 4E7 T: 604-501-5265
F: 780-468-2668 www.spraguegroup.ca Revenue: $74M A, B, F, J, M, W, Z
T: 807-223-2244 F: 807-223-2407
The churchIll corporaTIon 400, 4954 Richard Rd. S.W.,
F: 604-501-5289
STeenberGen conSTrucTIon lTd.
Calgary AB T3E 6L1
www.ramconst.com
59529B-RR33, Barrhead AB T7N 1N2
T: 403-685-7775
Revenue: $13M
T: 780-307-4980 F: 866-525-9315
F: 403-685-7770
A, B, C, D, E, F, G, H, J, K, M, N, O, Q,
www.steenbergenconstruction.ca
www.churchillcorporation.com
R, S, T, U, V, W, X, Y, Z
Revenue: $750,000 C, E, F, H, M, N, U, Y
Revenue: $1.22B
reId & deleye conTracTorS lTd. 4956 Hwy # 59 South, Courtland ON
STuarT olSon doMInIon conSTrucTIon lTd.
N0J 1E0 T: 519-688-2600
400, 4954 Richard Rd. S.W., Calgary AB
139 de Bourdon, Gatineau QC J8V 2P3
F: 519-688-2700
T3E 6L1 T: 403-520-2767
T: 819-827-7436 F: 819-827-7437
www.reid-deleye.com
F: 403-520-1250
www.fiagroup.ca
Revenue: $35M
www.sodcl.com Revenue: $692M
Revenue: $6M
C, F, G, H, M, N, O, U, V, X, Z
B, C, E, F, G, H, M, N, O, R, S, V
C, F, G, M, U
C, O, S, W
The FIa Group
34 / June 2013
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Hamm Roller 3410 HAMM supplies user-friendly machines for all your construction needs. The 3410 – Compactor with Vibratory smooth roller drum and the 3410 P – Compactor with vibratory padfoot drum provides an ergonomic driver seat for perfect all-around visibility and excellent hill climbing ability. With the 3-point swivel joint for optimum driving comfort, hydrostatic ostatic steering and optimum ease of maintenance these compactors will ensure e the job is done right. Contact SMS Equipment; your local Wirtgen dealer, for more information at smsequip.com
SMS Equipment is your authorized dealer for
Western Region: 1
866-458-0101 Eastern Region: 1 800-881-9828
smsequip.com 28-37_Listings.indd 35
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TranSelec coMMon Inc.
The MeTKor Group
2075 Fortin Blvd.,
weaTherTech reSToraTIon ServIceS
Laval QC H7S 1P4
1054 Shaw Rd., Dorchester ON
T: 514-382-1550 F: 514-388-9020
N0L 1G4 T: 519-268-1173
119 Bruce Rd 1, Lucknow ON N0G 2W0
Revenue: $385.8M
F: 519-268-8975 Revenue: $9M
T: 855-264-2969 F: 519-357-9502
J, M
B, C, E, M, N, O, W
Trp conSTrucTIon General conTracTorS
weSco
107-3050 Harvester Rd., Burlington ON
The STaTe Group Inc.
Nanaimo BC V9S 3H3
L7N 3J1 T: 905-336-1041
T: 250-758-1777 Revenue: $5M
3206 Orlando Dr., Mississauga ON
F: 905-336-9564
C, D, H, J, M, N, O, Q, R, U, V, X, Z
L4V 1R5 T: 905-672-2772
www.trpconstruction.ca
F: 905-672-1919
Revenue: $27M
weST brIdGe corp.
www.stategroup.com
C, F, G, N, O
837A West Third St., North Vancouver BC
www.metkor.ca Revenue: $1.6M C, E, F, H, M, N, Q, R, S, T, U, Y
Revenue: $268M A, B, C, D, E, F, G, H,
1809 Fremont Rd.,
V7P 3K7 T: 604-980-6667
J, K, M, N, O, Q, R, S, T, W, X, Y, Z
ucG unIverSal conSulTInG Group lTd.
TIM openShaw conTracTInG
1721-51 Ave., Lloydminster
2936 Henry Rd., Chemainus BC
AB T9N ON1 T: 780-875-7550
VOR 1K5
F: 780-875-7862 www.ucgplans.ca
weSTcor conSTrucTIon lTd.
T: 250-246-0630
Revenue: $2.89M C, F, G, H, O
2420 - 39th Ave. N.E., Calgary AB
Revenue: $1M C, E, G, M, U
vvI conSTrucTIon lTd. 96 Cartier St. Box 2988,
O
F: 604-980-6657 Revenue: $4M A, B, C, D, E, F, G, H, j, K, M, N, O, R, S, T, U, V, W, X, Y, Z
T2E 6X1 T: 403-663-8677 F: 403-663-8678 www.westcor.net Revenue: $30M C, F, M, N, O
TIMberlIne cuSToM hoMeS
Surrey BC V0E 2S0 T: 866-837-2900
5584 Hwy 28, Woodview ON
F: 250-837-6145
weSTrIdGe conSTrucTIon lTd.
K0L 3E0 T: 705-654-4312
www.vviconstruction.com
435 Henderson Dr., Regina SK S4N 5W8
F: 705-654-3483
Revenue: $21.03M
T: 306-352-2434 F: 306-352-0199
www.timberlinecustomhomes.ca
C, E, H, M, N, O, U, V, Y, Z
www.westridge.ca Revenue: $63.28M
Revenue: $3.2M C, E, F, G, H, M, N, U, V
waleS Mclelland conSTrucTIon
B, C, F, H, N, O, X, Z
166-5489 Byrne Rd.,
whIponIc wellpuTer lTd.
Town & counTry properTy IMproveMenTS lTd
Burnaby BC V5J 3J1 T: 604-638-1212
4 Canol Dr., Norman Wells NT X0E 0V0
F: 604-638-1211
T: 867-587-2389 F: 867-587-2821
60 MacCulloch Rd.,
www.walesmclelland.com
Revenue: $5.1M C, F, M, N, O, S, U, V
Bridgewater NS B4V 7N9
Revenue: $70M C, F, H, M, N, O
T: 902-543-3003 F: 902-543-2237
ZwarT eXcavaTInG lTd
www.townandcountryns.com
walSh canada
24293 Adelaide Rd., Strathroy ON
Revenue: $3M
2700 Steeles Ave. W, Unit 2,
N7G 3H4 T: 519-245-4050
A, G, K, M
Vaughan ON L4K 3C8 T: 905-532-0662
F: 519-245-9581 Revenue: $890,000
F: 905-532-0051 www.walshgroup.com
A, M, N, U, V
TowSley conSTrucTIon co. Inc.
S S S
Revenue: $145M B, C, M, N, O, Q, T, X, Z
2090 Fasan Dr., Oldcastle ON N0R 1L0 T: 519-737-7260 F: 519-737-7231
wdI Group
www.towsleyconstruction.com
1386 Sandhill Dr., Ancaster ON L9G 4V5
Revenue: $3.2M
T: 905-304-3114 F: 905-304-6120
A, C, E, F, G, H, J, M, N, U, V, X,
www.wdigroup.ca Revenue: $5M
Y, Z
A, C, E, F, G, H, M, O, U, X, Y
M
O M 1
(
A T
36 / June 2013
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The Unmistakable Power of One of Canada’s largest multiline mobile equipment sales and service dealers
Strong People Strong Brands Strong Commitments
Multi-Line Ontario Mississauga 1-800-268-7004
Crane Alberta Acheson 1-877-948-3515
Quebec Laval 1-800-363-6789
Atlantic Dartmouth 1-800-565-1916
Ontario Burlington 1-800-263-6253
Case Alberta Edmonton 1-800-252-9398
Quebec Boucherville 1-877-674-8380
Atlantic Dartmouth 1-800-565-1916
Ontario Brampton 1-866-562-2806
(Visit our website for a complete listing of all branch locations)
Authorized dealer for Volvo Construction Equipment, Manitowoc, Case, Grove, National Crane, Terex Cedarapids, Dressta, Fassi, Sennebogen, Taylor, Allied, Terex Finlay and Jekko.
28-37_Listings.indd 37
www.strongco.com
13-06-12 3:57 PM
KEEP YOUR EQUIPMENT
abOve wateR Understanding geological site conditions, before you dig, will save time and money BY DAVID GODKIN Water, water, everywhere and not a drop to…” Well, you know the rest. Trouble is, as necessary as water is to life, it can also be a real pain. Just ask a farmer standing up to his knees in a flooded cornfield. Or better still—ask an equipment operator mired in muck at the bottom of an excavation. Water is a problem for him, and for the building contractor under pressure to bring the project in on time—and budget. “The other problem is that a lot of the development and construction is happening in areas where you’re very close to environmental features. Even if you’re going into a storm sewer, that
runoff of the water from your site now becomes problematic,” says Andy Ingriselli, president of Aquatech Dewatering Co. headquartered in Concord, Ont. Ingriselli is well acquainted with water. His job for the past 20-plus years has been to tailor specific technological solutions to water ingress across a range of applications: construction, mining, industrial and environmental development. Dewatering construction sites is an ongoing struggle to control below ground water tables by removing water so excavation can begin. Ingriselli has a range of tools that allow him
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Dewatering
to do this—different sized wells that literally suck the water out of the ground to keep the excavation above the water table. Only then, he says, can you excavate, build your structure, backfill to existing grade, shut off the pumps and allow the water to return. “One way or the other we’re going to get rid of this water.” Sometimes the biggest challenge is “where do I put the water (municipal sewer or natural water body such as a stream) and how do I get it there in a manner that doesn’t have an impact?” adds Ingriselli.
Rule One: KnOw yOuR stuff Long before dewatering a site begins Ingriselli needs to know something about the geology containing the aquifer and water table below. Geological reports are “the key to picking the right tool,” explains Ingriselli. It is necessary to identify the presence of sand, gravel, fine grain or other silty materials that hold water and can impede excavation. The most difficult soils, he says, is an interface of water-bearing silt or silty sands over clay or glacial till. “I have water travelling across the surface of this clay-like material that I still have to dig through. So I have to dewater as close as possible to that interface as I can.” Dewatering is also complicated by soils that are highly compressible (e.g. organic soils such as peat); these tend to settle as water is removed, destabilizing adjacent structures such as a sewer or building. Dewatering companies go to great lengths to ensure they’re only removing water, and not also removing soil. This is to avoid destabilizing the ground and the structures it supports.
Rule twO: natuRe abhORs a vacuum Typically three types of wells are used to fully dewater a site. The first of these is a vacuum well point installation, a series of small diameter tubes inserted around or on either side of a trench from which water is drawn by a vacuum generated by a pump. Well points are installed across a range of soil gradations from fine to coarse, but the key, says Ingriselli, is the distance between those well points. “The close proximity of one well to the next is essential to get as flat a drawdown curve as possible to that interface condition.” The other factor is how the system is driven.
“You may put in 60 to a 100 well points in a row all operating from vacuum drawing water to the surface. Rather than have an electric pump at each well it’s much more efficient to operate well points in close proximity to one another using one common pump.” Made of plastic or steel, 50-mm well point tubes are jetted under high-pressure water down into drill holes approximately 300 mm in diameter and hooked up to a common header. The vacuum that is created once the system is activated draws the water into the well points screen and filter pack. These, in turn, prevent soil particles from mixing with the water drawn to the excavation surface. Well points are effective to a maximum depth of approximately seven meters. Any deeper and a different dewatering tool is needed. As its name implies, a deep well can go down much further than a well point, and can also be spaced farther apart. Instead of a 50-mm diameter tube, a deep well typically consists of a slotted liner, a PVC screen 150 to 300 mm across and an electric submersible pump, all of which are flushed to the bottom of the well. “This gets used in ground conditions that are much more porous, [and have] cleaner sands and gravels that produce much more water,” says Ingriselli. “What this allows us to do is create a much larger well, and pump a much larger volume of water from one location.” Like well points, (the third type) eductor wells are installed relatively close together but are
on-sitemag.com / 39
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Dewatering
better suited for finer grain, low-permeability soils and require only a single stage to achieve drawdowns of up to 100 feet (30 meters) or more. Two parallel headers, one a high-pressure supply line, the other a low-pressure return line run to a central pump station that feeds water under pressure to the eductors situated at the bottom of the wells. A venturi then draws groundwater into the well screen and up to the surface.
Rule thRee: mOnitOR, mOnitOR, mOnitOR
“During underground construction you don’t have a complete 100 per cent picture of what’s beneath the ground surface.”
Aquatech also uses a single-pipe eductor system, which is a large diameter service pipe encasing a smaller pipe that acts as the return line. Water is pumped under high pressure along the annulus between the two pipes and is forced through the nozzle and venturi. The groundwater then passes through the well and into the return pipe, creating a vacuum that lowers the water table, stabilizing the fine-grained soils. Depending on the size of the project, as many as 300 or more eductor wells can be activated by a single pumping station. In addition, a single pumping station for the eductor and well point systems is less costly to maintain than a pump for each individual well. The downside to eductor wells, says Jose Somera, project manager for Griffin Dewatering Corporation in Ontario, Calif.; are the volumes of water that can be removed (less than 200 gallons per minutes). Another challenge—and all dewatering systems face this—is that “it’s hard to read soils underground.” Russell Thomas, senior project manager at Aquatech, agrees. While “taking his hat off” to engineers who tell us much about soil conditions underground “during underground construction you don’t have a complete 100 per cent
picture of what’s beneath the ground surface.” “So you’ll run into situations where the size of the well may have to change, where you may have to pump more water than was anticipated.” Both Thomas and Somera rely heavily on piezometers or observation wells to address those challenges, quickly determining water level underground during pumping and making adjustments when dewatering is not proceeding as expected. “They may have observation wells in the centre of the excavation or they may have them between two eductor wells,” says Somera. “These measure the water levels even before they start the system.”
a case study An 8.6-km extension of the city’s subway system— that will cross under buildings, railway tracks, arterial roads, major utilities, conservation areas and water courses—is one of Greater Toronto’s most ambitious building projects in decades. And while water is less of a concern in the Spadina Subway Extension’s 6.7 km of bored twin tunnels, underground aquifers pose potential problems for excavation at six brand new subway stations. Long before Aquatech could tackle water problems there, however, the six excavation sites had to be stabilized, some with water-tight shoring system, others such as the new Finch West station using a soldier pile and lagging system. Once steel H piles were installed down to depth, Aquatech dewatering crews followed in behind using jet poles to flush the eductor wells—each fitted with a PVC screen and casing—down the 300-mm drill holes to depths of between 18 and 24 meters. Once this was completed and dewatering was underway, the construction crew was able to install wooden lagging between the H piles with confidence that heavy water bearing soils wouldn’t suddenly start pouring in on them. Because the excavation box at the Finch West station is a bit larger than the other stations, it employs up to 300 eductor wells and pumps approximately 200,000 litres of water per day. Throughout the process crews closely monitor water levels at surrounding observational wells to ensure the water table is still below the excavation. “If it rises, that would indicate a problem,” says Thomas. Monitoring gives his crew time to figure out what, if anything, in the system is not
40 / June 2013
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130
Reliable, durable, long-lasting, and now, self-diagnosing. Meet the Detroit™ DD13® with Virtual Technician™ onboard diagnostic system. In the event of a fault code alert, the engine notifies you and our Customer Support Center within seconds. We can’t fix a problem before it happens, but with Virtual Technician and hundreds of authorized service locations we’re almost there. Demand uptime. DEMANDDETROIT.com DDC-EMC-OTH-0129-0313. Specifications are subject to change without notice. Detroit Diesel Corporation is registered to ISO 9001:2008. Copyright © Detroit Diesel Corporation. All rights reserved. Detroit™ is a brand of Detroit Diesel Corporation, a subsidiary of Daimler Trucks North America LLC, a Daimler company.
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Dewatering functioning properly. Sometimes it can be as simple as another contractor on site accidentally loosening or breaking a part of the surface equipment. “Or sometimes there’s a buildup of iron in the water which can plug up the nozzle on the eductor assembly and it’s not going to be producing as much water as it should.” Aquatech’s “workhorse” is a custombuilt, track-mounted drill rig specifically engineered for dewatering construction projects. “We’ve taken the bucket and stick off a tracked 324 Cat excavator and installed a mast and drill assembly,” says Thomas. The result: a machine equipped to work in extremely wet conditions. Adds Ingriselli, “We’re bringing water with us every time we install, so the ground conditions become saturated and more difficult for a rubbertired machine. So tracks become essential.” The pride of Aquatech’s equipment list, however, is its drill. “It’s simply the biggest, most robust and fastest drill rig out there,” says Thomas. “It can bore more wells in a single shift than any of our competition can.” Ingriselli adds that when digging particularly deep wells, Aquatech will sometimes employ a dual rotary drill that actually drills the casing into the ground. It drills out the material inside the casing “so you can install eductor wells or deep wells to whatever depth you want. We’ve installed 2-inch (50 mm) eductor wells up to 24-inch (609 mm) diameter deep wells with that rig.” The dewatering technology is rounded out by a wide ranging support fleet of boom trucks, service trucks, rubber-tired loaders and material handlers such as large fork lifts. All of these support elements “right down to the loaders and trucks that make deliveries, are critical to a turnkey operation like this,” says Ingriselli. “We’re a service business. It’s all about the end result. So you have to have control over all the critical factors...”
David Godkin is a B.C.-based freelance writer and regular contributor to On-Site. Send comments to editor@on-sitemag.com.
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TELEHANDLERS
Can I get a lift? Keep load weight and reach height in mind when you’re buying or renting your next telehandler
B
efore you run out and buy or rent a new telehandler, make sure you have a good idea how heavy the loads you will be lifting are, and how high you will need to lift them. There is a long list of telehandler manufacturers out there and lots of models to choose from. The following definitions will help you to understand how lift height, load weight and other features should factor into your final decision. lift capacity. Maximum lift capacities, stated in pounds, distinguish the different types of telehandlers available. Common maximum lift capacities for telehandlers range from 4,400 to 12,000 lb. Keep in mind you cannot lift the maximum capacity to the maximum reach or height of the telehandler, though. The lift capacities at maximum height and maximum reach state the weight of the load, which is considerably less than the maximum lift capacity, you can lift under those circumstances. lift height. Heights you can lift a load using a telehandler vary. Maximum lift heights on 4,400-lb. telehandlers may reach less than 20 ft., but lift heights on 10,000-lb. telehandlers may range from about 40 to 57 ft. In the middle, 6,000-lb. telehandlers typically reach from 34 to 44 ft. and 8,000-lb. telehandlers may offer lift heights between 40 and 45 ft.
45 / March 2013
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forward reach. Maximum reach varies from less than 10 ft. on smaller telehandlers to as much as 45 ft. on larger models. turning radius. This feature indicates the equipment’s maneuverability around jobsite clutter. engine. Most telehandlers have diesel engines. Engines on larger telehandlers typically offer more horsepower than smaller units offer. Steering modes. Many telehandlers come equipped with three steering modes — standard or front-wheel steering mode, all-wheel or four-wheel steering mode and crab steering mode. Standard steering mode works well when traversing on uncluttered, level surfaces, whereas four-wheel steering mode increases the telehandler’s maneuverability in crowded jobsites. Crab steering mode allows the telehandler to move to the side for placing the load in a precise location. Make sure to spend some time chatting with the dealer about the types and sizes of jobs you are planning. To see some of the latest heavy weight telehandlers check out page 46. With files contributed from RentalHQ.com. Send comments to editor@on-sitemag.com. page 46
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TELEHANDLERS
NEW CTS U D O R P
Manulift – Roto – 40.25 MCSS The Merlo – Roto – 40.25 MCSS from Manulift is a telescopic handler with the added dimension of a slewing
JCB – 512-56 JCB’s 512-56 telehandler has a 12,000-lb. lift capacity and 56-ft. lift height. The largest machine in the JCB lineup, it offers a large stable work platform for moving heavy loads, and servo controls to make handling heavy loads easier. It also has ground-level service points and rear-axle stabilization. www.jcb.com
turret. This machine has a maximum lift capacity of 8,800 lb. and a maximum lift height of 85 ft. It boasts efficiency and maneuverability, along with the combined benefits of lifting capability and the ability to safely place personnel into position at height. www.manulift.ca
GeHl – Dl SeRieS The DL Series from Gehl offers telescopic handlers that have lift heights ranging from 40 to 55 ft. and lift capacities from 7,000 to 12,000 lb. With hydraulic frame leveling and a tight turning radius of 12 ft., these machines are quite versatile. Options such as the patented Personnel Work Platform Safety System (PWP) and remote boom control are also available. www.gehl.com
Haulotte - Htl 9055 The HTL 9055 from Haulotte is ideal for material lifting and earth moving. This machine has a maximum lift capacity of 9,000 lb. and a maximum lift height of 54 ft. It has automatic oscillation locking on rear supports allowing a significant improvement in platform lateral stability when handling goods. The HTL 9055 also offers ergonomic and flexible joystick control with four integrated proportional functions. www.haulotte-usa.com
46 / June 2013
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TELEHANDLERS
CateRpillaR – tl1255C
Genie – GtH-1544
The TL1255C is Caterpillar’s largest
Based on the Terex
telehandler. With a Cat C4.4 ACERT, Tier 4i
telehandler design,
engine, it has a maximum lift capacity of
the Genie GTH-1544
12,000 lb. and a maximum lift height of 54
high-reach machine has
ft. Three steering modes offer maneuverability.
a maximum lift capac-
Hydraulic stabilizers provide extra support and
ity of 15,000 lb. and a
increased capacity at reach for work on any
maximum lift height of
terrain. www.cat.com
44 ft. It has a two-speed forward and reverse “shift-on-thefly” hydrostatic transmission, ergonomic operators’ station, multi-functional proportional joystick control and three selectable steering modes—front-wheel, coordinated and crab steer. This machine is also available with Tier 4i diesel engine options. www.genielift.com
Well Equipped - to Move the Biggest News.
On-Site weekly has been optimized for your hand-held device! Our recently commissioned survey showed a significant increase in the number of e-newsletters being opened on handheld devices. Just like the magazine you’re reading, On-Site weekly wants to keep you ahead of the curve - digitally. To make sure that you don’t miss a single news item we have redesigned our e-newsletters so that you can stay up-to-date in the office and on the job site. In
addition to the most current construction news On-Site weekly features products, video interviews and, of course, our famous Funny Photo contest. If you are not currently receiving On-Site weekly simply visit our website at on-sitemag.com and click on SUBSCRIBE – then Free e-newsletter it’s that simple!
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JUNE 2013
The
Sustainability
ISSUE CONTRACTORS MUST BE DILIGENT IN SELECTING GREEN MATERIALS
In this issue: CLEAN AIR PROJECT
www.on-sitemag.com
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INDUSTRY NEWS
Alta Vista retirement building.
Cement Association of Canada against changes to Ontario Building Code The Cement Association of Canada (CAC) is disappointed with members of the building and construction industry who have called for changes to the Ontario Building Code (OBC) to allow construction of six-storey wood-frame buildings. The CAC is concerned savings are being put ahead of safety, and any changes to the OBC would need to address safety concerns, as well as fire implications. According to the CAC, a fire in Richmond, B.C. in 2011 that destroyed the first six-storey wood-frame construction during the construction phase demonstrates the need for caution. “It is critical for the effectiveness, credibility and reputation of the Ontario Building Code process that any proposed changes go through the proper code development process,” said Michael McSweeney, president and CEO of the CAC. “Fundamentally, it should always be left to the licensed architects, engineers and building professionals to determine the safest and best building material for the job.”
Euclid Admixture Canada president joins Standards Council of Canada The Canadian government appointed Claude Bédard, president of Euclid Admixture Canada Inc. to the Standards Council of Canada (SCC). The 13-member governing council reviews, approves and advises the SCC on strategic direction, and promotes efficient and effective standardization in Canada. Bédard has been with the Euclid Chemical Company for more than 20 years, and served as a member of the American Concrete Institute board of directors from 2008 to 2011 and on the Canadian
Standards Association board of directors from 2005 to 2007. The council reports to Parliament through Claude Bédard Industry Minister Christian Paradis. “With his knowledge, experience and many contributions in the field of civil engineering, he will bring much valuable advice and insight to the council's governance in the years ahead,” said Paradis.
National Concrete Accessories opens Prince George branch National Concrete Accessories (NCA) opened a new office and show room in the British Columbian interior on June 5. NCA now has 14 branches across Canada, including two major manufacturing plants in Edmonton and Toronto. “As National Concrete Accessories continues to expand across Canada we felt that having a presence in Prince George would be critical to our success in B.C. and allow us to service our customers in the interior more efficiently,” said Brad Fenn, vice-president Western Canada for NCA.
Canadian cement and concrete industry launches new portal The Canadian cement and concrete industry has launched the portal rediscoverconcrete.ca. It is designed to provide information and engage the public, legislators, policy decision-makers, environmental nongovernmental organizations, architects, and engineers in the discussion about the sustainability of concrete––the world's most commonly used material after water. “It's our mission to ensure Canadians have at their fingertips the information they need to appreciate both our vision for a more sustainable future as well as concrete's immense contribution toward addressing society's sustainability challenges,” said Michael McSweeney, president and CEO of the Cement Association of Canada.
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FLOAT LIKE A BUTTERFLY. PUNCH LIKE A SLEDGEHAMMER.
On the jobsite, there’s no need to come out with both guns blazing. The key is having just the right amount of firepower to get the job done. The Mack® Granite® MHD is designed for shorter runs and lighter-duty cycles. But don’t sell it short. It’s a bona fide workhorse that exerts its authority over tough tasks. Yes, the Granite is durable, ergonomically advanced, and less expensive to operate. Just don’t call it pretty. LIVE BY THE CODE. DRIVE BY THE CODE.
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MackTrucks.com
13-06-12 3:14 PM
Concrete and the Economy
T
he cement and concrete industries are facing the same money on short-life products that will get them through their four challenges of any economic force driving Canada’s prosor five years, and then do repairs with the same material that failed perity. These include being corporately responsible and in the first place. Asphalt recycling is at a point where municipaliprofitable in an increasingly regulated marketplace. ties have too much and they have no way of using it all up—a result Land usage, environment, sustainable development, infrastrucof too much product with a short life. ture, new construction and rehabilitation of existing construction, The capital cost of concrete paving versus asphalt has now all fall under several categories influenced by regulation and public changed to favour concrete, but many municipalities still use their policy. An industry needs to be forward thinking to address all the old methods, and then talk sustainability and green without a true concerns impacting its business model. This happens on two levunderstanding. The asphalt lobby is so successful that we build els: the company itself and the health of its own markets and the our sidewalks, which carry the lightest load, out of concrete. And collective industry as a whole, leveraging the strength of a sector we build our roads, which carry the heaviest loads, out of asphalt. to maintain successful operation, despite external factors affecting On top of this, concrete is 100 per cent recyclable every time and the market through associations. saves virgin materials, whereas asphalt can only be recycled as a Industry associations must act on behalf of their members in small percentage (perhaps 20 per cent). During the years of the order to demonstrate value and maintain membership. One key heavy infrastructure subsidy funding following 2008, the asphalt area is to ensure members’ concerns are heard at all levels of industry sold a recycled cold-formed product to municipalities to government. There are a number resurface roads as a green soluof examples, such as the wood and tion. Most of these roads had to The capital cost of concrete paving asphalt industries, where the outbe replaced shortly after conversus asphalt has now changed to favour ward strength of a sector is meastruction and they are still being sured by its government relations replaced today. concrete, but municipalities still use and advocacy actions. The concrete and cement intheir old methods. The wood industry has been dustry is now providing smarter successful at obtaining heavy govsolutions—you might say the ernment subsidies to promote their products in Canada as reneweconomic downturn in recent years woke a sleeping giant. The C able, recyclable and sustainable. Their success has been measured and C industry under the banners of the Canadian Ready Mixed with sector-specific legislation proposed federally and provincially Concrete Association and Cement Association of Canada is becomto implement biased selection criteria for wood products on governing more active (and successful) at all levels of government—and ment construction tenders. This impacts the construction market decision makers are listening. Buildings or Infrastructure—the by removing any competition with little thought as to the technical cost, life and environmental benefits of concrete and concrete accuracy of the claims. All we have to do is look at the wasted wood systems are attractive to policy and decision makers. The meson any job site to know recycling of their products remains a huge sages of energy efficiency, sustainability, durability, resilience, fire, unanswered issue. The wood industry promotes carbon sequestrawind and water protection, longer life, lower cost, recyclability, tion as the key to using wood products, but that is only one side of performance and creative products are making an impact. Decision the story. With deforestation causing 25 per cent of global C02, makers understand they now have options to get better products what is the true cost? that save money, last longer and are better for the environment— The asphalt industry has been so successful that municiand the taxpayers. palities continue to build new roads that do not meet durability requirements, and then spend millions more repairing the product that fails. Policy makers are often unwilling to look for smarter solutions to solve this never ending cycle of debt. They would rather use the same product that just failed, resulting in a backlog Provided by the Canadian Ready-Mixed Concrete Association. of billions of dollars of failing infrastructure. The asphalt industry Send comments to editor@on-sitemag.com. has convinced politicians over the years that they should spend
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INNOVATION SPOTLIGHT STIHL introduces the new GS 461 Rock Boss™. A concrete saw with credentials to get the job done. Designed to square a corner or plunge cut a hole. This unit from STIHL will cut a wide range of materials including ductile pipe or reinforced concrete. At STIHL we have used everything that we know about chain saws and cut-off machines to create a concrete cutter that can handle even the toughest jobs. This new concrete cutter will make your work easier and complete the job quicker. Lightweight, easy handling, ergonomic design and efficient water usage are additional features of another high quality tool that you’ve come to expect from STIHL. There’s no need for complex and costly tool attachments and intensive manual work. The new GS 461 Rock Boss™ is the tool that you’ve been waiting for.
STIHL’S NEW CONCRETE CUTTER The new STIHL GS 461 Rock Boss™ is the one that you’ve been waiting for. It’s the perfect addition to STIHL’s #1 selling brand of cut-off saws. The beauty of the STIHL GS 461 Rock Boss™ is the cutting precision, such as contour, corner and hole cutting to a depth of 16”. This high cutting performance concrete saw reduces possible cutting errors and helps to save time on the construction site. Those concrete cutting jobs that require precision will be completed with ease. Delayed stratified scavenging engine Low emissions – reduces fuel consumption by up to 20% Excellent cutting performance – 30% better than competitors Improved air filtration with HD2 filter Cutting depth of up to 16” Specially designed STIHL ROLLOMATIC ® G Guide Bar and 36 GBM Diamond Abrasive Chain
STIHL’s concrete cutter must be run with a water supply.
Includes water hose valve
NEW GS 461 ROCK BOSS
TM
Displacement Power Output Weight Torque
76.5 cc 4.3 kW 8.2 kg / 18.1 lb 5.2 Nm
Innovation at work. For over 87 years, STIHL has been a world-class innovator in outdoor power equipment. German engineered products featuring the latest pioneering technologies make STIHL the market leader. STIHL products are only available at independent STIHL Dealers who provide expert advice and on-site service. Thank you for supporting the leading team and for making STIHL the Number 1 Selling Brand in Canada.
*
www.stihl.ca Find us on Facebook STIHL Canada
Follow us on Twitter @STIHLCanada
JOIN THE CLUB that everyone is talking about! www.STIHLCLUB.ca
* #1 Selling Brand in Canada is based on an independent market share analysis of imported gasoline powered handheld outdoor power equipment for the year 2012.
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www.kpijci.com
13-06-12 4:03 PM
cleaner concrete
Funding pours in
BY PATRICK CALLAN
for clean air project
Lafarge cement plant aims to lower carbon dioxide emissions
L
afarge Canada Inc., Natural Resources Canada, Queen’s University and Carbon Management Canada are partnering on an innovative energy project designed to significantly reduce carbon dioxide emissions at Lafarge’s cement plant in Bath, Ont. The three-year project involves four firings of the kiln using low-carbon waste material––construction and demolition waste, asphalt shingles, utility poles and railway ties––as fuel to help lower the plant’s annual carbon dioxide emissions by roughly 10 per cent. Backed by $8 million in funds, including $2.68 million from Natural Resource Canada to build a full-scale demonstration plant, the project is scheduled to begin in August with the first kiln firing. Lafarge, who is involved in a number of alternate fuel projects worldwide, has committed to reducing carbon dioxide emissions and reducing consumption of fossil fuels at its Bath plant. “This is an exciting project for the Bath plant and we’re quite happy that this process started,” says Richard Sebastianelli, plant manager. If all goes as planned, the testing could have considerable implications for reducing carbon dioxide emissions in the cement industry worldwide, says Warren Mabee, the project’s lead
By Patrick callan
researcher and Canada research chairman in renewable energy development and implementation with Queen’s University. The Canadian cement industry produces roughly 3.8 per cent of the country’s carbon dioxide emissions, and of that, 30 to 40 per cent comes from burning coal and petcoke––both commonly used to fire kilns at cement plants.
“We need cement but we can make it with a lower footprint.” “If Lafarge can reduce that [30 to 40] per cent by a significant amount then we’ve done something real for the world. Something that will benefit all of us,” says Mabee. “We need cement but we can make it with a lower footprint.” The benefit of this project, he says, is that it will test the impact of low-carbon fuels––materials that would otherwise have ended up in a landfill––in a real, industrial-sized plant that produces on average 2,400 tonnes of cement per day.
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cleaner concrete
In between testing periods the plant will revert to its normal fueling methods while researchers analyze and compare actual results to their model. “We will run the tests, compare our model outputs with what is actually measured at the plant so that we will know how accurate our model is. Where there are problems, we’ll go back and fix it,” says Mabee. “We’ll continue to refine the model so we get much closer to a real industrial process.” Using results from the plant and their model, Mabee and his team will extrapolate their findings to see how much emissions could be reduced if cement plants were only using low-carbon fuels. “Ultimately it will tell us how much better we can do with cement production. We can green that process and start bringing emissions down in real terms,” he says. The project will be fully documented, both along the way and afterwards, with findings published in academic papers, and environmental and trade journals. “It’s very important that we keep the public and industry informed about what we’re doing and that we try to communicate those results,” he adds. A tangible, long-term strategy to reduce fossil-based emissions in the atmosphere is needed as we move towards our “carbonconstrained” future––one that will see more accountability in terms of reducing emissions, Mabee says. “And we’ll need the science to back that up,” he adds. “We can’t
just say we’re doing it. we’ve got to show we’re doing it.” Carbon Management Canada (CMC), an organization that supports research to reduce carbon dioxide emissions in the fossil energy industry, is one of the groups putting up cash to back the project—$400,000 over three years. With the cement industry generating around 10 million tonnes of emissions per year in Canada, a project such as this one was very appealing, says Richard Adamson, managing director of CMC. “The big issue as we go forward is as much around how we make decisions as it is around what technical choices or regulatory choices we make.” As part of the project, Mabee’s team will look at full emissions comparisons, evaluate water use, burner optimization and do a life cycle analysis on different alternative approaches to reduction of emissions. “And that’s key,” he says. “Life cycle analysis is becoming a ruler by which benefits from different pathways are assessed.”
“The more connected these various groups are, the more effective the innovation process is going to be in the long-term.” When it comes to choosing which projects to fund, the CMC looks to invest in projects that not only have the potential for a large impact, but also connect many different groups, from academic researchers to industry professionals, on national and international scales. “The more connected these various groups are, the more effective the innovation process is going to be in the long-term,” he explains. The kind of work being done by Mabee’s team is far more important that this particular project alone., adds Adamson. “It’s laying the groundwork for future projects. For people to be able to go forward and measure other projects in a similar area.” www.on-sitemag.com/news/lafarge-partnering-in-clean-airproject/1002363144/
56 / June 2013
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When Putzmeister designed the new Pro Series and Bridge Maxx Series concrete mixers, no legacy models or preconceptions held us back. The result? Innovations that define a whole new standard for mixer trucks. Like long lasting, even-wearing drums and fins; simple, foolproof Ergonic 速 Mix Controls that integrate all mixer functions over a CAN Bus system; and increased payload capacities. Expect nothing less from Putzmeister. No matter what the job site throws at you, be confident that Putzmeister will deliver the right solution.
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SUSTAINABILITY
absolute Towers in mississauga, ont.
a sustainable
choice Contractors must be diligent in selecting “green” materials to grow their businesses BY ROSS MONSOUR
e
very day contractors make numerous jobsite decisions. One big decision, surrounds their actions when they actually bid the job. An owner developer has the opportunity to look at a broader selection of materials and systems to meet the particular needs of the end product. With this in mind, the general contractor can propose alternatives that may speed up construction, provide a longer-term solution and generate cost savings. Tools such as life cycle costing are starting to find their way into the criteria proposed by public sector contracts. In order to be better informed, today’s contractor must be more diligent in identifying the materials and systems that will achieve the owner’s goal and keep the contractor and his business moving forward. Concrete as a material or system choice has been around for hundreds of years. It is referred to as a commodity product, and consumers are generally familiar with its uses—basements, buildings, curbs and sidewalks. The question is, do they really understand the benefits of concrete as the demand for more sustainable construction steadily increases? This article will summarize some of those key environmental benefits. First, let’s look at the elements that combine to create concrete. Cement is the basic ingredient that starts the process of manufacturing concrete. Most are aware that cement production requires a lot of energy usage. In recognition of this, the cement industry has invested millions of dollars in developing new techniques for reducing the energy requirements to produce cement. This includes burning waste materials, reducing the amount of limestone necessary for
cement production, biological methods, and researchers continue to look for ways to minimize the impact on the environment. One of the outcomes of this research is the development of a type of cement called “Contempra,” which not only reduces the impact of cement production on the environment, but also provides the same level of quality as standard cements for the production of concrete. Another benefit of using different cements with lowenergy production requirements is the ability to use waste byproducts from other industries. These are referred to as “supplemental cementing materials” (SCM) and have been in use for more than 20 years. Products such as fly ash, slag and metokalin have been used for years with success. These products also enhance the durability and strength characteristics of the concrete. Concrete as a material can be completely recycled and reused, and many companies take advantage of this during demolition. The municipalities’ specifications allow for complete recycling of concrete products, so the material is inherently sustainable as a product for a long-term solution. The real benefits can be seen when you start looking at the different applications for concrete. Buildings provide an excellent opportunity to demonstrate the sustainable choices for concrete
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CONCRETE MAKES fOR ENERGY EffICIENT ICIENT p pA AvEMENT. Av EMENT ALLOWING US TO BREATHE A LITTLE EASIER. Over a 50-year period, the construction, maintenance, and repair of a concrete pavement uses one third the energy required for an asphalt pavement.
To learn more visit rediscoverconcrete.ca
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SuStainability
systems. Thermal mass is an energy bonus that is maintained over the life of the structure. It does not diminish with the age of the building and is there whether it is cast-place or used in an insulating concrete form. This feature provides the type of structure private and public sector groups, using life cycle costing as a goal, need to specify. Work still needs to be done on quantifying the impact of the thermal mass as energy codes try to identify the computer modeling
benefits for buildings. Contractors have learned many advantages in the construction process such as speed, fire resistance and durability using concrete. Durability becomes another key ingredient in the long-term sustainability of the building.
The road To green Concrete roads are another area where there has been little movement in changing from the current flexible pavements to concrete. The benefits range from reduced aggregate use, recycled aggregate use, long-term durability over the current solutions, local products and materials used to construct the roads and reduction in the heat island effect. Safety concerns such as brighter pavement at night, reduced hydroplaning and longer periods between road reconstructions are coincidental bonuses. Another issue for municipalities is storm water management. Expansion of parking lots or landscaping around trees becomes an issue if you are using an impermeable surface. Pervious concrete is a product that provides drainage through the concrete material and returns the water directly to the ground. This product becomes a solution for expansion of parking lots and is recognized for LEED credits.
InsulaTed forms
The new K 760 improved in every detail. The new Husqvarna K 760 is the follow up to our best-selling, all-around power cutter of the same name. It’s the perfect choice for construction workers and landscapers. Optimized engine performance, enhanced startability and ergonomics are just a few areas of improvement to boost efficiency and profitability. HUSQVARNA CONSTRUCTION PRODUCTS 2077 Bond Street • North Bay, Ontario P1B 8J8 • T 800-461-9589 • F 800-825-0028 • www.husqvarnacp.ca Copyright © 2013 Husqvarna AB (publ.) All rights reserved. Husqvarna is a registered trademark of Husqvarna AB (publ.).
Residential housing has maintained the push for energy efficiency but continues to add insulation as the main solution. Using insulating concrete forms for above and below grade construction adds thermal mass and a durable air barrier for long-term durability of the structure and energy performance. The above examples are just a few of the options available when selecting concrete or concrete systems to achieve sustainable construction. Informed contractors will be able to make good decisions about the right materials and systems that will provide the greatest long-term and environmental benefits.
Ross Monsour is director of marketing for the Canadian Ready Mixed Concrete Association. Send comments to editor at editor@on-sitemag.com.
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June 2013
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RISK By David Bowcott
W
Complacency: The great enemy to success
hen our perception of risk is at its highest, the diligence we take to manage it is equally high. As time progresses and we succeed at managing the same risks over and over, the confidence we have in our ability to manage these risks increases (sometimes exponentially and often quite rapidly). This is the essence of complacency and it assumes that all risks are static in the way they manifest and impact your project. We know that’s not the case, but our confidence dilutes our initial paranoia thereby leaving us exposed to risk. In the competitive construction marketplace the dilution of paranoia through an increase in confidence, often means the contractor uses their complacency to more aggressively price projects. It is after all a low-price game. And if the contractor believes they have “mastered” a risk then they will most often reduce the resources that were once used to manage that risk, thereby giving the company a better chance to win the project. In some cases, the contractor truly has mastered the risk and has gained a competitive advantage over its competition, thereby providing a greater chance of winning work. In some cases, the contractor believes he/she has “mastered” the risk when they have not, and by not adequately resourcing the management of said risk, they are leaving the project, the company, and its client exposed (ie. win now and pay later). In the past few years owners have adopted some new delivery models and the track record of on-time, on-budget and even operational certainty, have improved. Even at my company, we’ve collected loss
ratios from traditionally procured projects and compared them to those generated by some of these new delivery models, and there is a marked improvement. These new models were just that—new—and given they were new, the paranoia of the contractors bearing the risk associated with them was never greater. Often the paranoia was not only felt by the contractor, but in the case of Public Private Partnerships (P3s) the capital used to finance these assets was equally filled with paranoia. Given the referenced complacency theory and it's application to some of the new delivery models coming to market, is there a chance that complacency might be manifesting within these new models and as such performance results might deteriorate? I believe that may very well be the case. Looking at P3s, the paranoia resulted in the implementation of two major risk controls: Mandated use of the A-Team – Those responsible for the risk, and those most paranoid, were driven to use their best people on these projects. The A-Team was brought to the table from all parties involved in the project. Often the best in a company are the most paranoid as they are always running scenario analysis’ in
their heads imagining what could go wrong. But more importantly, using that imagination to take measures to ensure nothing does go wrong. Third-party oversight – Those that are the best at what they do are not afraid of the scrutiny of others. Often if you ask the best in their field what makes them the best the answer is the drive to always get better. Third-party scrutiny was welcomed by the best, even though it may have been a requirement of others less familiar with construction (ie., the project finance stakeholders). Just like the contractor brought their A-team to the table, the project finance stakeholders demanded the best teams of third-party scrutinizers. So, back to complacency, the risk controls played a primary role in making these projects successful. The track record of success grew over time as the best from all stakeholders imagined risks and treated risks successfully. This has gone on for several years now and it does appear that confidence in delivery is high and competition is getting fierce. These two facts are combining to create a potential for higher failure rates. To be competitive, the A-teams are not being turned to as frequently (both within the contractor and from the third-party oversight community). Paranoia is being diluted through greater confidence, and what once was a strong track record of success could start showing signs of deterioration. Contractors involved in successful delivery models should look to gauge paranoia levels and the application of A-teams on these projects.
David Bowcott is senior vice-president, national director of large/strategic accounts, AON Reed Stenhouse Inc. Send comments to editor@on-sitemag.com.
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CONTRACTORS & THE LAW By Matthew Swanson & Grant Mayovsky
Extensions of time matter: A primer on time being at large and acceleration
C
onstruction contracts between owners and contractors will invariably require the contractor to complete its work by a specified date. It is often agreed that the failure of a contractor to meet its deadline will result in a claim by the owner, often in an amount that has already been agreed upon (i.e. liquidated damages). Certain delays, however, may be excusable and may allow for extensions of time. Where owners and contractors have agreed that certain excusable delays will give rise to an extension, it is expected that extensions will be granted in a timely manner. This does not always occur. When it does not, a contractor may be entitled to treat time as being “at large” or be entitled to claim acceleration costs against the owner.
TIME AT LARGE Where a contract requires an owner to extend the completion date due to certain excusable delays, (often owner-caused delays) the contractor is entitled to have such an extension determined in a prompt manner so it can plan its work to meet the new deadline. A lengthy delay in providing an extension may result in time being “at large.” To say that time is “at large” generally means a contractor is no longer required to complete its work by a specified date. Instead, the contractor must complete its work within a reasonable period of time. This occurred in the case of Hawl-Mac Construction Ltd. v Campbell River (District) (1985), 10 CLR 177 (BCSC). In the Hawl-Mac case, the contractor encountered a delay caused by the owner’s engineer and as a result the contractor
requested a time extension. While an extension was eventually granted, it was not until after the original completion date. Even with the extension, the contractor was unable to complete on time. The owner sought liquidated damages. The Court in the Hawl-Mac case held that a new completion date should have been determined within a reasonable time. Because it was not, the new completion date was invalid, time was at large and the liquidated damages provisions in the contract could not be enforced.
“To say that time is ‘at large’ generally means a contractor is no longer required to complete its work by a specified date.” ACCELERATION COSTS The delay of an owner in granting an extension in a timely manner, or at all, may also give rise to a claim by a contractor for constructive acceleration. Acceleration is “constructive” when it occurs in the absence of owner-directed acceleration. For example, in Morrison-Knudsen Company v BC Hydro & Power Authority (1978), 4 WWR 193 (BCCA), the Court held if an owner decides against an extension of time in a clear case of owner-caused delay, the result is that the contractor remains legally bound to complete by the contract dates. If the contractor is required to accelerate its work to overcome the delay, fair treatment may require the owner to pay the extra cost. Claims for constructive acceleration are more likely to succeed where certain conditions are met.
First and foremost, the contractor must experience an excusable delay under the contract. If there has been an excusable delay, the contractor must then notify the owner of the delay and make a request for an extension in a timely manner. Failure to give proper notice may be a complete bar to a claim and, for this reason, it is essential that the contractor familiarizes itself with the notice requirements in the contract and provide notice as and when required. Assuming proper notice is given, the matter then stands in the hands of the owner. If the owner grants an extension of time, as required, there can be no claim. However, if the owner fails or refuses to grant an extension in a reasonable period of time, or at all, and makes it clear that the contractor must complete “on time,” the contractor may have a legitimate claim, provided it has accelerated its work and incurred increased costs.
BE FAMILIAR WITH THE CONTRACT It’s clear the failure to reasonably respond to a delay event or a request for an extension can have implications. Owners and contractors should understand their contractual rights and obligations and be familiar with the process for seeking and granting extensions even before a delay arises. Failure to do so may result in the loss of a claim against the opposite contracting party, or worse, give rise to a claim by that opposite party. This article is for information purposes only and may not be relied on for legal advice. Matthew Swanson and Grant Mayovsky are lawyers at Borden Ladner Gervais LLP.
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WATCH THIS TRUCK COME TO LIFE.
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