JUNE 2014
CONCRETE
ON-SITE PG.39
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VOLUME 58, NO.3 / JUNE 2014
COVER STORY 17 Top Contractors Find out how Canada’s leading construction firms plan to stay at the top.
DEPARTMENTS Comment 5 Embracing technology
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32
News Industry news
14
Construction Stats The latest news on building permits and construction employment
COLUMNS 50 Software Constructing a stronger web presence
52
12
Risk Big Data is coming
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54
Funny Photo Funny Photo contest
54
Contractors and the Law Terminating employees without cause
53
Index of Advertisers
features 12
32
The Ontario College of Trades implements controversial panel decision to amend journeyperson to apprentice ratios for 15 of Ontario’s 33 regulated trades.
On-Site talks to four trailer manufacturers about their latest features and technological advancements.
Industry split over ratio reductions
What makes your trailer so special?
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COMMENT
Embracing technology
M
Get the latest construction news! Follow us on Twitter @OnSiteMag
any of today’s top construction companies started out as family businesses a generation ago. Built on quality craftsmanship, loyalty and a firm handshake, our grandfathers certainly weren’t losing sleep over such bizarre sounding things as “open rates,” “tweets” or “software glitches.” As ludicrous as these terms might have seemed in the past, technology is now making the difference between success and failure for many contractors. Ongoing technological change is a daunting challenge for every contractor. “I’m sure we have the largest internal technology group (in the industry) working on this stuff, and we can’t keep up,” says Paul Douglas, president and CEO of PCL. “The opportunities out there are endless. The demands from both internal and external clients are huge. I can’t imagine how some of the smaller contractors are keeping up with it.” (Check out Jim Barne’s Top Contractors report on page 17) Beyond the physical technology, such as machine control, hardware and hand-held devices, the company website is increasingly important. On-Site’s software guru, Jacob Stoller, points out that “contractors have been slow to jump on the digital bandwagon, to the extent that the typical construction website, looks like… well, a construction site.” The good news, however, is that website technology has been simplified over the years, and is now easier and less costly to construct. (For tips on constructing a stronger web presence, check out his column on page 50.)
Although managing websites, software and servers is not always fun, there are some significant benefits to having all those digital files. That data is a gold mine for managing future projects. Through technology the world has managed to capture 2.8 zettabytes of data. Not all of that information is construction related, but a good chunk of it is. The goal is to harness this data and turn it into intelligence that can help contractors understand things such as: Which project delivery models work best, or which asset type has the best track record. “Big Data applied to construction and asset management industries could significantly improve certainty around project delivery and project operations,” says risk consultant David Bowcott. (Big Data is coming to construction risk management, pg 52) Quality craftsmanship, loyalty and a firm handshake still mean a lot in this industry. That will never change. However, there are a multitude of new tools and technologies available to help contractors grow their businesses and improve efficiencies. The trick is figuring out which technologies are true innovations, and which ones are nothing more than smoke and mirrors.
Corinne Lynds / Editor CLynds@on-sitemag.com
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CONTRIBUTORS
MEET OUR CONTRIBUTORS FOR THIS ISSUE
www.on-sitemag.com / Fax: 416-510-5140
PUBLISHER | Peter Leonard (416) 510-6847 PLeonard@on-sitemag.com EDITOR/EDITORIAL DIRECTOR | Corinne Lynds (416) 510-6821 CLynds@on-sitemag.com
JIM BARNES / Contributing Editor
ASSISTANT EDITOR | Patrick Callan (416) 442-5600 x3524 PCallan@on-sitemag.com
On Top Contractors: For years, a few Canadian companies have dominated the upper reaches of On-Site’s annual Top Contractors listing. What’s their secret? And more importantly, what are their plans for maintaining their position on the list?
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CONTRIBUTING EDITOR | James A. Barnes ART DIRECTOR | Melissa Crook (416) 442-5600 x3260 MCrook@bizinfogroup.ca ASSOCIATE PUBLISHER | David Skene (416) 510-6884 DSkene@on-sitemag.com
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SALES & MARKETING COORDINATOR | Kim Rossiter (416) 510-6794 KRossiter@bizinfogroup.ca
DAVID BOWCOTT / Senior vice-president, national director large/strategic accounts, construction and infrastructure services, Aon On big data: We often take for granted the impact information technology and the Internet has had on our ability to more accurately collect and analyze data.
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MATTHEW SWANSON / Associate lawyer at Borden Ladner Gervais LLP (BLG)
PRODUCTION MANAGER | Barb Vowles 416-510-5103 BVowles@bizinfogroup.ca CIRCULATION MANAGER | Selina Rahaman (416) 442-5600 x3528 SRahaman@bizinfogroup.ca Published by BIG Magazines LP, a division of Glacier BIG Holdings Company Ltd. 80 Valleybrook Drive, North York, ON M3B 2S9 BIG Magazines LP Executive Publisher | Tim Dimopoulos Vice-President of Canadian Publishing | Alex Papanou President of Business Information Group | Bruce Creighton SUBSCRIPTION RATES Canada $81.00 per year, Outside Canada US$139.00 per year, Single Copy Canada $13.00. On-Site is published 7 times per year except for occasional combined, expanded or premium issues, which count as two subscription issues.
On employee termination: …employment law is fraught with misconceptions concerning employee terminations. One of the most commonly held misconceptions relates to the termination of employees on a without cause basis.
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JACOB STOLLER / Principal of Stoller Strategies On company websites: Contractors have been slow to jump on the digital marketing bandwagon, to the extent that the typical construction website looks like… well, a construction site.
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PATRICK CALLAN / Assistant Editor On concrete solutions: On-Site talks with product specialists from Kleemann, Metso, KPI-JCI, Genesis and Allied-Gator, in a roundup of their latest crushing machines?
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INDUSTRY NEWS
Canada's fastest growing construction jobs and what they pay Canada’s construction industry has seen steady growth over the last few years, and new data suggests the expansion will continue throughout 2014. According to CareerBuilder Canada and Economic Modeling Specialists Intl. (EMSI), employment in the construction industry has grown by 12 per cent from 2011 to 2014, adding more than 102,000 jobs and outpacing 4 per cent growth for all jobs. To help workers determine where the opportunities lie within the construction industry, CareerBuilder and EMSI put together a list of the fastest-growing construction jobs in 2013-14. 1) Administrative officers: • 5.1 per cent increase • Median hourly earnings—$21.63 2) Contractors and supervisors, heavy construction equipment crews: • 4.4 per cent increase • Median hourly earnings—$29.85 3) Contractors and supervisors, electrical trades and telecommunications occupations: • 4.3 per cent increase
• Median hourly earnings—$34.58 4) Welders and related machine operators: • 3.8 per cent increase • Median hourly earnings—$24.11 5) Residential and commercial installers and servicers: • 3.8 per cent increase • Median hourly earnings—$18.51 6) Truck drivers: • 3.5 per cent increase • Median hourly earnings—$20.29 7) Steamfitters, pipefitters and sprinkler system installers: • 3.4 per cent increase • Median hourly earnings—$32.78 8) Construction trades helpers and labourers: • 3.4 per cent increase • Median hourly earnings—$19.09 9) Construction managers: • 3.2 per cent increase • Median hourly earnings—$35.42 10) Heavy equipment operators (except crane): • 3.1 per cent increase • Median hourly earnings—$25.48 11) Contractors and supervisors, other construction trades, installers, repairers and servicers:
Churchill Corp. changes
3 per cent increase Median hourly earnings—$28.38 12) Construction estimators: • 2.7 per cent increase • Median hourly earnings—$29.99 13) Plumbers: • 2.7 per cent increase • Median hourly earnings—$25.86 14) Electricians (except industrial and power system): • 2.7 per cent increase • Median hourly earnings—$27.99 • •
Y B
Job Growth by Region The construction industry has grown across all ten provinces, though it remains slightly more concentrated in some. The provinces that saw the highest growth in construction jobs in 2013-14 were: Newfoundland and Labrador: 5.2 per cent Alberta: 4.1 per cent Saskatchewan: 3.9 per cent Manitoba: 3.2 per cent British Columbia: 2.6 per cent Quebec: 2.5 per cent Ontario: 2.5 per cent Nova Scotia: 2.1 per cent New Brunswick: 1.4 per cent Prince Edward Island: 0.3 per cent
“We are pleased with the high
name to Stuart Olson Inc.
level of shareholder support for
At its recent annual meeting,
unifying the corporation under
shareholders from The Churchill
a common brand,” said David
Corp. approved a resolution to
LeMay, president and CEO of The
change the company’s name to
Churchill Corp. “This will increase
Stuart Olson Inc., effective imme-
our competitiveness and help
diately. Stuart Olson Dominion was
customers recognize our size and
previously the name for Churchill’s
scope as an integrated solutions
general contracting segment of the
provider in the Canadian construc-
company.
tion services sector.”
B a o b o IS h
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YOUR VISION. BUILT TO SPEC.
Building your construction business together. You have pretty clear ideas about the equipment you need to succeed. So we used them as a blueprint for our E-Series Skid Steers and CTLs. You wanted more foot room. We achieved it by making the foors fat. You wanted more horsepower. We upped it by 10% on our large-frame models. You wanted switchable controls. We offer selectable ISO, H-pattern, and foot controls on all models. You wanted easier attachment hookup. We hooked you up. To learn more, see your dealer or visit our website.
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INDUSTRY NEWS
Gold Seal expands construction certification program The Gold Seal Certification program has expanded its Owners’ Project Manager Designation (OPM) to ensure it remains relevant to the needs of the construction industry and stakeholders. Following a regular review of the Owners’ Project Managers Occupational Profile and exam specifications, it was determined there was a close alignment with a large group of construction professionals that did not fit under current occupational profiles. This group consists of employees at independent firms that contract project and construction management services to owners, and who have a very similar occupational profile to the existing Owners’ Project Managers profile. By expanding the OPM, a newly formed “Owner’s Construction Manager (OCM)” Certification will capture both the traditional Owner’s Project/Construction Managers and those professional managers from private firms that provide the same service to and for owners. This program expansion will not impact those already certified as Owners’ Project Managers, as their certification will be reissued under the new designation of Owners’ Construction Manager. For those working in construction management roles, whether for owners directly or through outside firms, the application criteria and process is now live on the Gold Seal Certification website. www.goldsealcertification.com
Many Options. One Choice. With so many options in today’s commercial van market, we strive to make one choice easy: your cargo management solutions! Adrian Steel is the industry leader providing cargo management solutions that optimize the value of the commercial van you drive today, and the one you will be driving tomorrow.
AdrianSteel.com
EllisDon Founder inducted into the Canadian Business Hall of Fame The Canadian Business Hall of Fame honoured Don Smith, founder and former president and CEO of EllisDon, as part of its 36th Class of Companion Inductees. This year's class of companions, which also included Peter Brown of Canaccord Genuity and Emanuele (Lino) Saputo of Saputo Inc., were formally inducted at the 2014 Gala Dinner and Induction Ceremony at the Metro Toronto Convention Centre on May 15. The Order of the Business Hall of Fame was established in 1979 by Junior Achievement of Canada to recognize business leaders for their personal and professional accomplishments and legacy created for future generations while upholding high standards of leadership, ethics, and citizenship. , "Our Inductees are leading examples of achievement in business and in life,” said Keith Publicover, president and CEO of Junior Achievement of Canada. Under Don Smith's management, EllisDon grew quickly to become a leader across various sectors, building many prominent schools, malls, office and healthcare buildings, and the world's first retractable rooftop stadium, Rogers Centre (formerly SkyDome). He was an outspoken and influential business leader who maintained a strong commitment to philanthropy and breaking down industry barriers.
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INDUSTRY NEWS
"Don was as close to a pure entrepreneur as I have ever seen. He was driven, optimistic and charismatic, and relentlessly honest in everything he did. This determination extended well beyond business to improving the lives of others who were less fortunate than he had been. To be recognized for his efforts would have been a truly momentous occasion for him," said Geoff Smith, president and CEO of EllisDon. "It is this genuineness that enabled him to leave a lasting mark on the industry and build such a unique company that no competitor could ever come close to imitating," added Smith, who accepted the honour on behalf of Don who passed away last summer.
News Briefs
> Cadillac Fairview Corporation Ltd. has begun a $49-million redevelopment project of Les Promenades St-Bruno shopping mall near Montreal’s South Shore. The investment marks phase one of a multi-phase redevelopment and property enhancement, which will be one of the largest transformations of the shopping centre since it opened in 1977.
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> The Ontario Hot Mix Producers Association (OHMPA) is calling on drivers to share photos of their favourite provincial roads as part of its second annual #ONGreatRoads contest. Ontario contains roughly 200,000 kilometres of asphalt roads considered to be some of North America’s most scenic, smoothest, and sustainable. To enter the contest tweet an original picture of an open Ontario road (not a construction site) to @OHMPA using the hashtag #ONGreatRoads or post it on Facebook at www.facebook.com/OntarioHotMix until July 4. > Infrastructure Ontario and Seneca College have issued a request for qualifications to pre-qualify companies to design, build and finance the first phase of the Seneca King Campus expansion in King City, north of Toronto. The project will create space for 1,450 additional students while improving the quality of student learning and campus life experience. When complete, King Campus will provide teaching and learning opportunities for more than 5,000 full-time students.
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INDUSTRY NEWS
Industry split over minimal ratio reductions Ontario College of Trades slight adjusts journeyperson to apprentice quotas PATRICK CALLAN The Ontario College of Trades (OCOT)—a lighting rod for both criticism and praise since it’s inception in April 2013—recently implemented a controversial panel decision to amend journeyperson to apprentice ratios for 15 of Ontario’s 33 regulated trades. For some, the revised ratios were a welcome sign of opportunity for budding apprentices, as 14 ratios in the construction sector were reduced (see sidebar). For others, the ratio reductions didn’t go far enough, and the haphazard review process only fueled their ire towards an institution they say is rife with problems. The ratio review process, which began in 2012 and wrapped up in 2013, was designed to bring all ratios under one regulation (O.Reg.104/14), standardize the way ratios are expressed, and implement the remaining 2013 Ratio Review Panel decisions to change ratios. The ratios for cement (concrete) finisher and floor covering installer were previously set out in a separate regulation in April 2013. “In less than a year since opening its doors, the College has completed a comprehensive review of all 33 regulated ratios
The 14 reduced ratios: > Brick and stone mason > Cement (concrete) finisher > Construction millwright > Electrician – construction and maintenance > Electrician – domestic and rural > General carpenter > Plumber >R efrigeration and air conditioning systems mechanic > Residential air conditioning systems mechanic > Restoration mason > Roofer > Sheet metal worker > Steamfitter > Terrazzo, tile and marble setter (For all ratios visit www.collegeoftrades.ca/about/ review-panels/ratioreviews)
FACT! The last time ratios were reviewed in Ontario prior to this round was in 2007. The Ontario College of Trades’ mandate dictates that ratios will be reviewed every four years, with the next process set to begin in 2016.
through an independent and public process—which never happened before in Ontario,” said Matt Moir, spokesperson for OCOT. “This review was conducted by an independent review panel. All of the review panels are chaired by a vice chairperson from the Ontario Labour Relations Board. Other panel members are chosen from a roster of adjudicators.” Moir added the review process is transparent and evidencebased, and looks at, among other things, the economic impact of the ratio and the health and safety of the apprentice. There is also an open call for submissions, which then get posted on the College’s website, followed by an oral hearing. Gail Smyth, executive director of Skills Canada-Ontario, welcomed the panel’s review of the regulated ratios and the process by which it arrived at the revised numbers. According to Smyth, the new ratios are a win-win for apprentices and small construction businesses. “The 14 ratios that went down were all in the construction industry, which I believe is good news for small businesses in this industry as it creates more opportunities to hire apprentices. It is also good news for apprentices because it creates more opportunities for training,” she said. Pierre Trudel, purchaser at Oxford Plumbing Inc., said the reduced plumbing ratios, which decreased from 3:1 to 2:1 (journeyperson to apprentice), mean more opportunity for apprentices looking to get a foot in the door. “The ratio changes are better for the kids because we can hire more. Before, if you had 10 plumbers on staff you could only have three apprentices. Now you can have five,” he said.
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not a lot of empirical, fair, decision-driving type of evidence that you would feel is actually credible.” Renkema notes the provinces that are attracting more skilled trades workers have lower ratios than Ontario. “Most provinces are moving to a 1:1 ratio across the board, and in Ontario we’re steeped in some very archaic ratios that only minimally changed through this process,” she said. Sean Reid, vice-president, federal and Ontario, Progressive Contractors Association of Canada, also voiced strong concern for the review process, which he said was flawed and only produced marginal results at best—especially in the compulsory trades. “The main thing we observed was that they changed the criteria However, not everyone is in agreement with how the review half way through the reviews. Essentially they started weighting differprocess was done, nor that the ratio reductions ratios went far ent criteria more heavily than others and decisions that were made enough. “We are really concerned about the credibility of the early on were based on one set of principles, while decisions made decisions that are being made with the process that the College later on were based on another,” he said. “Most of it was rooted in currently has in place,” said Karen Renkema, chairwoman of very weak research and evidence. Many times the decisions were the Ontario Skilled Trades Alliance. left up to the ‘intuition’ of the panelists. And that’s problematic.” Renkema also heads up the Stop The Trades Tax campaign, Reid is also worried that OCOT is applying the same methods which seeks to stop the Ontario Liberal government’s “job-killing it used to review ratios to the process for reviewing compulsory trades tax.” The “trades tax” took effect on April 8, 2013, the day certifications. “We don’t want anymore reviews of compulsory cerOCOT came into existence. Skilled tradespeople in Ontario must tifications,” he said, because they will likely shut the door to more now register with the College and pay annual fees, ranging from apprentices at a time when the province is already facing a short$60 for apprentices to $120 for journeyperson. age. “The Ontario College of Trades is a deeply According to OCOT’s website: “Failure to pay flawed institution. It needs to be abolished. We membership fees may result in the suspension of a need to find new ways to bring down the regulaFACT! member’s certificate of qualification or statement of tory barriers—not put new ones up—and promote There are 156 trades membership.” the skilled trades.” in Ontario; 22 are A strong critic of OCOT for many reasons, With the construction industry mired in a pecompulsory (must be Renkema argues that during the ratio review riod of unprecedented worker shortages, promoting a journeyperson or process many big decisions were made by only the skilled trades while finding a balance between registered apprentice) looking at as little as two of the nine criteria set what contractors believe is fair and productive and 134 are out in the review regulation. “Many of the review will be a significant challenge for the College as voluntary. Of the 156 panels and the review panel chairs were clear in it works through its growing pains and strives to trades, 33 have that they were concerned there was not enough become a viable institution for positive change. regulated journeyperevidence being given to them to make such large At press time, the Progressive Conservative son to apprentice decisions, such as ratios,” she claims. “What’s Pary of Ontario said it will abolish the College if ratios, which vary happening is we’re making very, very critical elected in Ontario’s June 12 provincial election. based on the job. decisions on little to no evidence, and a lot of The Ontario Liberal Party and Ontario New anecdotal evidence is being brought forward, but Democratic Party both plan to keep it.
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CONSTRUCTION STATS A selection of data reflecting trends in the Canadian construction industry
Total value of permits $ billions 8.5 8.0 7.5 7.0
Building permits up in April
6.5
Following two consecutive monthly declines, the total value of building permits issued by Canadian municipalities rose 1.1 per cent to $6.0 billion in April. This increase resulted from higher construction intentions in the residential sector, which more than offset the 0.4 per cent decline in the non-residential sector. The value of permits was up in six provinces, led by Quebec, Saskatchewan and Ontario.
6.0 5.5 5.0 4.5 4.0
A
2009
J
2010
J
2011
J
J
2012
Seasonally adjusted
2013
J
A 2014
Trend
Note(s): The higher variability associated with the trend-cycle estimates is indicated with a dotted line on the current reference month and the three previous months.
Employment
Investment in building construction down in the first quarter
thousands 18,000 17,800
Investment in non-residential building construction was down 0.6 per cent from the previous quarter to $12.9 billion in the first quarter. This decline followed two consecutive quarterly gains and was largely attributable to lower spending in the construction of industrial and institutional buildings.
17,600 17,400 17,200 17,000 16,800
Investment in non-residential building construction
16,600
M
J
2009
J 2010
J 2011
J 2012
J 2013
M 2014
billions of dollars 14
13
Employment edged up in May Employment edged up by 26,000 in May, driven by gains in part-time work. The unemployment rate increased 0.1 percentage points to 7.0 per cent as there were more people in the labour market. Overall employment growth has been subdued since August 2013, with minimal changes to construction employment numbers.
12
11 10 9
I
II III IV 2009
I
II III IV 2010
I
II III IV 2011
I
II III IV 2012
I
II III IV I 2013 2014
Note(s): data are seasonally adjusted.
Source: Statistics Canada
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We are more than builders. We are construction partners who look beyond your immediate construction needs to share your vision for success and exceed your expectations.
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or years, a few Canadian companies have dominated the upper reaches of On-Site’s annual Top Contractors listing. What’s their secret? And more importantly, what are their plans for maintaining their position on the list? We asked industry experts for comments on what it will take to be at the top of the list in 2020. Plan for constant change…intense competition and rapid change are the norm in this business, notes Paul Douglas, president and CEO, PCL family of companies, Edmonton. Ongoing technological change is a daunting challenge for every contractor, including PCL—the largest construction contractor in the country. “I'm sure we have the largest internal technology group (in the industry) working on this stuff, and we can't keep up,” says Douglas. “The opportunities out there are endless. The demands from both internal and external clients are huge. I can't imagine how some of the smaller contractors are keeping up with it.” It’s a long-term investment. “You have to make [technology] a priority and make an investment, both in capital and in people. Those people may not be the same people you had yesterday. It's a different skill set and it may require new training or different people,” says Tim Smith, executive vice-president, Buildings/ ICI, EllisDon Corp., Toronto. "We're trying to be a change leader and stay ahead of those changes. It's easy to say that...You have to look at these opportunities and assess them, in terms of which are here to stay and which are fads,” says Smith. “You can't be everything to everybody.” Sorting out useful innovation from the gee-whiz novelties is key. “We want to be relevant, but not leading edge.There is too much change in this aspect of technology to be out in front and make a mistake in the approach that is taken. Some things will be the flavour of the day and will disappear in time. Others will take hold where the technology is a proven benefit to the advancement of productivity,” notes Tim Talbott, president and CEO, Bird Construction Inc., Mississauga, Ont.
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RANK
Based on written responses to research conducted by On-Site. Some contractors declined to participate in this research.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40.
COMPANY
REVENUE
$7,500,000,000.00
PCL Constructors Inc.
$4,109,548,000.00
Kiewit Canada Corp. (New listing)
$3,105,000,000.00
EllisDon Corp.
$3,000,000,000.00
Aecon Group Inc.
$2,100,000,000.00
Graham Group Ltd.
$1,718,916,117.00
Pomerleau Inc.
$1,350,000,000.00
Bird Construction Inc.
$1,150,000,000.00
Buttcom Ltd.
$1,106,500,000.00
The Churchill Group (now Stuart Olson Inc.)
$700,000,000.00
Bondfield Construction Ltd.
$450,000,000.00
Flynn Canada Ltd.
$336,200,000.00
Maple Reinders Group Ltd.
$332,815,113.00
Pennecon Ltd.
$304,510,001.00
Ledcor Group of Companies
$301,200,000.00
The State Group
$290,000,000.00
Taggart Group of Companies
$271,000,000.00
ConDrain Company Ltd.
$263,000,000.00
Chandos Construction Ltd.
$250,000,000.00
Dawson Wallace Construction Ltd.
$245,677,000.00
Giffels Westpro
$210,000,000.00
Manshield Construction
$200,000,000.00
Scott Builders Inc.
$170,000,000.00
Marco Group of Companies
$160,000,000.00
Govan Brown Group
$155,000,000.oo
Delnor Construction Ltd.
$147,360,000.00
Avondale Construction Ltd.
$145,000,000.00
Mady Contract Division Ltd.
$131,800,000.00
Walsh Canada
$130,000,000.00
Standard General Inc.
$125,000,000.00
Bluescape Construction Management Inc.
$115,000,000.00
Alberici Constructors Ltd.
$115,000,000.00
Elan Construction Ltd.
$109,000,000.00
Bot Construction Group
$100,000,000.00
Metro-Can Construction Ltd.
$73,000,000.00
Priestly Demolition Inc.
$65,118,193.00
Westridge Construction Ltd.
$57,000,000.00
Lignum Interiors Inc.
$51,000,000.00
Beedie Group – Beedie Developments
$45,700,000.00
Newway Group
$35,744,870.00
Rosati Construction Inc.
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Clients expect more from contractors, says Michael Atkinson, president, Canadian Construction Association, Ottawa. “Clients in general are looking for a more full-service approach from the industry…If you just do construction and you don't do design/build, you may want to take another look at that. Clients are looking to the private sector to take on more and more of that responsibility,” says Atkinson. “There's a tendency not to say, ‘We don't do that kind of work [anymore].’” “You should be looking at becoming a more fullservice, one-stop shop. Our clients—both public and private—are looking more and more to one point of contact,” says Atkinson.
What do small or mid-sized firms need to do to move toward a top spot? We got a few pointers from Matt Stevens, senior lecturer in Construction Management, University of Melbourne, Australia. He has been an active constructionmanagement advisor in the U.S. since 1994 and has worked for clients in Canada. Focus on your value proposition. “Sophisticated clients buy on value, not price. They have a limited number of people they are willing to deal with. These are the folks you can build a business around. They always have money during a recession.” Efficiency and communication are vital. “This is a variable-cost business—it really is a three-per-cent business. It’s incredibly risky, and just one project can cause you a lot of problems…The leading companies have minimal conflict between the office and the field. Some companies have a disastrous war going on.” Your human resources department must do three things consistently well: 1. Recruit the best candidates. That includes knowing who is a good, long-term fit for your company. Start with great craftspeople. 2. Provide the training to make the staff who are good, great and the staff who are mediocre, better.
You can no longer put all your eggs in one basket. Canada is a small market dispersed over a huge area, and diversification is a key to riding out tough times and building market share. “Diversification is one thing that many companies are looking at in terms of a five-year plan. Capacity is another, and I think the two are linked,” says Atkinson. “We've worked at being diversified by sector and geography. We are decentralized as well, and we have entrepreneurs in every market—reading that market and adjusting accordingly,” says Douglas. Flexibility counts. “We follow economic development. We pay attention to the forecasts and stay compatible with those needs,” says Smith. “You can't say, ‘I'm strictly a commercial high-rise builder.’ If you did that, you'd be dead. You have to be nimble and you have to be prepared to go where the work is…You have to expand your skill sets to cover whatever that work requires.” You also have to be prepared to build
3. Support staff in times of stress. “The business is so tough, physically and emotionally, that personal issues are going to creep into your job performance. Somebody’s going to have to listen. You deal with all the stresses of construction and then suddenly your baby is sick. That might be more than some people can handle,” says Stevens. Help staff through the rough patches to retain them. Niches can be a powerful way to protect your business. Specialized equipment that you know how to use productively, certification for certain specialized work and financial strength that boosts your ability to do bonded work all have potential. Passion is part of the equation. Companies that are run by owner/operators who came in from the field and know what a good job looks like are low-maintenance for the clients. They know how to work with their own staff on-site, efficiently. In contrast, “You find many companies run by people who are well-educated but are not craftsmen at heart,” says Stevens. “People have a filter and they know when you’re a fraud.” Apart from the effect on clients, it is a source of conflict between head office and the staff in the field. Finally, be sure you want to make the commitment. “This business can be great at a million-dollar volume. You can work on interesting projects, make good money and be home with your family every night,” says Stevens.
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relationships with all the different potential developers. Be aware of the impact of market shifts. Most of the contractors we talked to anticipate renewed private-sector activity as global economies get back on track. “There will be a day of reckoning for the governments in this country. They cannot continue to be in deficit-spending mode,” says Talbott. The biggest single obstacle to growth in the industry is the widespread shortage of qualified people. Active recruiting, training and retention programs are on the radar of every large Canadian contractor. All the industry leaders want their firm to be the employer of choice. “You have to be a place where your own workforce is highly engaged and committed
to building their careers, but you also have to be a place that attracts other people,” says Smith. “Work-life balance is something you strive to get right. Everyone's trying to find that balance. We're not in a job environment where you can finish what you are assigned to do in a day and then go home. It's an endless pile of work and you just keep at it. We have to be respectful of people's personal time and their health,” says Smith. Constant training has to be part of the corporate
2014
2015
Same
Increase
Decrease
Same
Increase
Decrease
Commercial buildings
58%
38%
4%
56%
40%
4%
Industrial buildings
53%
43%
5%
50%
44%
6%
Institutional buildings
60%
33%
7%
62%
34%
4%
Residential construction: houses
53%
39%
8%
51%
40%
9%
Residential construction: multi-unit
58%
33%
9%
58%
31%
11%
Bridges
62%
32%
6%
66%
26%
8%
Communication engineering
83%
14%
3%
73%
23%
3%
Electric power/utilities
63%
35%
2%
68%
30%
2%
Environmental remediation
53%
47%
0%
57%
44%
0%
Marine-related construction
76%
19%
5%
81%
16%
3%
Mining-related construction
50%
42%
8%
44%
52%
4%
Oil and gas-related construction
39%
56%
5%
41%
57%
2%
Roadbuilding
64%
27%
9%
69%
29%
2%
Other transportation construction
56%
42%
2%
59%
39%
2%
Sewage engineering construction
60%
37%
4%
57%
41%
2%
Waterworks engineering construction
55%
39%
7%
61%
36%
3%
Contract management
47%
53%
1%
46%
50%
4%
Demolition
69%
31%
0%
67%
32%
2%
Design/build
43%
54%
4%
41%
56%
3%
General contracting
40%
57%
3%
38%
61%
2%
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culture. “[Our] professional development group is a priority. We're continuing to focus on both hard and soft skills to grow our people and make them the best leaders they can be,” says Douglas. Advanced safety programs are another way to attract staff. “We have to be the safest contractor out there. It's an inherently risky, dangerous business. To attract and keep all these people, they have to know that they're working for a safe contractor. They need to know that they will go home safe to their families every night,” says Douglas. “We continue to push that...If there's one thing I want to lead the industry in, it's the safety side of the business.” Retention, especially with a large number of workers approaching retirement age, is winning a lot of attention. The industry will have to address the possibility of a wave of potential retirees, notes Atkinson. “If you lose all the grey hairs, do you need to put in some sort of mentor program, or become more flexible on hours?” he asks. “The old belief that once you retire, you're gone— that's going to be a problem. You have to hold on to
information in some of the pre-quals.” Strong financing is another piece of the Top Contractor puzzle. “…As the projects increase in size and the requirement for equity also goes up, there will be a demand for alternative methods of financing. Companies will be required to have strong financial positions to obtain the backing of financing to support the projects they wish to be involved in,” says Talbott. “If there's one thing that might be at the top of everybody's five-to seven-year plan, it is that we are going to have to do more with less in terms of people. You have to become more productive,” notes Atkinson.
Jim Barnes is a contributing editor to On-Site. Send comments to editor@on-sitemag.com
Rosati Group
LOCATION REVENUE Windsor, Ont.
$35,744,870
MPM Construction Services Ltd. some of that grey matter and be a little more flexible about how you can accommodate those people,” says Atkinson. Ethics and corporate social responsibility are going to grow in importance. “If you're doing work for the public sector—governments at any level—I think that landscape's going to change over the next five to seven years,” says Atkinson. “You're going to see a greater need for construction companies to show that they have an integrity policy and an ethics code that they enforce within their own corporate culture… [Public owners] have started to ask for that kind of
Regina, Sask.
$20,000,000
Vancouver, B.C.
$12,000,000
Timmins, Ont.
$10,000,000
North Construction Ltd. Secord Construction
Neil Montague Construction Ltd.
Jarvis, Ont.
$8,000,000
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École Secondaire de Windsor.
TOP: Xanadu Health Club. BOTTOM: Chrysler Logistics Facility
he winner of this year’s top Canadian contractor with less than 50 employees is a family-owned construction company that has built more than 8,100,000-sq.-ft. in Ontario’s Windsor/Essex area alone. Winning On-Site’s top mid-sized contractor for 2014 is a feather in the cap for the Rosati Group, which has already received more than 50 awards for its work in construction and the community since 2001. Founded in 1969 by Vince and Olivia Rosati, the Rosati Group now consists of several construction-related companies owned by the Rosati family. Since 1999, Tony and Nick Rosati (the second generation of Rosati owners) have built the family business into one of the largest general contractors in southwestern Ontario. Rosati Construction Inc. is the driving force behind the Rosati Group, which specializes in design-build for commercial and industrial projects. Other services offered are construction management, building systems, machine foundations, land development and leasing. The company’s total revenue in 2013 came in at precisely $35,744, 870. Rosati takes great pride in each and every project it undertakes (see sidebars for current, award-winning and noteworthy projects). Denis Gauthier, Rosati’s vice-president of project development, says the company’s secret
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for success is a commitment to quality. Rosati’s hands-on reputation for outstanding value and innovation are recognized throughout the construction industry, he adds. “Our company’s position in the marketplace stems from our product’s value, responsible business practices, integrity of design, and service to our customers and to the community,” he explains. “The overwhelming response from our satisfied customers has secured our position as an industry leader for over four decades.” Rosati is also a leader in the Windsor/Essex community, having given more than $2.5 million to charity through a combination of construction work, materials and cash donations since 1994. Some of the non-profit organizations Rosati works with include: W.E. Care For Kids, Goodfellas, St. Vincent De Paul, Windsor-Essex Therapeutic Riding Association, Windsor Lifeline Outreach Centre, Windsor-Christian Fellowship, Italian Canadian Handicapable Association and Transition to Betterness. In addition, the Rosati Family Foundation was established in 2006 to provide aide to other local charitable groups. Rosati’s plans for the future are to continue working with local community groups and growing the business in the Windsor/Essex area, its secondary area from Windsor to London, as well as occasional projects in Guelph and other parts of southwestern Ontario.
MPM CONSTRUCTION SERVICES LTD.
NORTH CONSTRUCTION LTD.
SECORD CONSTRUCTION
> $20M > Regina, Sask. SECTORS: building construction (non-residential), construction management WORKS IN: commercial and institutional buildings; sewage and waterworks engineering construction; contract management; demolition; design/build; general contracting; concrete, formwork, rebar; structural steel, fabricating www.mpmconst.com
> $12M > Vancouver, B.C. SECTORS: engineering (heavy) construction, construction management, trade contracting WORKS IN: commercial and industrial buildings; residential (houses and multi-unit); bridges; communication engineering; electric power/utilities; environmental remediation; marine, mining, oil and gas construction; roadbuilding; transportation construction; sewage and waterworks engineering construction; contract management; demolition; design/ build; general contracting; concrete, formwork, rebar www.northconstruction.com
> $10M > Timmins, Ont. SECTORS: building construction (non-residential), engineering (heavy) construction, construction management, trade contracting WORKS IN: commercial, industrial and institutional buildings; bridges; electric power/utilities; marine construction; roadbuilding; sewage and waterworks engineering construction; contract management; demolition; design/build; general contracting; aggregate; concrete, formwork, rebar; structural steel, fabricating www.secordconstruction.com
NEIL MONTAGUE CONSTRUCTION LTD. > $8M > Jarvis, Ont. SECTORS: building construction (non-residential), engineering (heavy) construction WORKS IN: commercial, industrial and institutional buildings; bridges; roadbuilding; transportation construction; sewage and waterworks engineering construction; general contracting www.montagueconstruction.com
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The following letter codes are used to indicate areas of activity for the contractors in the listings on these pages.
AECON GROUP INC.
BASS INSTALLATION
20 Carlson Ct., Suite 800, Toronto ON
38-3150 Ridgeway Dr., Mississauga
M9W 7K6 T: 416-293-7004
ON L5L 5R5 T: 905-569-9057
F: 416-293-0271 www.aecon.com $3B
F: 780-582-3810 $3.1M
A, B, C, D, F, J, M, N, O, Q, R, S, T, V,
C, M, O
W, X, Z
BATTLE RIVER IRONWORKS INC.
ALBERICI CONSTRUCTORS LTD.
4708-43 Ave., Forestburg AB T0B 1N0
1005 Skyview Dr., Burlington
T: 780-582-3596 F: 780-582-3810
ON L7P 5B1 T: 905-315-3000
www.battleriverironworks.ca $1M
F: 905-315-3001 www.alberici.ca
C, H, J, M, N, R, S, Y, Z
$115M N, R, Z
AVONDALE CONSTRUCTION LTD.
BEEDIE GROUP—BEEDIE DEVELOPMENTS
49 Hobsons Lake Dr., Halifax NS B3S
3030 Gilmore Diversion, Burnaby BC
0E4 T: 902-876-1818
V5G 3B4 T: 604-435-3321
F: 902-876-1822
F: 604-432-7349
www.avondaleconstruction.com
www.beediegroup.ca $51M
$147.36M
F, H, N, V
C, F, H, M, O
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
BIRD CONSTRUCTION
Rank #1
5700 Explorer Dr., Suite 400, Mississauga ON L4W 0C6 T: 905-602-4122 www.bird.ca $1.35M
“
The opportunities out there are endless. The demands from both internal and from external clients are huge. I can’t imagine how some of the smaller contractors are keeping up with it.
”
–Paul Douglas, president and C.E.O., PCL family of companies, Edmonton.
A, C, E, F, G, H, J, K, M, N, O, R, S, T, V, X, Y
BLUESCAPE CONSTRUCTION MANAGEMENT INC. 468 Queen St. E., Box 12, Toronto ON M5A 1T7 T: 416-806-3272 www.bluescape.ca $125M E, F, V
BONDFIELD CONSTRUCTION COMPANY LTD. 407 Basaltic Rd., Concord ON L4K 4W8 T: 416-667-8422 F: 416-667-8462 www.bondfield.com $700M C, F, G, H, M, N, O, X, Z
BOT CONSTRUCTION GROUP 1223 Speers Rd., Oakville ON L6L2X4 T: 905-827-4167 F: 905-827-0458 www.botconstruction.ca $109M A, B, W
BUTTCON LTD. 8000 Jane St., Tower B, Suite 401, Concord ON L4K 5B8 T: 905-907-4242 F: 905-907-8096 www.buttcon.com $1.15B C, F, G, H, M, N, O, U, V
BWH CONCRETE & REPAIR CONTRACTING INC. 6 Thicketwood Ct., Brantford ON N3R 6W4 T: 519-752-2879 F: 519-753-6439 $1M D, N, O, U, V
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CAPITAL SITE DEVELOPMENT INC.
DATOFF BROS. CONSTRUCTION LTD
372 Rideau St., Suite 102, Ottawa ON
1837 Ogilvie St. Suite 102, Prince
K1N 1G7 T: 613-850-6401
George BC V2N 1X2 T: 250-960-2223
F: 613-236-0272 www.capitalsd.com
www.datoff.com $6M
$4.6M
A, C, E, F, H, M, N, O, U, V
C, G, K, M, N, O, V, W, X, Z
4611 Eleniak Rd., Edmonton AB T6B
6720-104 St., Edmonton AB T6H 2L4
2N1 T: 780-466-8700
T: 780-436-8617 www.chandos.com
www.dawsonwallace.com $250M
$263M
C, N
You have to make [technology] a priority and make an investment, both in capital and in people. Those people may not be the same people you had yesterday. It’s a different skill set and it may require new training or different people.
”
DELNOR CONSTRUCTION
CIRCON CONSTRUCTION CORP.
3609 - 74 Ave., Edmonton AB T6B 2T7
48 Alness St., Toronto ON M3J 2G9
T: 780-469-1304 F: 780-466-0798
T: 416-650-9191 F: 416-650-9190
www.delnor.ca $155M
www.circon.ca $20M
A, C, E, F, G, H, M, N, O, V Y
B, C, D, J, K, N, O, Q, R, S, T, U,
“
DAWSON WALLACE CONSTRUCTION
CHANDOS CONSTRUCTION LTD.
C, F, H, M, N, O, U, V
Rank #3
–Tim Smith, executive vice president, Buildings/ICI, EllisDon Corp., Toronto.
V, W, X, Z
DESINE DEVELOPMENTS LTD., DBA JPL CUSTOM HOMES
CLOBRACON CONSTRUCTION INC.
P.O. Box 963, Duncan, BC V9L 3Y2
2535 Halpern, Suite 1, St-Laurent QC
T: 250-746-6416 F: 250-746-6403
FORT SMITH CONSTRUCTION NT LTD.
H4S 1N9 T: 514-731-0035
www.jplconstruction.ca $1.2M
342 Calder Ave., Fort Smith NT
F: 514-731-1261
C, E, F, H, M, U
X0E 0P0 T: 867-872-2229
www.clobracon.com $12M
F: 867-872-3929 $3M
C, H, M, N, V
E.F. MOON CONSTRUCTION LTD.
COMPLETE CARPENTRY LTD.
3C4 T: 204-857-7871 F: 204-857-3882
P.O. Box 1071, Claresholm AB T0L 0T0
www.efmoon.ca $9.5M
G W HARTISAN
T: 403-625-2510 F: 403-625-3659
A, B, G, T, W, X, Z
32 B Ayers, Lachute QC J8H 2S8
www.completecarpentryltd.com $2.5M
P.O. Box 908, Portage La Prairie MB R1N
A, B, C, D, E, F, G, H, J, K, M, N, O, Q, R, S, T, U, V, W, X, Y
T: 450-620-2098 $1.8M
C, E, F, G, H, M, N, O, U, V
ELAN CONSTRUCTION LTD.
CONDRAIN COMPANY (1983) LTD.
T1Y 5E4 T: 403-291-1165
30 Floral Pky., Concord ON L4K 4R1
F: 403-291-5396
GIFFELS WESTPRO
T: 905-669-5400 F: 905-669-2296
www.elanconstruction.com $115M
2 International Blvd., Toronto ON M9W
www.condrain.com $271M B, W, X, Z
C, N, O
1A2 T: 416-798-5500 F: 416-798-5501
CONSTRUX BUILDING CORP.
ELLISDON
4480 Cote de Liesse #318, Ville Mont
1004 Middlegate Rd., Mississauga ON
GOODMEN ROOFING CALGARY LTS
Royal QC H4N 2R1 T: 514-940-2005
L4Y 1M4 T: 905-896-8900
1-43 East Lake Cres., Airdrie AB T4A
F: 514-940-2006 www.cxcorp.ca $12M
F: 905-896-8911 www.ellisdon.com
2H5 T: 403-948-4433 F: 403-948-4481
C, V
$3.1B
www.goodmenroofing.com $5.2M
B, C, E, F, H, M, N, O, R, S, T, V, W
C, F, M, N, O, R, U, V
959 Hagen Rd., Merville BC V0R 2M0
FLYNN CANADA LTD.
GOVAN BROWN GROUP
T: 250-218-4078 F: 250-337-0105
6435 Northwest Dr., Mississauga ON L4V
108 Vine Ave., Toronto ON M6P 1V7
www.dkiservices.ca $1M
1K2 T: 905-671-3971 F: 905-673-3971
T: 416-703-5100 F: 416-703-5200
A, E, M, T, W
www.flynn.ca $450M C, H, N, O
www.govanbrown.com $160M C, F, M
D.K.I SERVICES LTD.
#100, 3639 27th St. NE, Calgary AB
A, D, E, F, G, H, J, K, M, O, T, U, V, W, X, Y
$245.6M
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GOWING CONTRACTORS LTD.
JILAMRK CONSTRUCTION LTD.
K-W CORNERSTONE PAVING LTD.
P.O. Box 70, 144 Sugar Maple Rd., St.
A-1108 Henderson Hwy., Winnipeg MB
P.O. Box 20120, Kitchener ON N2P 2B4
George ON N0E 1N0 T: 519-448-4711
R2G 1L1 T: 204-661-4301 F: 204-661-
T: 519-743-6411 F:519-743-6386
F: 519-448-3557
4301 www.jilmark.com $6.1M
www.kwcornerstone.com $4.5M
www.gowingcontractors.com $7.5M
C, F, G, H, M, N, O, U, V
A, C, F, H, N, O, T, W, Z
M, N, X, Z
KELSO INDUSTRIAL GROUP
GRAHAM
LEDCOR GROUP OF COMPANIES
575 Industrial Dr., Milton ON L9T 5E1 T:
1200-1067 West Cordova St.,
10840 27 St. SE, Calgary AB T2Z 3R6
905-864-0378 F: 905-864-7389 www.
Vancouver BC V6C 1C7
T: 403-570-5000 F: 403-570-5030
kelsoindustrial.com $1M
T: 604-681-7500 F: 604-681-7500
www.graham.ca $2.1B
A, C, D, F, G, H, M, N, O, Q, R, S, T, U,
www.ledcor.com $3.04B
B, C, F, H, J, M, N, O, Q, R, S, V, W
V, X, Z
GRAYVELD BUILDERS CORP.
KIEWIT CANADA CORP.
LES HUILES À CHAUFFAGE RAYMOND
42 Campbell Ave., Oro-Medonte ON L0L
11211-215 St., Edmonton AB T5S 2B2
581 Boul. St.-René E, Gatineau
1T0 T: 705-487-1659 F: 866-203-4768
T: 780-447-3509 F: 780-447-3202
QC J8P 8A6 T: 819-663-5868
www.grayveld.com $500,000 M, N, Y
www.kiewit.com $4.1B
F: 819-663-9652
HOLMANS WELDING
KSN INTERIORS LTD.
Railroad St., Mt. Brydges ON N0L-1W0
11129 83 Ave., Fort Saskatchewan AB
T: 519-264-1471 F: 519-264-2564
T8L 3T9 T: 780-998-2088 F: 780-998-
$900,000
LIGNUM INTERIORS INC.
5408 www.ksnint.ca $7M
C, N, O, Y
202, 1608-17th Ave. SW, Calgary AB
C, E, G, H, M, N, O
T2T 0E3 T: 403-229-3144
www.chauffageraymond.qc.ca $6M
F: 403-244-0056 $57M
HORIZON CONTRACTING INC.
Rank #7
P.O. Box 2231 Station C, Kitchener ON
C, F, G, M
N2M 6M1 T: 800-998-9793 F: 519-570-1434 www.horizon-contracting.ca $600,000 A, B, C, D, E, F, G, HK, M, N, O, Q, R, S, T, U, V, W, X, Y, Z
ICONTECH CONSULTING & CONSTRUCTION 1495 Ester Dr., Burlington ON L7P 1L5 T: 416-388-2857 www.icontechconstruction.com $220,000 C, N, O, U, V
IMC CONSTRUCTION LTD. Bay 4, 4646 Riverside Dr., Red Deer AB T4N 0Y6 T: 403-588-3880 www.imcbuildit.com $5M C, E, F, H, S, U, V
JAMES SNYDER CONSTRUCTION LTD. 823 24th Ave. NW, Calgary AB T2M 1X9 T: 403-282-7176 $300,000 C, M
C, N, O, U, V
MADY CONTRACT DIVISIONLTD.
“
We want to be relevant, but not leading-edge. There is too much change in this aspect of technology to be out in front and make a mistake in the approach that is taken. Some things will be the flavour of the day and will disappear in time. Others will take hold where the technology is a proven benefit to the advancement of productivity.
”
–Tim Talbott, president and C.E.O., Bird Construction Inc., Mississauga, Ont.
8791 Woodbine Ave., Markham ON L3R 0P4 T: 905-944-0907 www.mady.com $145M A, C, E, F, G, H, M, N, O, U, V, Y
MANSHIELD CONSTRUCTION 200 – 955 Cobalt Cres., Thunder Bay, ON P7B 5Z4 T: 807-346-1650 F: 807346-1654 www.manshield.com $210M
MAPLE REINDERS GROUP LTD. 2660 Argentia Rd., Mississauga ON L5N 5V4 T: 905-821-4844 F: 905-821-1822 www.maple.ca $336.2M C, E, F, G, H, M, N, O, Q, R, S, X, Y, Z
MARCO GROUP OF COMPANIES 78 O'Leary Ave., St. John's NL A1B 4B8 T: 709-754-3737 F: 709-754-3715 www.marcogroup.ca $170M C, F, H, M, N, O, S
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MARITIME HYDROSEED & EROSION SOLUTIONS 306 King William Rd., PO Box 27045, Saint John NB E2M 5S8 T: 506-672-1600 F: 506-672-1601 www.maritimehydroseed.com $2M
www.newwayforming.com $45.7M C, O, V
NORTH CONSTRUCTION LTD. 378 Esplanade E., North Vancouver BC V7L 1A4 T: 604-904-2300
C, K, N, O, S, U, V, W
F: 604-904-2343
MARK'S GRADALL SERVICE LTD.
$12M
124 East 23rd St., Hamilton
Q, R, S, T, U, V, W, X, Z
ON L8V 2W8 T: 905-574-1767 F: 905-574-0343 www.marksgradall.com $200,000
www.north-construction.com B, C, D, F, G, H, J, K, M, N,
PACE CONSTRUCTION 2455 Cawthra Rd., Suite 15,
C, G, K, M, N, O, T, U, V, W, X, Z
Mississauga ON L5A 3P1
METRO-CAN CONSTRUCTION LTD.
F: 905-279-9099
520 - 10470 152nd St.,
C, M, N
Surrey BC V3R 0Y3 T: 604-583-1174 F: 604-5833321 www.metrocanconstruction. com $100M
T: 905-279-3336 www.pacecon.ca $6.6M
PATRICK B COULTER & ASSOCIATES INC 20 High Street, Collingwood ON
C, E, H, M, O, V
L9Y 3J6 T: 705-444-6000
MONTREAL CONSTRUCTION
www.pbcoulter.com $10M
43 Ainslie, Montreal West QC
C, H, K, M, U, V
H4X 1K5 T: 514-767-0000 $1.2M
MPM CONSTRUCTION SERVICES LTD.
F: 705-444-6113
PAUL DAOUST CONSTRUCTION & ASSOCIATES LTD. 101-560 Lacolle Way, Ottawa ON
200-1170 8th Ave., Regina SK
K4A 0N9 T: 613-590-1694
S4R 1C9 T: 306-522-1988
F: 613-590-1695 www.dc.ca
F: 306-522-1989
$4.8M C, F, M, O, V
www.mpmconst.com $20M C, E, F, G, H, M, O, X, Y, Z
PCL CONSTRUCTION 5410-99 St. NW, Edmonton AB
NEIL MONTAGUE CONSTRUCTION LTD.
T6E 3P4 T: 780-733-5000
2461 Hwy. 3, Jarvis ON N0A 1J0
A, B, C, D, E, F, G, H, J, K, M, N,
T: 519-587-4173
O, Q, R, S, T, U, V, W, X, Y, Z
F: 519-587-3430 www.montagueconstruction.com
www.pcl.com $7.5B
PENNECON LTD.
$8M B, C, M, N, O, T, W, X, Z
1309 Topsail Rd., St. John's NL
NEWWAY CONCRETE FORMING
F: 709-782-0129
3750 East First Ave., Burnaby BC
www.pennecon.com $332.8M
V5C 3V6 T: 604-299-3709
A, B, E, F, J, M, Q, R, S, T, U, W,
F: 604-299-6209
X, Y, Z
A1B 3N4 T: 709-782-3404
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Rank #40 (Top Contractor under 50 employees)
POMERLEAU INC. 500 St-Jacques St., 11th Floor, Montreal QC H2Y 0A2 T: 514-789-2728 F: 514-789-2288 www.pomerleau.ca $1.7B B, C, H, M, N, O
PRIESTLY DEMOLITION INC. 3200 Lloydtown Aurora Rd., King ON L7B OG3 T: 905-841-3735 www.priestly.ca $73M A, B, G, K
PYRAMID PAVING (2006) LTD. 2075 River Rd., London ON N5W 6C4 T: 519-434-8380 F: 519-451-8776
STANDARD GENERAL INC. EDMONTON 250 Carleton Dr., St. Albert AB T8N 5E1
“
Our company’s position in the marketplace stems from our product’s value, responsible business practices, integrity of design, and service to our customers and to the community.
”
–Denis Gauthier, Rosati’s vice-president of project development.
T: 780-459-6611 F: 780-459-7639 www.standardgeneraledmonton.ca $130M A, E, M, R, S, W
SUDERMAN'S CONCRETE 539 Main St. Unit I, Ile des Chenes MB R0A 0T0 T: 204-878-4499 F: 204-878-2674 www.sudermansconcrete.com $8M C, E, N, O, V
SUNSHINE CONTRACTORS LTD. P.O. Box 2458, Lac La Biche AB T0A
www.pyramidpaving.ca $1.2M
2C0 T: 780-788-7752
A, C, E, M, N, O, W
www.sunshinecontractors.ca $12M A, C, F, G, H, K, M, N, S, T, W
QUANTUM MURRAY
SECORD CONSTRUCTION
345 Horner Ave., Suite 300,
1940 Maclean Dr., Timmins ON P4P
TAG CONSTRUCTION LTD.
Etobicoke ON M8W 1Z6
7C7 T: 705-268-0823 F: 705-268-4323
21869, 56th Ave., Unit B,
T: 416-253-6000 F: 416-253-6699
www.secordconstruction.com $10M
Langley BC V2Y 2M9
www.quantummurray.com $10M
C, E, G, H, M, N, U, Y
T: 604-534-2685
A, B, C, E, F, G, H, J, K, M, N, O, Q, R, S, T, U, V, Y, Z
SHIREBROOK BUILDERS 74 Temple Terrace Suite 100, Lower
F: 604-534-8998 www.tagconstruction.com $22M A, C, E, M, N, U, V, W, Z
QUENNELL CONTRACTING
Sackville NS B4C 0A7 T: 902-869-1100
7381-192 St., Surrey BC V4N 5Y4
F: 902-869-1200 www.shirebrook.ca
TAGGART GROUP OF COMPANIES
T: 604-617-7515 F: 604-576-9691
$2M C, M, N, O, U
3187 Albion Rd. S, Ottawa ON K1V 8Y3
www.quennell-contracting.ca $450,000
T: 613-521-3000 F: 613-526-5909
C, G, J, N, U, V, X, Z
SIROIS & SONS GENERAL CONTRACTORS
RENO-BUILD CONTRACTING LTD.
38 Lynwood Ave., Ottawa ON K1Y 2B3
789 Hwy. 16, Monastery NS B0H 1W0
T: 613-724-3200 F: 613-729-8375
THE BROADWAY PAVING COMPANY
T: 902-232-3490 F: 902-232-2170
www.siroisandsons.com $2.75M
3620 - 39th Ave., Montreal QC H1A 3V1
$340,000 C, M, U
C, F, G, M, U
T: 514-642-5811 F: 514-642-8441
ROSATI CONSTRUCTION INC.
SKYLINE CONCRETE SERVICES LTD.
6555 Malden Rd., Windsor ON N9H 1T5
26-5610 46 St. SE, Calgary AB T2C 4P9
T: 519-734-6511 F: 519-734-7872
T: 403-692-3202 F: 403-692-3201
www.rosatigroup.com $35.7M
www.skylineconcrete.ca $5M
THE CHURCHILL GROUP
C, F, H, M, N, O
B, C, E, J, N, O, S, X, Z
400, 4954 Richard Rd. S Calgary AB
SCOTT BUILDERS INC
SPECTRUM CONTRACTING INC.
8105 49 Ave. Close, Red Deer AB T4P
998 Drouillard Rd., Windsor ON N8Y
2V5 T: 403-343-7270 F: 403-346-4310
2P7 T: 519-974-0484 F: 519-974-2040
www.scottbuilders.com $200M
www.spectrumcontracting.ca $700,000
THE STATE GROUP INC.
C, H, M, N, O, S
C, F, K, M, N, O, V
3206 Orlando Dr., Mississauga ON L4V
www.taggartconstruction.com $290M C, U, V, X, Z
www.pavagebroadway.com $3.5M A, B, C, E, F, G, H, J, K, M, N, O, R, S, T, U, V, W, X, Y, Z
T3E 6L1 T: 403-685-7775 F: 403-685-7770 www.churchillcorporation.com $1.1B
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1R5 T: 905-672-2772 F: 905-272-1919 www.stategroup.com $301.2M A, B, C, E, F, G, H, J, K, M, N, O, Q, R, S, T, W, X, Y, Z
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TIGER LILY INSULATION LTD. 6114 - Davies Rd. NW, Edmonton AB T6E 4M9 T: 780-469-5029 www.tigerlilyinsul.ca $4.3M N, S
TIMBERLINE CUSTOM HOMES 5584 Hwy. 28, Woodview ON K0L 3E0 T: 705-654-4312 F: 705-654-3483 www.timberlinecustomehomes.ca $2.7M
Portable Power
A, C, E, H, M, U
TRIPLECRETE LTD. 40 Rivalda Rd., Toronto ON M9M 2M3 T: 416-742-5090 F: 416-742-5091 www.triplecrete.com $5M A, C, E, H, M, N, O, U, V, W, X, Y, Z
UCG UNIVERSAL CONSULTING GROUP LTD. 1792 51st Ave., Lloydminster SK T9V 2J6 T: 780-875-7550 F: 780-875-7862 www.ucgplans.ca $680,000 C, F, G, H, M, N, O, U, V
WE DO MORE THAN DESIGN EQUIPMENT.
WE POWER YOUR SUCCESS.
WALL SAVERS LTD. 643 Chrislea Rd., Unit 8, Woodbridge ON L4L 8A3 T: 905-851-7112 F: 905-851-6414 www.wallsavers.com $2.6M C, E, M, N, O
WALSH CANADA
At Doosan Portable Power, we’re known for engineering solutions that make customers more productive. Visit www.DoosanPortablePower.com to you and find out o find the dealer nearest nea how we can help you achieve: • Maximum fuel economy • Unparalleled productivity • Region-specific emissions solutions
2700 Steeles Ave. W, Unit 2, Vaughan ON L4K 3C8 T: 905-532-0662 F: 905-532-0051 www.walshgroup.com $131.8M B, C, M, N, O, Q, T, X, Z
WESTRIDGE CONSTRUCTION LTD 435 Hendreson Dr., Regina SK S4N 5W8 T: 306-352-2434 F: 306-352-0199
GENERATORS
LIGHT TOWERS
www.westridge.ca $65.1M B, C, F, H, N, O, X, Z
DoosanPortablePower.com |
800.727.8457
©2014 Doosan Infracore Portable Power
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TRAILERS
The same but different What makes one trailer different from the next?
S
BY DAVID GODKIN ure; everyone’s got a construction trailer that’s stronger, lighter and more durable than their competitors. But what really separates them from the pack? In this issue we asked four trailer manufacturers what’s special about their trailers and how you’ll benefit. Sharpen your pencils.
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1
2
3
TOWMASTER Towmaster marketing exec Shane Zeppelin tells us his trailers are sometimes slammed for being too heavy. “That’s because we put a lot of steel in them.” But it’s the way the Towmaster frame is designed that is truly unique, Zeppelin says— built of cold form or bent steel beams “so that the tongue and the frame are all one piece.” No cutting of I-beams and welding two pieces back together, just a single piece for greater strength and durability. “That’s the heart of our trailers.” A designer and manufacturer of 3,500 lb. to 120,000 lb. flatbed trailers, Towmaster provides a range of trailer decks: tilting decks, ramped decks, low and over-decks. Towmaster’s pride and joy, however, is its Torflex or rubber ride axle. Where spring suspensions will sometimes bounce on the highway, rubber ride axles provide self-contained shock absorption. The tires last longer, Zeppelin adds, “and you don’t have to mess with shackles, lubrication, etc... These things will virtually last forever.” Spring suspensions have their place, however. On their bigger, heavier haulers Towmaster swears by the Hutchens 9700, an industry standard suspension series for single, tandem and multi-axle configurations. Axle spacings are from 42 in. to 121 in.; the suspension accommodates round, square or rectangular axles, with capacities of 22,400 lb. up to 25,000 lb. per axle.
1: Towmaster’s pride and joy, the single-piece frame 2:
design is stronger and lasts longer. The Torflex or rubber ride axle on a smaller Towmaster trailer provides a better ride than spring suspension
3:
and holds up longer. Key to the Hutchens 9700 suspension is the efficient transfer of load forces from the axle to the spring. All hangers and rockers are made from lightweight fabricated or cast steel.
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TRAILERS
1
2 3 1: The camber in Murray Trailer’s M3000 series is built right into the trailer to withstand negative camber or bowing as the load—subject to enormous G forces—is transported
2:
on the highway. Cat 740 loading over the rear of a Murray Interstate trailer. The key: distribution of weight to six points on the trailer bed.
3: Space Shuttle Rocket Motors from Florida aboard a Murray low bed trailer and bound for LA Performance Transport.
4: Murray’s 16 Tire Professional trailer comes with a patented 15-ft. deck extension.
MURRAY TRAILERS
4
Murray Trailers prides itself on being the leader in the 16-tire expandable heavy equipment trailer. They’re also the lightest in that category anywhere in the world, says president and CEO Doug Murray, but without sacrificing strength. What differentiates his company from others is a suspension system that it began developing years ago that distributes weight to the frame in six places. This is in contrast to a walking beam system designed by other manufacturers that distributes weight to only two places. “Distributing weight at more locations gives us the ability to load equipment over the rear of the trailer without damaging it,” says Murray. Murray Trailers designs its camber—the arch in mid trailer—right into the trailer instead of building it after the trailer is manufactured. This makes it stronger and prevents the arch from de-crowning or going negative camber (i.e. the load dropping below the trailer’s horizontal line). “Of course, it’s important that the webs are put together prior to that to make sure they’re exactly the same on each side,” he says. Murray also fabricates its own I-beams, from bar stock instead of plate. “Bar stock is a better product; it’s all heat treated and rolled with nice edges on it.”
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TRAILERS
2
1
3
TRAIL KING INDUSTRIES
1: Using Trail King’s hydraulic detachable gooseneck (HDG) clients reconnect their trailer in seconds flat. No waiting around.
2: Trail King’s self-aligning pin automatically drops into V-shaped guide for faster truck and trailer connection.
3: Maximum load characteristics are designed into six points across the length of every Trail King trailer.
As far as Trail King’s director of sales Barry Freifeld is concerned, frame, axles and suspension don’t change all that much from one manufacturer to another. What does vary is the way they’re put together. A case in point: Trail King’s hydraulic detachable gooseneck trailer (HDG). “Our claim to fame is that we can hook our trailer up in less than a minute where others it could take them up to 15 minutes to reconnect.” The magic behind all this is a self-aligning pin and a wide, V-shaped channel that reconnects and securely locks the truck and gooseneck to the trailer. This is much better than hooks or “clamshell” assemblies, says Freifeld, “especially when you’re trying to pick up equipment on a job site and one side of the trailer falls down in to the mud.” If it’s not perfectly aligned, you’re stuck. “Then you’re trying to block and tackle to try and get this thing into position so that the neck will hook up.” Thirty-nine engineers work for Trail King—making it the largest trailer engineering team in the world, says Freifeld. Every beam and frame on its larger trailers is designed and manufactured on-site—no manufacturing vendors allowed. Whether it’s a 55-ton or 70-ton trailer “the I-beams are different, the neck is different, the camber is different; everything is tailor-designed to that trailer.” Each trailer is also designed with a specific maximum load characteristic over a specific space. This means you can put that load anywhere, from the front of the trailer to the rear of the trailer, and it will scale out. “Trail King will give you that weight characteristic anywhere along the length of the trailer. That’s a huge difference between what we do and our competitors do.”
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MANAC Standard items on a Manac low bed trailer are an adjustable gooseneck (which increases ground clearance), outriggers made of high strength steel for greater load width, and fabricated cross members between main frames for increased storage space. But what turns Denis LaRochelle’s crank is the use of 150,000 psi AR450 European steel in Manac’s steel end dumps. This is a far cry from the lighter aluminum and 100,000 psi A514 steel customers typically see in their end dumps. AR450 is thinner (lighter), stronger and more dent resistant during demolition jobs. In its aluminum trailer series Manac has moved away from sheet and post construction in favour of an extruded, double core panel clipped and welded together—especially important, says LaRochelle, in eastern snowbound markets. “It’s extremely cold, so guys want aluminum and air space in between the panels so that gravel and other materials don’t freeze as hard as they would in a steel construction box.”
3
1
2
1: Manac manufactures steel and aluminum end dumps and low bed trailers, as pictured here.
2: Manac demolition dump with a full frame and multi axles. 3: Manac provides its customers with a complete weight distribution chart.
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JUNE 2014
Making an impact A look at what’s new in concrete crushing equipment
Photo: Allied Gator
PG.42
IN THIS ISSUE: www.on-sitemag.com 40 News
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| 41 CRMCA Column | 46 Aggregate Recycling
14-06-11 1:56 PM
CONCRETE NEWS
Mega-merger Lafarge and Holcim aim to unite manufacturing empires PATRICK CALLAN Lafarge and Holcim have announced plans to join the two global companies and create the world’s largest cement manufacturer— LafargeHolcim. Touted as “a merger of equals,” LafargeHolcim’s expected annual revenue would be more than double the next largest competitor, German-based HeidelbergCement. In 2013, Lafarge and Holcim banked just shy of $47 million in total revenue ($22.8 million-Lafarge, $24.15 million-Holcim). The merger of the Swiss-based Holcim and the French-based Lafarge would become the most advanced group in the building materials industry sector, including cement, concrete and aggregates. As a single company, Lafarge and Holcim could save about $1.9 billion per year after three years through joint procurement and other financial savings. LafargeHolcim would be headquartered in Switzerland but retain dual listings in both Switzerland and France. Wolfgang Reitzle, chairman of Holcim’s board of directors, will serve as chairman of LafargeHolcim, while Bruno Lafont will be CEO and a member of the board of directors. The 14-member board of directors will consist of seven representatives from Lafarge and seven from Holcim. The deal is expected to close in the first half of 2015, pending regulatory approval. The proposed merger will require approval from a general meeting of Holcim shareholders later this year, the European Commission and competition authorities in the countries where the company would operate, such as Canada. If approved, LafargeHolcim would have a presence in 90 countries worldwide. To meet antitrust
FROM LEFT: Rolf Soiron, chairman of Holcim, and Bruno Lafont, chairman and CEO of Lafarge, and future CEO and board member of the new group, announce the merger at a press conference in Paris, France on April 7, 2014.
regulations, the company will have to sell off assets in order to not receive more than 10 per cent of its revenue from any single country. This amounts to selling about 18 per cent of their total assets—about two thirds of which will likely take place in Europe. An analysis by Deutsche Bank indicated there are eight countries where LafargeHolcim would have more than 50 per cent of the market. To bring its market share below 40 per cent in each of those countries, LafargeHolcim would likely need to sell 23 per cent of its facilities in Canada, 26 per cent in France, 36 per cent in Hungary, 43 per cent in Romania, 47 per cent in Morocco, 48 per cent in Serbia, 50 per cent in the Philippines and 53 per cent in Equador. Rolf Soiron, chairman of Holcim, said this proposed merger is a once in a lifetime opportunity to deliver substantially better value to customers with more innovation,
a wider range of products and solutions, as well as more sustainability and enhanced returns to shareholders. “LafargeHolcim will be uniquely positioned to take advantage of growth in developed markets and the world’s fastest growing economies by supplying the materials that will enable the construction industry to meet the challenges of the future,” he said. Lafont added that by combining Holcim’s experienced teams, complementary geographies and innovative expertise with Lafarge’s, the two companies will be able to set up the most advanced group in the construction industry to the benefit of clients, employees and shareholders. “The merger of Lafarge and Holcim will allow the group with strong roots in Europe to enter into a new dimension in our ambition to contribute to building better cities on a global scale and in a sustainable manner,” he said.
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CRMCA ECONOMIC OUTLOOK 2014
T
he construction season is in full swing around the country and the ready mixed concrete industry is looking to gain momentum in some of the larger urban areas. The condominium market has been strong in previous years in major centres but that market is slowing. The general rule is that the concrete industry is about a year behind in work and is always looking ahead to predict future sales. The Canadian Ready-Mix Concrete Association (CRMCA) continues its work in their respective markets to promote existing concrete technologies and to market new technologies and solutions with the purpose of growing the market. The following is a forecast of the ready mixed concrete market for 2014, using statistics from the Canada Mortgage and Housing Market Analysis group for residential construction and the Cement Association of Canada’s quarterly report, the Canadian Monitor. Some of the trends that will continue to impact the market are mortgage rates, employment, income, net migration and population. Mortgage rates are predicted to remain low, setting the stage for a continued healthy housing demand. Employment is expected to increase 1.5 per cent in 2014 and continue to grow to 1.8 per cent in 2015, which will keep incomes growing and support demand for construction. The resulting income growth will maintain at market, at least on the residential side, for the next couple of years. Net migration into the country will be above its historical average so immigrants will continue to drive the construction sector. The decline in population in the 25-34 age range by the end of the decade will lower the demand for multi-unit buildings, which will impact single-family housing in the long run. All the provinces saw an increase in building permits in January 2014 with the exception of Quebec. The largest gains were found in Alberta, British Columbia and Ontario, an 8.5 per cent increase, which followed a 4.8 per cent increase in December 2013. Growth in the Ontario market was driven by commercial and residential permits, while in Alberta and British Columbia it mainly came from residential. Quebec’s drop was attributed to the decrease in institutional permits. Even with these numbers, the estimated reduction in the consumption of Portland cement is -3.3 per cent. The ready mixed concrete industry is the largest user of cement, consuming between 75 and 77 per cent of the total in that market. Non-residential construction permits are listed as follows:
(Millions of Current Dollars) TOTAL Industrial Commercial Government and Institutional Breakdown by Region Atlantic Provinces Québec Ontario Prairie Provinces British Columbia and Territories
$2,362.3 274.8 1,501.7 585.8 93.1 426.0 901.7 701.1 240.4
This represents almost a 20 per cent increase for all of Canada from January 2013. The residential housing starts from last year finished in the range of 187,000 units, including singles and multi-residential units. This year’s forecast looks at a total of approximately 176,000 units with a breakdown of 57,000 singles and 103,000 classified as other for centres with populations greater than 10,000. This leaves another 15,000 units in the remainder of Canada. The breakdown by region is as follows for the first quarter: In all sectors this type of growth provides a positive environment Atlantic Provinces Quebec Ontario Prairies British Columbia Quarterly Total Est.
5,266 34,374 50,611 43,954 26,377 160,582
for the use of ready mixed concrete. Slabs, foundations, infrastructure, floors, columns, bridges, curbs and sidewalks, and pavements all provide markets for concrete usage as the backbone for these structures. A rule of thumb for buildings is that roughly 10 per cent of the structure will use concrete. There is plenty of opportunity to expand this market with existing and new technologies. For example, converting parking lots from flexible pavements to concrete allows for significant expansion of the market, insulating concrete forms increase both multi and residential usage. Also, pervious pavement allows for expansion of existing infrastructure and meets storm management specifications, and architectural and self consolidating concrete offer advantages in design and construction of buildings. Add on the sustainable benefits and long-term durability of these technologies and you create an environment for construction that continues to grow and assist the Canadian economy as it moves forward. For more information on the Concrete Council of Canada, visit www.rediscoverconcrete.ca/ Send comments to editor@on-sitemag.com
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CRUSHERS
Making an impact A look at what’s new in concrete crushing equipment PATRICK CALLAN
W
ith summer right around the corner the welcome sights and sounds of spring, which at times seemed a distance memory, have finally settled in. The extended winter, felt nationwide, delayed the onset of the busy construction season, but it’s now in full swing with construction sites popping up in cities and towns across Canada. The keen observer may have noticed new fleets of machines on several of those job sites—particularly crushers—many of which were launched in early 2014 at trade shows such as CONEXPO and World of Concrete. With that in mind, On-Site talked with product specialists from Kleemann, Metso, KPI-JCI, Genesis and Allied-Gator, in a roundup of their latest crushing machines.
INNOVATIVE IMPACTORS “A couple of years ago Kleemann was not on everyone’s radar, but because of the uniqueness of our products and all the added values, we’re making good inroads in Canada. We now have machines installed with large customers in Western Canada, Ontario and Eastern Canada.” –Louis Thivierge, Kleemann’s product specialist for Canada With added economical and operational safety benefits, Kleemann’s Mobirex MR 110 ZSi EVO 2 and MR 130 Zi EVO 2 impact crushers are a continuation of the EVO Contractor Line. Differentiated by their size and productivity, the MR 110 ZSi EVO 2 has a crusher inlet opening of 43.3 in. and the MR 130 Zi EVO 2 has a crusher inlet opening of 51 in. These provide feed capacities of up to 350 or
450 tph, respectively. Both units are Tier 4 final-compliant. The “S” indicates a secondary vibrating screen with extra-large screening surface mounted on the discharge conveyor. This secondary screen unit produces spec material, potentially eliminating the need for a separate screen. The feeding unit has hydraulically folding hopper walls and locking system, which speeds setup. A vibrating double-deck prescreen between the hopper and crusher eliminates fines from the product flow before they enter the crusher. Direct drive crushers and electric drives for the vibrating conveyors, belts and prescreen allow for high fuel efficiency and optimal loading. The continuous feed system manages a more equal loading of the crushing area, in which the conveying frequencies of the feeder trough and the pre-screen are adapted independently of each other to the level of the crusher. The hydraulic adjustment capability of the crushing gap can be adjusted via the touchpanel electronic control unit and the calculation of the zero-point is possible while the rotor is running.
Kleeman’s Mobirex MR 130 Zi EVO 2 impact crusher.
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Photo: Metso
Photo: Allied Gator
Allied-Gator’s MTr20Ccr.
Metso’s LT12135 mobile impactor plant.
These features help save time and improve the overall efficiency and handling of the crusher.
MOBILE CRUSHING PLANTS “These mobile impact crushers are built around Metso’s proven NP1213M impact crusher. The NP1213M has been designed specifically for mobile applications, and features a unique combination of heavy rotor design, wear material and crushing chamber design.” –Julius Makela, Metso’s product specialist for the LT1213S mobile impact crushing plant Metso’s LT1213S is a fully equipped mobile impactor plant with a high-capacity screen and return conveyor. It features a dual-slope screen for improved efficiency and screening accuracy. A radial return conveyor makes the Lokotrack LT1213S easy to operate in both closed and open circuits. The return conveyor is always on board, so there is no need to remove for transportation and it can be turned hydraulically to the open circuit position. The LT1213 has all the same features and options as the LT1213S, except for the screen and return conveyor. Added features make both machines safer to operate and maintain. The crusher service rotation is done by a 24V hydraulic power pack, eliminating the need to run the diesel engine while performing maintenance. There is access to all maintenance locations and new tools are provided to help change the blow bars and breaker plates. Fuel efficiency has also improved on both the LT1213 and LT1213S compared to previous models. Concrete recycling applications include highway construction and recycling. The LT1213 is used for primary crushing, and a calibrated end product can be produced with the LT1213S. Both machines are easy to transport and can be moved as a single unit on a low-bed trailer.
ALL ROLLER BEARING CRUSHER “Our patented liner retention system is unique to the industry and is consistently praised by our customers. Our patented pinned upper thrust bearing works exceptionally well and we have customers who are putting it into competitive models of crushers.” –Jeff Lininger, director of products and sales for KPI-JCI KPI-JCI’s Kodiak K500 + cone crusher combines bushing and bearing technology for operation in high or low temperature ranges —particularly important in Canada. A cone crusher is sometimes used as a secondary crusher when recycling concrete, following a jaw or HSI. A continuation of the Kodiak + family of cones, this machine has a larger hydraulic lube assembly (40 gallons vs. 25 gallons on smaller machines) and comes standard with a hydraulic cone break instead of it being an option. A tramp iron relief system feature consists of dual acting cylinders that hold the upper assembly in place during crushing and raise the upper assembly during a tramp iron event or when clearing the machine. Newly added integral relief valves prevent excessive pressure from building up inside the crushing chamber during tramp iron events. A liner retention system allows for 360-degree support of the bowl liner, as opposed to previous technology that had wedges or bolts that held the liners only at certain points. Revolving wedge technology includes internal counterweights that are protected from the flow of rock, allowing for precision balancing at the factory and eliminating the need to change out counterweights in the field as they become worn out. A 360-degree hydraulic locking ring replaces individual cylinders used on older technology that held the upper assembly in place and maintained the close side setting. This eliminates bowl creep,
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CRUSHERS
S configuration has more teeth and less cutting blade; the “concrete cracker” configuration has little teeth but more blade; and the “sheer” configuration has a few teeth in the front and the rest of the tool is primarily blade. The teeth are bolt on replaceable for quick and easy change out, as well as reduced maintenance and downtime. The combination of a regeneration valve and a large bore cylinder eliminates the need for an intensifier and a complex hydraulic system, allowing for faster cycle time and maximum power. Other features include a tight fit between the cylinder, body and upper jaw to minimize the risk of debris damaging internal components and a reverse-mounted cylinder to protect the cylinder rod from debris.
Fo m tu th tr 60 ca
No th
1.
HEAVY-DUTY MULTI-TOOL
KPI–JCI’s Kodiak K500 + cone crusher.
the need for a motor break and reduces maintenance costs. The MILO automation system lets users monitor operation, remotely change close side setting and remotely hydraulically clear the machine.
JAW DROPPING STRENGTH “We have one of the, if not the most, powerful tools on the market in each of the size classes for this tool. You can pick what jaw configuration you want up front; you have options but you’re not paying for multiple jaw sets.” –Chad Wood, product development engineer for Genesis Genesis’ demolition recycler (GDR) is used for primary and secondary demolition, from taking down buildings and bridges to breaking concrete on the ground. There are three sizes of the GDR—150, 200 and 300—ranging in weight from 3,450 lb. to 7,900 lb. Genesis is also in the midst of finalizing a larger machine, the GDR 400. The three GDR models currently in operation use a single drive motor, while the GDR 400 will have a dual drive motor for better torque and load hold capability. The three GDR models have different jaw configurations, but all use the same upper jaw and body of the tool and 360-degree rotation is standard. The “pulverizer”
“While other manufactures have concentrated their efforts back to producing dedicated crushing attachments due to their universal processors’ short falls in performance, the Allied-Gator MT continues to maintain its reputation for superior power and versatility.” –Mike Ramun, sales and marketing manager for Allied-Gator Allied-Gator’s MT is a processing attachment that gains power with every inch of jaw closure until it is fully closed, and can crush completely through an entire mouthful of concrete in one bite. Allied-Gator’s line of heavy-duty processing attachments includes 11 different MT sizes available to fit nearly any carrier. They are used for many different concrete applications such as demolition, reduction in a materials yard, trimming (finish tooth segments), cast breaking in a scrap yard and railroad breaking (C-RB tooth segments). Contractors quickly change out the interchangeable tooth segments on a single jaw set to perform cracking, crushing and the precision trimming of heavy concrete, as well as a variety of other processing functions. Cleanly removing rebar and post tension wire in the concrete and processing it into a valuable commodity is done with MT’s patented Quick-Change Jaw Set technology, allowing users to quickly switch the cracker jaw set to the shear jaw set, which features Allied-Gator’s patented Serrated Gator Blades. This proprietary new blade technology is specifically suited for shearing all rebar, wire and cable. This machine also provides a high level of dexterity to the machine operator. Its design and fixed centerline closure eliminate awkward operation, enhancing the operator’s ability to see and make every cut and crush more accurate. Cycle speed is fast, consistent and virtually unchanged by material volume for smooth, safe and predictable tool performance. Proprietary high-alloy steel cast components and modular construction make the MT very durable and easy to maintain.
Genesis’ GDR recycler.
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RECYCLING
Recycling aggregates Construction industry finds better ways to dispose of aggregates
I
BY ROSS MONSOUR
ncreased environmental stewardship is driving demand for aggregate recycling alternatives. Landfill is no longer an acceptable disposal solution for demolished roads, parking lots and buildings. Since aggregates are a non-renewable resource, and its extraction, production and transportation generate harmful greenhouse gas emissions, it makes sense that Canada’s construction industry is looking for alternate recycling options. Several factors are motivating the construction industry to find better ways to dispose of aggregates. One key deterrent is the ability to expand or develop new sources of aggregate supply. The process is no longer simply an application and subsequent allowance for an extension, but has become an intensive and ardous process that must involve the community and respect all environmental aspects of the site. Aggregate production facilities and pits, originally separated from urban areas of cities, have become part of municipal boundaries over time. As a result, these facilities must engage more of the community in accepting their case for expansion or new development. This translates into costs that pressure the industry into more viable alternatives. Recycling is one option that provides a cost-effective solution. Another factor impacting the drive for new solutions is the need for a higher diversion of any material from landfills. This has been a problem that many municipalities face as landfills and populations grow in their respective areas. Many municipalities have programs in place to divert materials such as blue, green and black box programs for the common citizen, but the need for industry recycling has been slow to catch on. In Ontario, approximately 167 million tons of primary or virgin
aggregate are consumed annually. Ontario’s municipalities are the largest consumer of the material, with between 60 and 70 million tones consumed. It is estimated that 13 million tones of aggregate is used in the marketplace. Currently aggregate producers are stockpiling recycled aggregate, but if there’s not a greater demand from the market, the yards will become full. Although industry responds to needs of the marketplace, a combined effort from regulators and industry initiatives will be necessary to have effective recycling programs in action. Ontario Provincial Specifications (OPSS) allow for both recycled asphalt and concrete aggregate, but due to the ongoing infrastructure replacement of pavements, the recycled aggregates are not fully used in a year, creating a surplus of product. Aggregate Recycling Ontario (ARO) has been established to address the challenges and advocate for the reuse of aggregates provincially. The objectives of the group are as follows: 1) Advance best practices to industry province-wide 2) Identify gaps, benchmarks, availability, constraints and opportunities 3) Promote use of recycled aggregate in infrastructure projects, sustainability plans and/or green procurement policies 4) Educate and inform municipalities and consulting engineers 5) Look at a certification process for all recyclers to ensure best practices and adherence to quality standards and dependability More information can be found at www.aggregaterecyclingontario.ca.
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Reclaimed concrete Brock Road as Gran A BELOW: Recycled concrete
Stockpile of RCM. LEFT: Close up of RCM crushed
Another organization leading the charge in sustainable • RCM (reclaimed concrete aggregate extraction is the Cornerstone Standards Counmaterial) cil. One of their main activities is the establishment of a • Air-cooled blast-furnace slag voluntary, market-driven certification process for the responsior nickel slag ble extraction of aggregates that links back to the environmental • Glass or ceramic materials up to stewardship of these resources. More information on this group 15 per cent by mass combined can be found at www.cornerstonestandards.ca. Granular A and M may contain up to Recycling is not as simple as just crushing the material and 100 per cent RCM, but shall not contain more reusing it, there are technical challenges and specifications that than 30 per cent by mass of asphalt coated particles have to be met for both the material and its end use. The standard and not more than a combined total of 15 per cent by mass of for recycled aggregate material is the same as virgin material. The glass and ceramic material. The combined amount of deleterious end product is not intended to be downgraded. Material must be material shall not exceed a total of one per cent by mass. free of contamination and must pass OPSS & CSA quality tests for For granular B under OPSS the following are the limitations: aggregate. The recycled aggregate must be free of chemical reac1010.05.03.01 General tants and the origin of the material must be known. Suppliers are Granular B may be either Type I or Type II as described below. responsible for managing their piles properly and ensuring material 1010.05.03.02 Granular B Type I meets the appropriate standards. Granular B Type I may be produced from naturally formed deMunicipal and Ministry of Transport specifications allow for posits of sand, gravel and cobbles or by crushing one or more of recycled aggregates under certain limitations. For the following: example, the OPSS specification for a granular A • Quarried bedrock FACT! material is as follows: • Air-cooled blast-furnace slag or nickel slag The terms used for 10.05.02 Granular A, Granular M, and Granular S • RCM (reclaimed concrete material) recycled aggregate • RAP (reclaimed asphalt pavement) up to Granular A, Granular M and Granular S may be 30 per cent by mass produced by crushing one or more of the following: materials are • Glass or ceramic materials up to 15 per • Quarried bedrock Recycled Concrete • Naturally formed deposits of sand, gravel and cent by mass combined Material (RCM) and cobbles Granular B Type I may contain up to 100 per Recycled Asphalt • RAP (reclaimed asphalt pavement) up to 30 cent RCM, but shall not contain more than 30 Pavement (RAP). per cent by mass per cent by mass of asphalt coated particles.
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RECYCLING
Granular B Type I may not contain more than a combined total of 15 per cent by mass of glass and ceramic material. The combined amount of deleterious material shall not exceed one per cent by mass. The advantage of using concrete is that it’s 100 per cent recyclable whereas RAP is more restricted. The other issue with RAP
is that substantially more is generated annually due to its use in paving. Surplus of RAP is also a concern. Resource conservation is good for the environment and is now a mainstream objective. The industry reacts to the economic conditions that control its industry and has embraced the ability to recycle aggregates as the requirements for Recycled aggregate.
Reclaimed RCM.
environmental sustainability increase. Challenges still remain for specifications to be able to address and ensure a sufficient supply and consistent quality product to the job when needed. Governments will be challenged to develop and enforce specifications that allow for this expanded resource to be used in all types of construction, and pave the way for a cradle-to-cradle process for construction materials. This article was contributed by the RMCAO. Send comments to editor@on-sitemag.com
48 / JUNE 2014
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T:8.125”
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14-06-11 12:18 PM
SOFTWARE By Jacob Stoller
Constructing a stronger web presence
C
ontractors have been slow to jump on the digital marketing bandwagon, to the extent that the typical construction website looks like…well, a construction site. However, a new breed of construction companies, led by technology-savvy entrepreneurs, is changing the game, says Rob Melis, vice-president of operations at Indianapolisbased Construction Marketing Inc. “The grasp of technology and marketing may not have been that important in the past in the construction industry, but it is growing, and growing to the point that it has become absolutely crucial,” he says. For those ready to move their marketing out of the Yellow Pages era, here are a few tips from the experts.
STRATEGY BEFORE TACTICS First of all, decide what you want. Is it leads from new markets? A high profile in a particular community? A learning environment for your customers or suppliers? “You need to have your story figured out before you spend a lot of time on your website,” says Jason Bouwman, principal of Compass Creative, a web marketing firm catering to the construction industry, based in Stoney Creek, Ont. The most typical mistake, says Bouwman, is “jumping from tactic to tactic” in response to news that everybody is on Facebook, somebody has a great video, or a competitor is getting great results from SEO. Conversations with customers are critical to the planning process, adds Martin Waxman, executive vice-president at Torontobased Thornley Fallis Communications.
“It’s really important to know who your customers are, and how to simplify things.”
FIRST IMPRESSIONS On the web, you’re always one click away from oblivion, leaving only seconds to show visitors they’ve come to the right place. “The first thing you have to have is that fivesecond scan of the web page,” says Melis. “It needs to be immediately obvious what you do and what geographic area you do it in.” The behavior to avoid is “bouncing”— the web marketing term for people who click on a site and then leave within seconds. If your bounce rate is 30 per cent or higher you’ve got a problem, says Melis.
website or blog newsroom, and the spokes being social and traditional channels...That’s how you get the story out, and that’s how you connect with people on an ongoing basis.”
CONTENT IS KING In the past, web marketing was a black art where tricks such as hidden text, phony links and misleading tags were the name of the game. “Nowadays, it’s about content,” says Melis. “Articles, video, things that people might search for and then look at in detail. Those things help you rank really well, and they also allow you to build good will with your future customers.”
SHOW YOURSELF AS A GREAT PARTNER
THINK MOBILITY
In an industry where customers become partners, it’s essential to portray yourself as a desirable teammate. Photos showing neat job sites, clean equipment and safety-conscious employees will help build confidence. If photos aren’t appropriate, use words. “If what you do isn’t visually inspiring, the story needs to be about quality, speed, expertise or the experience of working with you,” says Bouwman. The opposite is also true. Carelessly constructed sites raise red flags.
Last but not least, don’t forget that many will access your website from their smart phones. If they have to constantly scroll, enlarge or wait for images, their visit is likely to be a very short one. Taking on the company website may not be a welcome task, but for those who have waited, there’s good news—website technology is much cheaper, and some of the expensive fads, like flash websites, have given way to simplicity and clarity. “Keep your site simple and easy to navigate, and make sure you put the important stuff up [front],” says Waxman. “That’s obvious, but so many people have all these bells and whistles...but don’t really say anything.”
ALL ROADS LEAD TO ROME Your overall web presence should have a logical structure to it that allows you to easily replicate your efforts and manage your entire web presence for optimum results. “Businesses are looking at communications as a hub and spoke model,” says Waxman, “with the hub being their home,
Jacob Stoller is principal of Toronto-based consultancy Stoller Strategies. Send comments to editor@on-sitemag.com
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G
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GS 461 ROCK BOSS ®
Displacement Power Output Weight Torque
STIHL’S CONCRETE CUTTER The STIHL GS 461 ROCK BOSS® is 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.
76.5 cc 4.3 kW 8.2 kg/18.1 lb 5.2 Nm
• 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
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QUALITY AT WORK. For 88 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.
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14-06-11 12:21 PM
RISK By David Bowcott
Big Data is coming to construction risk management
W
e often take for granted the impact information technology and the internet has had on our ability to accurately collect and analyze data. Through technology the world has managed to capture 2.8 zettabytes (ZB) of data. And what’s even more impressive is that by 2020 that amount will increase by 50 times. The goal is to harness this data and turn it into information, which in turn can be transformed into knowledge and from there into wisdom. Not all of the data captured relates to the construction or asset management industries, however, there is a substantial amount. By interlinking this data, our industry could gain significant insight on how to more efficiently create and operate assets of all types. I’ve had the opportunity to work on several complex projects over the years, and part of working on these has been identifying and quantifying associated risks—with a keen focus on those risks that could cause delays. What’s interesting to note from these risk identification and quantification sessions, is that all parties brought their own experiences to the table during the quantification phase of the discussion. Often their perception of what was a big risk was driven by anecdotal evidence—for instance, “We just had a pollution event on a job and therefore it is a major risk we could face on this job.” True quantitative analysis is often not used during the quantification phase of risk assessment for projects. By harnessing the data of our industry we truly have the opportunity to make sound decisions on risk knowing these decisions
are made from a strong foundation of past experiences. So where to start? There are several industries that have this data. The trick is gathering it, organizing it into a unified format, and interlinking the data in preparation for analysis. Some industries that house construction and asset management data include: 1. The insurance industry—Think about it, every time something goes wrong on a project, the first call made outside the company is to their insurance broker. They’re trying to see if the event is covered by one of the policies securing the project (or by one of the practice policies of the participants involved in the project). The insurance sector is sitting on a potential gold mine of information. 2. The technical advisory industry— Often projects are done using technical advisors that help owners and/or their lenders assess, manage and monitor risks. For instance, most major projects use lender technical advisors that provide third-party opinion and monitoring to the project debt in order to give the debt investors comfort that its principal and interest will be paid back. These companies house significant information. 3. The contractor and design community—Collectively these players hold the true root cause of loss information. They know what caused a job to slow down as they had front row seats to the project’s execution. The trick is finding ways to release this information without creating a bad branding event for those firms involved. It is possible.
Big Data applied to the construction and asset management industries could significantly improve certainty around project delivery and project operation. Once you’ve identified the key sources of data and developed the plan to mine and organize the data, you can then move onto the analysis. Imagine the potential outputs from such a data set. • Which project delivery model has the least issues in construction and operations phases? • Which asset type has the best track record of success? • Even specific asks like: what are the root cause of loss issues associated with hospitals built in Ontario over the past 10 years? Big Data applied to the construction and asset management industries could significantly improve certainty around project delivery and project operations. Over the next 5 to 10 years this data will be synthesized and its output will be made available to the market place. It will take away most of the voodoo currently used to quantify risk. Further, it will ensure the time you spend on treating risk is well spent as you are focusing your risk solution energy on risks that really do have the best chance of disrupting your asset’s performance.
David Bowcott is senior vice-president, national director of large/strategic accounts at AON Reed Stenhouse Inc. Send comments to editor@on-sitemag.com
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FUNNY PHOTO
SEND US YOUR FUNNY PHOTO CAPTIONS and if we think you’re the funniest, you will be the winner of a limited-edition die-cast model of a Mack Truck. (Comparable alternative model may be awarded.)
DEADLINE FOR ENTRIES IS
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ADVERTISERS’ INDEX & WEBSITES ADRIAN STEEL......................www.adriansteel.com ...................................... 10
JOHN DEERE ..........................www.JohnDeere.com/Eskid ............................. 9
CASE ........................................www.CaseCE.com/WasteHandler .................. 2
KOMATSU...............................www.komatsuamerica.com............................. 15
DETROIT DIESEL ...................www.demanddetroit.com .................................. 7
KUBOTA ..................................www.kubota.ca .................................................. 56
DEXTER & CHANEY .............www.dexterchaney.com/today ...................... 23
MACK.......................................www.MackTrucks.com ..................................... 49
DOOSAN INFRACORE CE ......................www.DoosanEquipment.com/Dean .............. 38
NATIONAL HEAVY EQUIPMENT SHOW .............www.nhes.ca ...................................................... 29
DOOSAN PORTABLE POWER ....................................www.DoosanPortablePower.com ................. 31
PCL ...........................................www.pcl.ca ......................................................... 16 PUTZMEISTER ......................www.PutzmeisterAmerica.com ..................... 45
FREIGHTLINER ......................www.FreightlinerTrucks.com/WorkSmart .... 4
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TOWMASTER TRAILERS ...www.towmaster.com........................................ 11
on-sitemag.com / 53
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14-06-12 1:04 PM
CONTRACTORS & THE LAW By Matthew Swanson and Brandon Hillis
T
he field of employment law is fraught with misconceptions concerning employee terminations. One of the most common relates to terminating employees on a without cause basis. In such situations, it’s often thought that employees are only entitled to the notice of termination or pay in lieu prescribed by employment standards legislation. However, this is often not the case. An employee’s termination entitlements can, in the absence of carefully drafted employment contracts, be governed by statutory and common law considerations. As such, it is important that employers understand the difference between notice or pay in lieu pursuant to statute and common law, the risks that accompany the difference between the two, and the ways in which such risks can be mitigated.
Terminating employees without cause in lieu be provided, which often exceeds the statutory minimum requirements.
REASONABLE NOTICE There is no formula for determining what constitutes reasonable notice or pay in lieu at common law. In considering what would be reasonable, the courts will give consideration to such factors as the employee’s age and years of service, the availability of alternative employment and the nature of employment, including the employee’s salary and the position held. While the most substantial awards— up to 24 months pay in lieu of notice—are generally reserved for long-standing, highly paid employees occupying senior positions, the courts have on several occasions provided significant awards to short-term employees and those who occupy lower level positions.
SEVERANCE ENTITLEMENTS Employment standards laws set out the minimum requirements that employers must meet with respect to the employment relationship, including hours of work, wages and termination entitlements. Statutory notice of termination or pay in lieu entitlements, are generally based on an employee’s length of service. Nothing prohibits employers from providing more than the minimum standards of employment. Indeed, some employers choose to exceed these standards by, among other things, providing more than the minimum wage or vacation time. However, with respect to termination, in the absence of a contractual provision that deals with the issue, the law imposes a requirement that reasonable notice of termination or pay
MITIGATING RISK The uncertainty and expense that comes with court proceedings to determine common law entitlements should provide ample incentive for employers to enter into employment contracts containing, among other things, termination provisions. To do so effectively, employers should be mindful of the following issues: > Provide consideration: To be enforceable, all employment contracts require that consideration—something of benefit or value—be provided to the employee. For new employees, the offer of employment will typically constitute consideration. However, where an employer seeks to enter into a contract after the employee has commenced employment, continued employ-
ment by itself may not constitute sufficient consideration. In such situations, employers should provide employees with some form of additional benefit in exchange for entering into the contract. > Use clear language: Employers must ensure that the language used in the employment contract, and particularly the termination provision, is clear and unambiguous. > Provide at least the statutory minimums: Employers must ensure the termination clause does not provide for less than the statutory minimum standards. Terminating an employee can be expensive, time-consuming and stressful. By taking proactive steps, many of the difficulties and expenses that accompany termination can be mitigated considerably. Best practices dictate that employers enter into employment contracts that clearly set out the extent of their obligations to their employees upon termination. Consideration must be provided and clear language must be used. This article is provided for general information only and may not be relied upon as legal advice.
Matthew Swanson and Brandon Hillis are both lawyers at Borden Ladner Gervais LLP. Matthew is a partner at the firm and practices in the area of commercial litigation with an emphasis on contract and construction disputes. Brandon practices labour and employment law.
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