On-Site October 2021

OCTOBER 2021

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TECHNOLOGY REPORT PG.17

TRAINING PROGRAMS

COVID-19 FORCES COMPANIES TO ADAPT

SAFE TRUCKING

FEATURES FOR VOCATIONAL TRUCKS

CONTRACTORS & THE LAW IMPLIED TERMS IN CONSTRUCTION CONTRACTS

ON THE EDGE PM #40065710

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MENTAL HEALTH COMING INTO THE OPEN ON JOB SITES

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VOLUME 66, NO.6/OCTOBER 2021

2021 TECHNOLOGY REPORT 20 Tech trajectory How contractors are innovating with technology

25 Keeping training programs alive When the pandemic forced contractors to abruptly cancel in-class training, contractors found innovative ways to keep learners up to date

36

IN THIS ISSUE 7 Comment Making mental health a priority

10 News

The major developments

20

16 Construction stats The key figures

48 Letter to the editor Regarding On-Site’s CBA story

COLUMNS 50 Risk

28

The Internet of Things, construction risk and insurance: A transformational combination

54 Contractors and the Law Reading between the lines: Implied terms in construction contracts

53 Index of Advertisers

28 Safe trucking

On the edge

36

44

High-tech safety and diagnostic features in vocational trucks

Mental health coming into the open on job sites

World of Concrete Toronto Pavilion returns to The Buildings Show

Show preview

COVER PHOTO © BY KROMKRATHOG / ADOBE STOCK

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COMMENT

Making mental health a priority

Get the latest construction news!

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Since the onset of the COVID-19 coronavirus pandemic, the construction industry has had to adapt to a wide variety of challenges. From global supply chain disruptions to raw materials shortages, regularly changing safety regulations and lockdowns, there’s been a ton for the sector to overcome.

As much as the above-mentioned issues have been highlighted in the media at times throughout the pandemic, there has been an even bigger spotlight cast on another issue facing the country: the mental health of Canadians.

The added stress of the pandemic on our day-to-day lives has pushed many people to the brink, and there’s plenty of reasons why contractors need to pay close attention to this issue and have programs and procedures in place to help their workers.

Employee burnout is a very real, and very costly, problem for the construction industry.

It’s no secret that Canada’s construction sector has been battling a massive shortage in skilled workers for more than decade. In the BuildForce Canada’s national report, 2021-2030 Construction and Maintenance Looking Forward, it is expected that industry will require more than 309,000 new workers to replace employees who are retiring and to keep pace with demand.

Current projections show that there will be a shortfall of workers in the industry close to 100,000 people. This doesn’t account for all the workers leaving their positions due to stress during the pandemic, who may not ever return.

Many employees who are struggling with their mental health have had those issues exacerbated by the stress of working and living through the pandemic, creating full-blown employee burnout in many cases. This kind of employee burnout is prevalent across all industries right now, and it results in huge costs to companies and Canada’s economy.

According to the Centre for Addiction and Mental Health (CAMH), at any given time, approximately 500,000 Canadians are unable to work due to mental health problems. This includes an estimated 355,000 disability cases due to mental and/or behavioural disorders; and

about 175,000 full-time workers absent from work due to mental illness.

How costly is this exactly? Very.

The CAMH state that the economic cost of mental illness in Canada stands at approximately $51 billion per year from a combination of health care costs, lost productivity, and reductions in health-related quality of life.

The organization also states that the cost of a disability leave related to a mental illness is, on average, about twice as much as an employee taking leave due to a physical illness. Considering how serious construction companies take issues and legislation surrounding leave due to physical injury and illness, one would expect contractors to take the mental health of their workers very seriously. But until recently, many companies didn’t take this issue seriously – some still don’t.

That said, the old school attitude to tell workers to “Deal with your issues on your own time,” is slowly eroding thanks to some forward-thinking companies that understand the long-term costs of not helping employees manage their mental health.

Large companies like EllisDon and Mammoet Canada have gone to great lengths to promote the positive mental health of their employees (for more details on this, turn to our cover story on page 36).

In addition to individual companies making efforts to promote mental health in the workplace, industry associations are stepping forward promoting mental wellbeing in the workplace to their members. If you’re in need of resources, reach out to your local and national associations for assistance. There’s a good possibility they have something ready to go to help you promote positive mental health in the workplace.

Stay safe out there.

Andrew Snook / Interim Editor asnook@annexbusinessmedia.com

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CONTRIBUTORS

MEET OUR CONTRIBUTORS FOR THIS ISSUE VOLUME 66, NO.6/October 2021 www.on-sitemag.com

SAUL CHERNOS / Freelance Writer On mental health coming into the open on job sites: “Not long ago, you might have felt obliged, at least on site, to simply suck it up, maintain your composure, tough it out and get the job done. However, workplace attitudes towards mental health and personal wellbeing are changing.”

NATE HENDLEY / Freelance Writer and Author On the latest safety features for vocational trucks: “Vocational trucks are increasingly sporting high-tech safety features designed to enhance visibility, performance, stability, braking, steering, and other operations.”

READER SERVICE Print and digital subscription inquiries or changes, please contact Urszula Grzyb, AUDIENCE DEVELOPMENT MANAGER Email: ugrzyb@annexbusinessmedia.com Tel: (416) 510-5180 Fax: (416) -510-6875 Mail: 111 Gordon Baker Road, Suite 400, Toronto, ON M2H 3R1 PUBLISHER | Peter Leonard (416) 510-6847 pLeonard@on-sitemag.com INTERIM EDITOR | Andrew Snook (289) 221-8946 asnook@annexbusinessmedia.com MEDIA DESIGNER | Lisa Zambri lzambri@annexbusinessmedia.com ASSOCIATE PUBLISHER | David Skene (416) 510-6884 dskene@on-sitemag.com ACCOUNT COORDINATOR | Kim Rossiter (416) 510-6794 krossiter@on-sitemag.com

JACOB STOLLER / Principal, StollerStrategies On remote training during the pandemic: “Training users is more challenging in construction than most other industries because given the variability of jobsites and regions, a cookie-cutter approach rarely works. Consequently, training programs must be relevant in a wide variety of situations.”

DAVID BOWCOTT / Global Director – Growth, Innovation & Insight, Global Construction and Infrastructure Group at Aon Risk Solutions On The Internet of Things, construction risk and insurance: “In the coming years it does appear that the construction industry will start not only combining the collective impact of risk on all major stakeholders’ balance sheets, but will find new procurement models to more effectively collaborate and will harness the power of technology to create foundational decision making impacts.”

KRISTA JOHANSON AND DAGMARA PAWA / Borden Ladner Gervais LLP On implied terms in construction contracts: “Given the possibility that a disagreement may be determined according to an implied term, it is important that parties consider what remains unwritten in their contracts.”

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DISCLAIMER This publication is for informational purposes only The content and “expert” advice presented are not intended as a substitute for informed professional engineering advice. You should not act on information contained in this publication without seeking specific advice from qualified engineering professionals.

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8 / OCTOBER 2021

INDUSTRY NEWS

B.C. decides on George Massey Tunnel replacement The British Columbia Ministry of Transportation and Infrastructure has come to a decision regarding what will be done with the George Massey Tunnel on Highway 99 in the Metro Vancouver region.

The B.C. government has opted to green light a new eight-lane immersedtube tunnel to replace the George Massey Tunnel, which is over 60 years old.

The new tunnel will provide a toll-free crossing across the Fraser River designed to improve traffic, cycling and walking connections.

“A new crossing to replace the George Massey Tunnel will improve traffic flow and make travel by transit, walking and cycling more convenient and attractive, without costing commuters hundreds of dollars

a year in unfair tolls,” said Rob Fleming, Minister of Transportation and Infrastructure.

The tunnel will cost an estimated $4.15 billion and be operation in 2030.

Two of the eight lanes will be dedicated for bus rapid transit, and the crossing will include separated pathways for both cyclists and pedestrians.

“This new crossing will ensure a strong and reliable connection along one of British Columbia’s most important trade corridors, while also providing people and families with more choices about how they travel in their day-to-day lives,” said Bowinn Ma, Minister of State for Infrastructure.

The other replacement option presented was an eight-lane bridge, but the tunnel

was chosen because of several reasons, including; it was a better fit for the regional vision and interests endorsed by the Metro Vancouver Board; it limits new visual, noise, shading and lighting impact; and has less impact to agricultural land while not introducing new navigational restrictions on the river.

“We are encouraged by the collaborative approach taken by the province in working with Metro Vancouver and the Mayors’ council to develop and implement a solution to what is widely recognized as one of the worst traffic bottlenecks in B.C.,” says Sav Dhaliwal, chair, Metro Vancouver Board of Directors.

Now that the replacement option has been finalized, the next steps include launching an environmental assessment process, which includes ongoing engagement with Indigenous peoples, and preparation for procurement.

Pomerleau to lead construction of $185M battery plant outside Montreal

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Lion Electric Co. has tapped Quebec-based contractor Pomerleau to build its new battery plant and innovation centre in the Montreal suburbs.

The electric school bus and truck maker picked a 1.6-million-sq.-ft. site adjacent to the Montreal-Mirabel International Airport for the new facility this spring. It aims to start battery production in the second half of 2022.

Relying on automation, Lion Electric expects to reach annual battery production capacity of five gigawatt hours when the new plant is fully online.

Estimates for the construction project total $185 million.

Pomerleau will serve as the project manager and general contractor for the new manufacturing plant.

PHOTO: GOVERNMENT OF B.C

INDUSTRY>NEWS

© SIEGFRIED SCHNEPF / ADOBE STOCK

Alberta narrows choices for Deerfoot Trail improvement project Alberta Transportation has shortlisted three groups to submit proposals to complete improvements on Deerfoot Trail using a public-private partnership (P3) delivery model.

After issuing a P3 RFQ in May, Alberta Transportation has narrowed the candidates for the Deerfoot Trail improvement project down to three groups.

The shortlisted groups include: Calgary Safelink Partners (Vinci Highways SAS; Graham Capital Partners; Carmacks Enterprises Ltd.; Graham Infrastructure LP; Vinci Infrastructure Canada Limited; and Parsons Inc.); • Deerfoot Trail Partners (Aecon Concessions; Aecon Infrastructure Management Inc.; Meridiam Infrastructure North America Fund III; Stantec Consulting Ltd.; Wood Environment & Infrastructure; CH2M-Hill Canada Ltd. (Jacobs); and COWI North America Ltd.); and • Deerfoot Trail Infrastructure Partners (EllisDon), which includes EllisDon Capital Inc.; EllisDon Construction Services; Lafarge Canada; and Aecom Canada Ltd. •

• • • •

Improving Anderson Road/Bow Bottom Trail Interchange; Twinning the bridge over Glenmore Trail; Reconfiguring the 17 Avenue SE and Memorial Drive Interchanges and eliminating weaving traffic; and Widening between 17 Avenue SE and Airport Trail to four lanes in each direction.

21_1874_OnSite_OCT_CN Mod: August 19, 2021 3:42 PM Print: 09/07/21 3:13:54 PM page 1 v7

π

This project is part of Alberta’s Recovery Plan and will not only create jobs for Calgary but will make the highway safer and more efficient.

“Calgarians know what traffic on the Deerfoot is like. That’s why we’re taking action to ease traffic and make life better for Calgarians with significant improvements to Deerfoot Trail,” says Rajan Sawhney, Minister of Transportation.

She says that the provincial recovery plan will include investments of over $20.3 billion to improve and build infrastructure for Alberta. The plan is expected to create 90,000 jobs.

All told, four teams responded to the RFQ and the shortlisted groups have until July 2022 to submit proposals and financial bids, with construction expected to begin next fall. The project completion is targeted for the fall of 2026.

•

Improvements within the project will include: Twinning Ivor Strong Bridge;

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INDUSTRY NEWS

IMAGE: GOVERNMENT OF B.C

Construction on $860.8M expansion to Richmond, B.C. hospital to start next year

“This largest provincial capital investment to a health capital project in the city of Richmond means that we are full steam ahead with the expansion of the Richmond Hospital that will provide quality public health care to the people of Richmond for decades to come in a modern environment,” he stated.

Along with the new patient tower, related work includes retrofits to the South Tower, the redevelopment of the Milan Ilich Pavilion and the eventual demolition of

Redevelopment of Halifax interchange more costly

Graham Group of Companies acquires Colorado-based Milender White

The cost to redevelop an aging interchange in downtown Halifax has risen dramatically since the project went to tender.

The Cogswell interchange project is expected to be awarded to Dexter Construction, which came in with the lower of the two bids at $95.7 million. Now, however, higher than anticipated construction costs will increase the price tag to $122.6 million.

The boost in price is being attributed to inflation and construction costs that have risen since the original estimate.

All told, 6.5 hectares of concrete roads and ramps will be demolished and this space will ultimately be converted into a mixed-use neighbourhood.

If council approves the staff recommendations, the project could begin in December and be wrapped up in 2025.

Graham has announced that it has added U.S.-based construction firm Milender White Inc. to the Graham Group of Companies. Colorado-based Milender White, which also has offices in Southern California, is an employee-owned real estate development and construction contractor.

This move positions Calgary-based Graham to grow into a new market and is part of the company’s strategy to diversify, while expanding its capabilities across a range of sectors and regions with a goal of delivering a more comprehensive offering to its client base.

Milender White, which recently broke ground on a 157-unit student housing project in Los Angeles, focuses on complex, multi-key commercial and resident projects. Interestingly, Graham also was recently selected to build a university campus in Toronto.

“This is an exciting partnership that I’m certain will develop into further value-added benefits to our clients and opportunities for our people,” said Andy Trewick, Graham’s president and CEO. “Milender White has an exceptional reputation for being a reliable construction partner that delivers complex projects on-time and on-budget, and we’re thrilled to welcome them as partners.”

Milender White president and CEO Bryon White, also expressed enthusiasm about the partnership.

“When we were initially considering a merger, it was extremely important to me that we find a partner who is rooted in the same core values and one that would support what is best for all employees in the long term,” he said. “Graham truly matches the Milender White culture.”

Milender White will continue operations under its own brand, maintaining its existing systems, programs, locations, and personnel. The company’s management and team will operate as a subsidiary of Graham’s Buildings Division. Milender White founder Bryon White remains as president and CEO while also joining Graham’s management team, where he’ll work with Colin Aitken, executive vice-president of Graham’s Building Division.

PHOTO: WIKIPEDIA.COM

On-site work for the first step in a fourphase expansion at the Richmond Hospital in Metro Vancouver is scheduled to start next year.

Earlier this month, the B.C. government approved the business plan for the $860.8-million project, laying out construction timelines and spelling out certain design details.

Anchored by a new, nine-floor patient tower that will include an emergency department, intensive care unit, 11 operating rooms and space for specialized imaging equipment, the major construction project will run over nine years.

Adrian Dix, the province’s Minister of Health, said the work at the Richmond health care site is “long overdue.”

14 / OCTOBER 2021

the North Tower. The province anticipates creating 1,500 construction jobs over the course of the project.

Detailed design work is set to begin immediately, along with early works and procurement for the main construction contract.

The new patient tower is slated to open in 2028, followed by the renovated South Tower and Milan Ilich Pavilion in 2029.

Demolition on the North Tower is likely to take two additional years.

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CONSTRUCTION STATS

Workers Employed in Construction by Month

A selection of data reflecting trends in the Canadian construction industry

CONSTRUCTION EMPLOYMENT UP IN AUGUST The construction sector experienced an increase in monthly and yearly gains in employment in August. Employment in the sector grew from approximately 1.4123 million in July 2021 to 1.4325 million in August 2021 for gain of approximately 20,200 jobs. In year-over-year comparisons, employment increased by approximately 61,400 jobs when compared to August 2020 when there were an estimated 1.3711 million people employed in the sector.

2020

January February March April May June July August September October November December

1,497.6 1,489.7 1,487.5 1,173.9 1,247.6 1,330.8 1,364.3 1,371.1 1,369.4 1,377.8 1,404.1 1,401.2

2021

January February March April May June July August

1,435.6 1,442.4 1,468.1 1,455.4 1,439.6 1,416.2 1412.3 1432.5

In thousands of workers, seasonally adjusted SOURCE: STATISTICS CANADA

RESIDENTIAL CONSTRUCTION INVESTMENT DOWN IN JULY Residential construction fell 2.6 per cent in July, marking the third consecutive month of declines. This trend follows a long period of growth between May 2020 to April 2021, which ended with a record peak this past April.

Construction investment in single-family homes was down across all provinces for a 4.0-per-cent decline to $7.2 billion.

Ontario, Quebec, Saskatchewan and Alberta experienced the largest declines. Multi-unit construction investment fell 1.0 per cent to $6.2 billion in July, fuelled by losses in seven provinces, led by Ontario, B.C. and Manitoba.

SINGLE-UNIT

-4.0%

MULTI-UNIT

-1.0%

NON-RESIDENTIAL CONSTRUCTION UP; LED BY SURGING INSTITUTIONAL INVESTMENT The non-residential construction sector experienced an increase of 0.9 per cent in July to $4.6 billion. The increase was led by institutional investment, which posted its ninth consecutive month of gains. Institutional investment was up 2.2 per cent to $1.3 billion. The majority of the provinces and territories experienced gains in July led by Ontario, Quebec and B.C. Commercial investment was also up slightly with an increase of 0.6 per cent to $2.5 billion. Alberta posted the largest gains, up 6.0 per cent fuelled by increased investment in office buildings, as well as buildings for trades and services. Industrial investment experienced the only decline, falling 0.2 per cent. The most notable decreases were in Quebec, Alberta and P.E.I.

COMMERCIAL

+0.6%

INDUSTRIAL

-0.2%

16 / OCTOBER 2021

INSTITUTIONAL

+2.2%

TECH TRAJECTORY Page 20

PHOTO: © KATESTUDIO \ ADOBE STOCK

KEEPING TRAINING PROGRAMS ALIVE Page 25

2021 TECHNOLOGY REPORT SPONSORED BY

A better way to build, together.

Autodesk Construction CloudTM connects workflows, teams and data at every stage of construction to reduce risk, maximize efficiency, and increase profits.

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18 / OCTOBER 2021

TECHNOLOGY REPORT

WELCOME LETTER

W

e are very pleased to be sponsoring On-Site Magazine’s Construction Technology Report. Autodesk is proud to be at the forefront of helping contractors adopt digital technology and move towards a whole lifecycle approach for the built environment.

We often experience waves of technology innovation come out of moments of challenge such as the one we find ourselves in today. With the sudden shift to remote work and new and increased safety standards, we now see many contractors accelerating their switch from analog to digital workflows to support their projects. A recent survey, which is an annual partnership between AGC and Autodesk, found that nearly 40 per cent of responding contractors have adopted new hardware or software, such as project management, field collaboration and bidding technology, in the wake of the pandemic crisis.

It’s a great time to start rethinking how we build at every stage, and for construction firms to invest in a robust digital foundation that connects teams, data and projects from design through to operations. A strong digital foundation will position us to solve the systemic problems the industry is still struggling to overcome, and will also empower you to take greater advantage of what’s coming next – automation through machine learning and AI, IoT technology, generative design, digital twins and so much more.

It’s exciting to hear about how many leading contractors are adapting and thriving in this new innovative environment. We look forward to helping many of you on this journey.

Sincerely, Allison Scott Director, Construction Thought Leadership at Autodesk

on-sitemag.com / 19

TECHNOLOGY REPORT

Tech trajectory How contractors are innovating with technology

BY JACOB STOLLER

20 / OCTOBER 2021

with his opening comments.

“Contractors have already begun moving the goalposts on expectations on the business side of the industry and during design and construction,” he said.

“To remain on the cutting edge, Canada’s leading contractors are making technology choices today that will dictate how the industry tackles projects throughout the 2020s and beyond.”

Picklyk guided the discussion with a series of questions about current initiatives, future plans, measurements of success, and challenges.

WHAT IS WORKING? All panelists agreed that VDC (Virtual Design and Construction) models are here to stay. Accordingly, they are seeking ways to not only improve them, but to leverage the data they’re already collecting to streamline their day-to-day operations.

Much of this is about closing the information gaps between VDC systems and the field.

“On the VDC side, we’ve had success with integrated collaboration platforms, which has helped us get that model information out to the field, and, for lack of a better word, democratize that data,” says

PHOTO © BY KATESTUDIO / ADOBE STOCK

O

n August 24, On-Site hosted a lively webinar discussion on digital transformation in the construction industry.

Insights were provided by experts representing three leading Canadian contractors: Libby Rowe, manager of business development and project development for Turner Construction in Vancouver; Hammad Chaudhry, director of virtual design and construction for EllisDon, Western Canada; and Dan Bockstael, vice-president of pre-construction at Winnipeg-based Bockstael.

Moderator Doug Picklyk set the tone

EllisDon’s Chaudhry.

Models, the panelists noted, are often mandated by clients, and are sometimes implemented as check box items. However, the data that goes into the models is a gold mine that is largely untapped.

“A really key part for us now is not just about the 3D models, but the data that lives in those models,” says Chaudhry.

“Real-time data collected as a project unfolds, for example, creates a feedback loop where the field can get valuable input on how well a project is tracking.”

“We’ve been having some great success recently with model-based estimating,”

says Rowe of Turner Construction. “Of course, we use that early-on in the process, on the pre-construction side of things.”

Collecting real data as a project unfolds allows the model to be updated in real time.

“The great thing about it is being able to get real data,” Rowe says, “and then when you track the change throughout the project, or through the pre-construction development, just being able to see that change in the model and actually have it automatically changed in the spreadsheets.”

Bockstael of Bockstael Construction

A really key part for us now is not just about the 3D models, but the data that lives in those models,” says Chaudhry. “Real-time data collected as a project unfolds, for example, creates a feedback loop where the field can get valuable input on how well a project is tracking.” points out that small and medium-sized contractors need technology solutions that will produce value over multiple projects.

“I think one of the things we’re often looking for is technology that’s scalable,” he says. “We’re doing projects from $500,000 to $200 million. So, when we adopt something, we look at something

on-sitemag.com / 21

TECHNOLOGY REPORT

that can really help us across the board.”

For example, Bockstael recently replaced marker boards with shared documents on Microsoft Teams.

“We’re really finding a lot of benefit out of this that’s going to last,” he says. “We’re not going back to the old way.”

WHAT DOES THE FUTURE HOLD? Next, Picklyk asked the participants to take out their crystal balls.

Rowe pointed out that software companies are now eager to test solutions in construction, so there’s no shortage of opportunities.

“It’s no secret that tech investments in construction are astronomical right now,” says Rowe. “So, everyone’s waiting and watching.”

Turner’s technology group works with selected software vendors through a formalized pilot program. Startups are encouraged to bring forward their strengths.

“We partner with tech startups, and we look at the ones that will provide the best benefits against their own criteria,” says Rowe.

Chaudhry notes that EllisDon is experimenting with a data capture platform that may make it possible to create specifications in-house, eliminating the need to hire a third party.

According to Bockstael, the future will be about expanding the opportunities for improving visibility and gaining tighter

It’s all about building the budget right at the start from the concept stage, and then managing the design and the cost of the project in line with that target value as you go through. So, you need really good data to support that.

22 / OCTOBER 2021

control over projects.

“We’re trying to take that data and develop predictive tools versus having those things just be a historical record,” he says, adding that cost data is a significant component. “We’re really big on cost modeling and target value delivery through the Lean platform.

“It’s all about building the budget right at the start from the concept stage, and then managing the design and the cost of the project in line with that target value as you go through. So, you need really good data to support that.”

HOW DO YOU MEASURE SUCCESS? All panelists agreed that a concrete ROI is very difficult to establish in an industry where every job site is different.

“This is a really tricky one,” says Rowe. “The best space for innovation with technology is in prevention of problems.

We’ve been in this industry for a long time, and we know how slow it can be; how onerous it can be; how costly it can be; and how schedules can slide if you don’t plan and predict properly. So, if you bring in a technology that targets that, how do you quantify it? How do you quantify the problem that hasn’t happened?”

“Essentially, you’re paying for an insurance policy,” says Chaudhry. “Maybe you’ll have to pay the deductible, maybe you won’t, but you don’t know until that happens. But if something does go side-

ways, you have the right process workflows and tools in place to help you with that.”

Chaudhry also notes that success is defined differently for different stakeholders.

“We have essentially different risk factors, different production factors or methods for each stakeholder that we’re working with. And each of those different stakeholders brings a piece to that puzzle,” he says.

Bockstael points out that success is ultimately about improving the work the firm does for its customers.

“We tend to take more of a thousand-foot approach and ask, ‘Is this adding value?’” he says. “Is it making us better?

Are we continuously improving, keeping up with the times? There are also issues around attracting talent in that people don’t want to do some of these boring tasks. So, all these things add value in different ways.”

“The ultimate confirmation, perhaps, comes when people in the field find that the new tools are becoming essential. That is sort of the most bottom-line hit,” says Chaudhry. “If people are saying they need it, we know it’s working.”

WHAT TECHNOLOGY-RELATED CHALLENGES ARE YOU FACING? Implementing technology is never as easy as it looks, and contractors have been

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SOLUTION

TECHNOLOGY REPORT

WHAT ABOUT AI AND MACHINE LEARNING? When it comes to Industry 4.0 technology – AI, augmented reality, robotics, Internet of Things – panelists agreed that it’s early days, but there are many improvements to look forward to.

People won’t spend hours updating spreadsheets for deficiency reports. Costs of incorporating 360 photo and drone data into models and workflow software will plummet, bringing these technologies to a wider range of stakeholders. Materials inventory will be tracked automatically.

Advanced technologies, however, are rarely about cutting jobs.

“We’re not replacing humans, we’re augmenting them,” says Rowe. “We’re taking away some of those really boring, really repetitive tasks that could just as easily be done with a robot. You still need the human to review the data to walk through to doublecheck things, and to build the design in the first place.”

TAKEAWAYS

coping with technology-related change management issues for decades.

“On the actual implementation side, there’s a lot more work than you would imagine,” says Bockstael, “especially with cross platform integration where tools are talking and working with each other. I’ve always found there’s an extra step in there – it’s never seamless. And then for the onboarding period, once you’ve decided to go ahead, you need a very specific action plan with timelines to prepare your staff.”

“Some of the barriers are definitely going to be workforce related,” says Chaudry, “getting that buy-in to get the broader project teams to really understand and leverage the tools properly. At times, it’s

24 / OCTOBER 2021

more of a social than a technical conversation.”

One of the keys, Rowe explains, is to make the technology less threatening.

“The phrase I like to use is ‘dress up the beast,’” says Rowe, “Take that thing that’s really scary and put it in a clown suit or dress it up into something that’s familiar.”

Most users, for example, are familiar with Microsoft user interfaces.

“Microsoft is a pretty simple platform right now, and it’s offering so many opportunities,” says Rowe. “I think people who weren’t comfortable with the technology are now using the Teams platform.”

Virtual Design and Construction (VDC) models are here to stay. The next few years will be about making models more useful and leveraging data to improve day-to-day operations.

Change management will continue to be a major challenge, with buy-in and integration at the top of the list.

The ROI for technology is not revealed as a single financial number, but a combination of financial and non-financial benefits. Often the ultimate confirmation that a solution works comes when employees say they need it it.

Many established software vendors and startups are investing in construction solutions, resulting in many new opportunities for contractors.

Some of the best adoption opportunities are simple and can be implemented with minimal change management.

Technology is not about cutting heads, but about making existing staff more productive. It’s also about attracting younger workers.

TECHNOLOGY REPORT

Keeping

training programs alive

When the pandemic forced contractors to abruptly cancel in-class training, contractors found innovative ways to keep learners up to date.

PHOTO © BY APINAN / ADOBE STOCK

BY JACOB STOLLER

I

n February 2020, PCL Construction was winding down one of its largest software rollouts in 20 years. Learning materials were finalized, district champions were trained using real-life scenarios, and in-class training was soon to commence in districts across North America.

“Then the pandemic hit, and the question was ‘nobody’s doing in-class training

right now, so what can we do instead?’” says NIkki Stalker, team lead, Solution Delivery, PCL Construction.

Training users is more challenging in construction than most other industries because given the variability of jobsites and regions, a cookie-cutter approach rarely works. Consequently, training programs must be relevant in a wide

variety of situations.

“Every project is unique and how each of our districts construct them is as well,” says Stalker, “so our software has to accommodate a lot of different project management styles and contractual obligations.”

Fortunately, PCL’s new release had been piloted in the districts prior to the pandemic, and the district champions had been trained. The insights gained during this process enabled the company to add content to the course materials that explained the business processes that the software was supporting.

“We repackaged the information we on-sitemag.com / 25

TECHNOLOGY REPORT

had delivered to the district champions in the classroom into a pre-recorded PowerPoint that people could run on their own,” says Stalker. “In addition to step-bystep instructions, we also provided instructions on business process – that’s something we wouldn’t have done otherwise.”

A BLENDED APPROACH Prior to the pandemic, much of the live classroom learning at Omaha-based Kiewit was tailored to the requirements of particular projects. The instructors were designated super-users – business process specialists who were trained by the software development group at the company headquarters.

“Our jobs vary in that we work in a lot of different verticals,” says Justin Rauner, Kiewit’s chief technology officer, “and some applications get used more than others and some don’t get used at all depending on the specific project requirements. So, a one-size-fits-all approach doesn’t work for us.”

Responding to the need to go online, the company has migrated to a blended learning approach where learners participate from their computers but interact with a live instructor and other class members through Q&A sessions.

The company has made some adjustments for the different learning environment.

“In a virtual environment, it’s easy to be multi-tasking with the training running in the background,” says Rauner, “but then the comprehension and retention on the topic is not very good. So, we reduced the duration of our classes by 50 per cent or more. We also added a rotating schedule where we would have virtual instructor-led training on a specific tool once a month.”

The approach has proven to be highly

26 / OCTOBER 2021

popular with users. Rauner notes that response and survey rates have gone up significantly.

REINFORCING ONLINE LEARNING The construction company Pomerleau has a history of encouraging employees to utilize online learning resources. In September 2019, the company made LinkedIn Learning available to employees, giving them access to approximately 20,000 courses. The use of these

materials accelerated in 2020.

“When COVID hit and we sent everyone back home, we told them ‘this is a good time for you to learn something,’” says Jonathan Harvey, Pomerleau’s training and leadership development director.

Over 90 per cent of training was already being delivered online. What changed during the pandemic is the company had to discontinue site visits by experts who ensured that the tools were being used properly and gave users one-on-one support where needed. These visits were replaced by more frequent team calls.

“People also started helping each other more,” Harvey says.

Pomerleau also uses a company-wide change management process to ensure that new apps help users become more efficient and innovative and don’t interfere with the normal workflow.

“We want our superintendents to walk the site, and not be in the trailer behind a computer doing clerical stuff,” Harvey says.

BACK TO NORMAL?

Once the pandemic is over, I think we’re going to continue to move much more to a blended approach where we’re going to have on-site and virtual learning

The convenience of remote learning is self-evident, but the benefits of in-person – focus, interaction, and relationship building – may prove to be essential in the long term.

“I think this has opened our eyes to the possibilities and the convenience of remote learning,” Stalker says. “But there’s a balance between that and giving people the ability to focus in a classroom setting where they shut off their phones and their other screens. There’s also a lot more opportunity to generate conversations in an in-person setting.”

“Once the pandemic is over, I think we’re going to continue to move much more to a blended approach where we’re going to have on-site and virtual learning,” Rauner says.

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TRUCKS

Safe Trucking High-tech safety and diagnostic features in vocational trucks

BY NATE HENDLEY

V

ocational trucks are increasingly sporting high-tech safety features designed to enhance visibility, performance, stability, braking, steering, and other operations.

One of the most notable trends in vocational truck safety technology is the growing acceptance of Automated Manual Transmission (AMT) and automatic transmissions. Such transmissions “allow Navistar equips International Trucks with the Diamond Logic electrical system, which offers an array of efficiency, safety, and diagnostic features.

28 / OCTOBER 2021

drivers to focus on the road and jobsite instead of shifting,” states Mack Trucks construction product manager Tim Wrinkle.

Mack Trucks has an AMT called mDRIVE HD which has been standard on its Granite vocational truck line since 2016. Mack currently offers a “14-speed mDRIVE HD AMT, which features low-ratio creeper gears that enable unprecedented stability and ultra-low speed maneuverability,” says Wrinkle.

Volvo has its own AMT solution, I-Shift. Nearly three-quarters of Volvo’s vocational VHD trucks currently “use some variant of this transmission,” says Andy Hanson, product marketing manager at Volvo Trucks North America.

“The I-Shift reduces stress on the drive by handling the shifting while still offering the efficiency inherent in manual transmissions,” Hanson says. “The Volvo I-Shift is offered as a 12, 13 or 14-speed.

The 14-speed transmission has a crawler gear with a ratio of 32:1, allowing the truck to move at less than one kilometer per hour without slipping the clutch. This makes the truck well-suited for slow speed maneuvering or getting massive loads moving.”

Kenworth’s TruckTech + Remote Diagnostics system is available as an option on its new medium duty vocational trucks.

This April, Kenworth introduced a new line of medium-duty trucks that includes the T380V and T480V vocational models.

The new PACCAR TX-8 automatic transmission — which Kenworth also unveiled at the spring launch—is available for the T380V and T480V. “The robust, yet lightweight 8-speed transmission provides smooth performance and enhances fuel economy. The PACCAR TX-8 serves a wide range of applications from pickup and delivery to utility service and a variety of vocational applications,” says Jeff Parietti, Kenworth public relations manager.

Navistar has made an automatic transmission standard in its HV Series of International vocational trucks and an AMT standard in its HX Series of International vocational trucks.

“We definitely see the demand for two pedal automatic and AMT transmissions increasing over time,” states David Hillman, senior director, Vocational Segment, Navistar.

If AMTs and automatic transmissions make vocational trucks easier to drive, advances in braking systems help slow these vehicles down and avoid accidents.

Mack Granite trucks can be fitted with the next generation of the Bendix Wingman Fusion driver assistance system as an option. The system offers lane departure warnings, Automatic Emergency Braking (AEB), and driver facing and forward-facing cameras (to record driver behaviour and road activity, respectively).

Daimler Trucks North America (DTNA) has introduced Active Brake Assist 5 (ABA 5) on its Western Star 49X vocational trucks. This solution, which is always on, “Detects the distances to objects in its path, calculating speed, and determining if a warning or braking action is necessary,” states Len Copeland, product marketing manager, Detroit Products at DTNA. Other features included in the Detroit Assurance suite of safety systems utilized

by DTMA on the Western Star 49X include tailgate warning, lane departure warning and Side Guard Assist (SGA), which uses radar technology to detect moving objects on the passenger’s side.

The robust, yet lightweight 8-speed transmission provides smooth performance and enhances fuel economy. The PACCAR TX-8 serves a wide range of applications from pickup and delivery to utility service and a variety of vocational applications.”

DIAGNOSTIC FEATURES Navistar equips International Trucks with the Diamond Logic electrical system, which offers an array of performance-enon-sitemag.com / 29

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hancing, safety, and diagnostic features.

Diamond Logic can be used to automatically raise lift axles when reverse gear is selected, states Hillman.

“Diamond Logic can be programmed to turn vehicle camera systems on when the turn signal is engaged or limit vehicle road speed when the dump body is raised, so that the vehicle can still be used to spread material but cannot drive down the road and hit an overpass,” he says.

Kenworth’s TruckTech + Remote Diagnostics system — which provides realtime updates about engine performance to fleet managers and Kenworth dealers and service alerts to drivers — is optional on the 380V and 480V. Volvo offers Remote Diagnostics, an onboard solution, which gives drivers access to Volvo Action Service (VAS), a 24/7 support centre where fault codes are monitored, and repairs are coordinated.

COLLISION MITIGATION Volvo and Navistar have also enhanced their respective collision mitigation systems.

Volvo Active Driver Assist (VADA) incorporates sensors, cameras, and radar to detect road hazards. Volvo recently added a fifth generation SafetyDirect Processor

32 / OCTOBER 2021

Volvo’s Dynamic Steering system for axle-back VHDs, dramatically reduces the effort required to keep the vehicle centered while navigating rough terrain.

(SDP5 Full) from Bendix Commercial Vehicle Systems into VADA. The SDP5 Full processor features a driver-facing camera and digital video recorder storage and internal battery backup (to prevent data loss in the case of accidents or incidents).

Navistar added electronic stability control to its own collision mitigation system. This stabilizing control helps trucks remain upright during “rollover and vehicle under-and-over-steer situations” as Navistar literature puts it. The stability function also helps prevent loss of control when brakes are applied on slippery roads.

STEERING AND LIGHTING Steering and lighting systems have also

The driver-facing camera will generate a high-resolution colour image and, at night, utilize infrared technology to deliver better nighttime images.

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Daimler Trucks North America has introduced Active Brake Assist 5 (ABA 5) on its Western Star 49X vocational trucks.

Mack Trucks began adding Command Steer, the company’s active steering system, to axle-back trucks in its Granite vocational line earlier this year.

been tweaked to enhance safety. Command Steer, Mack Trucks’ active steering system, is available as an option on axle-back Granite trucks. Command Steer consists of an electric motor which is connected to the hydraulic system and a series of sensors which monitor road and environmental conditions. The system augments power steering and enhances stability in case of strong wind, tire blowouts or

34 / OCTOBER 2021

banked roads. The system reduces fatigue in drivers, which in turn improves jobsite safety and driver productivity, according to Wrinkle.

Volvo’s Dynamic Steering (VDS) system for axle-back VHDs, dramatically reduces the effort required to keep the vehicle centered while navigating rough terrain, according to Hanson.

“Its motor is controlled at a rate of

2,000 times per second, so it’s reacting to changing road conditions very quickly.

This allows the system to dampen the inputs that the driver receives from the road and reduce the pulling caused by crowned roads or cross winds, leaving the driver less fatigued and more in control of the vehicle. VDS also returns the steering wheel back to centre after completing a turn,” he says.

As for lighting, Volvo’s VHD trucks now come standard with composite LED headlamps. Daytime running lamps change from white to amber when the turn signal is activated — highlighting the vehicle’s intended movements to other drivers. An optional de-icing function automatically turns on and keeps lenses clear when temperatures reach certain lows.

VHD models can also be fitted with a heated windshield which is “far more effective than a defroster in keeping the windshield clear during winter conditions,” states Hanson.

In similar fashion, DTNA offers intelligent LED headlights on the Western Star 49X. “The dual-stage LED headlight system features an internally printed heat grid and ambient air temperature sensor which can melt three millimeters of ice in less than 10 minutes at 40 degrees below zero.

It can also burn through condensation in warm, humid environments,” states Copeland.

Cab ergonomics have also been scrutinized to ensure a safer ride. Navistar has engaged in extensive R&D in this field and created what it feels is a more secure cab environment.

“Both the transmission stalk shifter mounted to the steering column and the relocation of our lift axle controls to the wing panel minimize the need for a driver to turn their head to perform tasks on congested roads or busy job sites,” states Hillman.

When asked about the future of vocational truck safety technology, industry experts point to cameras and connectivity.

“Anyone who has driven a truck knows visibility is always a challenge, so more cameras are coming. We’re seeing increasing requests for back-up cameras or systems that deploy even more,” states Hanson.

“We see connected technology as being a vital part of the emerging safety technology landscape. Being able to harness the information available across

Anyone who has driven a truck knows visibility is always a challenge, so more cameras are coming. We’re seeing increasing requests for back-up cameras or systems that deploy even more,” states Hanson. chassis and body features and broadcast it to fleet managers in real time will be a game changer,” adds Hillman. avoid an accident, it increases their uptime and overall productivity. Protecting the drivers and others who share the roads with our trucks should always be top-of-mind,” Hanson says.

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2021-08-20 9:17 AM

HEALTH

On the edge Mental health coming into the open on job sites

BY SAUL CHERNOS

36 / OCTOBER 2021

PHOTO © KROMKRATHOG / ADOBE STOCK

F

eeling beleaguered by personal or work-related problems? Overwhelmed by an addiction, a family crisis, financial challenges or even the numerous tensions arising from working on projects with tight deadlines and demanding circumstances? Not long ago, you might have felt obliged, at least on site, to simply suck it up, maintain your composure, tough it out and get the job done. However, workplace attitudes towards mental health and personal wellbeing are changing, with age-old stigmas gradually giving way to a more compassionate, holistic approach and an understanding that entire teams benefit when employees are physically and mentally healthy and fit for duty. And construction circles are no exception, with companies looking to exchange an old school reputation for a modern-day one that values wellbeing across the enterprise.

Paul Trudel, senior vice-president of people and culture with EllisDon, worked in hospitality and tourism before moving into construction a decade ago and has watched attitudes shift across multiple sectors.

“It was like, don’t talk about what’s bothering you, you’re here to do a job,” Trudel recalls. “You were expected to deal with whatever might be bothering you when you got home.”

However, a generational shift in attitudes is turning the tables, with younger people willing to reorder their lives in order to find satisfying work where they feel respected and valued.

“It’s a candidate marketplace, and I think the challenges around recruitment are stemming a lot from mental health,” Trudel says. “People are burnt out, struggling and having challenges in the workplace, and it’s causing them to make employment decisions, whether it’s going somewhere else or not even staying in construction.”

Trudel says routine safety reminders were already in place when he joined EllisDon four years ago, but these now include mental health as well as physical safety.

Toolbox Talks, where crews meet daily to map out project plans, embed discussion about stress, fatigue, substance abuse and the need to embrace diversity and inclusivity.

“Gone are the days where we’ve just talked about what we’re building today and what needs to get done,” Trudel says. “Our training has expanded from slip and falls and working at heights to including a lot more around mental health.”

EllisDon has also bolstered its employee assistance program.

“It used to be an orientation brochure with a phone number you could call and only a small paragraph talking about wellness and mental health, and today

it’s an interactive guide along with other resources,” Trudel says.

EllisDon also recently brought in a back-up service provider explicitly equipped to address emergency situations.

“They’ve got counsellors and a doctor on staff for pressing, urgent matters which demand immediate attention,” Trudel says.

While these kinds of services are seen as vital to employee wellbeing, a company-wide culture that respects and values mental and emotional wellbeing is increasingly seen as the ultimate enabler.

Trudel recalls a watershed moment when an employee approached a top executive and, in the course of casual conversation, confided uncertainty about how to handle a serious crisis.

“It was right at the beginning of COVID, and the executive called me and asked if I knew what was going on,” Trudel recalls.

Arrangements were immediately made for an action plan, including emergency counselling. An environment where an employee feels comfortable going to a top executive with a sensitive or personal matter is exactly what employers need to achieve, Trudel says.

“We need to create a safe working environment where people can have a good, solid conversation if they’re struggling or need help. The more we listen and the more that we make it acceptable to talk about it, the better off we’re all going to be,” he says.

While contractors bear overarching responsibility for their projects, subcontractors and other specialists also have key obligations when it comes to job site culture and mental health.

Mammoet, an international provider of heavy equipment and operational services, participates in some of Canada’s most complicated projects, often performing

It was like, don’t talk about what’s bothering you, you’re here to do a job,” Trudel recalls. “You were expected to deal with whatever might be bothering you when you got home.”

on-sitemag.com / 37

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HEALTH

challenging manoeuvres in highly precarious terrain under nail-biting conditions, so mental and emotional wellbeing is considered essential to the company’s everyday activities.

“Mental health is at the forefront of every discussion we have,” says Marie Aitken, manager of safety, health, environment and quality (SHE-Q) with Mammoet Canada Western.

“Most meetings start with a conversation about mental health, reinforcing that we all have stress in our lives and that we have an open-door policy.”

While mental health encompasses a broad range of conditions, personal stress occurs often enough not only on job sites but also in office settings.

“Most times, the concerns in the field are personal concerns about family,” Aitken says. “People work away from home, they’re away from their families, and that can be a huge stressor.”

In the office, Aitken says, stress can have more of an interpersonal dimension.

“You’re around the same people all day, and that can naturally get under people’s skin. You hope people you put in groups will work well together, but sometimes it doesn’t,” she says.

Aitken has taken mental health first aid training through the Mental Health Commission of Canada and has helped Mammoet incorporate mental health into the company’s own training regimen. Through her own training, Aitken says she’s learned how to recognize, respect and respond to mental health concerns, and she compares the support management can provide as akin to administering first aid to an employee experiencing chest pains.

“If a person is feeling distressed,

you’re not going to tell them to get over it. We now have tools in our tool chest to be able to discuss how someone is feeling, and we work through strategies just like you would with a physical illness,” she says.

Ultimately, Mammoet seeks a proactive approach, Aitken says.

“As a company, we do our due diligence to ensure everyone is kept safe, and we’re here to support our employees and ensure they are healthy both physically and mentally,” she says.

Supervisors are trained to spot signs of distress and to supportively direct workers to appropriate resources.

“It’s about making sure your crew is visibly ready to work and engaging in those conversations,” Aitken says. “Our hope is that having very normal conversations in management carries down to operations supervisors and creates that culture.”

No stranger to heavy equipment, the International Union of Operating Engineers Local 793 offers mental health support, including counselling and access to a treatment centre, through its members’ benefit plan and is on the cusp of formally incorporating mental health content into training it provides its members in machines as varied as excavators and tower cranes.

Dave Turple, vice-president and assistant business manager with Local 793 in Ontario and Nunavut, says its first cohort of heavy equipment instructors is slated for Mental Health Commission of Canada train-the-trainer sessions this September to boost their understanding of and ability to address mental health.

Turple operated a mobile crane from 2003 until 2012, when he began working full time for Local 793, and knows that working with heavy equipment can be stressful.

“Often, you’re operating cranes near roadways, bridges and busy street corners where people are walking and driving, and

You’re around the same people all day, and that can naturally get under people’s skin. You hope people you put in groups will work well together, but sometimes it doesn’t,” Rodney says.

on-sitemag.com / 39

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Shakhriyor was always interested in construction, so after graduating from the institute he began to work in a construction company. Having proved himself to be a competent young specialist, coupled with high efficiency and competence in construction issues, the ability to work with people, he was able to take the post of Deputy Director of the company in a short time.

According to Shakhriyor, in 2016, when Shavkat Mirziyoyev became the President of Uzbekistan, great opportunities opened up in the country for attracting foreign investments and doing business, especially in the field of construction. As

a result, many residential and commercial buildings are currently under construction in the country. There is more freedom, democracy, and respect for human rights. The country is actively integrating into the world community. Borders are being opened, good-neighborly relations with neighboring countries are being established, and economic relations with the whole world are developing. The safety of foreign investors’ funds is guaranteed That is why Shakhriyor decided to open his own construction company in Canada, which is one of the world leaders in the field of construction, and invest his own funds in Uzbekistan. In his incomplete 22 years, Shakhriyor became one of the youngest businessmen in the country.

Currently, ST Global Investing Corporation is the founder of company Dilyaz Biznes in Uzbekistan. Along with other investors and founders from the United States and Turkey, the company is implementing an ambitious and unique project called StroyMart.

STROYMART (http://www.stroy-mart.uz/) is one of the largest shopping centers in Uzbekistan. The total construc-

tion area is 400,000 sq. m. Work at the facility is carried out in two shifts. More than 250 qualified specialists are involved.

Skillful engineering and construction team. The facility is a huge seven-story building, a multi-purpose hypermarket that includes grocery stores, building materials stores, auto parts stores, perfume and household chemicals stores, bookstores, spa salons, hairdressers. More than 6,000 stores will be located on its territory, as well as office premises, food courts, children’s playgrounds, educational centers with a library, and a cinema. Amusement park for 10,000 visitors, as well as multi-level parking for 5,000 cars. The roof of the building will house football pitches and tennis courts. It is expected to provide jobs for over 15,000 people.

The project is expected to be completed in 2022. However, ST Global Investing Corporation is not going to stop. The company plans to build similar projects in all regions of Uzbekistan.

Our company hopes to establish long-term mutually beneficial partnerships with construction companies in Canada in terms of cooperation and investment in promising construction projects in the Republic of Uzbekistan.

HEALTH

you’re interrupting the flow of traffic. So, if you’re operating a crane or other heavy machinery it’s important to be on your game because there’s a risk of harm to the people you’re working with and to the general public.”

MaxPeople, a Toronto-based human resources consulting firm, has clients in construction, engineering and infrastructure, and founder and CEO Julie Ruben Rodney recalls a time when workplaces were less open about mental wellbeing.

“You will always have employees who are private and won’t want to share, however employers can lead their teams with empathy and compassion through the creation of diversity, equity and inclusion policies, cultivating a safe environment, and ensuring you have the necessary resources in place,” she says.

Ruben Rodney says some of her clients incorporate wellness topics into morning safety huddles and even casually observe body language to potentially spot employees who might need a kind word or helping hand.

“We’ve had clients who have done pulse checks of their employees. Whether through surveys or one on one, they were constantly looking at engagement, trying to figure out how people are feeling,” she says.

MaxPeople has also helped clients develop post-COVID return-to-work surveys to gauge anxieties and identify ways the company might adapt.

Leadership also starts at the top.

Ruben Rodney recommends deliberate efforts to create open dialogue and a willingness by executives and management to open up even modestly about their own lives and experiences.

“You’re more likely to get your employees to share with you if you share with them,” she says. “You can’t simply roll out your employee assistance program — you bring it front and centre and make it the fabric of your culture.”

HELP IS AVAILABLE: If you or someone you know is in immediate danger, call 9-1-1 Canada Suicide Prevention Service (24/7/365) Phone: 1-833-456-4566 • Québec: 1-866-277-3553 • Text: 45645 Crisis Services Canada: www.crisisservicescanada.ca Wellness Together Canada: www.wellnesstogether.ca Workplace Strategies for Mental Health: www.workplacestrategiesformentalhealth.com Disaster Distress Helpline: Phone: 1-800-985-5990 National Domestic Violence Hotline: Phone: 1-800-799-7233

42 / OCTOBER 2021

Often, you’re operating cranes near roadways, bridges and busy street corners where people are walking and driving, and you’re interrupting the flow of traffic. So, if you’re operating a crane or other heavy machinery it’s important to be on your game because there’s a risk of harm to the people you’re working with and to the general public,” Turple says.

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World of Concrete Toronto Pavilion returns to The Buildings Show

T

he Buildings Show featuring the World of Concrete Toronto Pavilion will be returning to the Metro Toronto Convention Centre (South Building) from December 1 to 3.

The event, supported by TCA, BOMA, BILD, Concrete Ontario and CABA, will offer more than 80 online educational sessions in addition to networking opportunities; live demonstrations; and a trade show featuring hundreds of exhibitors.

The 2021 educational program will include online and in-person, expert-led seminars, informative panels and thought-provoking roundtables. Attendees will be able to follow important topics from virtual to face to face and select sessions will be accredited by BOMA, OAA, BSS and/or CAHPI. There are 17 World of Concrete Toronto Pavilion educational sessions that attendees can take advantage starting as early as November 18.

NOVEMBER 18 • U.S. and Canadian economic and construction outlooks

• Best practices for the maintenance of segmental pavements

NOVEMBER 24

DECEMBER 2

• Avoiding concrete slab rejection: Best practices for successful floor covering installations

• Ask the experts: Key construction trends, carbon reduction and concrete technology advancements • Managing multiple priorities, projects and deadlines • Parking deck maintenance and repair to extend the service life • Concrete parkade conundrum: To repair or to replace • Leadership skills for managers: Achieving success in today’s challenging environment • Strategies for overcoming the labour shortage today

DECEMBER 1 • Ask the experts: Key construction trends, carbon reduction and concrete technology advancements • Advanced communication skills: How to get your message across • Agile construction for a COVID world • How to efficiently implement low carbon concrete on your next project • Rapid construction of advanced health care facilities • How to be a team in times of change • Governing projects vs. Governing operations: Differences and strategies • Tackling the affordable housing crisis with tilt-up construction

44 / OCTOBER 2021

For more information, visit www.thebuildingsshow.com.

December 1 - 3, 2021 Metro Toronto Convention Centre

THE POWER OF TOGETHER

www.thebuildingsshow.com

#TBS21

SPONSORED CONTENT

Black & McDonald is one of Canada’s leading integrated multi-trade construction and facility service providers.

A CENTURY OF SUCCESS Celebrating Black & McDonald’s 100-Year Legacy

F

rom its origin in 1921 as a Toronto-based electrical contractor, Black & McDonald has evolved into a multi-trade service provider with 30+ offices operating throughout North America. Built on the founding principles to “Do Things Right” and “Deliver Lasting Value,” the family owned company now completes over $1.5 billion in sales per year and employs more than 5,000 people from coast to coast.

Reaching the 100-year mark is a great achievement for any business, and for Black & McDonald, it is a testament to the people, partnerships and meaningful moments that continue to shape its legacy — one that began as a two-man operation in 1921 when founding partners William R. Black and William J. McDonald launched their electrical wiring service.

“So many people have contributed to make this achievement possible,” said Ian McDonald, Co-President & CEO. “For the past 100 years, the support from our employee group, our client base, our suppliers, and the communities in which we operate, has been incredible. We are very appreciative of this support and we will strive to continue to be worthy of it going forward.”

Rapid growth through the decades For two decades, World War I veterans William R. Black and William J. (W.J.) McDonald enjoyed success together as electrical contractors serving small businesses and households in the Toronto area. When Black passed away in 1946, W.J.

took over sole proprietorship and was later joined by his sons, John and Bill, in the 1950s. By the early 70s, Black & McDonald had grown out of its humble roots into a national network of Canadian offices offering a range of services that included electrical and mechanical contracting, sheet metal fabrication, HVAC and refrigeration maintenance and repair, and utility contracting. This expansion continued through the 80s with the addition of design engineering and facility management and operations capabilities. By the mid- 90s, Black & McDonald had entered the U.S. market with utility construction and asset management services.

Today, the multi-trade company fulfils all building lifecycle needs and holds facility management contracts for multiple operations, including hospitals, museums, airports, industrial plants, office complexes and military bases. Led by third generation family members Ian and Bruce McDonald, it continues to adhere to the same core values that steered it so successfully in the beginning: to provide a quality service at a fair price and to treat people respectfully.

Looking ahead, Black & McDonald envisions a continued path of planned growth and profitability guided by a promise to put customer satisfaction and quality first; to remain true to its longstanding code of business while honouring a commitment to health, safety and environmental responsibility into the next century and beyond.

SPONSORED CONTENT

100 YEARS OF MILESTONES

Our Founder W.J. McDonald.

Success driven by adaptability, innovation and staying true to its founding principles Black & McDonald has experienced continued change in its 100-year history, surviving the Great Depression, WWII, several recessions, and now a pandemic. The ability to adapt quickly, develop new services effectively, and remain on the cusp of new technology has been central to its success. Today, Black & McDonald proudly offers multiple products and services in the following core areas: • Electrical and Mechanical construction services – Black & McDonald provides turnkey solutions for a wide range of applications including commercial buildings, institutional facilities, airports, mission critical data centres, hospitals, pharmaceutical, transit & transportation, water & wastewater treatment, oil & gas, mining, manufacturing, utilities, power generation and renewable energy across North America.

• Utility Construction – Serving both private and public sector clients, Black & McDonald has extensive experience in substation design, construction, retrofit, repair and maintenance, including testing and commissioning. We provide construction services for overhead and underground transmission systems, fibre optic cabling, construction of stations, municipal installations, and their related civil construction.

• Facility Services – Black & McDonald has extensive experience in operating and maintaining a diverse portfolio of facilities across both the public and private sectors. B&M’s experience covers a varied cross-section of facility types, including commercial offices, healthcare environments, major transportation hubs and airports, cultural facilities, life sciences laboratories, municipal government properties, educational institutions, data centres, utilities infrastructure, and major manufacturing and distribution plants.

1921

W.R. Black and W.J. McDonald form partnership in Toronto.

1946

W.J. McDonald acquires 100% ownership in Black & McDonald.

1950

Black & McDonald enters the ventilation and A/C markets.

1955

Corporate headquarters opens at 101 Parliament St. in Toronto.

1955

Quebec office opens.

1957

H.J. and W.L. McDonald assume leadership.

1958

Black & McDonald enters the plumbing and heating markets.

1971

Atlantic region business activity begins.

1973

B&M enters the utility market.

1973

Operations begin in Western Canada.

1977

Vancouver and Dartmouth offices open, establishing coast to coast presence.

1983

B&M secures its first Facilities Management contract at Commerce Court in Toronto.

1990

Offshore energy business begins operations in Atlantic Canada.

1997

Ian and Bruce McDonald assume leadership.

1997

B&M begins operations in Kansas City, U.S.

2008

B&M begins first public-private partnership project at the Kelowna Vernon Hospitals in B.C.

2013

Women’s College Hospital redevelopment begins; B&M awarded 30-year FMO contract.

2019

B&M awarded major public-private partnership (P3) contract in Ottawa as part of the Innovate Energy Consortium under the Government of Canada’s Energy Services Acquisition Program (ESAP).

2021

B&M celebrates 100 years of excellence.

For more information on how Black & McDonald can serve you, please visit: www.blackandmcdonald.com.

LETTER TO THE EDITOR

Regarding On-Site’s CBA story

Y

our recent piece, Weighing the community benefits: CBAs offer promise, but implementation issues, was remarkably light on the real challenge of the B.C. government’s embrace of CBAs: the monopoly handed to 19 building trades unions on billions of dollars of taxpayer-funded construction work – unions which represent less than 15 per cent of construction workers in the province.

This discriminatory policy is offensive as it freezes out 85 per cent of the men and women working in construction in B.C. It’s simply not fair. It even excludes progressive unions including CLAC; the Canada West Construction Union; and the Canadian Iron, Steel and Industrial Workers Union.

You casually reference the new Crown corporation (called BCIB) set up by the Government to administer CBA’s, becomes the “employer of record”. What you left out was the fact that workers have to quit their current job – they leave their benefits, profit sharing and pension plans behind; become a government employee; and then must join one of the 19 building trades unions. Workers are left to navigate this complexity; contractors lose their employees; and taxpayers pay the additional costs.

How on earth does this web of confusion help solve any of the challenges in the construction industry?

There is an acute shortage of skilled workers in B.C. and across Canada – hiring local workers is the first and best option for contractors. Hiring local is already the preferred model not because the government says it is, but because it works.

Companies gain local expertise, and contractors avoid the cost of transportation and providing room and board for people working away from home.

When it comes to training, the biggest issue getting people to complete an apprenticeship program is the severe short-

48 / OCTOBER 2021

age of trades training spaces in B.C. Wait lists at technical schools and colleges are generally a year, often two, and sometimes longer. For many trades, there is only one school in the entire province offering courses, usually located in the Lower Mainland – not great if you live elsewhere.

The needs of construction contractors and workers are shifting significantly in workplaces impacted by technology and by younger workers who want greater choice and more flexibility. One of the many open shop companies who are leaning hard into supporting apprentices is LMS Reinforcing Steel Group, the largest contractor in the reinforcing steel sector and a B.C. construction success story. Industry Training Authority BC reports that LMS alone sponsors more apprentices (216) than the entire Ironworkers Local 97 (206) union.

That includes nine young women and 29 Indigenous apprentices – two underrepresented groups that virtually every company is trying to attract to the trades.

Your article cites a report from the Community Savings Credit Union (CSCU) as evidence of CBAs’ effectiveness – calling the report “independent”. But CSCU’s logo proudly proclaims they are “the unions’ credit union,” so their bias toward exclusionary union-only hiring should not be a surprise. Your piece also cited a report by the Cardus thinktank, but omitted their research showing how opening up contracts in Waterloo, Ontario, prompted 50 per cent more bidders and saved the city $24 million. More competition saves taxpayers money – and CBAs fail in that regard.

The inefficiency of CBA’s is well publicized. The government itself estimates the CBA will add $100 million to the cost of the Pattullo Bridge. But there’s more.

The combined budget for the TransCanada Highway 1 widening projects along the Illecillewaet River has increased by 30 per cent to $1.13 billion. Further, the provincial government’s own review of the new

You casually reference the new Crown corporation (called BCIB) set up by the Government to administer CBA’s, becomes the “employer of record”.

What you left out was the fact that workers have to quit their current job – they leave their benefits, profit sharing and pension plans behind; become a government employee; and then must join one of the 19 building trades unions.

Cowichan hospital estimated that building it under a CBA will add $164 million to the $718 million budget – an increase of 23 per cent.

The best thing that the provincial government could do to address the challenges facing construction is to invest in more spaces in trades training schools, expand online course delivery, and open opportunities for all contractors and their workers to bid on government-funded infrastructure projects regardless of how they organize their workforce.

As we work to rebuild our economy in the wake of the COVID-19 global pandemic, all workers should have a fair chance to work on government funded projects, not just those who are members of the 19 trades unions. No special deals and no favours – just open, fair and transparent tendering of projects. That way every contractor gets a fair shake, all workers get more opportunities, and taxpayers get the best value for their hard-earned tax dollars.

Written by Chris Gardner, president of the Independent Contractors and Businesses Association (ICBA).

B O B C A T. C O M

When the conditions change, you keep up the hustle no matter what. With Bobcat ® equipment, you have everything to clear multiple paths to success, whether it’s taking on snow removal or clearing your site so work can continue without obstacles. Visit Bobcat.com to find the machine, and the attachments, that match your will to succeed.

Bobcat is a Doosan company. Doosan is a global leader in construction equipment, power and water solutions, engines, and engineering, proudly serving customers and communities for more than a century.

Bobcat ®, the Bobcat logo and the colors of the Bobcat machine are registered trademarks of Bobcat Company in the United States and various other countries. ©2021 Bobcat Company. All rights reserved. | 1493

RISK

W

By David Bowcott

The Internet of Things, construction risk and insurance: A transformational combination

hen risks manifest on the construction project there are four balance sheets that are most often impacted: the contractor’s balance sheet, the insurer’s balance sheet, the design firms balance sheet and in some cases owner’s balance sheet. The pain inflicted upon the finances of these three entities is often done so in painful isolated silence.

The contractor tallies up its impact from the loss, and then the insurer, then the design firm and then the owner. Very rarely do these four entities sit back and combine their respective losses due to risk in order to try and figure out what happened and how it could be better managed in the future. If there were better communication around risk before, during and after the construction project has been executed one would think the ability to reduce material risk impacts would be reduced.

In the coming years it does appear that the construction industry will start not only combining the collective impact of risk on all major stakeholders’ balance sheets, but will find new procurement models to more effectively collaborate and will harness the power of technology to create foundational decision making impacts.

Of interest, most in the industry forget the impact of construction risk on the insurer’s balance sheet. The contractors, design firms, and owners collectively consider themselves the key stakeholders in the management risk and the impacts of risk. Though the insurer does not have a material role in managing risk on the project, they do bear a significant financial burden when risk manifests on the project via their property, casualty, professional, environment, subcontractor default and surety policies/bonds they issue for the project. Their financial exposure to construction risk has been highlighted over the last few years as insurers experienced massive increases in claims costs on almost all construction lines of cover. Because of these losses insurers have let the industry know they are not particularly happy with the outcomes on their projects and have let the construction industry know this by charging materially higher premiums. Construction insurance rates have been climbing without slowdown over the past four years.

This has been a global phenomenon and the construction industry is starting to pay attention and investigating new paths that they hope will result in improved risk allocations and risk management.

With a more influential seat at the table, the insurance industry is using its claims data to help the construction community better understand the total cost of construction risk. In addition, insurers are anxious to find ways to work collaboratively with the industry to improve risk outcomes for all construction stakeholders. Progressive construction insurers are starting to recognize that they need to take a portion of the premium they collect and invest it in helping the industry better manage risk – with better risk management insurers will experience better underwriting results.

The time has come for the insurance sector to stop spending

50 / OCTOBER 2021

money on claims, and legal fees associated with claim disputes, and start working with all construction stakeholders to prevent and mitigate the claims covered under the policies they issue. On this front, there is likely no greater investment opportunity for insurers than the growing power of the Internet of Things (IoT) installed on the construction project (and further installed on the post construction operating asset). The construction and built environment IoT universe is massive and continues to grow at a rapid rate.

If there isn’t an IoT solution for a particular risk, there will be. The following represents a brief overview of some of the most impactful IoT risk categories: 1. Water mitigation IoT – Water sensors, pressure sensors, and automatic shut-off valves.

2. Environmental IoT – Temperature, humidity, air quality, particulate counts.

3. Worker injury IoT – wearable technologies, asset tracking sensors, computer vision solutions.

4. Site-specific weather IoT – dedicated weather stations and weather prediction algorithms the provide precise weather data.

5. Fire IoT – detection and mitigation technology to prevent fire risk.

6. Concrete integrity and monitoring IoT – tools to monitoring proper curing of concrete and quality of concrete.

7. Structural integrity IoT – structural monitoring IoT and digital scan solutions.

8. Supply chain and material tracking IoT – monitoring of timing and quality of goods in transit, monitoring of the performance of subcontractors and suppliers, logistics industry monitoring.

NOTE: All of the above IoT categories also have massive productivity impacts and should be considered when measuring the full impact of these solutions. These are but a few of the IoT categories that are already showing risk mitigation delta impacts as high as 95 per cent. With more investment by all construction stakeholders into the IoT universe of solutions, more data will be made available to identify the most impactful IoT categories and companies. Insurers need to realize this new seat at the project risk control table needs to be used to help the construction industry transform its jobsites into more aware environments (even predictive environments) and for a small investment from the premium they collect, they could have a massively positive impact on their future underwriting results!

David Bowcott is Global Director – Growth, Innovation & Insight, Global Construction and Infrastructure Group at Aon Risk Solutions. Please send comments to editor@on-sitemag.com.

OCTOBER 2021

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CONTRACTORS & THE LAW

By Krista Johanson and Dagmara Pawa

Reading between the lines: Implied terms in construction contracts

A

construction contract may not explicitly address every situation that may arise on a project. Canadian courts use implied terms in two ways: (1) to address circumstances that, if contemplated by the parties, would likely have been addressed in a particular way; or (2) to give meaning that is so well understood in the industry context that it is considered unnecessary to include in the written agreement.

Given the possibility that a disagreement may be determined according to an implied term, it is important that parties consider what remains unwritten in their contracts.

In the construction industry, certain implied terms will be implied into most contracts, unless the contract states otherwise. These include:

the degree of competence represented by the contractor to the owner.

Warranty of fitness for purpose intended: Where an owner relies on its contractor’s skill and judgment in the work (for example in contracts where the contractor has design-assist duties), then the contract will imply a warranty of fitness for purpose. This implied term is particularly important for contractors to consider during contract negotiation because it may extend the contractor’s liability beyond its own work. The scope of such an implied term can be a real grey area. For that reason, parties would be wise to avoid disputes by reducing whatever design obligations the contractor may or may not have to writing to the widest extent possible.

OWNERS’ OBLIGATIONS

OBLIGATIONS APPLICABLE TO BOTH PARTIES

Statutory and governmental approvals for work: Construction contracts that do not address the division of responsibilities between owner and contractor with respect to governmental and statutory approvals, such as planning or zoning, usually contain an implied term that the owner is responsible for these approvals. However, the existence and scope of this implied term varies according to local laws and an owner’s other explicit obligations.

Tax: If the contract does not explicitly state which party will pay GST or HST, then the contract price is implied to exclude tax and taxes are chargeable on top of the stated contract price.

Timely payment: Unless otherwise stated, an owner is obligated to make payments within a reasonable time. If the owner fails to make timely payments, the contractor is entitled to cease its work and terminate the contract after providing reasonable notice to the owner. If the project involves federal property, then the parties must refer to the Federal Prompt Payment for Construction Work Act for their payment obligations.

Site availability: The owner must provide access to the site and sufficient space for the contractor to complete its work, and must avoid interference with the work in a way that may cause undue or unreasonable delays and costs for the contractor.

Reasonable notice: Where a contract provides for termination for default, but does not specify a notice period, the terminating party must provide reasonable notice. Reasonable notice is determined with regard to all circumstances around the project.

Timely performance: Where no time is specified for an obligation it must be done within a reasonable time. Thus, an owner must sign the contract within a reasonable time after award, and provide the contractor with all necessary plans or drawings.

Honest performance: It is sometimes said that there is an implied term of “good faith and honest performance”. This is not strictly true in Canada. However, our courts have found that an organizing principle of good faith does require parties to be honest with each other in relation to the performance of their obligations. Because this is a legal principle and not an implied term, parties cannot exclude the obligation.

CONCLUSION Be aware of standard implied terms when negotiating a contract to ensure that you get what you bargained for. When carrying out a contract, remember that some of your obligations may be unwritten.

CONTRACTORS’ OBLIGATIONS Good and workmanlike manner: It is implied that a contractor must perform its work in a good and workmanlike manner.

Courts have interpreted this to mean that individuals who perform the work must possess and employ the ordinary skill of their trade. Materials must be of good quality and reasonably fit for their purpose. The degree of skill implied depends on 1.

S.C. 2019, c. 29, s. 387.

54 / OCTOBER 2021

This article provides a cursory overview of some common implied terms in construction contracts. The list is not exhaustive.

Although care has been taken to ensure accuracy, this article should not be relied upon as legal advice.

Krista Johanson is a partner and Dagmara Pawa is an associate in the Construction Group at Borden Ladner Gervais LLP.

TOMORROW’S JOBSITE. POWERED BY INNOVATION. Doosan is focused on solving the challenges of today and tomorrow. With our Concept-X control solution, we’re envisioning the jobsite of the future.

See our equipment lineup and sign up to learn about the latest innovations at DISCOVERDOOSAN.COM/ONSITE Doosan® and the Doosan logo are registered trademarks of Doosan Corp. in the United States and various other countries around the world. ©2021 Doosan Infracore North America, LLC. All rights reserved.

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