30 minute read
Keeping training programs alive
training programs Keeping alive
When the pandemic forced contractors to abruptly cancel in-class training, contractors found innovative ways to keep learners up to date.
BY JACOB STOLLER
In 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
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 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?
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.
Safe Trucking
High-tech safety and diagnostic features in vocational trucks
BY NATE HENDLEY
Vocational 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 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.”
Navistar equips International Trucks with the Diamond Logic electrical system, which offers an array of efficiency, safety, and diagnostic features.
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.
DIAGNOSTIC FEATURES
Navistar equips International Trucks with the Diamond Logic electrical system, which offers an array of performance-en-
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 (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.
Volvo’s Dynamic Steering system for axle-back VHDs, dramatically reduces the effort required to keep the vehicle centered while navigating rough terrain.
The driver-facing camera will generate a high-resolution colour image and, at night, utilize infrared technology to deliver better nighttime images.
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 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 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.
On the edge
Mental health coming into the open on job sites
BY SAUL CHERNOS
Feeling 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
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EXHIBITS: JANUARY 18-20, 2022 EDUCATION: JANUARY 17-20
LAS VEGAS CONVENTION CENTER
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
ST GLOBAL INVESTING
CORPORATION
Shakhriyor Tulaganov, The President and sole founder of ST Global Investing Corporation ST Global Investing Corporation was registered in October 2020 in the province of Ontario, Canada. The President and sole founder of the company is a young businessman from Uzbekistan Shakhriyor Tulaganov
Shakhriyor was born in 1999 in Tashkent, the capital of the Republic of Uzbekistan. In 2020, he graduated from the Financial Institute in Tashkent. Has a bachelor’s degree. He is married and has a son.
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 construction 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.
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
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.
World of Concrete Toronto Pavilion returns to The Buildings Show
The 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
NOVEMBER 24
• Avoiding concrete slab rejection: Best practices for successful floor covering installations
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 • Best practices for the maintenance of segmental pavements
DECEMBER 2
• 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
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
From 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.
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.
100 YEARS OF MILESTONES
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.
