Alberta Construction Magazine December 2013

BIG FOOTPRINT

ON RIGHT TRACK

SERVE CHILLED

SUSTAINABILITY IS KEY TO $3-BILLION PROJECT

CRUDE BY RAIL EXPANDS IN ALBERTA

BOOSTING PRODUCTIVITY WHEN IT IS COLD

PAGE 24

PAGE 28

PAGE 82

Winter 2013 | $8.00

A W A R D S

PLUS | After the flood

PAGE 64

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contents

volume 33 Number 4 Published Winter 2013

FEATURES COMMERCIAL

24

Big footprint Sustainability is central to $3-billion StoneGate Landing project

By Tricia Radison

INDUSTRIAL

28

On the right track Crude-by-rail facilities are critical to moving Alberta oil to market

SPECIAL REPORT

64

After the flood Nearly six months after High River’s downtown commercial buildings were all but destroyed, there is stilll much work to be done

By Tricia Radison

COLD-WEAThER CONSTRUCTION

82

Serve chilled Better equipment and planning are boosting worker productivity during cold weather

By Godfrey Budd

COVER STO RY

By Jim Bentein

33

THE year’S BeSt

Alberta Construction Magazine’s 2013 Top Projects Awards winners, finalists and honourable mentions

7 Editor’s Note

8 Project Update

11 Nuts & Bolts

69 People, Products & Projects

75 ACA Report

78 CCA Report

81 Bottom Line

87 Business of Building

91 Legal Edge

92 Time Capsule

INSIDE COVER PHOTO: JOHN ASPDEN

Alberta Construction Magazine | 5

Productivity that sticks.

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© 2013 Exxon Mobil Corporation.

All trademarks used herein are trademarks or registered trademarks of Exxon Mobil Corporation or one of its subsidiaries.

editorial Editor Chaz Osburn

cosburn@junewarren-nickles.com assistant editor Joseph Caouette jcaouette@junewarren-nickles.com Contributing writers Candice Ball, Jim Bentein, Godfrey Budd, Gerry Cameron, Ken Gibson, Christopher Huffaker, Tim Mavko, Aly Pringle, Tricia Radison, Amy Smith, Rianne Stewart Editorial ASSISTANCE MANAGER Tracey Comeau tcomeau@junewarren-nickles.com Editorial Assistance Kate Austin, Matthew Stepanic

editor’s note

Creative Print, Prepress &Production Manager Michael Gaffney

mgaffney@junewarren-nickles.com CREATIVE SERVICES manager Tamara Polloway-Webb tpwebb@junewarren-nickles.com creative lead/SENIOR Designer Cathlene Ozubko cozubko@junewarren-nickles.com GRaphic designer Paige Pennifold contributing photographers Aaron Parker, Darryl Zubot Sales Sales Manager – Advertising Monte Sumner

msumner@junewarren-nickles.com Senior Account Executive Paul Sheane psheane@junewarren-nickles.com Sales Rhonda Helmeczi For advertising inquiries please contact:

adrequests@junewarren-nickles.com AD TRAFFIC COORDINATOR – Magazines Lorraine Ostapovich

atc@junewarren-nickles.com Directors CEO Bill Whitelaw

bwhitelaw@junewarren-nickles.com president Rob Pentney rpentney@junewarren-nickles.com director of SALES & MARKETING Maurya Sokolon msokolon@junewarren-nickles.com director of events & conferences Ian MacGillivray imacgillivray@junewarren-nickles.com director of the daily oil bulletin Stephen Marsters smarsters@junewarren-nickles.com director of digital strategies Gord Lindenberg glindenberg@junewarren-nickles.com director of content Chaz Osburn cosburn@junewarren-nickles.com director of production Audrey Sprinkle asprinkle@junewarren-nickles.com director of finance K en Zacharias, CMA kzacharias@junewarren-nickles.com OFFICES Calgary

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Successful companies are ones with clear core values. Often these core values are from the company’s founder and reflect principles such as integrity and honesty—principles that guided the founder in his or her life. Other times, core values emerge after the company has existed for a while and are the result of collaboration.

Toyota Motor Corporation is a company I have great respect for. At Toyota, no process is seen as perfect. There is always room for improvement. So one of Toyota’s core values is kaizen, or continuous improvement.

Kaizen is a great concept. I wish I could say I applied it consistently across everything I do or touch. I can’t. But if I see a way to streamline a process or make it less time-consuming or cumbersome, I will try my best to do so. And so it is with the process used to judge Top Projects.

In past years, the judges on the review panel would set up a time and gather in one place for hours and go through the nominations together, one by one, before narrowing down the finalists and eventually choosing the winners. From a logistics standpoint, it was not the easiest process to coordinate. You have to make sure everyone’s schedules match—good luck with that—that meeting space was available, that all the judging packets (each sometimes pushing six inches in thickness) were prepared in the correct order, etc.

This year, we placed the judging packets on an FTP site a week before the day we met to select finalists and winners. Each judge was asked to bring a list of what he believed were the top 20 projects to the selection meeting. Not only did we save a few trees, but it enabled us to do much of the preliminary work beforehand, leaving more time on judging day to debate the individual merits of a project or to discuss a particular point in greater detail.

There was, however, one thing the streamlined process did not do—make the job of selecting the winners easier. It didn’t take long for me to recognize that it would be difficult to narrow my choices before the day arrived when the rest of the judges and I met. I wasn’t alone.

A few days before we gathered, I received an email from a fellow judge: “I thought last year was tough, but I’m really struggling to identify ‘only’ 20 finalists. There are a significant number of really great projects this year.”

He was correct. This year’s nominations were superb, and speak volumes about what this industry is capable of accomplishing—be it an emergency rebuild following a disaster or a first-of-its-kind structure that has others around the world watching.

So be sure to check out our coverage, which begins on page 33.

Chaz Osburn cosburn@junewaren-nickles.com

Coming nextnext issue:issue: Our annual at what’s happeningIssue in the oilsands Coming Ourlook first-ever Sustainability

Alberta Construction Magazine | 7

project update

Fort McMurray Airport Expansion

1. The terminal will have four airbridges and eight aircraft parking stands.

2. There is room for 16 retail and food and beverage outlets and other amenities in the building.

to June 1, 2014, with the official opening of the terminal slated for June 9, 2014.

Already the busiest regional airport with a single runway in Canada, the airport now has international designation as it

3. The airport will be able to accommodate over 1.5 million passengers per year.

4. Future plans are to have a four-star hotel connected to the terminal building.

5. The parking area will have 2,300 stalls, which will be equipped with power so you can plug in your vehicle.

offers non-stop flights to and from Mexico and the United States.

Here are eight things to know about the $258-million terminal building and airport expansion:

6. The terminal building will have over 125 exterior precast panels on 10,478 square feet of curtain wall.

7. More than 25,000 square feet of carpet will be installed in the terminal building.

8. Over 1.4 million pounds of wood equalling 954,000 boardfeet of pine lumber is being used to construct the roof.

ALBERTA MAKES A STRONG FOUNDATION

That’s why for more than 35 years Northland has been providing our province’s construction professionals with everything they need to get the job done. Being locally owned means we have a stake in how our province is built.

Keep on building, Alberta.

FORT MCMURRAY EDMONTON RED DEER CALGARY LETHBRIDGE EVERYTHINGCONCRETE.CA 8 | Winter 2013

albertaconstructionmagazine.com

PHOTO: GREG HILINDA

Six months from now, the Fort McMurray community will celebrate the grand opening of its spacious new terminal building. It is such a big deal that community leaders have invited the Canadian Forces Snowbirds to town May 30

KPMG would like to congratulate all the teams involved in the 2013 Top Projects KPMG Canada’s Building, Construction & Real Estate practice offers relevant audit, tax and advisory services to a wide range of clients within the industry.

We provide insights and tailored services including: • • • • •

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For more information please contact

Randy Kraft Building, Construction & Real Estate Leader, Calgary 403 691 8039 rkraft@kpmg.ca randykraftkpmg

Craig Sneddon Building, Construction & Real Estate Leader, Edmonton 780 429 6523 csneddon@kpmg.ca craigsneddon

KPMG is proud to be the premiere sponsor of the 2013 Top Project Awards

kpmg.ca/construction

© 2013 KPMG LLP, a Canadian limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. 4121

nuts & bolts News briefs for the busy construction professional

PHOTO: Chris Schwarz/Government of Alberta

The rebirth of refining in Alberta There were many that doubted a new Alberta refinery would—or even should—be built. Ian MacGregor, however, was not one of them.

The chair of North West Upgrading Inc. has been working on building the Sturgeon Refinery since founding his company in 2004. Late in September, construction on the $6-billion project kicked off with an official groundbreaking at its future home—a field across from the Agrium Inc. complex located just outside of Edmonton.

The last refinery to be built in Canada was the Scotford Refinery, which began operations in 1984. That makes the project a particularly historic moment for the country’s ailing refining sector, MacGregor says. He describes the refinery in terms usually reserved for nationbuilding projects.

“It’s not only the engineering equivalent of the CPR [Canadian Pacific Railway], it’s the economic

equivalent,” he says in a Daily Oil Bulletin report.

“It’s worth remembering that what we’re building will last for about a century.”

The project is divided into three phases, each slated to handle 50,000 barrels per day of bitumen. For the first phase, the Alberta government will provide 37,500 barrels per day of feedstock, while the remainder will come from project partner Canadian Natural Resources Limited. The province will also chip in $500 million to help build the Alberta Carbon Trunk Line, which will ship CO2 from the refinery to central Alberta oilfields, where it will be used in enhanced oil recovery.

Much of the diesel produced by the facility will go to local markets, but some may also be exported. The province’s oil producers have struggled in recent years to gain pipeline access to the West Coast—a potential gateway to the lucrative Asian market—but

Premier Alison Redford and Ian MacGregor, chair of North West Upgrading Inc., break ground on the Sturgeon Refinery late in September.

diesel should not face the same challenges, MacGregor believes.

“It’s not certain yet if bitumen will be allowed to be exported from the West Coast,” he says. “It’s a contentious issue, but we know we can export diesel today. It moves every day on the water off the West Coast.”

Work has already begun on a North Saskatchewan River crossing, as well as building foundations, site grading and underground utilities. North West says it has more than 1,000 technical specialists around the province handling detailed design and materials procurement. It has also begun to gather operations staff at its new office in Redwater, Alta.

All of the key contracts and major equipment awards should be finalized by 2014, according to the company. Including sub-suppliers and modular fabricators, the total workforce involved in the project is estimated to peak at 8,000.

Alberta Construction Magazine | 11

nuts & bolts

Millions of dollars are at stake. People are strategizing on when to make their move. Tensions are running high.

Clearly, auctions were made for reality television.

Ritchie Bros. Auctioneers is getting its shot at small-screen fame in Selling Big, a 13-part, half-hour series launched in September on the Cottage Life channel. Described by producers as a combination of “big machines and colourful characters,” the show offers a look at what

goes into coordinating a multi-million dollar heavy equipment auction.

“There’s a lot of logistics that goes on behind the scenes well before the bidding starts, and this series offers an exclusive insider’s perspective on the world of massive industrial machines and high-dollar transactions,” says Kevin Tink, senior vicepresident, sales, of Ritchie Bros. and the main character of the show.

Ritchie Bros. Auctioneers is the focus of a new television series called Selling Big.

Indeed, Tink is hoping for some especially large deals this year. In 2012, Ritchie Bros. took in $1 billion in Canadian equipment sales—a new record for the company. Tink is looking to beat that number in 2013, and the show promises to follow the exploits of his crew as they strive to crack the $1-billion mark.

Episodes were filmed at different Ritchie Bros. locations across the country, including Edmonton, and Grande Prairie and Drayton Valley, both in Alberta.

In September, PCL Construction Management Inc. revealed the Northern Alberta Institute of Technology (NAIT) and SAIT Polytechnic would be equally sharing a $1-million donation to support trade and skills training. From left to right: David Ross, president and chief executive officer of SAIT Polytechnic; Paul Douglas, president and chief executive officer of PCL; and Glenn Feltham, president and chief executive officer of NAIT.

12 | Winter 2013

albertaconstructionmagazine.com

PHOTOS: (top) Mountain Road Productions; (BOTTOM) PCL Construction Management Inc.

Auctioneers look for fame and fortune on the small screen

nuts & bolts

Suncor plans to proceed with $13.5-billion oilsands mine Suncor Energy Inc. and its partners have greenlighted the long-awaited Fort Hills oilsands mine.

For more than a decade, the mine has been debated and delayed. It has survived cost escalations, corporate mergers and even the occasional global economic meltdown. Now priced at $13.5 billion, the project is slated to begin production of 73,000 barrels per day of bitumen by the fourth quarter of 2017. Within a year, that capacity should rise to 180,000 barrels per day, Suncor says.

“The Fort Hills economics are positive,” says Steve Williams, company president and chief executive officer. “Great effort has been made to ensure that our depth of experience and recent technology improvements in oilsands mines are integrated into the development of the project.”

Suncor has already sunk $650 million into the project, located 90 kilometres north of Fort McMurray. The company estimates frontend engineering is already over 95 per cent complete, while detailed engineering has begun in several areas.

The project will tap a mix of local and regional construction, as well as off-site modularization.

Suncor also notes that it may source modules from outside the province.

It’s all part of a plan to avoid the schedule and cost overruns that have plagued some oilsands megaprojects in the past, according to Steve Reynish, Suncor’s executive vice-president of oilsands ventures. Speaking in the Daily Oil Bulletin, he says that his company has learned from the problems of previous developments.

“We’ve come up with an execution schedule that does not back-end load this project, so we will be looking to have a much more steady profile in terms of work completion and we believe that will certainly enable us to monitor costs and schedule in a much more controlled way,” he says.

All of that work is expected to produce 21,000 person-years of construction employment in Alberta alone. In addition, direct, indirect and induced employment in the province related to the project is expected to total 47,000 person-years.

Suncor will develop and operate the project with the backing of minority partners Total E&P Canada Ltd. and Teck Resources Limited.

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Alberta Construction Magazine | 13

nuts & bolts

Engineering students at the University of Calgary will have a few extra classmates in the near future.

Currently, over 4,200 students are part of the university’s Schulich School of Engineering.

A $158.3-million expansion will add space for another 400 when it opens in 2016.

The Alberta government provided $142.5 million in funding for the project, with the remainder coming from donations.

“This expansion marks a new chapter in the life of the Schulich School of Engineering and will create a centre of excellence for transformational

collaborative learning and engineering research in Canada,” says Elizabeth Cannon, president of the University of Calgary.

Over 11,000 square metres of the existing engineering complex will be renovated, while another 18,000 square metres of new space will be built. New teaching labs and an expanded student lounge will be included in the project, as well as two floors of research labs and two 240-seat theatres.

The project will be designed to meet LEED standards, but the university did not specify what level of certification it expects to achieve.

Amount of funding the Alberta government will provide to help build the Riddell Library and Learning Centre at Calgary’s Mount Royal University. Construction on the project is expected to begin in spring 2014.

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14 | Winter 2013

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IMAGE: UNIVERSITY OF CALGARY SCHULICH SCHOOL OF ENGINEERING

Engineering expansion at U of C

nuts & bolts

When they say no parking, they mean it One London driver got a rude shock this past September when he took his Jaguar down to Canary Wharf, the city’s financial district.

After leaving his car for just an hour, he returned to discover it had partially melted.

The culprit? Blame the Walkie-Talkie, one of the area’s newest skyscrapers—and the source of a so-called “death ray” hot enough to burn carpets, fry eggs and warp the side mirrors of expensive luxury vehicles.

Through some combination of the building’s glass exterior and its uniquely curved shape, the Walkie-Talkie can focus sunlight into an intensely bright and hot beam. Three parking stalls across the street had to be closed off to prevent any more cars from having a meltdown, Reuters reports.

Canary Wharf Group plc, the developer behind the project, has said it will use temporary scaffolding to block the deadly rays. The company is also looking at longer-term solutions to the problem, which could include adding film to the glass, shifting the angle of the windows or entirely replacing the panes.

The developer has also compensated the Jaguar’s owner for the damage to his car.

You.

Taking care of business

Business Analysis Business Process Management Accessible Housing Design Lean Management LEED® in Practice Petroleum Joint Venture Project Management Supply Chain Management Technical Writing

PHOTO: kolb_art/Photos.com

*

The Walkie-Talkie, a new London skyscraper, is best admired from a safe distance. Light reflected off the tower is so intense that it can damage cars parked in the street below.

Ask about company training

Continuing Education 403.440.6875 mtroyal.ca/conted INFO NIGHT, MAY 28, 5-8 PM Alberta Construction Magazine | 15

L E T H B R I D G E

CONSTRUCTION

A S S O C I AT I O N

nuts & bolts

The first phase of the Parsons Creek interchange near Fort McMurray will be completed in 2016.

You.

Leading the way

Business Communications Contract Management Change Management Conflict Resolution Event Management Human Resource Management Leadership Development Management Development Nonprofit Management Petroleum Land Business Strategic Management

*

Ask about company training.

IMAGE: GOVERNMENT OF ALBERTA

Fort McMurray’s future growth tied to new interchange Work has begun on one of the centrepieces of the billion-dollar plan to expand Highway 63.

Construction on the $150-million Parsons Creek interchange started late in October.

Expected to be a major suburb of Fort McMurray, Parsons Creek has been awaiting the interchange to help spur development.

So far, the province has spent $150 million on earthworks, utilities, engineering design and other work in the area.

“This much-anticipated $300-million interchange opens up access to some potential 12,000 subdivision residents,” says Don Scott, MLA for Fort McMurray-Conklin. “When Phase I is complete in 2016, it will help make the commute easier and safer for many people who make Fort McMurray their home.”

The interchange, located on Highway 63, will accommodate four lanes of traffic, while also offering free-flow access to East Parsons Creek and space for high loads to move around the interchange. Thanks to a flexible design, the project can accommodate future expansions, including additional lanes, directional ramps and access to West Parsons Creek.

Sureway Construction Management Ltd. is building the interchange, which will be open to the public by the fall of 2015, before being fully completed the following year. Crews will be working around the clock, according to the Alberta government.

The province estimates it will have spent over $1.4 billion on projects for highways 63 and 881 between 2005 and March 2014.

Continuing Education 403.440.6875 mtroyal.ca/conted INFO NIGHT, MAY 28, 5-8 PM Alberta Construction Magazine | 17

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nuts & bolts

Construction will begin in 2014 on a 360-room Residence Inn

by Marriott in Calgary’s Beltline neighbourhood.

You.

Fueling your career

Project Management in Construction Business Analysis Business Process Management CAPPA Lean Management Oil & Gas Office Admin Petroleum Joint Venture Petroleum Land Admin Petroleum Land Business Project Management Stack Sampling Supply Chain Management Technical Writing

IMAGE: SILVERBIRCH HOTELS & RESORTS

Calgary’s booming Beltline adds new hotel Calgary’s Beltline district continues to remake itself with the addition of a major new hotel development.

Located at the former site of the Alberta Boot Company, the new Residence Inn by Marriott will feature 360 rooms and a conference centre. According to owner SilverBirch Hotels & Resorts, the hotel will be one of the largest Residence Inns in the world.

Geared toward business travellers, the hotel will offer many of the amenities needed

by guests planning a long stay, including a terrace lounge and rooftop deck for relaxing.

Suites will feature full kitchens, as well as separate sleeping and living spaces.

The 10,000-square-foot conference centre will be ergonomically designed with highdefinition event video conferencing built into the facility. There are also plans to include an on-site café to service the centre.

Construction is expected to begin in 2014 for an opening date of 2016.

Continuing Education 403.440.6875 mtroyal.ca/conted INFO NIGHT, MAY 28, 5-8 PM Alberta Construction Magazine | 19

nuts & bolts

CONSTRUCTION OLYMPICS the 20th annual skills Canada national Competition will be held June 4–7, 2014, in toronto. sponsored by the Canadian association of Petroleum Producers and the united association of Journeymen and apprentices of the Plumbing and Pipefitting industry, the event features over 40 unique skilled trades, including everything from masonry, welding and landscaping to computer animation and beauty therapy. winners have the chance to earn a coveted spot on worldskills team Canada, which will compete on the international stage in sao Paolo, brazil, in 2015.

PIPELINE POINTS TO PROSPERITY: REPORT A report on the proposed $12-billion Energy East Pipeline from Alberta to New Brunswick finds the project will generate $35 billion in additional gross domestic product for Canada during six years of development and construction, and over the first 40 years of its operation. The report also estimates more than 10,000 full-time jobs will be directly supported during development and construction of the pipeline between 2013 and 2018, and another 1,000 full-time jobs will be directly supported by the pipeline once it begins service.

The report, conducted by APPRENTICESHIP PROGRAMS Deloitte & Touche LLP, was commissioned by TransCanada KEY TO SOLVING SKILLS Corporation.

SHORTAGES? Energy East will access a marine terminal in quebec and a terCanada’s minister of employment and social minal at Canaport in Saint John, development is urging the country’s provN.B., where TransCanada and incial and territorial governments to reform Irving Oil Limited have formed their apprenticeship programs. Jason Kenney a joint venture to build, own believes challenges such as low completion and operate a new deepwater rates and inconsistency among provincial and marine terminal. territorial apprenticeship programs should be solved by government changes, and would help prevent or lessen predicted skills shortages.

Kenney’s recommendations include reinstating trade and vocational programs in high schools, allowing apprentices to qualify for student loans and modernization of apprenticeship programs to remove antiquated standards and include a larger variety of trades.

20 | Winter 2013

albertaconstructionmagazine.com

numbers to know

$175

MILLION Value of new contracts announced by bird Construction inc. in september. the contracts involve civil and building construction projects, with completion dates extending into 2015.

SOURCE: BIRD CONSTRUCTION INC.

79

METRES Length of a prefabricated modular steel bridge that international bridge engineering and supply company acrow bridge is supplying to aV group new brunswick. The bridge will be used to support logging operations.

SOURCE: ACROW BRIDGE

PHOTOS (CLOCKWISE): MRLONELYWALKER/PHOTOS.COM; ACROW BRIDGE; IMAGE: MALJUK/PHOTOS.COM

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commercial

Big FOOTPRINT Sustainability is central to $3-billion StoneGate Landing project

The $3-billion StoneGate Landing project’s location on the northeast side of Calgary should be attractive to companies looking to get goods in and out of the city quickly and easily.

24 | Winter 2013

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PHOTO: WAM DEVELOPMENT GROUP

By Tricia Radison

commercial

A

t 1,100 acres, StoneGate Landing is being marketed as the largest commercial development in western Canada. When it is complete, the site in northeastern Calgary will feature an entertainment district, hotels and restaurants, retail shops, offices and an industrial park, all surrounded by park-like landscaping.

And with its price tag coming in at $3 billion, it’s a massive project.

“It really is the sheer size and mass that sets StoneGate Landing apart. Ten million square feet of industrial product, 1.5 million square feet of retail and two million square feet of suburban office space creates an enormous campus of commerce,” says Tom Eger, senior vice-president of design and construction with WAM Development Group, which, together with Alberta Investment Management Corp., is developing the project.

But size isn’t the only thing that sets StoneGate Landing apart. The prime location, commitment to sustainable building design—particularly in the industrial park— and the variety of offerings also make the project stand out.

PHOTO: Ictia vidustrum la doluptatias ellaudit re pa pa nimporia cus, andae pos et, ommollaut et ommolu

LOCATION, LOCATION, LOCATION They’re the three most important factors in real estate and StoneGate Landing’s got them all.

Situated in Calgary between Country Hills Boulevard and Stoney Trail NE, and Deerfoot Trail and Métis Trail NE, the site is at the crossroads of four major roadways.

According to WAM, about 21 million vehicles use the Deerfoot each year, while Stoney Trail brings thousands of vehicles daily.

The site is also near the airport—a boon for both corporate and industrial tenants—and it is expected that Calgary’s C-Train system will eventually be extended to reach the area. A residential development that will be home to more than 60,000 people is being built to the east, providing a nearby market for retailers. It all translates into a location that’s convenient to access for employees and that will provide businesses with the customers they need.

Alberta Construction Magazine | 25

commercial

The sustainable features of StoneGate Landing include: • Non-irrigated landscaping design; • The promotion of alternative transportation modes through the provision of bicycle storage compartments and locker room/ shower facilities; • Rainwater collection through a cistern system to provide grey water for toilets; • Low- or no-flow toilets and urinals; • Energy-recovery ventilation units to provide fresh air and recirculate heat; • Use of recycled construction materials; • 75 per cent diversion of construction waste away from landfills; • Use of low volatile organic compound– emitting materials in interior finishes; and • 100 per cent of common-area power being purchased through green power providers.

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SUSTAINABLE DESIGN WAM is committed to developing all buildings at StoneGate Landing to a LEED standard where possible, and that includes the industrial warehouses. So far, one 400,000-square-foot warehouse has been certified LEED Silver and two other warehouses are in the final stages of completion and LEED certification.

According to Thomas Mueller, president and chief executive officer of the Canada Green Building Council, that’s unusual.

“Industrial-type buildings make up a significant portion of our building stock; however, owners in this sector are lagging behind

Buildings in the StoneGate Landing project will incorporate some of the details found in buildings at WAM Development’s nearby Stoney Industrial project, also on the northeast side of Calgary.

in achieving better environmental performance,” said Mueller in a news release.

Over the phone, Mueller explains why this is the case: Warehouses simply don’t have the people and level of usage that office buildings have, so building green results in fewer benefits related to using non-toxic materials and lower financial savings.

But, he explains, there are other reasons to build sustainably. “Looking at the scorecard for [WAM’s certified warehouse], they are doing really well on water use and quite well on energy use. Beyond operational benefits, there is the corporate branding.

Companies have a corporate social responsibility policy and environmental policies, and building their facilities green will contribute to corporate social responsibility plans,” says Mueller.

With retailers like Walmart and Target focusing on sustainability throughout the supply chain, Mueller expects the demand for such facilities from the distribution sector to grow, particularly as developers like WAM demonstrate that green building can be done.

PHOTO: WAM DEVELOPMENT GROUP

THE GREENING OF STONEGATE

The location is also expected to be a big draw for distribution companies that need to get goods in and out of the city quickly and easily.

“Calgary has become a distribution hub for western Canada. StoneGate Landing’s proximity to the airport and Stoney Trail ring road has provided the perfect home for these companies,” explains Eger.

He adds that the project is expected to attract international and eastern Canada– based companies that want to include Calgary in their logistics network, something that will produce economic and marketing spinoffs that will benefit the city.

commercial

WHO’S INvOLvED The contractors and consultants working on StoneGate Landing are: • Dawson Wallace Construction Ltd. • DBK Engineering Ltd. • DIALOG • IBI Group Inc. • Kellam Berg Engineering & Surveys Ltd. • Kidco Construction Ltd. • Lafarge • Maple Reinders Inc. • McElhanney Consulting Services Ltd. • TRL & Associates Ltd. • Whissell Contracting Calgary Ltd.

Not that it’s always easy. For example, as Mueller points out, industrial parks tend to be located away from public transportation systems, making it somewhat more difficult to get points for alternative transportation choices under the LEED system.

WhAT’S TO COME StoneGate Landing is being built in phases, beginning with the light industrial park. To date, two million square feet of distribution warehouse buildings have been completed and two warehouses totalling nearly half a million square feet are in the development permit approval stage. Construction of those is expected to be complete in 2014.

“Our goal is to have a million square feet of industrial product in the queue at any one time,” says Eger.

The warehouses were constructed first due to market demand for industrial products and the need for residential development adjacent to StoneGate Landing in order to provide a consumer base for retailers. The first phase of retail development is in the design stage with construction expected to begin in 2014.

StoneGate Common, the retail component, will be open air and pedestrian friendly.

It will include boutique stores, as well as large-format, brand-name stores and hotels, and an entertainment district.

Once the retail section is underway, construction is expected to begin on StoneGate Corporate Centre. The campus-like setting will feature low- and mid-rise buildings and integrated green space, offering those who work in the offices the opportunity to bike and walk.

Alberta Construction Magazine | 27

industrial

ON THE

RIGHT K

urt Horner is whistling a happy tune these days—and that whistle should mimic the sound a locomotive makes.

Horner, president of Calgary-based Fortress Engineering Ltd., heads a company that is recognized by many as the specialists in the design of transloading facilities that shift heavy and light crude oil and bitumen onto railway cars.

It is a good business to be in today.

Canada’s crude-by-rail sector is experiencing unprecedented growth. About 46,000 barrels per day of Canadian crude was exported by rail to the United States in 2012, according to the Canadian Association of Petroleum Producers (CAPP), but that has now reached about 200,000 barrels per day.

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albertaconstructionmagazine.com

“It’s a very good business,” says Horner, a professional engineer himself. “It has been a boon to our company since we became involved in it five years ago.”

In that time, the company, which then employed 20 people, has grown to employ about 200 and is still expanding.

Although Fortress is involved in several aspects of engineering in the upstream, midstream and downstream sectors of the oil and gas industry, its fastest growing division is the one that designs trucking terminals, pipelines and pumping stations designed to get crude moving to trains.

“We’re recognized as the rail and trucking terminal specialists in Canada and the leaders in western Canada,” Horner says, a

boast verified by companies such as TORQ Transloading Inc. of Dollard, Sask., and Calgary-based Altex Energy Ltd., two of the largest crude-by-rail facility owners.

Last year, Fortress designed two of the five transload facilities that were built in western Canada.

James Cairns, vice-president of petroleum and chemicals for Canadian National Railway Company (CN), recently told the Daily Oil Bulletin, a sister publication of Alberta Construction Magazine, that total planned rail facilities will allow for one million barrels of crude takeaway capacity by later in 2015.

Although Cairns said that not all the facilities being built would operate at

industrial

TRACK capacity, rail has moved beyond being a niche transporter of Canadian crude, both because it offers f lexibility and because pipelines such as Keystone XL and Northern Gateway are mired in regulatory and political delays.

The biggest constraint is a backlog of new unit train cars, which would allow for a significant ramp-up of capacity. (Most crude is now moving on what are known as manifest cars, which are not designed to carry the large volumes unit trains can.) CAPP says the backlog is close to 50,000–60,000, with as many as 15,000 being delivered by yearend, the majority of which are insulated coil cars specially designed to move heavy crude and bitumen.

Crude-by-rail facilities are critical to moving Alberta oil to market

By Jim Bentein

DOUBLE ThE CAPACITY Horner’s company was involved in the design of western Canada’s first crudeby-rail unit train terminal at Bruderheim, Alta., developed by Canexus Corporation.

That terminal has started transporting about 50,000 barrels per day, and it will be expanded to 100,000 barrels daily by next year.

Horner says the facilities cost from $30 million to $100 million each, depending on the amount of crude they’re designed to handle and on whether large storage facilities are included in the design.

“For a $100-million project, we would typically take one-and-a-half years to work on the design,” he says.

Alberta Construction Magazine | 29

industrial

“With rail, the infrastructure is already in place. Keystone XL and Gateway are completely unnecessary pipelines.”

— Randy Meyer, vice-president of business development and logistics, Altex Energy Ltd.

The engineering involved is relatively complex, involving the design of process and piping facilities, electrical, measurement and computer equipment. The engineers work closely with both CN and Canadian Pacific Railway (CP).

It takes an average of 16 months for field construction crews to build the facilities.

Fortress has most recently been involved in the design of a new terminal for Keyera Corp. and Kinder Morgan Energy Partners, L.P. in the Cheecham, Alta., area. That facility will be capable of loading about 40,000 barrels daily onto tank cars operated by CN and CP. There are several other facilities under development or announced, including plans

by Gibson Energy Inc. and U.S. Development Group LLC to build a 140,000-barrel-per-day terminal at Hardisty, Alta.

All of those projects create jobs.

For instance, Canexus vice-president, North American terminal operations, Jamie Urquhart says the company’s Bruderheim unit train project created jobs for a peak construction workforce of 600.

Horner says the announced projects are just the tip of the iceberg.

“I can’t tell you the names of the clients [because it is confidential], but right now we are chasing [involved in bidding on work for] 14 brand new rail terminals of different sizes,” he says. “Those 14 aren’t just in

30 | Winter 2013

albertaconstructionmagazine.com

the concept stage. Each of those could move 100,000 barrels a day and up.”

Horner says there is so much crude-byrail expansion being planned “it’s the Wild West of rail.”

In addition, as there is a shift to more unit trains, some older facilities, designed to load crude onto fewer railcars at a time (the Bruderheim facility can load crude simultaneously onto 100 or more cars) would likely have to be upgraded.

Jarrett Zielinski, chief executive officer and president of TORQ, says his company reflects that boom in crude-by-rail transloading facilities.

With a background in corporate finance, the Calgary-based executive and his partners entered the oilfield service business in 2011 when they began trucking drilling fluids.

Having spotted the potential of crude-by-rail, the company bought Goulet Trucking, a small oilfield trucking company in Dollard.

“We started with 25 employees, trucking 600 barrels a day,” Zielinski says. “Now we employ 220 people and we’re transporting about 40,000 barrels daily from six terminals.”

Each new terminal or expansion creates 200 or more construction jobs.

MAKING PIPELINES OBSOLETE Randy Meyer is vice-president of business development and logistics for Altex

Energy—which is considered by many to be the pioneer of the crude-by-rail business— having entered it in 2010 after a decision to scrap an earlier plan to build a pipeline from Fort McMurray to Port Arthur, Texas. Meyer says he believes the planned Keystone XL and Northern Gateway pipelines have been rendered obsolete because rail can move the same amount of crude more economically.

“With rail, the infrastructure is already in place,” says Meyer, a former CN executive who was in charge of its crude-by-rail strategy. “Keystone XL and Gateway are completely unnecessary pipelines.”

Privately owned Altex, which was launched by Alliance Pipeline Limited Partnership founder Glen Perry, employs 110 people and operates five loading terminals that can transport 63,000 barrels daily. Those terminals are located at Lynton, near Fort McMurray, in Falher and Wainwright, both in Alberta, Lloydminster, on the AlbertaSaskatchewan border, and in Lashburn and Unity, which are in Saskatchewan.

Meyer also argues that crude-by-rail is a significant job creator, citing a Canadian Energy Research Institute estimate that there are 360 jobs created for every 100,000 barrels moved by rail, not including construction jobs created to build new loading and unloading facilities and those created to build new railcars.

industrial

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REASONS FOR RAIL According to CAPP, although rail tends to be a more expensive transportation option for crude oil, it has advantages over

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pipelines that help make it a viable alternative. Here are three reasons why: 1. Extensive rail infrastructure is already in place, allowing producers the flexibility to reach essentially any market on the continent that has an unloading facility.

2. Movement of bitumen by rail requires significantly less diluent than pipelines, which can represent significant cost savings.

3. The sulphur content restriction on crude oil transported by rail is less than when transported by pipelines.

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Toll Free 1-800-252-9375 Web: www.ecaa.ab.ca Alberta Construction Magazine | 31

Congratulations to this year’s Top Projects Finalists

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A W A R D S

The year’s

best

Alberta Construction Magazine’s 2013 Top Projects Awards winners, finalists and honourable mentions A structure that has been described as an experiment in sustainable design and construction, with the goal of achieving net-zero energy consumption and zero carbon emissions annually.

A future tourism attraction in the Rockies that is sure to take visitors’ breaths away.

A rapid rebuild of a major section of the Trans-Canada that was destroyed in the devastating June floods.

These are but three of the standout projects being recognized in this year’s Alberta Construction Magazine Top Projects Awards.

The winners are chosen by a panel of judges, who look at such things as the construction process, a project’s design functionality and appearance, the use of innovative materials, how the project was delivered, where it is located and even the technologies used to make the project a reality. But, ultimately, each choice came down to what made a particular project stand out from others.

In the next 27 pages, you’ll find this year’s selection of winners, finalists and honourable mentions. They are all worthy of congratulations.

★ PROJECT of the year ★ sustainability NetZero Precast Concrete Duplex p34

institutional I over $50M AND DESIGN Bow Valley College South Campus p43

commercial I OVER $50M Centre 10 p37

institutional I UNDER $50M Advancing Canadian Wastewater Assets p44

PHOTO:

commercial I UNDER $50M Markin MacPhail Performance Training Centre p38 ★ people’s choice ★ commercial I UNDER $50M AND DESIGN Glacier Skywalk p41

institutional I UNDER $50M Boyle Renaissance Phase 1 p47

industrial I UNDER $50M MX Manufacturing Centre p48

civil I under $50M Saline Creek Drive and Bridges Project p56

civil I over $50M North Edmonton LRT Line p51

DESIGN I COMMERCIAL Eastgate Offices for Environment Canada p58

civil I over $50M Airport Trail Tunnel p52

finalists p60

civil I under $50M Trans-Canada Highway Flood Rebuild p55

honourable mentions p61

Alberta Construction Magazine | 33

top projects

PROJECT of the year I sustainability Project: NetZero Precast Concrete Duplex Cost: Not disclosed Location: Edmonton, Alta.

Contractor: Lafarge North America Inc.

The winner of Alberta Construction Magazine’s Top Projects Awards’ Project of the Year is also the winner in the Sustainability category—and for good reason.

The NetZero Precast Concrete Duplex project in the Riverdale community of Edmonton, created by Lafarge North America Inc. in partnership with the architecture and engineering firm Stantec Inc., is the first of its kind in Canada. The judges were especially impressed with the partners’ goal of designing and building the ultimate energy-efficient structure— one that could serve as a model for future sustainable housing development.

The two-year project, built for Habitat for Humanity, began in October 2011. Two families received their keys to the units on October 17.

The duplex has been designed to be a net-zero structure—meaning that it will create enough energy to cancel the amount of money needed to heat, cool and power the structure. That will be achieved by generating solar power and using geothermal energy, which can be returned to the power grid for storage.

The heavy emphasis on sustainability is why the project is targeting LEED Platinum certification.

To ensure that there is an air-tight and energy-efficient building envelope, it was decided that the primary building material

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should be precast concrete rather than wood, steel or another common building material. Lafarge fabricated the duplex’s wall panels at its Edmonton plant, and then transported them to the construction site for assembly.

Volunteers erected the walls and roof in June 2012.

Lafarge ready-mix concrete was used to pour the duplex’s foundation, and to provide a two-inch layer of topping over the precast hollow core slabs.

The structure’s exterior insulated precast panels have an insulation rating of R44 for the walls and R88 for the roof. As a point of comparison, most homes are R16–20, so the precast concrete envelope is expected to provide three times the insulation of a typical home.

Concrete also makes the structure safer in the event of fire, increases sound resistance and reduces the amount of onsite construction waste. To help it meet its net-zero classification, the duplex also features a geothermal heating and hot water system. Photovoltaic panels on the roof generate solar electricity.

Researchers from the Massachusetts Institute of Technology will monitor the building’s energy performance for the next two years to determine if the highefficiency design delivers on an operational basis. As well, Lafarge plans to

use the lessons learned in this project in future projects.

Finally, it is worth noting that sustainability is not limited to the duplex’s construction. The Habitat for Humanity program is itself sustainable. Habitat families pay an interest-free mortgage, which is amortized to 25 per cent of their income, making Habitat homes affordable. The mortgage payments are reinvested into building more Habitat homes. Families also contribute 500 hours of sweat equity on the build sites as their down payment. ■

PHOTO: AARON PARKER

Architect, engineer: Stantec Inc.

top projects

A Canadian milestone for sustainability

Alberta Construction Magazine | 35

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W i n n E R

commerciaL I OVer $50M Project: Centre 10 cost: $100 million Location: Calgary, alta.

Project deLivery method: Construction management comPanies invoLved: nORR architects Planners, Centron Group of Companies, tRl & associates ltd., Hemisphere Engineering, sMP Consulting Electrical Engineers, J.R. spronken & associates ltd.

PHOTO: CENTRON GROUP OF COMPANIES

New life to abandoned site

Marketed as an “iconic beltline property,” Centre 10 is this year’s Alberta Construction Magazine Top Projects winner in the Commercial—Over $50 Million category.

Located in downtown Calgary, Centre 10 is built on the site of the former Gaslight Square retail strip. Two attempts had been made by others to build condo towers there, but when the Centron Group of Companies bought the abandoned site, the concept changed to a single-building, mixed-use office retail development.

The site contained a completed sevenlevel underground parkade structure, as well as the second-floor slab. Once the land-use

change was obtained, Centron designed a 10-storey commercial office building consisting of 365,000 square feet of office space.

There were many design implications for an existing structure to accommodate the new office layout. Several areas of the parkade did not have the structural capacity to accept the new office loads, so the existing foundations had to have the capacity increased by the use of micropiles.

As well, the existing structure had to be modified to accept a new central core elevator. This involved a massive raft slab at the P7 parkade level, which required excavation and concrete forming in limited space, and shear walls through the parkade to transfer the loads from the main floor.

To accommodate proposed retail on the main floor, columns had to be removed to increase the floor space. This increased the load on existing columns in the parkade.

The techniques that were used to remove existing columns and replace them, while maintaining the schedule of the vertical concrete elements, were innovative as well.

Specialty collars were designed to transfer the column loads while removing the existing columns. These processes had not been used in this market before. ■

Alberta Construction Magazine | 37

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commerciaL i under $50M Project: Markin MacPhail Performance training Centre cost: $31 million Location: Calgary, alta.

Project deLivery method: Construction management contractor: Cana Management ltd. architect: GEC architecture engineers: Read Jones Christoffersen ltd. (structural); Wiebe sMP Engineering (electrical)

At the top of their game World-class athletes deserve a worldclass training facility. The Markin MacPhail Performance Training Centre in Calgary—the Alberta Construction Magazine Top Projects winner in the Commercial category for projects under $50 million—aims to provide precisely that.

Not only was the 120,000-square-foot facility completed on time and on budget, but it also makes use of the latest technologies to provide a state-of-the-art training

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centre for elite Canadian athletes. In addition to training and development space, the facility features a sport medicine clinic, a physiotherapy clinic, a sport science laboratory, a 100-metre indoor sprint track and an underwater treadmill.

To meet the training needs of athletes, the project had to tackle some complex construction challenges. The sprint track required a concrete slab with a threemillimetre-over-three-metre tolerance

that would create a flat surface ideal for pressure sensors. Sensitive enough to measure the transfer of weight in a runner’s step, the sensors collect data to provide quick feedback for training athletes.

The project has also been built to LEED Silver standards. Water consumption has been reduced with low-flow toilets that use non-potable water gathered from ice melt pits. The reflective roofing membrane has reduced the heat island effect, while the lighting system uses sensors to curb energy use. Construction incorporated several sustainable practices, such as diverting waste, using products with low levels of volatile organic compounds and drawing upon regional materials whenever possible. ■

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commercial I under $50M AND DESIGN

people’s choice

Project: Glacier Skywalk Cost: Not disclosed (under $50 million) Location: Rocky Mountains, outside Jasper, Alta.

Project delivery method: Design-build Contractor: PCL Construction Management Inc. Architect: Sturgess Architecture Engineers: Read Jones Christoffersen Ltd. (structural), SMP Engineering (electrical)

Photos: Brewster Inc.

Touch the sky The Glacier Skywalk is a dual Alberta Construction Magazine Top Projects Awards winner this year. The judges chose it for commercial projects valued under $50 million as well as in the Design—Commercial category.

If and when you have the opportunity to visit the project, it is likely to take your breath away as there is no other attraction quite like it in the Canadian Rockies.

The Skywalk is a cliff-edge steel, glass and concrete walkway that extends along the Sunwapta Valley.

Brewster Travel Canada, the project’s owner, says the vision behind the Skywalk is to create a world-class fully accessible experience in Jasper National Park that

“engages visitors to learn about glaciology, geology and the unique ecosystem of the Columbia Icefield area.”

Rising 280 metres—that is nearly six times the height of Niagara Falls or about half the height of the CN Tower in Toronto—above the canyon’s floor, the walkway extends 30 metres from the cliff.

There are two main highlights to the project. First is the cantilevered walkway, not an easy item to build in any mountainous region. Second, the materials used in the build were selected to minimize the environmental and visual impact on the local ecosystem.

From a design perspective, the Skywalk has already received international recognition.

It received a Future Projects category award at the World Architecture Festival 2011. ■

THE PEOPLE HAVE SPOKEN The Glacier Skywalk is also the winner of our first-ever People’s Choice Award.

As the name implies, the award is open to voting by the general public.

The Skywalk garnered 198 of 1,452 votes.

Alberta Construction Magazine | 41

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W I N N E R

institutional I OVER $50M and Design Project: Bow Valley College South Campus Cost: $126 million Location: 345 6 Avenue SE, Calgary, Alta.

Project delivery method: Construction management Contractor: Stuart Olson Dominion Construction Ltd. Architect: GEC Architecture Engineers: Read Jones Christoffersen Ltd. (structural), Stantec Consulting Ltd. (mechanical), Maskell Plenzik & Partners

PHOTO: dsTroyer photography

Engineering Inc. (electrical)

Bow Valley College’s South Campus building is the 2013 winner of the Alberta Construction Magazine Top Projects Awards in the Institutional—Over $50 Million and Institutional—Design categories.

The project is the first part of a comprehensive redevelopment agreement between the college and city to develop an entire city block known as “Block 40.”

Working on a constrained downtown site presented major challenges to construction crews as the building is directly adjacent to

city hall, the Calgary Public Library and the Andrew Davison Building (former police headquarters). To complete the demolition of the former provincial courthouse without interfering with police-arrest processing and library deliveries, a detailed plan for a twomonth demolition process was developed and successfully executed.

An aesthetically pleasing and functional design incorporates a number of decorative patterns that were inspired by cultures from across the globe, including

Learning taken to a new level Alberta’s First Nations. The motifs repeat throughout the building as wall coverings, ceiling panels and most prominently in the glazed features throughout the building’s facades. Designed to LEED Silver standards, the building incorporates water efficiency, energy optimization and daylighting.

The $126-million building, which was finished on time and on budget, includes approximately 26,000 square metres of functional space in a seven-storey space with three levels of underground parkade. In addition to new classrooms, laboratories and specialized learning centres, the South Campus houses administrative areas, food service facil­ ities, a bookstore, a multi-faith centre, an Aboriginal Centre and a roof garden on the fourth level. ■ Alberta Construction Magazine | 43

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institutional I under $50M

Cost: $17 million Location: Calgary, Alta.

Project delivery method: Construction management (lump sum) Contractor: Graham Infrastructure Ltd. Engineer: GEC Architecture (structural)

Described as the first facility of its kind in the world, the Advancing Canadian Wastewater Assets (ACWA) project in Calgary will serve as a testing ground for new waste-water technologies. It’s also the winner of the Alberta Construction Magazine Top Projects Award in the Institutional category for projects under $50 million.

ACWA is part of Calgary’s Pine Creek Wastewater Treatment facility, where

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it will explore technologies that can remove current and emerging water contaminants. New technologies will be pushed to the breaking point at this prototype plant, with the goal of speeding commercialization by quickly applying research results to operational situations.

In addition to a freestanding research building and the waste-water facility, there

Testing ground for technological innovation are 12 diversion streams, each 300 metres in length, designed to reproduce the ecosystems of prairie streams and small rivers. Each stream will be filled with different types of treated waste water in order to study the effects of any remaining contaminants.

The project is a partnership between the University of Calgary and the City of Calgary. ■

PHOTO: UNIVERSITY OF CALGARY

Project: Advancing Canadian Wastewater Assets

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W INN E R

institutional I under $50M Project: Boyle Renaissance Phase 1 Cost: $42.2 million Location: Edmonton, Alta.

Contractor: Clark Builders Architect: Arndt Tkalcic Bengert

PHOTO: Aaron Parker

New life to neighbourhood The first phase of a City of Edmonton– led redevelopment project called Boyle Renaissance is this year’s winner of an Alberta Construction Magazine Top Projects Award in the Institutional category for projects valued at $50 million and under.

The redevelopment area is located between 95 Street and 96 Street and extending from 103A Avenue north to the light rail transit tracks. The vision is to create a community that meets the housing, social recreation and service needs

of current residents and new residents.

Accredited child care, cultural opportunities, family services, park space, community gardens and social space will be located within a 2.5-block area.

Phase 1, whose completion was marked last March, is the result of a partnership between the city, YMCA of Northern Alberta (YMCA Edmonton) and Capital Region Housing Corporation. Designed by architects Arndt Tkalcic Bengert and built by Clark Builders, it includes

two buildings along 103A Avenue and 95 Street. The east building contains the Melcor YMCA Village affordable housing units. The west building, called Boyle Renaissance Plaza, is a new community centre that includes the YMCA Child Care Centre, YMCA Family Resource Centre and the offices, multi-purpose programming and physical activity space for the Boyle Street Community League.

The buildings are linked by an outdoor public space. ■ Alberta Construction Magazine | 47

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Project: MX Manufacturing Centre cost: not disclosed (under $50 million) Location: Edmonton, alta. deveLoPment Project management: Verus Partners Canada ltd. construction management: Dawson Wallace Construction ltd. architect: HK architectural services interior office design: Jerilyn Wright and associates engineers: tRl & associates ltd. (structural), arrow Engineering inc. (mechanical, electrical), ParklandGEO (geotechnical), V3 Companies of Canada ltd. (civil, landscape)

The MX Manufacturing Centre in Edmonton, winner of the Alberta Construction Magazine Top Projects Award in the Industrial—Under $50 Million category, is proof that you do not have to go offshore to manufacture products efficiently.

Owner Packers Plus Energy Services Inc. describes the plant as the first of its kind in the world and its largest manufacturing centre worldwide. The plant includes the world’s first robotic assembly of its type and a testing and torquing system that includes a proprietary traceability method developed by Packers Plus in conjunction with one of its key suppliers.

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“Some companies manufacture in China and ship to Canada,” says company president Dan Themig. “We manufacture in Canada and ship to China.”

Packers Plus invested over 10,000 hours of engineering into crafting the automated set-up producing its open-hole multistage frac stimulation tools. While humans are still an important part of the operation— between offices and the factory floor, the 20,000-square-metre building houses 200 workers—the robotic arms on the ship floor do much of the manual labour.

Capable of building 240 tools per day, the automated assembly robots form the core of the production process. They are

fed by a computerized storage and retrieval system that tracks an inventory containing up to 6,000 crates. Constantly learning and adapting, the system is intelligent enough to change how it stores items based on demand.

The final step in the process involves testing the tools at pressures of up to 10,000 pounds per square inch. Four or five staff members monitor the two torque-and-test robots, compared to 15 employees working in the manual testing area. The automated system can handle about 26,000 tools in a month, while the manual system might process 1,800 in the same time, according to Marlon Leggott, manufacturing director.

The new facility was designed to address concerns about attracting and retaining a skilled workforce. As well, Packers Plus had the building constructed larger than its current needs to accommodate growth.

The office area is brightened with colourful designs on the windows, and the hallways are laid out in jagged, asymmetrical lines meant to mimic the pattern of a frac. Employees have access to a yoga room and fully equipped gym. There is even a recreation area containing televisions and video games. ■

PHOTOS: PACKERS PLUS ENERGY SERVICES INC.

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North by northwest

Project: North Edmonton LRT Line Cost: $300 million Location: Edmonton, Alta.

Project delivery method: Construction management Contractor: North Link Partnership (a Graham Infrastructure Ltd. and SNC-Lavalin Group Inc. joint venture) Architect: Stantec Consulting Ltd. Engineers: AECOM (structural), Stantec Consulting Ltd. (mechanical),

PHOTO: AARON PARKER

Platinum Engineering Ltd. (electrical)

The addition of a north line to Edmonton’s growing light rail transit (LRT) system—the Metro Line—is an important project to accommodate Edmonton’s growing population. It is also the winner of an Alberta Construction Magazine Top Projects Award in the Civil—Over $50 Million category.

The 3.3-kilometre line runs from the Churchill LRT Station northwest to the Northern Alberta Institute of Technology,

with stations added at MacEwan University and Kingsway/Royal Alexandra Hospital. About a kilometre of the line is underground and was completed using what is called Sequential Excavation Method tunnelling. Other highlights of the project include: → A tree canopy used along 105 Street between 107 Street and 108 Avenue saved and protected decades-old elm trees along both sides of the street.

→ The connection to the existing LRT line involved a six-switch, three-diamond connection constructed inside an existing underground cavity in two phases alongside live LRT operations in less than four months. → A short-term-pain-for-long-term-gain approach was used for pedestrian and vehicle traffic, resulting in shorter impacts to the public. → The complexity of building two kilometres of a light rail system through city and residential communities.

Once the new line goes into service next year, the city expects weekday ridership to increase by 13,200. That number will grow even more when the Metro Line expands into St. Albert, though no firm timetable has yet been set for that. ■ Alberta Construction Magazine | 51

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Project: airport trail tunnel cost: $295 million Location: Calgary, alta.

Project deLivery method: Construction management contractor: PCl Constructors inc. engineers: CH2M Hill (structural), associated Engineering alberta ltd. (mechanical)

Underpass and on budget Winning an Alberta Construction Magazine Top Projects Award in the Civil category for projects $50 million and over is the Airport Trail Tunnel project at Calgary International Airport.

The tunnel is a 620-metre-long, 35-metre-wide underpass extending Airport Trail from Barlow Trail to 36 Street NE. Construction of the cast-in-place twin

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cell underpass, which can accommodate not only vehicle traffic but C-Trains, occurred at the same time as the construction of a runway (set to open in 2014) overhead. The underpass had to be built strong enough to handle the weight of the planes that will use that runway.

With construction progressing 24 hours per day, more than 60,000 cubic

metres of concrete was placed in 12 months, allowing the City of Calgary to meet all the tunnel turnover dates required by the Calgary Airport Authority. The city turned over the last section, the area underneath the west perimeter road, last July 31. And, in mid-October, the most recent milestone occurred—the underpass opened to traffic.

This is not the first award the $295-million project, which met budget, has won. It also received top honours at the 2013 American Concrete Institute (Alberta Chapter) Awards of Excellence in the civil category.

The project is one of many improvements at the airport, including the new runway, an expanded international terminal and a new control tower. Calgary International Airport is Canada’s fourth busiest in passenger numbers, with 13.6 million passengers in 2012. ■

PHOTO: PCL CONSTRUCTORS INC.

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civil I under $50M Project: Trans-Canada Highway Flood Rebuild Cost: $2 million Location: Canmore, Alta.

Contractor: Volker Stevin Contracting Ltd. Other companies involved: Drain Bros. Inc. (rock supply), Downer Contracting (rock supply), Lafarge (concrete supply and gravel supply for road grade), Northern Mat & Bridge LP (temporary bridge), Goss and Son Excavating (Hy-Hoes), Bremner Engineering & Construction Ltd. (heavy equipment), Mammoet Canada Western Ltd. (crane-hoisting services), Southern Trucking (hauling material), Road Savers Western Ltd. (asphalt saw cutting), R-Joy Rentals and United Rentals, Inc. (equipment rentals), Mike Vail

PHOTO: Alberta Transportation

Trucking Ltd. (haul material), Getkate Construction Ltd. (hauling rip-rap)

It is hard to grasp the force of the flood waters that swept down Cougar Creek outside Canmore, Alta., last June 20. Usually little more than a trickle, the creek overflowed its banks with so much power and debris—trees and boulders—that homes were destroyed and about a kilometre of the Trans-Canada Highway between the Cougar Creek crossing and the Highway 1/1A Interchange was wiped out.

The effort to rebuild and reopen that stretch within a matter of days has earned the project an Alberta Construction Magazine Top Projects Award in the Civil—Under $50 Million category.

As debris started to plug up the concrete box culvert across the highway, the water overflowed and carved a new channel across the highway on the west side of the box culvert, cutting off traffic flow. Some

A speedy highway rebuild of the raging stormwater overflowing the highway also found its way down the median ditch toward the Highway 1/1A Interchange, washing away the Highway 1 embankment and bridge abutment fill, as well as the gravel base and asphalt pavement, toward Highway 1A below the westbound and eastbound Highway 1 bridges and blocked up Highway 1A. The rebuilding began on June 22 as the rain tapered off and the creek began to recede. Highway 1 was reopened to one lane of traffic in each direction on June 26 and two lanes on June 28. All required paving works were completed by July 5.

Some crews literally worked around the clock to rebuild and reopen the highway.

At the peak of the repair, 39 pieces of equipment operated on the project site. ■ Alberta Construction Magazine | 55

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CIVIL I UNDER $50M PROJECT: Saline Creek Drive and Bridges Project COST: $34 million LOCATION: Fort McMurray, Alta.

PROJECT DELIVERY METHOD: Traditional bid CONTRACTOR: Sprague-Rosser Contracting Co. Ltd. SUBCONTRACTOR: PCL Construction Management Inc.

Complex and critical to growth needs

The Saline Creek Drive and Bridges Project—winner of the Alberta Construction Magazine Top Projects Award for civil projects valued at $50 million and under—is important and complex at the same time.

The project is important because of the critical role it will play in the future growth of Fort McMurray to the south and east—a community that has been challenged by infrastructure needs for well over a decade because of the boom in nearby oilsands projects. The project is complex because it involves several elements: construction of a roadway

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bridge and a pedestrian bridge, two plaza structures and two outfall retaining walls, complete with steel gates to offer access into downtown Fort McMurray over the Hangingstone River.

The bridges were constructed using a semi-cast-in-place, post-tensioned structure and designed with business information modelling and 3-D scanning and printing.

The single-span, steel-arch pedestrian bridge features a geometrically complex 62-metre steel arch and cable-rod system.

It was fabricated beforehand and brought

on site for installation by crane. According to subcontractor PCL Construction Management Inc., which played a key role in this part of the overall project, the arch’s baseplates had to line up exactly with the anchor bolt settings embedded in two cone-shaped concrete bases at either end of the bridge.

What made it even more interesting is that the bases actually face in different directions.

On the day of the lift, the arch was lowered onto the cone bases. Once in place, construction workers hand-tightened the bolts using torque wrenches. The entire process took eight hours. ■

PHOTO: PCL CONSTRUCTION MANAGEMENT INC.

ARCHITECT: Associated Engineering Group Ltd.

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design i COMMerCIAL

cost: $28 million Location: Edmonton, alta.

Project deLivery method: Construction management contractor: Clark builders architect: Manasc isaac architects ltd. engineers: Fast + Epp (structural), Williams Engineering Canada inc. (mechanical), Manasc isaac architects ltd. (electrical), DGE Group inc. (other)

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Sure, the Eastgate Offices for Environment Canada in Edmonton are visually appealing, but there’s a lot more to the project than its eye-catching exterior. That’s why it has been chosen as the Alberta Construction Magazine Top Projects Award winner for Design in the commercial category.

In constructing its 7,239 square metres of office and commercial space, the project

took advantage of the latest technologies and practices, such as 3-D visualization software. Some elements of the building—such as the custom-made ornate staircase—were produced through a design-assist approach.

However, the judges were most impressed by the project’s combination of great design and sustainable building practices. Anyone passing by the Eastgate Offices will notice the bright splashes of orange, purple and green marking the exterior facade. What they don’t realize is that the building’s interior is solid gold—LEED Gold, that is.

The project uses high-performance mechanical and electrical building systems, and successfully recycled or otherwise diverted 87 per cent of materials from landfills. The building also sports a 152-kilowatt solar power system, consisting of 640 photovoltaic panels. ■

PHOTO: MANASC ISAAC ARCHITECTS LTD.

Project: Eastgate Offices for Environment Canada

Prime Contractor Saline Creek Road and Bridge 2013 Top Project Finalist

Saline Creek Road and Bridge Project

857362 Sprague-Rosser full page • fp

changed to full page in order to run next to Saline Creek page (check - ad says 'finalist' ... should it say 'winner'?)

Saline Creek Road and Bridge Project

sprague-rosser.com

Finalists a W a R D s

the following projects were chosen as finalists in this year’s alberta Construction Magazine top Projects awards competition.

C-TRaiN TRaCk REbuilD When the flood waters finally receded from Calgary in late June, they left behind $8.2 million worth of damage to Calgary transit infrastructure, including C-Train tracks that looked more like an amusement park ride than a commuter’s route to work. Over 100 metres of track were damaged and twisted, and three of the train tunnels were filled to the brim with water.

Amazingly, within 16 days, Calgary Transit had repaired and replaced the tracks and other infrastructure, and the tunnels were pumped dry—once the pumps were repaired—and cleaned of the sludge and muck left behind.

COmPaNiEs iNvOlvED: Graham Infrastructure Ltd., AECOM, Read Jones Christoffersen Ltd., EBA Engineering Consultants Ltd.

CaNa wORlD hEaDQuaRTERs CANA Group of Companies’ new location is a combination of a functional workspace and a showcase of the company’s distinct personality. The Calgary company’s construction skill shines through in features like exposed own forces concrete, a yellow-ribbon feature wrapping around cantilevered light box spaces and a floating staircase constructed of self-performed cast-in-place concrete stringer with wood steps.

COmPaNiEs iNvOlvED: GEC Architecture, CANA Construction, Read Jones

Christoffersen Ltd., SNC-Lavalin, SMP Engineering, IDEA Group Inc.

The Central Alberta Cancer Centre in Red Deer—the first opportunity for patients to receive radiation therapy in central Alberta—contains three radiation therapy vaults with high-density aggregate concrete mix walls that are four feet thick to prevent radiation from penetrating. The centre required advanced air-handling and exchange requirements, and complicated wiring for video cameras, occupancy and motion sensors, and other safety devices to shut down the radiation equipment if the vault is breached.

Adding to the complication of the $35-million project, the construction site was situated on a slope—a problem solved by 16-foot pilings and additional foundation.

COmPaNiEs iNvOlvED: Stuart Olson Dominion Construction Ltd., HFKS Architects Inc., Read Jones Christoffersen Ltd., Stantec Inc., Hemisphere Engineering

kEyaNO COllEGE OilsaNDs POwER & PROCEss ENGiNEERiNG lab Keyano College’s $22-million Oilsands Power & Process Engineering Lab in Fort McMurray, the first phase of its Oilsands Trades & Research Centre, is an open-concept laboratory area designed to mimic the processes and equipment used in the real-life oilsands. Covering 1,516 square metres, the lab features steam turbine generators, highpressure boilers and turbine steam condensors. Large sections of curtain wall offer public display of the cutting-edge equipment.

COmPaNiEs iNvOlvED: DIALOG, PCL Construction Management Inc.,

WorleyParsons Ltd.

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(FROM TOP TO BOTTOM) PHOTOS: CITY OF CALGARY; KEYANO COLLEGE IMAGES: CANA GROUP OF COMPANIES; STUART OLSON DOMINION CONSTRUCTION LTD.

CENTRal albERTa CaNCER CENTRE

top projects

Saddledome Reconstruction Project The Scotiabank Saddledome in Calgary was another casualty of the late-June flooding.

Flood water filled the Saddledome up to nine feet deep, and the seating area was flooded to the eighth row. With hockey season approaching, the owners had a big project on their hands. Over 30 million gallons of water were pumped out of the building, damaged mechanical and electrical systems were replaced, new millwork, hardware and finishes were completed, and replacement equipment was installed. The project was completed in 69 days—two full days ahead of schedule.

Companies involved: GEC Architecture, CANA Construction, Entuitive Corporation, Wiebe Forest Engineering Ltd., SMP Engineering, Golder Associates Ltd. (environmental consulting company)

Slave Lake Government Centre and Library The devastating 2011 fire in Slave Lake, Alta., saw the destruction of much of the town’s infrastructure, including its government and library buildings. Home to both municipal and provincial governments, town hall and the central library, the $22-million rebuilt Slave Lake Government Centre and Library now provides a permanent anchor for downtown. Sustainability was a big focus in the project, and the facility has been constructed to achieve LEED Silver certification.

Companies involved: Manasc Isaac Architects Ltd., PCL Construction Management Inc., Fast + Epp, Stantec Consulting Ltd., ISL Engineering and Land Services Limited

Southwest Edmonton Police Station The new Southwest Edmonton Police Station was designed with a dual purpose: to offer a space that, while functioning as a police station, could also provide a location for community events. To achieve this, a pedestrian promenade was extended along the west side of the building, which overlaps with the public entrance and opens into an open plaza that can hold community gatherings. Future growth was also a factor, and the completed building could be expanded via second-floor shell space and through both men’s and women’s locker rooms. The project meets LEED Silver criteria and incorporates sustainable features like sunshades on windows, energy-efficient glazing, full membrane air/ vapour barrier, natural daylighting and high-efficiency light fixtures.

Photos (from top to bottom): CANA Group of Companies; Manasc PHOTO: Isaac Architects ltd.; Edmonton Police Service

Companies involved: Clark Builders, Stephens Kozak ACI Architects and Planners, Scorpio Masonry Northern Inc.

Honourable mentions Genesis Place Phase III • North Highway Connector Phase 1 • Peter Stalenhoef Centre of Modular Excellence • Petrospec Engineering’s new office and shop facilities • Rocky Mountain Legacy Trail Phase 2 • SAIT Polytechnic TTC Phase 2 • Sheep River Bridge repair • Sunwest Aviation hangar • Walter C. Mackenzie Health Sciences Centre endoscopy suite relocation • Western Canadian Target stores and distribution centre Alberta Construction Magazine | 61

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The twinning of Highway 63 between Grassland and Fort McMurray is one of the most important highway projects happening in Alberta right now. Three of the project’s key contractors – Prairie North, MCL, and Thompson Bros. – are relying on Topcon positioning technology from Brandt to get the job done.

The project is significant in terms of its scope, but also because of what it means to the province of Alberta. Highway 63 has become notorious for its high volume of traffic incidents and fatalities, making it a top priority for Alberta Transportation, and a meaningful project for the people who are working to make it safer.

“This twinning is way overdue. It’s a dangerous stretch of highway,” said MCL site superintendent Dave Elliott. “The work we’re doing here is going to save lives.”

“My dad is a truck driver,” MCL operator Mike Wood shared. “He drives this highway twice a day. I like knowing that I’m helping save lives, and keeping my dad a little bit safer because of what we’re doing here. This is going to be a great thing for Alberta.”

Topcon is keeping the project on track To meet the machine control and survey demands of this project, its key contractors are relying exclusively on Topcon – the anchor of Brandt’s Positioning Technology Division.

“We started using Topcon last fall,” said Prairie North vice president Alvin Spray. “The first project we used it on was a project that came out very late in the fall,

“THE PARTNERSHIP WITH BRANDT AND TOPCON IS SEAMLESS AND IT’S EASY TO DEAL WITH THEM.” and we were actually able to finish it before freeze up. Topcon was the major reason we were able to complete the project before the winter season – finishing it on time, and accurately.”

MCL had a similar story. “We started using Topcon this past year,” said Elliott. “We tried one – and we saw that we got more done – so we kept on rolling it out.

Topcon is bringing our costs way down, and the GPS technology is low maintenance and self sufficient.”

The result, according to these three companies, is a faster and more accurate path to project completion which ultimately means a more profitable project.

“We put grade control equipment on our dozers and graders to help us achieve final trimming at different elevations to the engineer’s design, which has been uploaded. Using Topcon prevents us from double handling material and wasting time,” said Prairie North project manager Brad Mertz. “We used to rely

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on survey stakes, set up by humans, and as soon as we started working in the area, we couldn’t count on seeing those stakes. It meant a lot of extra survey time, and non-productive material moving. With Topcon, we can keep our surveyors working on other things in advance of the grade control equipment.”

Elliott reported the same kind of improvements.

“Our grademen and surveyors aren’t chasing around equipment all the time anymore, so we can actually use them where they’re most needed.”

“Topcon makes our work easier,” said Prairie North superintendent Vince Simonson. “You can be confident in its accuracy, which makes it so much faster and helps to reduce stress. Topcon gives us an electronic measurement based off of GNSS satellites so we know we’re accurate. And if something gets lost or knocked out, it’s easy to re-establish. Topcon always gets us within guidelines. The most I’ve ever seen is 5 millimetres off.”

Jason Stephen, Brandt’s northern Alberta sales manager, elaborated. “Topcon’s MC2 is unequalled by any of our competition. The MC2 sensor provides position updates up to 100 times per second – measuring the X, Y & Z position as well as the roll, pitch, yaw, and acceleration of the dozer. The results are at least twice as fast and twice as accurate.”

In Alberta’s competitive market, Topcon offers another unique advantage. Companies are finding that this technology can help them maximize their available labour force – eager workers who might come up short when it comes to long term industry experience, but are willing to learn.

“It’s hard to find good people,” said MCL owner Stacy Melnychuk. “This technology bridges the gap for us.

It allows us to use people with less experience, but trust them to do a great job because the technology shows them what to do.”

Mertz agreed. “There’s a lot of competition here to get the best guys on the job. Technology can help to fill the gap between an available worker and their years of experience. One experienced person can train two or three others who have an aptitude for it and are willing to learn.”

And Topcon is easy to learn, so even less experienced, or less computer-savvy, workers can master it quickly.

“WITH TOPCON I GET INSTANT FEEDBACK – INSTANT CONFIDENCE.” “I’ve been using Topcon for about six months now,” said Wood. “I like knowing about my work. When you’re operating machinery, you’re always kind of guessing how you’re doing. With Topcon, I have instant feedback – instant confidence.”

Brandt is western Canada’s Topcon reseller Brandt is the exclusive Topcon construction and survey dealer for western Canada – a relationship that Brandt’s customers are quick to call successful.

“The partnership with Brandt and Topcon is seamless and it’s easy to deal with them,” reported Simonson.

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That kind of partnership is critical for Brandt’s customers, who often work in remote areas and under intense pressure to keep the projects moving, with no time for downtime.

Elliott explained, “Some of the other companies we’ve dealt with don’t seem to care about small businesses.

Brandt isn’t like that. They are always responsive.

They’ll get us parts, service, whatever we need – even if it’s after hours. They understand that we need to have it.”

The future of machine control Talking to these contractors, deep in the middle of one of Alberta’s most significant highway projects, it’s clear that positioning technology is not going away. Quite the opposite, in fact. Both companies plan to invest in additional Topcon equipment and predict their competitors won’t be far behind them.

“We have to be competitive,” Mertz stated simply.

“These projects all come down to properly handling material. Machine control helps keep us competitive.

It lets us handle material in less time, without moving it back and forth. It shows when the project is completed and it’s accepted by the engineers the first time.”

Elliott concurred. “It seems like every year, there are more companies jumping into it [Topcon]. In the last two or three years, we’re hiring on people who’ve used it before. Even the rentals now are showing up with the system on it. In the next three to five years, I expect to see the majority of our competitors using GPS systems, and I expect that half our equipment will be using this technology by then as well.”

And that Topcon equipment will be coming from Brandt, a company that has built a reputation across Canada for providing great products backed by unsurpassed customer service.

“We deal with all the companies,” said Elliott, “but we know that Brandt always comes through.

We know we can depend on them. They get it.”

Learn more about Topcon and Brandt at brandt.ca.

special report

The Decalta Bridge passing over Sheep River, beside the Turner Valley gas plant, was heavily damaged by the fast-moving flood waters. Repair work was still underway months after the flood.

(Right) Flood damage in High River is still highly visible and could take years to fully repair, according to the Alberta government.

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special report

Nearly six months after High River’s downtown commercial buildings were all but destroyed, there is still much work to be done

By Tricia Radison | Photos by Darryl Zubot

O

n a sunny Thursday in late October, High River’s downtown core looks, at first glance, like that of any other Alberta town. Vehicles are parked in front of shops, the sidewalks are sprinkled with people going about their daily business— shopping, banking, a haircut, perhaps. But look closer and a different story emerges.

Most of the buildings are empty, stripped to bare boards. Contamination warnings are affixed to windows that, six months ago, showcased products. The people on the streets are those dealing with the damage

from the devastating June floods: drying out the structures, planning for reconstruction. Nearly six months after the disaster, much of High River’s business community remains displaced, although progress is being made.

High River had a population of 13,000 people and 533 businesses prior to the flood.

In early November, says Angela Groeneveld, business renewal officer for the Town of High River, an estimated 85 per cent of the 259 businesses she reached with a recent survey were back in operation. Some are back in

their original locations, others have relocated to wherever they can find space, and 27 businesses have opened shop in a temporary business park built by the town.

“The temporary business park gave a real sense of hope,” says Groeneveld. “The largest retail day in High River’s downtown core is during Alberta Culture Days, and we were able to have the grand opening then.

The events held then brought hundreds of shoppers for the retail community and, as a result of the media attention, we got to say that High River is up and open and alive.”

Alberta Construction Magazine | 65

special report

A temporary camp houses residents who have lost their homes and been displaced since last June’s flood.

BMP Construction Management Ltd. and Sprung Instant Structures Ltd., along with local subcontractors like Treadstone Services, delivered the project in 21 days when it would normally have taken 90. Todd Williams, a property manager brought in to coordinate the accelerated schedule, says the cost of the damage to the commercial community is unknown. He thinks it will ring in at many millions.

“We don’t know yet if a lot of commercial buildings can be repaired,” he says. “Many of the landlords don’t know the structural integrity of the buildings. Engineers are working; there are asbestos mitigation problems. But it’s coming along. I was talking to someone who does disaster repairs and he said he finds it remarkable how fast High River has bounced back.”

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Bouncing back While there is much construction going on, the amount of work being done and the number of people involved has diminished. Immediately after the flood and in the months that followed, people were everywhere, pumping out water, shovelling mud, removing destroyed product and damaged finishes and doing extensive cleaning in order to save the buildings.

“Some of the hardest-hit buildings had in excess of a foot of mud. The basements were full of water and there was more than four feet of water on the main floor,” says Jim Mandeville, senior project manager with FirstOnSite, a disaster restoration company.

During the emergency phase, FirstOnSite had about 600 people working in High River.

In mid-October, that number was down to

about 150, excluding subcontractors. The company is currently working on approximately 15 commercial buildings, including several multi-unit residential buildings.

“Speed is the main concern. When I was in the normal construction world, as we call it, I oftentimes had six months to plan a job and a year to execute it. For that same-size job now, I have zero days to plan the job and six pressure-filled weeks to execute it. We have to be very diverse in how we source our labour and materials and very open-minded and less constrained to the formalities of normal construction,” says Mandeville.

What exactly does that mean? Clients may have to be willing to pay more if they want jobs done quickly, of course. And contractors like FirstOnSite have to be creative. For example, when labour pools were

special report

PHOTO: TOWN OF HIGH RIVER

exhausted in southern Alberta, it brought in almost 100 staff from the East Coast.

“In a normal construction situation, that would be pretty well unthinkable, but because of the time constraints and demands of this specific situation, it was warranted,” says Mandeville.

For local construction companies, the work that has been done in High River is unique—unlike anything most people in the industry have ever done. Cameron & Associates Construction, Ltd. is a High River commercial and industrial contractor that has done restoration work across the province in the past, coming in after the cleanup to reconstruct and repair buildings damaged by fire, for example. The projects the company has been involved with in High River, including the restoration of its own office space, were very different.

“It’s humid. It’s smelly. It’s noisy. It’s bewildering. It’s like a war zone. And then you have to put on these sweaty Tyvek suits, goggles, masks, rubber gloves and rubber boots, and navigate across all the garbage and slime,” says Dan Wilton, operations manager for the company.

Recovery process Cameron & Associates brought on around 40 people to help clean out and restore commercial and residential properties. The company’s office is in a strip mall that sat on higher ground than many businesses, but it still saw about a foot of water. Operating out of owner Clayton Cameron’s home on an acreage outside the flooded area, they had to spring into action with limited cell service.

When they were finally able to get into the first property on their list, a nearby dental office, about three weeks after the flood, the humidity had destroyed everything.

“Ceiling tiles were saturated, all the doors were warped. Nothing was salvageable,” says Cameron. “Because we’re a construction company, we partnered with disaster restoration companies so that certified hygienists oversaw the cleanup and mould and flood remediation work like sanitizing buildings.”

Once buildings have been cleaned of mud and water, and damaged product and materials have been removed, remediators are left to dry and sanitize to get rid of mould. After that, the work is cosmetic: replacing flooring, walls, ceilings, lighting and so on, with some mechanical and electrical work.

That work can be done quite quickly; Cameron & Associates was able to get the dental office open right after the September long weekend and a hair salon open soon after. The construction company was back in its offices in early October, and it continues to work to get businesses up and running and to provide estimates to building owners who are still dealing with their insurance

Are you prepared?

companies—and still waiting to even start planning restoration. These include multiunit residential buildings, important to the commercial community because they house the people who work for small businesses, as well as municipal buildings.

“We’re also looking at who makes the decisions of what buildings have to come down. Some of the buildings, while not government-approved historical sites, have been here a long time and are landmarks.

And we don’t want to see some of these nice old brick buildings go,” says Wilton. “We’re trying to assist by looking at how we can make it cost effective to save the buildings.”

One of the biggest issues for some owners who can’t get restoration work started is lack of code upgrade insurance.

Restoring an older building to today’s code is more expensive. The decision to demolish a building, says Mandeville, is typically

a combination of cost-benefit analysis and time analysis.

“In other words, how fast can we restore this building versus how long will it take to build a new one? And then is that time factor consequential for that customer and the specific property? If it’s going to be cheaper to tear it down but the customer needs it to be open in three weeks, we might together

The June flooding in southern Alberta was a wake-up call for businesses across the province. Disaster can happen anywhere and when it does, getting back up and running as quickly as possible is critical. That means planning for disaster recovery.

“It’s really a lot easier for us, walking into one of these situations, when we have already met the business owners and other stakeholders and we know the facility. That way, before we even roll the trucks, everything’s all set up. If we’re going in blind, it can result in a delay, especially in a largescale disaster like this,” says Jim Mandeville.

Businesses in programs like FirstOnSite’s PREP (Priority Response Emergency Plan) Program get help preparing for an emergency and can make a quick call as soon as a situation develops so that help arrives as soon as possible.

make the decision to do what we need to do to get it back open,” Mandeville explains.

Cameron believes that the peak of construction is still to come. His company has several projects in the design stages and more will begin once financial issues have been worked out. As the buildings are restored, the town will encourage those businesses operating in the temporary business park to move back to their original locations, making room in the facility for businesses currently on the waiting list.

There isn’t any clear idea of when High River’s downtown will be fully restored.

Groeneveld predicts that most of the restoration will be done by the spring. Cameron isn’t sure the work will be completed by the first anniversary of the flood. But all believe it will get done and that High River will again be a thriving economic centre in southern Alberta.

Alberta Construction Magazine | 67

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people, products & projects WHO’S WHO AND WHAT’S WHAT

PHOTO: TOOL SAFE PRODUCTS

Falling for the last time It seems that no matter what precautions you take—wearing hard hats, stacking materials to prevent falling or using protective measures like toe boards and debris nets—accidents can still happen.

There were 2,700 incidents involving falling non-powered hand tools in 2012, according to Alberta’s Workers’ Compensation Board. These tools are often small enough to slip through industrial walkway grating and can land anywhere if not attached to a lanyard.

About 15 years ago, Michael Dudey started trying to figure out a solution. The current standard fixes were flawed: welded-on rings weaken the structure of the tools, while duct tape is simply not strong enough. Eventually, Dudey developed a tool adaptor, and Tool Safe Products was born.

The plastic adaptor is essentially a clamp that attaches to tools, allowing a place for lanyards and making the tool wide enough that it will not fit through standard grating.

Each adaptor is made of high-density polyethylene plastic and comes in multiple sizes

for different tool sizes. The company also markets harness and wrist lanyards to attach to the adaptors.

Dudey, who is also president of the Edmonton construction company Oncore Services Inc., brought on two partners for the company. Aaron Briscall, vice-president of product design, came to the company from a background in mechanical design and 3-D modelling, which was needed to pinpoint the right qualities for the adaptors. Tool Safe’s vicepresident of development, Lyle Oberg, has a history of public service, with experience as a member of the Alberta legislative assembly, including several ministerial positions.

It was through Oberg that the company learned about Crawling Valley Plastics Ltd., which manufactures the adaptors. Crawling Valley is run by a Hutterite colony in Bassano, Alta.—located in Oberg’s former riding.

Dudey is proud that the devices are being made in Alberta, rather than abroad. Because the adaptors “don’t have to fly,” the pricing is competitive, he adds.

Here’s the team that is making the Tool Safe adaptor a reality. Back row, from left: Paul Waldner of Crawling Valley Plastics (CVP), Don Hofer of CVP, Michael Dudey of Tool Safe Products (TSP), Lyle Oberg of TSP, Aaron Briscall of TSP, John Hofer of CVP and Joe Kleinsasser of CVP. Front row: Larry Hofer of CVP.

HOW TO SUBmit itemS Does your company have news about personnel changes or new products?

Or did it just land a new project in Alberta? We want to know about it.

Here’s how to get your news to us.

EMail itEMs to: jcaouette@junewarren-nickles.com or sEnd it to: Assistant Editor, Alberta Construction Magazine, 220-9303 34 Avenue NW, Edmonton, AB T6E 5W8 or Fax to: 780-944-9500 Please include the full name and location of the company.

Alberta Construction Magazine | 69

people, products, projects

Is your hard hat safe?

Honouring the best in design-build Alberta was well represented among the winners at the 2013 Canadian Design-Build Institute (CDBI) Awards of Excellence.

Taking top honours in the infrastructure category was the Calgary West Light Rail Transit (LRT) project, a massive expansion of the city’s transportation infrastructure involving eight kilometres of double track, two park-and-ride centres, six passenger stations and several other additions. SNC-Lavalin Constructors (Pacific) Inc. was the design-builder on the team, which also included several design consultants and joint-venture partners.

PCL Constructors Canada Inc. was recognized in the buildings category for its design-build work on the Algonquin College Student Commons project in Ottawa.

The 127,000-square-foot facility includes a 700-seat auditorium, an atrium and surrounding office space, as well as renovations to 15,000 square feet of retail space in the existing building.

“Both of these projects showcase the advantages that are inherent in the designbuild delivery process,” says Neil McFarlane, CDBI chair. “Through utilizing a collaborative and team-oriented approach, projects can meet the expectations of clients, builders, designers and consultants. The result is more efficiency and more clarity from all parties throughout the entire construction cycle.”

The two projects were honoured at the CDBI’s National Design-Build Conference held in Saskatoon in October.

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Hyundai excavators will be available in Alberta through C.E.M. Heavy Equipment, the company’s authorized dealer in the province.

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albertaconstructionmagazine.com

Looking for a new Hyundai wheel loader? C.E.M. Heavy Equipment is the place to call.

The company has been chosen as the authorized Alberta dealer of Hyundai Construction Equipment Americas, Inc. For years, C.E.M. has provided Hyundai sales and service support out of its location in Taber, Alta. Now it’s expanding to serve the northern half of the province with a new shop in Nisku. While offering full service, the branch will only be a temporary home until the company’s 22,000-square-foot Nisku facility is ready in December 2014.

Hyundai’s entire line of construction equipment—including crawler excavators, wheel loaders, wheeled excavators and mini-excavators— will be available through the new branch.

Learn more at cemhe.com.

Photos (Clockwise from top): PCL Constructors Canada Inc.;

Hyundai’s new prairie home

Ablestock.com/PHOTOS.com; Hyundai Construction Equipment Americas, Inc.

PCL Constructors Canada Inc. was recognized for its design-build work on the Algonquin College Student Commons in Ottawa.

Safety is of the utmost importance on construction sites and it’s often the smallest thing that can make a difference—like knowing when to replace your hard hat. Prolonged exposure to ultraviolet (UV) rays can weaken a hard hat. But 3M has a solution.

3M’s H-800 Series hard hats are lightweight—415 grams— and offer extended comfort and protection.

Each hard hat features a sensor that changes colour as the hard hat is exposed to UV light, letting the wearer know when it’s time to replace it.

The H-800 also has three levels of adjustment and a seamless ratchet system.

people, products, projects

Denis Martin is the new Canadian sales representative for Kobelco Construction Machinery U.S.A. Inc.

Kobelco appoints Canadian rep denis Martin has been appointed Canadian sales representative for Kobelco Construction Machinery u.s.a. inc.

Martin brings with him over 10 years of experience at a variety of equipment companies, including John deere and agritex inc. Most recently, he was eastern Canadian sales manager at Cnh america llC. Kobelco, which deals primarily in crawler excavators for the construction industry, notes that Martin will consistently visit the company’s Canadian agents to help manage inventory and provide ongoing training.

PHOTO: KOBELCO CONSTRUCTION MACHINERY U.S.A. INC.

Safety superstar One of Canada’s safest construction firms is located right here in Alberta.

Calgary’s Borger Group of Companies took home silver in the construction category of the Canada’s Safest Employers Awards 2013. Cruickshank Construction Ltd. of Kingston, Ont., was the gold winner.

“We recognize that in order to attract the best people, we need to strive towards having the best working environment,” says Bill Borger Jr., company president.

In a release, the company notes that its safety efforts are not driven solely by management, but are also part of the overall work culture.

Alberta Construction Magazine | 71

people, products, projects

Stones in the road

A towering environmental achievement Edmonton’s first new downtown office tower in more than 20 years is also one of its greenest. the 30-storey EPCor tower has achieved lEEd gold certification. a triple-glazed exterior curtain wall and standard-exceeding building envelope design are among the building’s noteworthy efficiency features, but several numbers stand out: per cent reduction in stormwater runoff; per cent reduction in potable water consumption thanks to rainwater recycling; and per cent energy cost savings with the installation of a sensoractivated lighting system and geothermal heating. the project was developed by Qualico, with construction managed by ledcor Construction ltd. stantec inc. provided lEEd commissioning services.

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Spring—when a young man’s fancy turns to thoughts of love, and his roads turn to chunks of rubble.

Anyone looking to prepare for pothole season may want to check out the latest offering from Bergkamp Inc. The company has a new line of spray injection patchers to help smooth over the most pockmarked pavement.

The truck-mounted SP5 and SP8 models include two chambers for different types of aggregate, and both come in manual and automatic versions. The manually operated SPT model is designed for trailers.

The system uses compressed air to blow away debris and dry out the pothole, which can then be filled using asphalt emulsion. A layer of clean stones is laid on top to protect passing vehicles from the emulsion.

Find out more at bergkampinc.com.

Halsall’s new hire Halsall Associates has hired Julien Fagnan as managing principal of structural services.

The former associate at Fast + Epp joins Halsall at its Vancouver office, where he will oversee projects in British Columbia and Alberta. He has already begun to provide structural engineering services for the new St. Patrick’s Bridge in Calgary, the Hilton Hotel near the Calgary airport and Westlink Park in Edmonton.

Fagnan’s previous projects include such noteworthy structures as the Philip J. Currie Dinosaur Museum in Grande Prairie, Alta., Calgary Folk Festival Hall and the Jasper Place Library in Edmonton.

NC Services Group expands crane fleet with acquisitions NC Services Group Ltd. (NCSG) recently acquired the assets of two companies. They are Scorpion Industries, a boom truck and oilfield services company in Bonnyville, Alta., and Doug’s Crane Service Ltd., a supplier of fully operated and maintained crane services in Prince Rupert, B.C. Since being founded in 2001, Scorpion has focused on servicing heavy oil operations around Bonnyville, as well as Wabasca, Alta.

Company co-founder Shawn Pevach will stay on as regional director for Bonnyville/Cold Lake and Wabasca.

Doug’s Crane was founded in 1984 by Doug Mackereth Sr. The Prince Rupert region is a booming West Coast port and is the location of several proposed liquefied natural gas facilities.

PHOTOS: (LEF T) qUALICO; (RIGHT) BERGKAMP INC.

Edmonton’s EPCOR Tower has achieved LEED Gold certification.

Bergkamp Inc. has launched a new line of spray injection patchers to tackle potholes.

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aca report

ACA, ECA collaborate on industry challenges

By Ken Gibson Executive Director, Alberta Construction Association

The Alberta Construction Association (ACA) was pleased to announce on September 4 the acceptance of an application to rejoin membership from the Edmonton Construction Association (ECA). As part of the announcement, ACA chair Bob Robinson declared, “This is a great step for Alberta’s construction industry.

The Edmonton Construction Association is a highly respected and professional organization whose board, membership and staff add tremendous expertise to help address the many challenges and opportunities facing our industry. A united industry provides certainty for our clients and strength to our advocacy.”

ECA board president Marvin Olansky added, “The Edmonton Construction Association, with 82 years of history and current membership of 1,134 member firms, is enthusiastic about joining 2,000 other member firms of the Alberta Construction Association. We affirm and join the ACA commitment to making significant contribution for keeping Alberta at the leading edge of construction, innovation and success. We see great benefits for all Albertans that will result from the collaboration and cooperation of working together in the provincial community of construction.”

Since then, ECA invited ACA to participate in its meeting with the Edmonton caucus of the Government of Alberta members of the legislative assembly, and ECA and ACA hosted a joint meeting of members and owners to discuss near-term market conditions, including industry capacity and cost escalation.

An additional significant benefit of ECA membership has been updating the Trade Definitions. Trade Definitions provide clarity to all construction project stakeholders as to the allocation of work to be bid and performed. This clarity in turn reduces confusion, error, disputes and litigation. ACA has a responsibility to maintain Trade Definitions on behalf of the industry. With the exception of minor changes in one scope in 2011, the Trade Definitions have not been comprehensively reviewed and updated since before 2004.

ECA, as a member of the ACA, has undertaken a comprehensive review to align the Trade Definitions with current practice. ACA understands that individual contractors and trade associations provided input to the ECA-prepared update. Given the passage of time since the last comprehensive review and pace of change in the industry, ACA believes this update is long overdue. The comment period for the 2014 edition of the Trade Definitions closed November 1 in order that the 2014 version can be approved and released early in the new year. The ACA Trade Definitions are a living document and will continue to be periodically improved and updated.

The following is an update of progress toward ACA’s 2013 priorities. (ACA actions are italicized.)

GOVERNMENT ADVOCACY • Maintaining predictable, consistent and adequate provincial and municipal investment in infrastructure. The ACA fall 2013 submission to government emphasized the importance of infrastructure, the costs of inadequate investment and steps industry takes to provide value for the taxpayer.

• Keeping training clear of labour relations issues. ACA continues to monitor.

• ACA is opposed to public funding of apprenticeship training by third parties. Providing input to consideration by the Alberta government, should it require contractors to utilize apprentices in order to bid government work. ACA and partner associations have submitted a proposal to gather data to identify where action is needed.

Government has not yet responded to industry requests to meet.

• Continued advocacy for sensible immigration programs. ACA is pleased that federal minister Jason Kenney has raised the possibility of new pilot programs to better address employer needs.

• Strengthened partnerships with school boards, post-secondaries and with other construction associations for policies and programs to

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Alberta Construction Magazine | 75

aca report support the development of a skilled domestic construction workforce.

ACA is involved in industry partnerships in both Calgary and Edmonton and is looking to share practices with other Alberta communities.

• Educational best-practice seminars for public procurers of design and construction services. Piloting of seminars is underway.

• Collaborate to provide industry advice to Alberta Infrastructure.

ACA is pleased to accept an invitation to join the Buildings Committee of the Consulting Engineers of Alberta.

SAFETY/WCB • Input to Occupational Health and Safety’s Work Safe Alberta strategy. ACA Safety/Workers’ Compensation Board (WCB) chair Brian Freemark has been appointed to the Work Safe committee chaired by Clint Dunford.

• Continued input to implementation of occupational health and safety administrative penalties and work-site tickets. ACA will monitor the implementation of admin fines that started October 1.

• Dialogue with the WCB concerning interpretation of its refusal of modified duties policy. ACA is requesting WCB review its policies, particularly the application of no fault to post-incident employment actions.

STANDARD PRACTICES • Recommendations for two changes to the Alberta’s Builders’ Lien Act (BLA): mandatory annual progressive release of holdback and Crown bound to BLA. ACA advocacy with Service Alberta is ongoing to proceed with industry consultations regarding mandatory progressive release.

• Advocacy with Alberta Health Services and other owners for adoption of industry standard practices. ACA advocacy concerning adoption of industry best practices continues.

• ACA has struck an ad hoc committee to review Ontario’s Bill 69, Prompt Payment Act. RESEARCh AND TEChNOLOGY • Service partnerships with Productivity Alberta. ACA is providing input to Productivity Alberta regarding a pilot project for integrated project delivery.

• Initiatives with Alberta Centre of Excellence for Building Information Modelling (aceBIM). ACA is assisting aceBIM with the symposia scheduled for Edmonton and Calgary on November 20 and 21.

• Partnerships to showcase the applied research capabilities of Alberta colleges and technical institutes. The Natural Sciences and Engineering Research Council is funding Technology Access Centres (TACs) to connect tech institutes and colleges and businesses in order to speed technology development and adoption.

To date, ACA has written letters of support for SAIT Polytechnic’s application for their Green Building TAC and for Red Deer College’s Centre for Innovation in Manufacturing.

ACA’s effectiveness in serving industry has always relied on the generous contributions of expertise from its volunteers, drawn from the membership. ACA continues to work at improving connections with the grassroots to better understand your needs and work to your benefit. With your continued support, we will share continued success and meet the uncertainties of tomorrow.

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THANK YOU SPONSORS! th 2013 9 ANNUAL CALGARY CONSTRUCTION ASSOCIATION’S EDUCATION “FUN” DRAISER GOLF TOURNAMENT

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cca report

Putting the “fun” in fundraising, CCA golf tournament raises $59,000

By Amy Smith Calgary Construction Association

78 | Winter 2013

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 Top row, from left: Richard Neal (Ferguson Corporation), Edwin Garcia (Alvarez & Garcia Services Ltd.),

Greg Mazor (The State Group), Kim Connell (CANA Construction), Rob Shaw (EllisDon Corporation), Tyler Bungay (Botting & Associates Alberta Ltd.), Brent White (Scott Builders Inc.), Serena Holbrook (CCA Education Fund trustee), Greg Davidson (Davidson Enman Lumber), Bill Black (Skyline Building Envelope Solutions), Rob Otway (PCL Construction Management Inc.), Richard Heine (Centron Group of Companies), Sean Penn (Chandos Construction Inc.), Dave Kinley (Concept Electric Ltd.), Bill Fitzsimmons (Inland Concrete) and Colin Aitken (Graham Construction & Engineering). Bottom row, from left: Andy Carr (Canem Systems Ltd.), Bob Robinson (Westcor Construction), Jim Beeton (Ledcor Construction), Dwayne Wallace (United Decorating Inc.) and Barry Young (BURNCO Rock Products Ltd.).

 CCA chair Rob Otway presents Education Fund trustee Serena Holbrook with a cheque for $59,000, the amount raised at the tournament, which took place at Carnmoney Golf & Country Club.

 From left: Don Nicholson, Jaco Venter, Matt Peron and Jesse Bobrowski, all of BDO Canada LLP, enjoy the putting challenge hosted by the CCA’s Youth Employment Program.

PHOTOs: calgary construction association

In a sign summer was drawing to a close, the Calgary Construction Association (CCA) hosted its ninth annual Education “Fun”draiser Golf Tournament on Thursday, August 29. On what was one of the nicest days Calgary experienced all year, CCA welcomed another full house of 144 golfers to the tournament.

This year, the best ball tournament had excitement on every corner with more activities on each hole than ever before. Just after first tee-off, Grant Thornton LLP provided Jell-O shots and an entertaining poker game where, if you didn’t like the hand you were dealt, for $5 you could buy a card to make that hand better. The individual with the best hand at the end of the day would win a lovely gift basket filled with two bottles of wine and other various vino-inspired goodies. To no one’s surprise, after purchasing 32 cards, the winner of the basket was enthusiastic poker player Bob Robinson of Westcor Construction Ltd. Golfers were greeted on hole four with a Spolumbo’s gourmet sausage and water sponsored by Davidson Enman Lumber Ltd. This tournament staple snack was delicious as always.

I nvestors Group I nc . hosted a Marshmallow Long Drive where the company sponsored a hole-in-one at the 11th tee. Chris Bardell of Ledcor Construction Limited proudly took home top prize for hitting a marshmallow the farthest in the competition.

Brooks Harvey from Stormtec Filtration Inc. conducted a Closest to the Pin contest for $5 in a beat-the-pro-style competition called Beat Brooks. After aiming for hole number 13 all day, Brooks got a hole-in-one.

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Unfortunately, he wasn’t eligible to win any hole-in-one prizes, but it was a fantastic feat nonetheless, as he is not actually a golf pro.

Teams were afforded the opportunity to use his shot instead of theirs, but they had to pay for it, allowing him to raise a total of $610.

The guys who chose to buy his hole-in-one shot ended up winning the tournament’s lowgross prize, so it was a good investment on their part.

All Weather Windows raked in a generous $500 for conducting the Chip-in-to-Win contest where golfers paid a $5 entry fee to receive three chances to chip their golf ball through a window frame. Don’t be fooled— it was harder than it looked. Thank you, All Weather Windows, for this creative and yet appropriately themed challenge.

Cambium Woodwork 2005 Ltd. sponsored a Target Challenge where participants took a shot at CCA’s moose, Ferdinand. It looked like golfers enjoyed aiming for the almost life-sized moose sporting a bright orange CCA shirt.

Following the tabulation of sponsorships and money raised on the course through all of these friendly competitions, the fantastic grand total of $59,000 was announced.

Immediately after the cheque presentation to CCA’s Education Fund trustee Serena Holbrook, the 50/50 draw winner Brian Claggett of Alpine Glass Inc. produced his winnings and donated them back to the fund, raising the total to $59,500.

Since the inception of the CCA Education Fund, CCA members have raised an impressive $944,500, which is outstanding and evidence of the commitment from members to invest in sustaining the future of their industry.

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Alberta Construction Magazine | 79

cca report

Inaugural Women in Construction Golf Tournament draws over 100

By Aly Pringle

Alpine Drywall Bird Construction Inc. CANA Construction Canem Systems Ltd. Clark Builders DIRTT Environmental Solutions EllisDon Corporation Executive Millwork Inc.

Flynn Canada Ltd. Gescan HCM Contractors Inc. Keller Foundations Pockar Masonry Ltd. Ryan Murphy Construction Inc. Universal Flooring Systems Ltd. Westcor Construction Ltd.

WIC was spearheaded in 2012 by a keen group of female industry leaders, eager to increase awareness of the opportunities available for women in the construction industry, while also offering support and a community to those women who are currently working in construction. To further WIC’s mission, WIC hosted a seminar at BUILDEX Calgary, which featured representatives from a variety of construction career pathways including an engineer, project manager, lawyer and company owner. Panel speakers included WIC committee members Kim Connell (CANA Construction), Joanne Foster (Bird Construction), Serena Holbrook (Pockar Masonry), Patricia Steele (Flynn Canada) and Jo-Anne Teed (Universal Flooring Systems). Participants heard stories of how these business leaders got to where they are today, specifically highlighting the barriers they have faced as women and how they were able to overcome them.

WIC is excited at the opportunity to share with other women in the industry about the possibilities available in construction and looks forward to similar future events.

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Over 100 women gathered to show support for the Women in Construction group and NeighbourLink Calgary.

Members of the Bird Construction team enjoy a sunny day of golf (from left): Amanda Morris, Women in Construction chair Joanne Foster, Suzanne Roach and Imelda Cayabyab.

From left: Cecily Woolrich (Thom Design Inc.), Susanne Shewchuk (Optics Lighting Agency Inc.), and Michelle Adams and Karen Mault (both with Allied Projects Ltd.).

Celebrating on the green: Hilary Zorn (Gescan), Kathy Spratt (Spratt Contracting Ltd.), Tina Herbert (Concept Electric Ltd.).

PHOTOs: calgary construction association

On September 26, over 100 women gathered at HeatherGlen Golf Course to participate in the inaugural Women in Construction (WIC) Golf Tournament. In the theme of the WIC committee’s slogan—“Yes We Can!”—each participant donated a can opener to the charity NeighbourLink Calgary, resulting in a total contribution of more than 120 can openers.

The women went on to play nine holes of best ball followed by dinner, prizes and the opportunity to connect with other women in the construction industry.

The tournament was a huge success, bringing women from all areas of the industry together to network and share their experi­ ences. Following the success of the tournament, WIC is already in the planning stages to host more events focused on three key areas: networking, mentoring and raising awareness.

CCA would like to thank all of the WIC Golf Tournament sponsors:

bottom line

Investors can trip on emotional hurdles

By Gerry Cameron

In a scene from the 1987 motion picture Wall Street, a fictitious publicly traded airline company, BlueStar Airlines, is getting clobbered. With its stock price diving from $24 to $16.50 within minutes, Bud Fox, played

by Charlie Sheen, is on the phone advising a screaming Gordon Gekko, played by Michael Douglas, not to get emotional about the stock. It’s a great part. True, it’s only a movie. But it’s obvious that Oliver Stone, who wrote and directed the film, did his homework. When you watch interviews with some of the best well-known professional investors, they have managed in most times to eliminate emotion from their investment process. They wouldn’t be the life of the party, but they definitely know how to make their money work for them.

There are a number of emotions we go through on a daily basis, and it’s important to recognize them so you can catch yourself when one starts to cloud your investment decision. The result of one emotion I see often when looking at portfolios is pure greed. It’s easy to spot. The stock has no reason to be part of the portfolio, but unfortunately many investors cannot resist temptation. In fact, the emotion was so strong it blinded the investor of all possible losses. I see it all the time with start-ups—products or services that were promised to put a dent in the universe and lead to huge gains. At times it pays to be cautious. Remember, if it sounds too good to be true, it probably is.

There are a number of emotions we go through on a daily basis, and it’s important to recognize them so you can catch yourself when one starts to cloud your investment decision.

The second emotion that can grip and control investors is fear. For example, too often investors will analyze short-term results to judge if their investment decisions are sound and will dump a stock far too soon if it stumbles for a quarter or two. If the reasons you made the stock purchase are still in place, nothing fundamentally has changed with the company, then staying the course is probably prudent.

However, if you are too anxious, adjust your portfolio to bring down the anxiety to manageable levels.

The third emotion hurdle is projecting the future based on present experience. For

example, if a portfolio has been performing spectacularly and producing double-digit returns, it is human nature to expect the same results to continue into the future.

When it doesn’t, some investors are tempted to change their investment approach. This is associated with straight-line projection.

Then there are times when a portfolio has underperformed or, worse yet, lost value. An investor starts to regard his or her investment process as flawed, causing the investor to uncharacteristically take on more risks to make up the difference. That can lead to problems.

Of course, we don’t want to become robots when it comes to investing. Emotions are part of our investment approach. But the key is to recognize them and keep them in check. A little greed and fear will keep us alert, but way too much of either can lead to portfolio collapses or missed opportunities.

Editor’s note: Gerry Cameron is a registered associate investment advisor at Canaccord Genuity Wealth Management, a division of Canaccord Genuity Corp. and member of the Canadian Investor Protection Fund.

He wants you to know that these views (including recommendations) are his alone, and are not necessarily those of Canaccord and does not assume any liability. If you want to contact him, he can be reached at gerry.cameron@canaccord.com.

Alberta Construction Magazine | 81

PHOTO: MORTENSON CONSTRUCTION

planning d n a t n e m ip Better equ productivity r e k r o w g in t are boos weather ld o c g in r u d

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cold-weather construction

Freezing temperatures and wind chills are important factors to consider before working outdoors during the winter months.

PHOTO: MORTENSON CONSTRUCTION

By Godfrey

Budd

Depending on just how far the mercury has dipped below zero, productivity on construction sites can drop 30–40 per cent in winter.

Engines and hydraulics need time to warm up. Metals, plastics and other materials behave differently in the cold. Safety risks increase. Two items that almost stick to one another in summer, like a Neoprenesoled boot and the surface of a pipe joint, behave differently in winter, when a frostcoated pipe can become slippery and hazardous to workers.

Then there’s frostbite. A stiff breeze blowing at 35–40 kilometres per hour when it is minus 25 degrees Celsius means a wind chill factor of minus 41. That puts exposed skin at risk of frostbite within five to 10 minutes, according to a chart used by the construction sector. “A 30 per cent loss in

productivity is what you hope for, but often the loss is closer to 40 per cent,” says Wayne Mallett, manager of business development at Voice Construction Ltd. When temperatures drop below minus 30, shutting down for the day may be a good idea, as productivity could drop by 50 per cent or more, he suggests.

For many tasks, working in the cold is less challenging than 35 years ago, thanks partly to better heavy equipment units, which today come with heated cabs and more powerful engines.

Nonetheless, cold-weather-related productivity losses remain a concern. Stan Sagert, field construction manager for PCL Constructors Inc.’s Edmonton district, says he uses 30 per cent as a rule of thumb for productivity loss for building envelope and steel erection. He has done a study

Alberta Construction Magazine | 83

cold-weather construction

of recent formwork projects. “It looks like we were down between 20 and 25 per cent, depending on how extreme the weather actually was and what activities we were performing,” he says.

Winter is coming Successful winter construction begins with a detailed plan, which should be developed well in advance of the onset of cold weather.

Sagert suggests using a mobile heating system that does not require power from the electrical grid—such as a sunflower heater powered by propane, for example—if feasible on the project.

He goes on to note a number of factors to consider when devising a heating plan: “Think of things like the type of hoarding you will

the Edmonton Clinic, PCL opted for glycol lines and fan coils strategically placed through the building because they wouldn’t interfere with finishing, framing or other tasks, Sagert says. Other projects may have different considerations.

“Say you’ve chosen a dry-air system, but you may need a humidity level for certain components,” he says. “Moisture must be in a certain range for paint [and] finished woodwork. If it’s too humid, paint won’t adhere to drywall. If you use propane, it emits a lot of moisture, but dry air is at the other extreme.”

However, while sometimes convenient, propane or natural gas heaters are tightly regulated. No more than 75 feet of highpressure hose is allowed. If more length is required, then hard pipe is mandatory.

Temporary lines for gas or electricity must be removed at some point, and plans may have to be made for how this will be accomplished.

The use of Hilti Corporation speed sleeves can often be helpful in dealing with temporary

PHOTO: MORTENSON CONSTRUCTION

Working on concrete can pose challenges for construction crews during cold periods. Here workers tend to a job under the lights at night.

have in place—tight or loose. Consider access and egress to the building and access and egress around your site. How are the interior framers building around gas lines and what is the plan to remove those lines once permanent heat is available? How are you supporting heating lines off the floor without interfering with the interior work? Have a plan in place to easily relocate the lines as construction progresses.”

Just for hoarding on a high-rise, the planning can reach an unexpected level of complexity, he says. Hoarding might be needed at the floor where the slab pouring is being done, and perhaps on a floor or two below as well. But as a range of trades work through the schedule, other floors far below might start to need heating and hoarding for finishing work.

Selecting the best heating system has to take into account factors like availability, but also the specific attributes and requirements of each project. While working on

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cold-weather construction

PHOTO: MORTENSON CONSTRUCTION

lines, Sagert says. Temporary fire-rated access doors are also an option—and good safety practices make for better productivity. “It’s not good to run heat or power lines on the floor,” he says.

“They should be raised. There should be no clutter on the floor.”

Safe and warm Cold-climate construction first began to attract the attention of experts in the late 1980s. Between 1988 and 1994, a cold-weather construction manual was developed for Alberta. “Much of the document still applies today,” says Gino Ferri, past chair at Read Jones Christoffersen Consulting Engineers.

Weather in the province can be cold for five or six months per year, and building and concrete contractors in particular need to take a range of measures for pouring and curing concrete. In order to keep the concrete warm until it reaches its initial set, Ferri suggests tarps be installed over the formwork, while there should also be a roof over the

slab. “Heating all the concrete premix prior to bringing to the site is a good idea,” he adds.

“Also, warm the water and aggregate first.

Use admixtures to speed up curing.”

During the winter months, making safe, warm places to work is one of the most effective ways to forestall steep declines in productivity because of cold weather.

“Human productivity declines 1.8 per cent per each degree below 15 degrees Celsius.

That’s from a cold-weather construction manual,” Ferri says.

Different sectors cope with the challenges of cold weather in different ways. In Alberta’s oilsands sector, modularization has had a big impact on maintaining productivity in winter by moving work from site to shop. Of course, some site work cannot be avoided. Modules must be tied in, and highrise slabs sometimes must be poured to meet the schedule of clients, not Mother Nature.

Some projects face a similar challenge in maintaining productivity, especially

Improvements to equipment and work wear over the decades have made working outdoors for longer periods possible.

when fierce winds accompany the cold temperatures. According to Chris Daniels, safety manager of the wind energy group at Mortenson Construction, high wind speed, which is to be expected at a wind tower location, is more of a challenge in winter.

By mid-2014, Mortenson is set to complete the $600-million Blackspring Ridge wind farm near Lethbridge, Alta. Cold-weather work will be necessary if the company is to hit that deadline. Cold temperatures often bring snow, ice and other conditions that warrant special equipment including personal protective equipment and clothing such as gloves, facemasks, and ice and snow traction devices that attach to boots.

“We do a lot of education to ensure people dress to the right temperature,” Daniels says.

Alberta Construction Magazine | 85

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business of building

Achieving project management excellence When looking at the winning projects listed in Alberta Construction Magazine’s Top Projects Awards, it’s easy to focus on the scale and complexity of the designs and quality of the execution; however, it’s equally important to consider the behind-the-scenes aspects of a successful project. An award-winning project requires more than people and materials—it requires solid, effective project management.

In short, to construct an award-winning project, you need to build on a foundation of project management excellence.

Released in October, KPMG LLP’s Global Construction Survey 2013 found that 77 per cent of 165 construction companies around the world, including five from Alberta, reported underperforming projects, due primarily to delays, poor estimating processes and failed risk management processes. Addressing these interrelated issues with thorough, quality project management planning could save your organization millions of dollars in major project costs.

MAIN CAUSES OF UNDERPERFORMING PROJECTS

1

PROJECT DELAYS

Project delays, the leading cause of underperforming projects, can stem

from a number of sources and are often systemic.

As they are usually the result of a combination of causes (such as those discussed below), they will also need to be reviewed together.

2

Poor estimating practices

Proper estimates must be backed by a solid framework or approach and used consistently throughout the organization.

Projects that present significant challenges through the later stages are those where there is limited understanding of how the estimates were determined.

Some large companies with many capital projects are spending more time establishing a standard approach to estimating, including a stage-gate process for control and, in some cases, release of funds. This provides ongoing quality and risk feedback for the projects, limiting issues that could result from poor estimates.

In addition, many of these organizations are restricting the use of contingency spending for scope changes, which increases the incentive for accurate estimates at the start of the project.

3

Failed risk management proceSses

As companies ramp up for growth, an overwhelming majority (93 per cent) of respondents say that their risk management

programs have improved project performance.

And almost half of all respondents see failed risk management processes as a main cause of underperforming projects.

It can take time to operationalize risk and make it fully part of the corporate culture. Ultimately, good risk management is as much about people and culture as it is about processes and procedures: “As primarily a very large services organization, we don’t take project risk. When we have projects that underperform, it’s mostly due to the human element, not a failure in controls,” says one U.S. executive in the Global Construction Survey.

4

Poor subcontractor performance

Picking the correct contracting approach is key, as this defines the risk that the owner and contractor will work with.

Once the contract strategy is agreed, responsibility for the day-to-day management of the contracts must be clear from procurement through to delivery. Poor performance must be identified early in the process so proactive measures can keep the project on track. This is part of good contractor management.

There may be times when subcontractors need to be replaced, but this can be costly and is generally best avoided where possible.

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business of building

37%

50%

51%

SOURCE: KPMG International

Poor client relations

Change in project management team

Lack of available resources 20%

17%

16%

36%

47% To reduce the likelihood of design issues, ask: “Has the design been checked? Has it been done thoroughly with the right level of knowledge? Is there a quality process to ensure that the design process was thorough?�

Being aware of performance issues and communicating with all parties early and on a continuous basis can go a long way to getting the right outcome.

5

Design errors and omissions

Poor subcontractor performance

Failed risk management processes

Poor estimating practices

Project delays

Main causes of underperforming projects

Design errors and omissions

Pressure to get projects underway is common. Design takes time and finding the right expertise to achieve this can be a challenge.

Design omissions are often more prevalent than errors, as large projects have many design streams. The challenge generally rests with the owner and having the right contract in place.

Does the contract properly reflect the expertise that the owner brings or will the expertise need to be part of the contract?

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6

Lack of available resources

This challenge has been identified in all eight previous Global Construction Surveys, as organizations push for more to be done within the same resourcing constraints. Proper estimating and risk analysis at the start of projects can help owners understand what the resourcing challenges are and to make decisions on delaying, providing more re­sources or accepting the risk as appropriate.

Higher-performing organizations are increasingly emphasizing better-quality resources, such as skilled project managers with better support frameworks for project management. This comes at a cost. With committed leadership, however, the cost is minimal compared to the potential cost of an avoidable overrun on a large capital project.

7

Change in project management team

Teams will change. This is part of any project. Deadlines and costs drive many large capital projects and when people change, impacts on these can be measured. We see positive results when projects take the time to properly bring on board new members and adjust targets if needed. This keeps the project team and the project strong.

While project deadlines and budgets are important, committed and capable team members are the only means of getting a quality result. Some of the best projects we have observed have a commitment to a resource model that requires all team members to go through thorough onboarding and training. This model has the time and cost built into the project plan and has leadership commitment. This commitment is often present in higherperforming organizations.

8

Poor client relations

Client relations are a combination of communications, transparency and trust. Good communication with clients is key, as time, cost and scope may change, and expectations need to be clarified and confirmed when they do. Taking the time to get to a trust-based relationship on a project can be done with proper steps and does not have to be costly.

We often see contractors being asked to improve relations and, while that is part of their responsibility, the project owners have an equal responsibility. Continuous commitment to meeting client expectations and delivering project benefits, with a strong and open communication model, will go a long way to delivering success.

AN EXAMPLE OF EXCELLENCE All of these factors, when managed well, can create an example of project management excellence, as illustrated by TransAlta

business of building

FOR MORE INFORMATION Global Construction Survey 2013 kpmg.com/Ca/en/IssuesAndInsights/ArticlesPublications/Pages/ Global-Construction-Survey-2013.aspx KPMG’s Major Projects Advisory Project Leadership Series: Project Risk Management kpmginstitutes.com/global-energy-institute/insights/2013/pdf/geimpa-project-risk-management.pdf

Corporation’s return-to-service project for Sundance 1 in Alberta in 2012-13. This was a fast-tracked project to return to service a previously retired power generation facility.

It required a proactive, preventative and collaborative approach to project management by all parties and stakeholders.

Both owner and contractor teams were fully staffed and retained, including

complete executive support, which provided continuity throughout the project.

Relationships within the teams, site and front-line employees were established early and maintained throughout the project through clear and ongoing communication based on transparency and trust.

This culture of we (rather than us versus them) resulted in a collaborative approach

to identifying and mitigating project risks, improved management tools and principles, and managing resource requirements.

This approach f lowed into stakeholder alignment with project goals and objectives, and a proactive approach to assessment and oversight, which led to effective project reporting and tracking of progress.

Overall, in addition to achieving its required outcomes, the project achieved better-than-industry-average safety and quality standards, met demand and productivity requirements despite the challenging Alberta labour market and came in on time. These same principles of project management excellence can be used on other projects in the province and across Canada.

Editor’s note: This column was written by Mike O’Neil and Thomas Krikke, both of KPMG, with assistance from Darcy Wagner of TransAlta and resources from KPMG’s Global Construction Survey 2013.

Alberta Construction Magazine | 89

the legal edge

THINGS yOU CAN’T GET IN COURT

By Tim Mavko Reynolds Mirth Richards & Farmer LLP

Courtrooms are solemn, dignified places where learned, impartial judges dispense justice according to the rule of law. We are civilized precisely because we have courts— they let us resolve our differences without clubs and spears. And yet a courtroom is not always the first, or even the best, place to take a construction dispute. That’s because there are some things you just can’t get in court.

One thing you can’t get in court is privacy. A fundamental principle of justice is that justice must be seen. It can’t be hidden. Everything that’s said in court is said in public, and all documents and all records that are used in court are (with some limited exceptions) available to anyone. This means, for example, that when a contractor sues an owner for extras and delays, the contractor’s costs, pricing strategies and profits become public knowledge. Or consider the counterclaim of the owner who alleges it was the contractor who botched the job. At the ensuing trial, all the dirty laundry of both sides will be aired for the world. Worse yet, if the judge puts her decision in writing (which often happens), all the juicy facts and embarrassing details will be available to anyone, online. (For fun, go to albertacourts.ab.ca and hunt around a bit.)

To keep things private and confidential, the parties might instead choose to arbitrate their dispute. They could hire an arbitrator— perhaps an experienced industry executive, a senior lawyer or a retired judge—who would hear the evidence and decide the case in private. They could, if they wanted to, follow all the same rules and procedures as a court, but do it in a boardroom behind closed doors.

The results would be known to the parties and no one else.

Another thing you can’t get in court is something other than money. Judges are powerful, but that power is limited. Judges pronounce the law, uphold the rights of parties and sometimes award money. But they can’t repair bad work, draft new deals, involve strangers, revamp financing or do other creative things to solve the underlying problems. Imagine, for example, a project that’s over budget, past deadline and in need of repairs. The owner blames the contractor for some of the delays and defects, withholds further payment and demands an immediate fix. The cash-strapped contractor doesn’t have the resources to mobilize and repair and, while acknowledging some of the warranty work, has his own counterclaim for extras and delays and won’t do anything until he sees some money. All a court could do would be to sort out the competing claims, award one side or the other (or perhaps both) a money judgment and then let them chase each other for payment. It wouldn’t finish the project. It wouldn’t solve the problems.

And if one side is broke, the other side might not even get paid.

Instead, if the parties negotiate or mediate the dispute, they might hit upon a solution that serves both their needs. Perhaps the owner can put up some security to guarantee payment of undisputed amounts. Perhaps the contractor can arrange for a sister company to do the warranty work. Perhaps they can agree to arbitrate the really contentious issues and get on with the rest. None of these options are available in court.

A fundamental principle of justice is that justice must be seen.

It can’t be hidden.

Finally, courts can’t repair relationships. Indeed, it’s a sad fact that trials divide rather than join the parties. Somebody wins, somebody loses and the painful march to the courthouse tends to burn bridges. Along the way, good relationships sour and bad relationships go toxic.

Avoiding this, if possible, has great value.

Moreover, sometimes the better solution lies in strengthening rather than weakening the ties between the parties. Perhaps they can be added to bid lists. Perhaps they have future work for each other. Perhaps they can team up on something else. A judge can’t make people talk, shake hands or even say they are sorry.

The alternatives to court—negotiation, mediation or arbitration—don’t always work. But in a very literal sense, a courtroom is sometimes the last place to take a construction dispute. Not that construction disputes should never go there, but rather they should end up in court only when all else fails. A courtroom should be the last stop, after the parties have exhausted their other options.

Alberta Construction Magazine | 91

time capsule

TIME CAPSULE

Alberta Hotel

WitH itS Central loCation in downtown Calgary, its colourful past and its distinctive architecture, the Alberta Hotel has become a historical landmark. Built between 1888 and 1890, the Alberta Hotel is a three-storey, Italianate-style building on the corner of Stephen Avenue SW and 1 Street SW. Historically, it was a favourite meeting spot and Calgarians affectionately called it “Alberta Corner.”

Alberta Hotel is one of the oldest buildings in the downtown. It is distinctive because of its use of local sandstone. Following a fire in 1886, which levelled Calgary’s downtown, local Paskapoo sandstone became popular,

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with Alberta Hotel being a key remaining monument to what was once known as “Sandstone City.”

In 1891, an addition was made to the rear of the building and a 1906 building was later annexed; however, the original portion is a rare and superior example of Italianate architectural style in Calgary. The second- and third-storey exterior retains its rock-faced sandstone appearance, round-headed windows and ornamental, bracketed cornice.

During its heyday, the hotel earned a reputation as a favourite lodging and gathering place for wealthy ranchers, businessmen, local personalities and remittance men. With its barbershop,

pool and billiards room, reading room and beverage room with a 125-foot bar (supposedly the largest from Winnipeg to vancouver), the hotel was known as a “male mecca.”

Some well-known patrons included George Lane, the owner of the Bar-U Ranch, and according to unconfirmed reports, the concept of the Calgary Stampede was conceived in Lane’s hotel room in 1912. Other noteworthy patrons included meat-packing king Pat Burns and renowned Calgary attorney R.B. Bennett, who later became prime minister of Canada (1930-35).

The hotel closed its doors in 1916, but its stories live on.

PHOTO: GLENBOW MUSEUM

This view of the Alberta Hotel when it was under construction in 1888 looks east on 8 Avenue SW from the northwest corner of 1 Street SW.

alberta hotel is one of the oldest buildings in downtown Calgary.

It is distinctive because of its use of local sandstone.

KEY FACTS CONSTRUCTION DATES: 1888-90

CONTRACTOR: Andrew Kennedy

KEY BUILDING MATERIAL: Paskapoo sandstone

ARChITECTS: Wilcox & Johnson of St. Paul, Minn.

KEY DATE: Designated a Municipal Historic Resource on May 25, 2009

SOURCE: HERMIS.ALBERTA.CA

Alberta Construction Magazine | 93

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94 | Winter 2013

albertaconstructionmagazine.com

Alberta Blue Cross . . . . . . . . . . . outside back cover Alberta Construction Safety Association . . . . . 13 Alberta Roofing Contractors Association . . . . 74 Anderson Hearing Aid & Audiology Service . . 94 Astec Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 & 23 ATB Corporate Financial Services . . . . . . . . . . . . 21 Bird Construction Company Limited . . . . . . . . . 49 Bobcat Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Brandt Tractor Ltd . . . . . . . . . . . . . . . . . . . . . . 62 & 63 Brock White . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Calgary Construction Association . . . . . . 16 & 77 Cal-Gas Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Cana Construction Co Ltd . . . . . . . . . . . . . . . . . . . 32 Canadian Western Bank . . . . . . . . . . . . . . . . . . . . . 90 Canessco Services Inc . . . . . . . . . . . . . . . . . . . . . . . 46 Electrical Contractors Association of Alberta . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 & 42 EllisDon Construction Services Inc . . . . . . . . . . . 76 F&M MAFCO LLC . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Force Pile Driving Ltd . . . . . . . . . . . . . . . . . . . . . . . . 54 Graham Group Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Grant Metal Products Ltd . . . . . . . . . . . . . . . . . . . . 68 Hertz Equipment Rental Corp . . . . . . . . . . . . . . . . 3 Human Resources Institute of Alberta (HRIA) . . . . . . . . . . . . . . . . . . . . . . . . . . 50 ICS Group Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Imperial Oil Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Keystone Excavating Ltd. . . . . . . . . . . . . . . . . . . . . 14 Klimer Platforms Inc. . . . . . . . . . . . . . . . . . . . . . . . . . 74 KPMG MSLP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Kubota Canada Ltd . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Layher Scaffolding . . . . . . . . . . . . . . . . . . . . . . . . . . 89 Lloyd Sadd Insurance Ltd . . . . . . . . . . . . . . . . . . . . 54 MAPEI Inc . . . . . . . . . . . . . . . . . . . . inside back cover Matrix Labour Leasing Ltd. . . . . . . . . . . . . . . . . . . 50 MMFX Steel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Mount Royal University . . . . . . . . . . . . . 15, 17 & 19 NAIT Corporate and International Training . . . 40 Northland Construction Supplies . . . . . . . . . . . . . 8 PCL Constructors Inc . . . . . . . . . . . . . . . . . . . . . . . . . 4 Phoenix Fence Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Proform Concrete Services Inc . . . . . . . . . . . . . . . 71 Proform Precast Products Inc . . . . . . . . . . . . . . . . 93 Reynolds Mirth Richards & Farmer LLP . . . . . . . 54 Rocky Mountain Equipment . . . . . . . . . . . . . . . . . 53 Rogers Communications . . . . . inside front cover Roxul Inc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Scona Cycle Honda . . . . . . . . . . . . . . . . . . . . . . . . . . 93 Spatial Technologies Partnership Group . . . . . 73 Sprague-Rosser . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Toole Peet Insurance . . . . . . . . . . . . . . . . . . . . . . . . 42 Travelers Canada . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 U F A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 United Rentals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45 University of Alberta, Extension . . . . . . . . . . . . . 46 Western Construction Products . . . . . . . . . . . . . 71 WesternOne Rentals & Sales . . . . . . . . . . . . . . . . . 40 Williams Scotsman of Canada, Inc . . . . . . . . . . . .74

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