Alberta Construction Magazine Sept/Oct 2009

COMMERCIAL

INFR A STRUC TURE

INDUSTRIAL

PAGE 18

PAGE 28

PAGE 34

Westjet’s green dream takes off

warm mix asphalt is paving the way

making sure your site is secure

September/October 2009 | $8.00

Naseem Bashir, Williams Engineering

Michael Flynn, UDI – Calgary

Mogens Smed, DIRTT Environmental

Mary Heinking, Fluor

Blaine Maciborsky, PCL

Making a difference in turbulent times

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Boris Rassin, ATCO Structures & Logistics

Paul Verhesen, Clark Builders

John Holmlund, Focus Corp.

Bill Flaig, Graham Group

Christine Della Costa, Alberta Environment

Meet our 2009 Movers & Shakers PLUS: New ideas emerge on managing moisture in the building envelope PAGE 75

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editor’s note

cosburn@junewarren-nickles.com

I

f you ever get an opportunity to listen to Jeff Rubin speak, do so. Whether or not you agree with Rubin’s predictions—and those of you who are familiar with this colourful former chief economist at CIBC World Markets know how…shall we say, out there some of these have been—at the very least he’s entertaining.

Journalists love to cover Rubin because he gives great quotes. Let me give you an example from his speech to the Energy Services Summit in Edmonton in late July.

“Find a strong enough wind and even pigs will fly.”

Rubin said this to back up his belief that the various national governments have thrown so much money at the recession to stimulate the economy that a recovery is inevitable. Mind you, he doesn’t agree where all the money has gone (i.e., the auto sector). Nor does he like the gazillions of dollars in deficits that were created worldwide. But I think you see his point.

Rubin convincingly laid out an argument that once the recovery picks up steam, oil prices will begin to climb and that we’ll see triple-digit oil prices within a year.

That’s especially important for Alberta, he contends, because once the price of oil remains above $70 a barrel, it will make sense for the producers to reactivate the multibillion-dollar oilsands projects that were shelved in the wake of the economic meltdown. He’s convinced that Canada will play a key role in future world oil production.

The big question is, of course, is Rubin correct in his price prediction? After all, if you keep track of such things (as I do you) you probably know that University of Calgary professor and energy economist Philip Verleger predicts oil will plunge to $20 a barrel. That would arguably throw cold water on any hope of a recovery in Alberta’s economy.

But let’s just say Rubin is correct. You don’t have to be Einstein to figure out what that could mean for the construction business.

The recession has been difficult on all of us. I’ve weathered three of them thus far, and while I know it will end, that doesn’t make it any easier for those I know who have seen their salaries frozen or cut—or worse, have lost their jobs.

Fortunately, there are still great people in or directly associated with this industry—folks who have a flair for leading or being innovative or turning dreams into realities, tough times be damned. You’ll meet 10 of them in this issue, beginning on page 39, in our annual feature on industry Movers & Shakers.

And recession or not, there are still some pretty remarkable construction projects underway in this province. If you haven’t already done so, you need to get us nominations for significant projects in the commercial, industrial, infrastructure, and institutional sectors for our annual Top Projects issue by Sept. 25. To learn more, check out the ad on page 82 or visit our website, albertaconstructionmagazine.com.

Or drop me an email at cosburn@junewarren-nickles.com and I’ll be happy to forward you a nomination form.

We’ll publish the winners and the runners-up in November-December.

Coming next issue: 2009 Top Projects

Alberta Construction Magazine | 3

President & CEO

Bill Whitelaw • bwhitelaw@junewarren-nickles.com

Publisher

Agnes Zalewski • azalewski@junewarren-nickles.com

associate publisher & editor

Chaz Osburn • cosburn@junewarren-nickles.com

EDITORIAL DIRECTOR

Stephen Marsters • smarsters@junewarren-nickles.com

Editorial Editorial Assistance Marisa Kurlovich, Kelley Stark • proofing@junewarren-nickles.com

Contributors Godfrey Budd, Jacqueline Louie, Tricia Radison, Kelley Stark

creative

Print, Prepress & Production Manager Michael Gaffney • mgaffney@junewarren-nickles.com Publications Manager Audrey Sprinkle • asprinkle@junewarren-nickles.com Publications Supervisor Rianne Stewart • rstewart@junewarren-nickles.com Graphic Designer Cathlene Ozubko • cozubko @junewarren-nickles.com Creative Services Rachel Dash-Williams, Alanna Staver • production@junewarren-nickles.com Contributing Photographers Roy Ooms, Aaron Parker, Joey Podlubny

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SUBSCRIPTIONS Subscription rates: In Canada, 1-year $35 plus GST (6 issues), 2-year $55 plus GST (12 issues) Outside Canada, C$69 per year. Single copies $8 plus GST Subscription inquiries: Tel: 1.866.543.7888 Email: circulation@junewarren-nickles.com Alberta Construction Magazine is owned by JuneWarren-Nickle’s Energy Group and is published bimonthly. ©2009 1062807 Glacier Media Inc. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. The opinions expressed by contributors to Alberta Construction Magazine may not represent the official views of the magazine. While every effort is made to ensure accuracy, the publisher does not assume any responsibility or liability for errors or omissions. Printed by PrintWest Postage Paid in Edmonton, Alberta, Canada If undeliverable return to: Circulation Department, 800, 12 Concorde Place, Toronto, ON M3C 4J2 Made In Canada GST Registration Number 826256554RT Printed in Canada ISSN 1499-6308 Publication Mail Agreement Number 40069240

features

18

COMMERCIAL

Air of efficiency

WestJet’s new $100-million headquarters strikes an important balance

by Jacqueline Louie

28

So long, smoke

INFRASTRUCTURE

Cleaner, more efficient paving could be around the corner with warm mix asphalt

by Godfrey Budd

34

Better safe

INDUSTRIAL

As regulators crack down on safety, industry needs to know how to protect itself from large numbers of costly charges

by Tricia Radison

65

Exit strategy

business of building

70

73

75

Business succession planning can provide a road map for a prosperous retirement

by Godfrey Budd

trade talk

Tightening up

Construction site security takes on greater importance as recession lags

by Tricia Radison

5 smart tips for improving your building’s security

by Tricia Radison

Dry up

New ideas on managing moisture put forth at building envelope conference

by Tricia Radison

COVER background photo by john aspden

4 | September/October 2009

contents

Volume 29, Number 5 Published September/October 2009

18 Cover Story

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Making a difference in turbulent times Meet our 2009 Movers & Shakers

Departments

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9 ������������������������������������������������ Nuts & Bolts 17 ��������������������������������������� Around Canada 61 �������� People, Products & Projects 64 �������������������������������������� Construction CV 77 �������������������������������������������������� ACA Report 79 �������������������������������������������������� CCA Report 81 ���������������������������������������������������� Safety Beat 83 ����������������������������������������� The Legal Edge 84 ��������������������������������������������� Time Capsule Alberta Construction Magazine | 5

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KELLEY STARK works in JuneWarrenNickle’s Energy Group’s Edmonton Editorial Assistance department.

She is a graduate of Grant MacEwan’s Bachelor of Applied Communications in Professional Writing program.

JACQUELINE LOUIE writes about WestJet’s new corporate headquarters, which begins on page 18.

Based in Calgary, she is a frequent contributor to other JuneWarrenNickle’s Energy Group publications, including Oil & Gas Inquirer and Air Water Land.

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AARON PARKER, who took photos for this issue, is a graduate of Grant MacEwan College and also completed the NAIT Graphic Communications program. He is a fulltime JuneWarrenNickle’s Energy Group employee and is based in Edmonton.

us

TRICIA RADISON, who contributes several pieces to this issue, is a freelance writer and frequent contributor to Alberta Construction Magazine and other magazines published

by JuneWarren-Nickle’s Energy Group. Radison is an avid reader and expert researcher. She lives in Calgary.

us

Calgary-based freelancer GODFREY BUDD is a veteran writer, contributing many articles for industry magazines and business periodicals on western Canada’s energy industry and Alberta’s construction sector. He reports on a new asphalt technology worth paying attention to, which begins on page 28.

Call or order your TENAQUIP glove catalogue online today!

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nuts & bolts News briefs for the busy construction professional

YOU MAY BE BUSY BEFORE YOU KNOW IT

BY CHAZ OSBURN

If former CIBC World Markets chief economist Jeff Rubin is right, those of you who work on oilsands projects are about to get a whole lot busier.

In an address to the Energy Services Summit in Edmonton in late July, Rubin said that once the recession is over, “we have a rendezvous with triple-digit oil prices.” The result will be that oilsands projects that were shelved during the slowdown because prices did not justify the high cost of investment will be reactivated.

When will this happen? According to Rubin—who in 2008 made a splash with predictions of $200 a barrel oil—it will occur within 12 months.

“I think the minute we see the economy on its feet, we’ll see triple-digit oil prices,” he said. But Rubin also said that while a recovery will be a plus for the province, there’s also a downside.

“The better things get in Alberta, the worse things get in the rest of the world,” he said. “If we get triple-digit prices, we will have the incentive to bring production up to four million barrels a day from the

oilsands. But that future is the same future that will see people come off the road with $2 a litre gas, and that will have implications for things like big-box stores, the daily commute, and even what you eat.”

Rubin details his argument in a new book, Why Your World is About to Get a Whole Lot Smaller: Oil and the End of Globalization. Saying that the days of cheap oil are at an end, Rubin predicts a profound change in the global economy that will affect all of our lives—from where we work to where we live to what we eat.

Rubin said the world’s oil reservoirs are being depleted at about four million barrels per day each year. That’s why Alberta’s oilsands, with its vast deposits, will be so critical in the future.

“This place is going to be the single most important source of supply,” he said of the province.

Not everyone shares Rubin’s view that oil prices will skyrocket. Some analysts maintain that oil could drop to $20 a barrel.

Rubin said a recovery is on the horizon.

While he doesn’t agree with many of the

strategies governments used to stimulate the economy—from running gigantic deficits to bailing out the auto industry—he said the recovery is inevitable Said Rubin, “We can print money, but we can’t print oil.”

Table of Contents Tough times now, but better times ahead. . . . . . . . . . . . 10 Demand is there for engineering technicians. . . . . . . 11 Talk about energy efficiency. . . 11 Skyscraper goes green. . . . . . . . 12 Wetlands area honours John E. Poole. . . . . . . . . . . . . . . . . . 13 London stadium structure finished ahead of schedule. . . . 14 Shake, rattle, and...hold. . . . . . . . 15 Peace Bridge is for pedestrians . . . . . . . . . . . . . . . . . . . 16 For the record. . . . . . . . . . . . . . . . . 16 Alberta Construction Magazine | 9

PHOTO: JOEY PODLUBNY

nuts & bolts

TOUGH TIMES NOW, BUT BETTER TIMES AHEAD

by Kelley Stark

Workers in eight trades and occupations will be hit hardest between now and 2012 because of the slowdown in Alberta’s construction industry—particularly in home building.

That’s the assessment of the Construction Sector Council’s workforce outlook report, released this summer.

Forget the recruiting challenges of the past years. They are being replaced by reduced hours of work, layoffs, and rescheduling.

Trades taking the biggest hit: ❚ Carpenters ❚ Construction managers ❚ Crane operators ❚ Electricians ❚ Ironworkers ❚ Pipefitters ❚ Sheet metal workers ❚ Welders But not all the news is grim. The report, which looks out until 2017, predicts that demand will pick up in many trades after three years. Crane operators, pipefitters, truck drivers, and welders should be in high demand towards the end of the outlook period.

The reason is that once the recession recedes next year, the residential construction industry will need to hire back its lost workforce by 2012. The report also forecasts that big energy-related projects will come back on stream in 2013.

Unfortunately for Alberta, the workforce will lose a lot of skilled and experienced tradesperson, supervisors, and

managers to other provinces that continue to work on public infrastructure and other projects throughout the recession. By 2016, Alberta will need more workers than it did in 2008. By then, the industry will return to competitive recruiting, the report says.

On top of losing a lot of the labour force to other provinces, 22,000 construction workers are expected to retire over the 2009–2017 period. Also, 8,000 new workers will be needed to meet the expected rise in the economy starting in 2014.

The predictions are based on analysis from government and industry using models of the economy and the demand for trades.

Says executive director of the Construction Sector Council, George Gritziotis, “Essentially, we forecast trends…. We do not predict the future like a fortune teller.”

The report, Construction Looking Forward, An Assessment of Construction Labour Markets from 2009 to 2017 for Alberta, is part of the Construction Sector Council’s Labour Market Information Program. The report will be available electronically later this year at www.csc-ca.org.

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nuts & bolts ILLUSTRATION: IRNEA

DEMAND IS THERE FOR ENGINEERING TECHNICIANS The future for engineering technicians and technologists remains bright.

About 93 per cent of graduates in programs accredited by the Association of Science and Engineering Technology Professionals of Alberta last year were employed within a year of graduation, according to NAIT. It gets better. Salaries are on the rise for the third year in row, having increased a minimum of five per cent since 2008. The Association of Science and Engineering Technology Professionals of Alberta’s 2009 salary survey revealed a salary range between $56,455 for technicians or technologists in training associates and $179,973 for self-employed certified engineering technologists.

An artist’s depiction of the International Renewable Energy Agency’s new home.

TALK ABOUT ENERGY EFFICIENCY The International Renewable Energy Agency plans to construct a building that it claims will be the first in history to produce more energy than it consumes.

The agency’s new headquarters will be located in Abu Dhabi’s Masdar City. The International Renewable Energy Agency

is relatively new, having formed this past January. Its goal is to become the main driving force for promoting a rapid transition towards the widespread and sustainable use of renewable energy on a global scale. The agency did not say when construction would begin.

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Alberta Construction Magazine | 11

nuts & bolts The iconic Willis Tower, formerly the Sears Tower.

Chicago’s iconic Sears Tower—er, make that the Willis Tower (it was renamed this summer)— is undergoing a $350-million facelift to make North America’s largest skyscraper more energy efficient. It is one of the most significant sustainable modernization projects of an existing building ever undertaken.

Here are some of the improvements: ❚ Efficiency improvements to the building’s exterior envelope and windows. This involves a gigantic window replacement and glazing program. How huge? The tower has 16,000 single-pane windows. ❚ New gas boilers that utilize fuel cell technologies, which generate electricity, heating, and cooling at as much as 90 per cent efficiency. ❚ Upgrades to the tower’s 104 high-speed elevators and 15 escalators. This will achieve a 40 per cent reduction in their electricity use.

12 | September/October 2009

PHOTO: KELLY MARTIN

SKYSCRAPER

GOES GREEN ❚ Upgrades to washroom fixtures, condensation recovery systems, and waterefficient landscaping. This is designed to reduce water usage by 40 per cent. That could save 24 million gallons of water each year.

Other changes are also in the works, including plans to use wind turbines to take advantage of the tower’s height and solar hot-water panels to heat water for the building.

According to those planning the project, the energy savings will equal 68 million kilowatt hours annually. That works out to 150,000 barrels of oil every year.

“Buildings are the world’s largest contributor to carbon emissions, and therefore the biggest opportunity to address climate change is to retrofit existing structures,” said Adrian Smith. Smith is a partner with Chicago architectural firm Adrian Smith + Gordon Gill Architecture.

The building opened in 1973.

ILLUSTRATION: DUCKS UNLIMITED

nuts & bolts

This artist’s rendering shows an education station at the John E. Poole Wetland Interpretive Site.

WETLANDS AREA HONOURS JOHN E. POOLE Construction will begin this fall on an interpretive site in St. Albert that will not only educate Albertans on the importance of wetlands, but also serve as a tribute to a man who helped PCL become a construction giant.

The John E. Poole Wetland Interpretive Site will be established along the east shore of Big Lake, an internationally renowned area that provides critical habitat for thousands of nesting and migrating waterfowl and shorebirds. Big Lake

is part of the Lois Hole Provincial Park in St. Albert. It is expected that the site will become a field trip destination for Edmonton-area schoolchildren to learn about conservation and the critical role wetlands play.

Development of the John E. Poole Wetland Interpretive Site is possible because of a conservation fund—also named for Poole—that was launched in late June by Ducks Unlimited Canada.

Barbara Poole, Poole’s widow, and her family presented the first seed money for the fund. PCL’s president and CEO, Ross Grieve, pitched in $200,000 on behalf of the PCL family of companies.

Poole died in 2007. He was the son of the founder of what became PCL and was one of Edmonton’s most notable philanthropists. He was also a man who loved and respected the outdoors, his family said.

“Wetlands are important to the Poole family and all Albertans, but our precious wetlands are disappearing at an alarming rate,” Ducks Unlimited Canada president Jack Hole said. “We need to build this legacy so that we can continue our work to ensure that wetlands remain.”

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Alberta Construction Magazine | 13

nuts & bolts

PHOTO: LONDON 2012

Olympic Stadium is the flagship venue of the 2012 Games.

LONDON STADIUM STRUCTURE FINISHED AHEAD OF SCHEDULE Though the Vancouver Olympics, which is only five months away, may be front and centre, you may be curious about how construction is shaping up in London, host of the 2012 Games.

Construction crews reached a significant milestone in late July by completing the external steel structure for Olympic Stadium. If you’ve been to London lately you’ve no doubt seen the dramatic change to the skyline in the eastern part of the city.

Believe it or not, the first portion of the 85-tonne steel sections of the roof was lifted into place a little over seven months ago. Now all 28 sections are in place—more than a month earlier than originally planned.

The external structure includes roof sections to support the fabric roof and black steel rakers, which support the terracing for the upper tier’s 55,000 seats. The achievement means that the outer shell of the stadium will have been finished just 14 months after work started.

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nuts & bolts

In case this has been keeping you awake at night, it is possible to construct a decentsize wood-frame building to withstand a major earthquake.

Colorado State University researchers and engineers from Simpson Strong-Tie proved just that this summer. What they did was hold a 40-second test simulating a 7.5 magnitude earthquake on a “condominium” that was specially built for the test. A sevenstorey structure, the building had 23 oneand two-bedroom living units.

So how does one simulate an earthquake? With something called an earthquake shake table. Japan’s National Research Institute owns the world’s largest earthquake shake table for Earth Science and Disaster Prevention. The tower was the largest wood-frame building ever built and tested, according to the researchers.

“The testing thus far has shown that performance-based design for light-frame wood structures works,” says Steve Pryor, a structural engineer for Simpson Strong-Tie

PHOTO: CSU

SHAKE, RATTLE, AND…HOLD

A test building undergoes an earthquake simulation. who worked on the project. “This will allow the engineering and building community to provide safer, better performing buildings in the most cost-effective manner.”

Admittedly, earthquakes are not a major problem in Canada. We’re lucky. But they are on the U.S. West Coast and elsewhere. In fact, the U.S. building industry rarely permits woodframe buildings in excess of five storeys in quake-prone areas. Data from the test could increase the height of these buildings and influence the design of future wood-frame

construction. And the government of British Columbia is particularly interested in the results of the test after enacting a law April 1 that increases the height of wood-frame structures from four to six storeys.

Researchers spent the summer simulating earthquakes ranging from relatively frequent events expected every 70 years or so.

They also simulated more powerful earthquakes that are only expected every 500 to 2,500 years. Those magnitudes ranged from 6.7 to 7.5 on the Richter scale.

Alberta Construction Magazine | 15

ILLUSTRATION: © SANTIAGO CALATRAVA

nuts & bolts

Calgary’s Peace Bridge over the Bow River.

PEACE BRIDGE IS FOR PEDESTRIANS The City of Calgary will seek bids this fall for a pedestrian bridge across the Bow River, just west of Prince’s Island Park.

Construction is expected to cost around $18 million.

Called the Peace Bridge, the structure will connect the Eau Claire area and Hillhurst-Sunnyside. It will create a convenient link for users of Calgary’s pathway system and people who travel between the Sunnyside LRT Station and central downtown destinations such as Eau Claire.

If all goes according to plan, construction will begin before year’s end. The bridge could open in 2010.

❚ A canopy-style glazed roof that supports year-round use while maintaining natural light. ❚ Lighting.

Stantec Consulting’s Calgary office is providing technical support. Calgary’s transportation department is providing management expertise for the project.

The bridge will have a minimum 75-year lifespan. It will be built to withstand a 1-in100-year flood cycle.

Award-winning architect Santiago Calatrava created the design. His previous work includes the Sundial Bridge at Turtle Bay in Redding, Calif.; Lyon Airport Station in France; and the World Trade Center Transportation Hub in New York City.

This 130-metre long, single-span bridge will have: ❚ A 6.2-metre wide pathway, which is twice as wide as other pedestrian bridges in the area. ❚ A clear separation between pedestrian and bicycle/wheel traffic for safety.

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Building safe means building smart.

Safety is a number one priority at EllisDon. Through proper planning, dangers can be identified and prevented. We work hard to ensure the safest conditions possible on our projects and are proud of the fact that our safety record consistently exceeds the industry average. Because at EllisDon we believe that, quite simply, if you’re not building a project safely, you’re not building it right.

16 | September/October 2009

FOR THE RECORD In its coverage of the Alberta Steel Design Awards of Excellence (MayJune issue), Alberta Construction Magazine incorrectly reported the architectural firm responsible for the Calgary Courts Centre. For the record, Kasian Architecture Interior Design and Planning Ltd. was the architect. The project was recognized as the winner in the Engineering Award category. We regret the error.

around canada

ONTARIO CONSTRUCTION INDUSTRY WEATHERS RECESSION

AROUND CANADA

Proposed government infrastructure spending should help Ontario’s construction industry weather the recession better than many other sectors, according to the Construction Sector Council.

While the recession has weakened housing and industrial activity, other construction sectors are expected to take up some of the employment slack this year and next due increased government spending on highways, bridges, and other projects, the report says.

$1MILLION

“Despite the downturn, employment numbers should remain steady as several proposed major infrastructure projects across Ontario come online,” council executive director George Gritziotis said in a news release.

Canada’s first liquefied natural gas terminal is up and running. The Canaport LNG terminal in Saint John, N.B., is owned by Irving Oil Limited and Repsol YPF, S.A. It was built to provide one billion

80

per cent

The council’s relatively cheery outlook is contained in a detailed report on labour market trends in the industry in Ontario through 2017 called Construction Looking Forward.

of construction waste that was recycled when Union Gas built its recently opened $16-million regional centre in Windsor, Ont.

$1,275,000 Amount of funding the Canadian government has earmarked to improve the Inuvik Midnight Sun Recreation Complex’s building envelope in the Northwest Territories

Estimated cost of a study to determine the feasibility of constructing a domed stadium in Regina, Sask., that would become the new home of the Saskatchewan Roughriders

cubic feet of natural gas to the Canadian and northeastern U.S. market. Construction began in 2006 and the terminal handled its first delivery in late June 2009.

NUMBERS 2 KNOW

$1billion Amount the Canadian

Government is investing in a new Green Infrastructure Fund over the next five years as part of the

10.6

Canada Economic Action Plan

$

BILLION Amount invested in non-residential building construction throughout Canada in the second quarter of 2009

Alberta Construction Magazine | 17

commercial

Air of efficiency

WestJet’s gleaming new headquarters in Calgary’s McCall North Trade Park was built on time and within budget.

18 | September/October 2009

WestJet’s new $100-million headquarters strikes an important balance

by Jacqueline Louie Photos by Roy Ooms

WestJet’s new corporate headquarters is all about finding a balance between beauty and functionality, between sustainable design and energy efficiency, while minimizing costs at the same time.

The six-storey, 325,000 sq ft. corporate campus—situated in the McCall North Trade Park on the northeast side of Calgary— boasts a wide range of sustainability design features and extensive natural light throughout, for reduced electricity use and a better workplace environment.

The building consolidates seven WestJet offices in Calgary. It officially opened in May.

Alberta Construction Magazine | 19

commercial

To make the geothermal heating and cooling system as efficient as possible, the Stantec design team integrated the geo-exchange system within the building’s structural piles. The photo at right shows the abundance of natural light that shines within the building.

“When we began planning our new campus building several years ago, we knew that one of the benefits would be having all of our WestJetter office employees under one roof,” explains Fred Ring, WestJet’s executive VP of corporate projects. “I don’t think we fully appreciated the impact it would have not only on our culture, which has always been at the heart of our company, but on our WestJetters themselves.”

Cana Construction was the contractor.

The architect was Stantec Architecture Ltd. Stantec Consulting Ltd. was the project engineer.

The project partners worked to an extremely tight schedule to complete the $100-million building, which WestJet says was built on time and within budget.

Construction began in June 2007.

Less energy The building was built to achieve a Leadership in Energy and Environmental Design (LEED) gold certification. It incorporates a range of sustainable design features that reduce annual energy consumption by 48 per cent, and annual

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water consumption by 41 per cent.

Projected to save $267,000 per year in energy costs, the projects has features that include: ❚ Geothermal piles for heating and cooling. ❚ A highly efficient building envelope that helps minimize the effects of weather on the building interior while improving energy performance. ❚ Light sensor-operated blinds. ❚ A cistern that collects rainwater from the rooftop for landscape irrigation. ❚ Recycled and regionally sourced materials whenever possible.

The design team also sought to minimize or eliminate volatile organic compounds in materials such as carpets, paints, millwork, and other finishes.

As sustainability consultants, Stantec’s integrated design team works to maximize energy savings while minimizing capital costs, says Stantec Consulting principal and sustainability lead, James Furlong.

It’s an approach that works well. With the WestJet building, Stantec projects that the green features will pay for sustainable capital costs within nine-and-a-half years,

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Exterior and interior views of WestJet’s corporate campus. The new headquarters building connects to a hanger complex.

and has kept the additional capital costs typically associated with designing and building a green project to an increase of just 1.5 per cent versus an industry average of 5 to 7.5 per cent.

With its high-efficiency roof and wall systems, the building uses passive heating and cooling design features as much as possible, before relying on mechanical infrastructure to achieve greater energy efficiency. Next in priority for the design team was to make the geothermal heating and cooling system as efficient as possible. The team had initially planned for a conventional geothermal exchange system, which in this situation would have required drilling 200 four-inch diameter boreholes at a depth of 300 to 350 feet, to compensate for the site’s poor soil conditions.

But af ter conducting extensive research on geo-exchange systems throughout North America and Europe, instead, the team integrated the geoexchange system within the building’s structural piles, saving both time and money. Stantec’s final design reduced the number of boreholes from 200 to

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20, placed outside the building plate, along with geothermal piping incorporated within 73 of the building’s 105 structural piles.

This is the first building in Canada to use this type of geo-exchange approach to this scale, according to project designers. $800,000 in savings “We worked very closely with engineers to come up with this solution and saved the client well over $800,000,” says Stantec

architectural design lead and senior principal Enzo Vicenzino. He notes that if the geothermal piles had been located outside the building footprint—that would have been the case in a traditional system—the cost would have been extremely high.

Another sustainability feature saw the designers incorporate 40 per cent fly ash content—a by-product of burning coal, which is plentiful in Alberta—into the concrete piles. This reduces the building’s carbon footprint by using recycled

material sourced locally, says Stantec Consulting structural lead and senior principal, Pang Ng. To round out the building’s green features, Stantec installed what’s known as a Measurement and Verification System, a protocol adopted by the Canada and U.S. Green Building Councils. The system measures how a building’s energy efficiency features perform on an ongoing basis. The system can make adjustments to how a building functions over time, to

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A large atrium within WestJet’s headquarters building was designed to act as a hub for the WestJet campus.

ensure that it operates as efficiently and cost effectively as possible.

The building is one of the first in Calgary with this kind of system, allowing WestJet to monitor and control energy consumption on an ongoing basis and operate the facility as optimally as possible— increasing energy savings and potentially reducing equipment load and wear.

“The measurement and verification system is a critical component of this building because the mechanical system is more complex, largely due to the geo-exchange system,” says Jim Bererton, Stantec Consulting’s sustainability practice lead.

“What we are enabling WestJet to do in subsequent years is very closely monitor their energy consumption and change occupant behaviour if required,” adds

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Furlong, noting that with most market standard construction, there is no way to ensure ongoing energy efficiency.

“As design professionals, it allows us to see that the predictions we made about energy efficiency actually translate into reality.”

But as important as energy efficiency is, having a new building is equally important to employee morale. So how have WestJetters responded?

“They absolutely love the new building, from their bright, spacious workstations to the in-house Sunterra Market, the refresh stations on every floor, and the large employee fitness centre,” says Ring, the airline’s executive VP of corporate projects.

“You can see it in their faces. They truly enjoy coming to work and interacting with each other in such a beautiful setting every day.”

Investing in safety pays dividends down the road.

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Custom training to meet your Driving Needs Each year, AMA Fleet Safety trains over 6,500 light vehicle operators, and in every case the process starts with listening to the client and understanding their fleet safety needs. “One of the biggest needs for customers is to provide drivers with the skills necessary to safely operate company equipment,” said Ron Wilson, Manager, AMA Fleet Safety Services.

“We deliver a combination of classroom and in-vehicle training geared to assess driving skills and improve the drivers’ skills, knowledge and attitude.”

“AMA’s track facilities in Edmonton, Calgary Red Deer, Medicine Hat and Lethbridge allow us to deliver vital on-track training throughout the province,” adds Wilson.

Fleet Safety is now offering its new On-Road Demerit reduction program for Collision Avoidance to help drivers reduce high demerits by completing governmentapproved courses. The program has three components – a three-hour classroom session, an on-road assessment of the driver’s skill and an on-track component that helps develop visual and performance skills by focusing on braking and steering manoeuvres. In addition to Collision Avoidance, AMA Fleet Safety offers Advanced Vehicle Control, Winter Driving and many other skillbased programs such as Trailering and Backing.

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Organizations trust that AMA will do what is best for their clients. Over 90% of AMA Fleet Safety participants are “satisfied” with the programs. Participants receive personal driving behaviour assessments along with a review of current driving rules and regulations to help clear up any myths about those laws. They’ll also learn key strategies to deal with driver impairments and collision management.

The AMA Advantage So what sets AMA Fleet Safety Services apart from other fleet safety providers? For starters, AMA uses provincially-licenced instructors. “Not all training providers use licenced instructors,” said Ron Wilson. “With AMA, clients know that their instructors are qualified to provide both in-classroom and in-vehicle training.”

AMA Fleet Safety Services will do what it takes to get a company’s drivers on track – literally. Many courses include the very popular on-track training components.

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infrastructure

So long,

smoke Cleaner, more efficient paving could be around the corner with warm mix asphalt

by Godfrey Budd

T

he searing heat, smoke, and acrid fumes of conventional hot mix asphalt paving could soon be a thing of the past in Alberta and other parts of Canada if new asphalt production technologies take the market by storm as some believe they should.

The group of technologies that has been developed since early research and pilot projects in Germany and Norway in the late 1990s is called warm mix asphalt.

Research into warm mix asphalt originally stemmed from a commitment to cut greenhouse gas emissions via reduced and more efficient energy consumption and 28 | September/October 2009

infrastructure

a decision of the German government around 1995 to review asphalt fumes exposure limits.

Warm mix asphalt technologies allow a reduction in the temperatures at which asphalt mixes are produced and placed, with asphalt produced at temperatures in a range of 20°C to 40°C below than for standard hot mix. The lower temperatures involved mean reduced energy consumption, fewer greenhouse gas emissions, and almost no smoke or fumes.

Although warm mix asphalt has some distance to go before becoming standard in North America’s road construction and paving sector, some industry representatives appear very bullish about its prospects. Earlier this year, Mike Acott, president of the 1,100-member National Asphalt Pavement Association, told a U.S.

congressional science and technology committee that the industry was on the verge of several major breakthroughs in sustainable asphalt paving technology. “Within five years,” he predicts, “I believe you will see full deployment of warm mix, much higher rates of recycling, and development of perpetual pavement and porous asphalt technologies leading to a substantial reduction of greenhouse gas emissions and other environmental and economic benefits within the asphalt paving sector.”

Alberta connection In Alberta, Standard General Inc. and Works Alberta Ltd., both part of the Parisbased Colas Group, a global player in the road construction sector, are exploring the use of warm mix asphalt. But major clients in the province, such as the City of Edmonton, have yet to decide which warm mix asphalt technology makes the most sense from an economic, technical,

and environmental standpoint. Until that happens, the technology seems likely to remain consigned to relatively small projects. Still, with the help of promotional videos, technical papers, and small projects, warm mix asphalt technology might soon enlarge its profile in Alberta.

The data so far looks promising, with substantial energy savings and reductions in greenhouse gas emissions on the horizon.

A paper on warm mix asphalt technologies by two engineers, Jean-Martin Croteau of Works Alberta, and Bernard Tessier of Sintra Inc., was presented to the Warm Asphalt as a Sustainable Strategy for Pavements session at the Transportation Association of Canada’s annual conference in 2008.

“Energy savings reported on [warm mix asphalt] trials ranged from 20 to 35 per cent at the plant depending on the [warm mix asphalt] system, moisture content of the aggregate, and the type/efficiency of the plant,” the authors wrote.

“The energy savings may be equivalent to approximately 1.5 to 2 litres of fuel per Alberta Construction Magazine | 29

infrastructure

Research on warm mix asphalt technologies report a noticeable energy savings at the plant where it was produced. Another benefit is the reduction in greenhouse gases.

tonne of material. The total energy savings are even greater with recycling. The reduction in greenhouse gas emission is closely associated with the reduction in energy consumption, i.e. 20 to 35 per cent reduction in CO2 equivalent, which translate into approximately 4.1 to 5.5 kilograms of CO2 equivalent per tonne of mix.�

According to the authors, with Canadian consumption of hot mix asphalt in the region of 35 million to 40 million tonnes per year, the reduction in greenhouse gas emissions would be almost two million tonnes of CO2 (or equivalent), with energy savings in the range of 65,000 million litres, or about 2,000 tanker trailer loads.

There are three main types of technologies for producing warm asphalt: water-based foaming and emulsions, chemical or petroleum-based additives, and special binder mixing systems that use surfactants.

30 | September/October 2009

infrastructure

In the mix The objective of these systems is to achieve full aggregate coating at a lower mixing temperature. Roman Stefaniw, a principal at engineering firm J.R. Paine & Associates, says that warm mix asphalt allow asphalt production at around 121°C instead of in the 160°C range. Also, paving and compaction is done at lower temperature range as well. That’s typically 115°C to 120°C, instead of 135°C to 145°C for conventional hot mixes.

JR Paine has been providing mix design services for engineering firm for the last three years. Stefaniw says warm mix asphalt technologies not only save energy and reduce plant wear because of lower processing temperatures, but also should enable the pavement to last longer.

“If you heat it to a high temperature,” he says, “the bitumen becomes more viscous once it cools to the ambient Alberta Construction Magazine | 31

infrastructure PROVIDING SERVICE IN ALBERTA FOR 54 YEARS - EDMONTON & AREA

temperature. During heating to a lower temperature, you are aging the bitumen less. If it is less aged, the road might last longer in theory. When the road is laid, it is ready for use earlier. So far, no studies show a downside to warm mix.”

When asphalt is heated to about 140°C or above, the bitumen’s lighter-end hydrocarbons, which lower viscosity, start to vapourize, says Bob Forfylow, director of quality for asphalt, paving and construction at LaFarge Canada Inc.

The lower temperatures involved in warm mix technologies mean reduced energy consumption, fewer greenhouse gas emissions, and almost no smoke or fumes.

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The company’s so-called DuraClime system uses foam technology. It involves injection of 2 per cent water by weight at high pressure to cause foaming, which increases the volume of the mix by a factor of 18. The DuraClime manufacturing process is performed at around 130°C. Water is added before contact with the aggregate occurs. “The foam produces microscopic steam bubbles that promote coating [and] adhesion, by providing more uniform dispersal of asphalt around the aggregate,” he says.

The manufacturing process for DuraClime applies controls to ensure that steam vapours don’t collect around aggregate. Forfylow says, “If that happens, the asphalt won’t adhere. In a process called stripping, the whole matrix could then start to unravel.”

With any warm mix technology, he says, the paving process can benefit from having more time to achieve the optimal density as there is a “longer cooling curve.”

He adds, “We like foam, as the result is a tighter, more uniform matrix.”

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34 | September/October 2009

industrial

Better safe

As regulators crack down on safety, industry needs to know how to protect itself from large numbers of costly charges

by Tricia Radison

Alberta Construction Magazine | 35

industrial

the five-step approach Norm Keith recommends taking the following five-step approach to work site safety so you can use the due diligence defence if you need to:

1

Establish a commitment to safety at the senior executive level and illustrate that safety is a key value for the organization through a written mission statement or policy.

2

Conduct a thorough workplace hazard assessment. This should be done by an expert to ensure that all hazards are identified and assessed.

3

Create and document safe work procedures to eliminate or control every hazard.

4

Train supervisors in safe work procedures and ensure that supervisors have the required tools and time to communicate those procedures to workers.

5

Conduct an annual review of the safety program. The review should include analysis of injuries to discover causes, input on safety issues from workers, and legal advice so you know you are in compliance with requirements. When the review is finished, required improvements must be made.

36 | September/October 2009

T

wo years after the deaths of two workers constructing a tank farm in the oilsands, the Alberta government has charged the three companies involved in the incident with 53 offences under the Occupational Health and Safety Act. If convicted, the companies could end up facing maximum penalties of $500,000 for each charge—a situation that may have the province’s contractors nervous and wondering how to protect themselves.

That may be exactly the outcome the government wants.

“I think what you’re seeing is, certainly in Alberta and across Canada generally, a more aggressive approach to enforcing health and safety laws by regulators,” says Norm Keith, a lawyer and partner at Gowling Lafleur Henderson LLP in Toronto and leader of the firm’s national Occupational Health and Safety Group.

The theory is that other contractors will make a more concerted effort to improve safety because of this really overwhelming number of charges that could result in millions and millions of dollars in fines,” he explains.

But Keith says there is no proof that companies can be scared safe. Aggressive prosecution doesn’t seem to make any difference in safety records.

Instead, governments should focus on education and training to prevent accidents and reduce injuries in the workplace and acknowledge that no workplace can ever be 100 per cent safe.

“The point of safety legislation is for all workplace stakeholders to work together to make sure that risks are identified and either eliminated or reduced and that the workplace is fundamentally safe. But that will never prevent all accidents because of the human element,” Keith says.

industrial The human element is why companies charged under the Occupational Health and Safety Act shouldn’t be presumed to be guilty until they’ve had a fair trial. Deaths on a job site aren’t always the employer’s fault.

Keith cites a recent case that one of his clients, Lonkar Well Testing Ltd., has given him permission to discuss. After the death of a worker, Lonkar was convicted at trial, but the decision was reversed on appeal.

“This was a completely unforeseeable act by a worker not following his supervisor’s instructions and putting himself in a very dangerous situation and it’s a tragedy,” he says. “It’s a tragedy when anybody gets hurt or killed on the job, but that does not mean there’s legal guilt.”

So how can contractors and owners alike avoid getting charged or beat the charges if the unthinkable happens? Ron Harry, executive director of Building Trades of Alberta, points out that a big part of safety is having the experience to get the job done right.

“In this situation [in the oilsands], the boilermakers union, which has been building tanks for over a hundred years, had a very deep concern about the processes that were being used,” he says of the 2007 incident at the tank farm. “You just cannot build that kind of product without that vast amount of experience.”

Harry suggests that owners building such complicated structures learn from the incident and look for a made-in-Canada construction solution using building trade unions to avoid potential safety issues arising from lack of experience.

Another point Harry makes is that contractors, owners, and workers all benefit from an atmosphere in which workers feel

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Governments should focus on education and training to prevent accidents and reduce injuries in the workplace. comfortable speaking up about safety concerns and suggesting ways to improve safety.

“The building trade unions continue to, from a safety perspective, usually obtain much better safety records than those that are not unionized,” he says. “One of the key factors of that, other than the fact that we work closely with our industry partners to promote safety, is the worker on the site has a third party—the union— that they can go to when looking out for their interests for safety.”

If charged under the Occupational Health and Safety Act, contractors can use the due diligence defence, showing the court they did everything possible to prevent the incident.

Keith recommends a five-step approach to work site safety (see accompanying sidebar) that includes such factors as conducting a workplace hazard assessment. This should be done by an expert to ensure all hazards are identified and assessed.

Says Keith: “If you’re doing all of these things, courts are going to look at you and say, ‘Look, this is a company that cares and they’re doing their best. They may not be perfect but we don’t expect perfection. We just expect every reasonable precaution to be taken.’”

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movers & shakers

10

people making a difference in turbulent times Meet Alberta Construction Magazine’s 2009 Movers & Shakers

T

he construction industry is no stranger to challenges.

For much of the decade, the industry has had to deal with all kinds of problems—from finding and retaining skilled labour in a tight market to completing multi-billion-dollar megaprojects under tight deadlines in some of the toughest weather conditions that exist. Without question, however, the biggest challenge of late has been the biggest economic meltdown since the Great Depression.

Some companies have had to make painfully tough choices since our last Movers & Shakers feature. With project cancellations have come reduced hours, layoffs, and the sale of assets.

It is, of course, the people who make the greatest difference to this industry. Some are great at leading. Some inspire with their vision for a better tomorrow. Some bring stability when it seems that things are about to fall apart.

In the pages ahead, we’ll introduce you to 10 movers and shakers who are making a difference in Alberta’s construction industry—people with the ambition, ideas, and the drive to create realities from dreams. The 10 were chosen based on a range of criteria, including professional achievements, experience, leadership, and industry and community involvement.

Today’s industry may be different than it was yesterday.

But the innovation, leadership skills, inspiration, and other qualities of the 10 people featured here are certain to continue for years to come.

Alberta Construction Magazine | 39

movers & shakers PHOTO: AARON PARKER

NASEEM BASHIR › President › Williams Engineering Canada Inc.

› Contributing leadership

and stability to his company during tragic times with an eye towards the future

T

he shock of losing company founder Allen Williams in a plane crash in October 2007 still weighed on employees at A.D. Williams Engineering when the unthinkable happened.

Exactly five months later, Williams’ son and new president Reagan Williams was killed in another plane crash, along with four others. They included Williams CFO 40 | September/October 2009

Phil Allard and Rhonda Quirke, director of business integration strategies.

“It was a fairly surreal,” recalls Naseem Bashir of what it was like that snowy Friday in March.

Bashir, who became president afterwards, says that “when you lose that many senior people who were shareholders, I think a lot of our people—and probably a lot of people out on the street—were thinking how can [the company] survive?”

Not only has Bashir brought the Edmonton-based consulting engineering services firm stability, under his leadership it also has a new name—Williams Engineering Canada Inc.—and employeeownership structure. And it has quite dramatic growth plans: To double in size over the next five years.

“People say to me, ‘That’s pretty ambitious—to grow by 20 per cent a year.’ But the last two years, we grew by 50 per cent, and part of that period we went through the worst recession we’ve seen in a long period of time. Our revenues at the end of our last fiscal year, which ended May 31, were still 25 per cent higher than they were the year before.”

Part of that growth strategy, he adds, is based on acquiring other companies.

Bashir, a 19-year veteran of Williams, is quick to credit his colleagues and other employees for its success: “We have a great executive team. It was pretty key for us to build that strength back up [after the accidents].”

Bashir admits that leading the company in those days immediately after the second plane crash was the biggest challenge he’s had to deal with.

“The most important thing to do at that time was to create stability,” he says. “Rolling up in a ball and rocking yourself to sleep is not an option. The families and the people who work here are really important.”

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movers & shakers BLAINE MACIBORSKY

PHOTO: PCL

› VP, southern Alberta, › PCL Construction Management Inc., Calgary

› Leading a growing

operation in a challenging yet vibrant market

I

n the fall of 2006, Blaine Maciborsky was content as construction manager for PCL in Ottawa, an operation he’d help grow from start-up to one of the company’s most successful districts.

Then he got the call.

Paul Douglas, now COO of Canadian operations, wanted Maciborsky, who spent the first seven years of his career in PCL’s Edmonton buildings office, back in Alberta.

“He spoke about the heated market and unprecedented growth in Alberta and the challenges that were ahead of us,” Maciborsky recalls. “I felt the move would not only benefit the company but would re-challenge me in my career.”

And challenge him it did. Initially district manager, he was promoted in 2008 to VP of PCL Construction Management Inc., Calgary, in charge of PCL’s buildings and civil operations in southern Alberta, a busy division that shows no signs of slowing.

Maciborsky’s experience helps him deal with the many challenges of leading a growing operation in one of North America’s most vibrant construction markets. He has ample experience. He’s worked on the $122-million Scotia Bank Place and $243-million Air Canada Centre in Ottawa and was honoured to lead his team on the $104-million Canadian War Museum.

Love for the business since childhood also plays a role in his success.

“I would marvel over seeing a high-rise building come out of the ground to rise to be a magnificent structure,” he says.

“It always intrigued me as to how this was all orchestrated and how it seemed so effortless.”

As he rattles off a list of existing projects—such as the $350-million Centennial Place office building and the $190-million Chinook Centre Expansion, and throws in a list of government-funded projects he’ll be going after in the coming year, including the $700-million West LRT Expansion, $300-million SAIT Trades and Technology Centre, and projects at the University of Calgary and Mount Royal College—Maciborsky makes his job seem effortless too.

Alberta Construction Magazine | 43

movers & shakers PHOTO: DIRTT ENVIRONMENTAL

MOGENS SMED › CEO and Founder › DIRTT Environmental Solutions

› Recognizing a void in

interior green construction leads to an innovative solution

I

f you haven’t heard of DIRTT Environmental Solutions, it’s time you did. Founded by Calgary entrepreneur Mogens Smed just four years ago, DIRTT is thriving—revenues are expected to hit $100 million this year—at a time other companies are barely hanging on.

DIRTT—an acronym for Doing It Right This Time—manufactures movable walls that replace drywall and studs.

The walls, which don’t look movable, are sturdy and can be tilted down and moved to another location when change occurs in the office. DIRTT also sells software for modular workspace design.

“We’re a replacement for conventional construction,” explains Smed, who is also DIRTT’s CEO. “The conventional process is, first of all, extremely time-consuming.

Second, it’s environmentally destructive.

44 | September/October 2009

Third, it’s very expensive compared to our mode of construction. Our whole program is all about sustainability.”

With over 500 employees and a new manufacturing plant in Savannah, Ga., DIRTT’s client base continues to expand throughout North America.

“We do all of Google in the United States,” Smed says when asked for an example.

It’s apparent Smed hit upon a good idea at the right time.

“Green construction, regardless of the economy, has been a growing market,” he points out. “We literally have no competitors in the interior green construction market at all.”

But don’t be fooled. Building a company from scratch is never easy—particularly in a market like Calgary. Smed had to grapple with the labour shortage just like many of the rest of us.

“ We ’ve m a n a ge d to a c c u mulate a great team of people here, but it’s been very, very difficult,” Smed acknowledges.

Focusing on the business has been important as well.

Of the current economic environment, Smed offered this observation: “Most businesses—whether they’re prepared to admit it or not—are run by the accountants. The accountants don’t have any way of responding to a challenging environment. All they know is how to save. They don’t know how to grow a business. There’re obviously opportunities in this kind of environment—there always have been and there always will be. But their role is to protect whatever assets a company has. That’s a losing battle in some cases because all you do is save yourself into bankruptcy.”

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movers & shakers MARY HEINKING

PHOTO: FLUOR

› Executive Project Director › Fluor

› Motivating and managing

while orchestrating complex projects

M

ary Heinking has seen a lot of changes in the industry in the past three decades.

“I can still remember my first boss making sure the clients we were due to meet with knew that he was bringing a woman along since he didn’t want to shock them,” recalls Heinking, executive project director at Fluor, an engineering, procurement, construction, maintenance and project management firm whose Canadian operations are based in Calgary.

“Nowadays, things are very different and better. There are a lot more women working in the industry—as engineers, in project controls, materials management, etc. The engineering and construction industry is

an extremely challenging one and it really needs the contributions that everyone, male and female alike, have to offer.”

Heinking caught our attention with her work at the Long Lake Upgrader, a joint venture between Nexen and Opti Canada.

During a four-year period, she was Fluor’s project manager for the construction and construction management of the sulphur recovery unit, as well as project manager for the engineering and procurement of the hydrocracker and gasification silos.

“Being a project director allows me to leverage my technical skills while figuring out how to motivate and manage a highly diverse group of people,” says Heinking, who has degrees from Massachusetts Institute of Technology and Carnegie Mellon University.

Heinking, who has been with Fluor for 19 years and calls Canada “hands-down the best place I ever worked,” says she’s proud of the safety record of the projects she’s worked on: “Making sure the team and the craft workers on site know that we will not compromise our commitment to safety is something I take personally.”

Lately Heinking, who has lived and worked in multiple countries, has been spending time between Calgary and Russia, where she is developing project management training manuals and conducting training for the Sibur Group, one of Russia’s leading petrochemical companies.

But projects with a construction component have a special attraction.

“I love seeing what has been designed, transformed into reality at the job site; it is such a ‘wow’ moment,” she says. “I always encourage the newer people working for me to take site assignments and tell them that they will learn three times as much in the same period of time at the job site as compared with the home office.”

Alberta Construction Magazine | 47

movers & shakers

PHOTO: UDI-C

MICHAEL FLYNN › Executive Director › Urban Development Institute — Calgary

› Pushing for choice for

Alberta’s largest city

T

he City of Calgary undoubtedly had the best of intentions when using goals such as higher density communities and more multi-family housing to create Plan It Calgary, a development and transportation plan intended to guide growth and spending for the next 60 years.

But for Michael Flynn, executive director of the Urban Development Institute— Calgary, admirable goals alone don’t make for a thriving building industry.

48 | September/October 2009

“I think it would have a huge impact in terms of the type of construction that is done, how many people are employed to do the construction, the types of buildings that are made, and how many subcontractors are used,” Flynn says.

The problem relates to what Calgarians want. Opposition to the plan is based on the experience of the more than 170 companies that Flynn’s organizations represents as well as survey information: Calgarians prefer choice.

Since the release of Plan It, Flynn has spent most of his time working with the city to come up with a plan that is, from the developers’ point of view, realistic. It’s a challenging job, but one that Flynn is prepared to tackle.

The one-time executive director of the Calgary Police Commission, who laughs when he says he isn’t sure how he ended up at Urban Development Institute— Calgary, has a long history working with city administration and, in his current position, maintains a close working relationship with the city.

That relationship is certain to serve him well in the coming months as he works with the city to develop a workable implementation plan around Plan It while participating in important development agreement negotiations.

It will be a busy year, but Flynn doesn’t mind.

“I like the fact that I’m working with people who are actually physically building the city,” he says. “I’m very proud of our city and grateful to be affiliated with these people.”

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movers & shakers BORIS RASSIN › Executive VP of Business Development › ATCO Structures & Logistics Ltd.

PHOTO: ATCO

› Filling the right niche with

the right service pays off in a big way

I

f you’ve ever worked on a big industrial project in Alberta, you’re no doubt familiar with ATCO Noise Management. The full-service acoustical consulting, engineering, and construction company has carved out quite a nice niche in the industrial noise management business.

One of the keys people behind its success is Boris Rassin, a man described as a hands-on leader who’s innovative as well as creative.

“He comes up with incredible vision that we can all rally around,” says one long-time colleague. “He can articulate that vision extremely well.”

The noise management business has come a long way since it was created 18 years ago while Rassin worked for ATCO Metal.

“We found ourselves in a sector that was really under-serviced,” Rassin notes.

“Each project was built by a number of acoustical companies, all providing some little part of it. There wasn’t anybody who would do it all for a client.”

From working on such early projects as an acoustic barrier for Edmonton’s Groat Road, “we evolved into this business model that is full-service, turnkey industrial noise control,” he says. It couldn’t be done, he adds, without a great team.

And how is business?

“Since 2003 we’ve quadrupled our earnings and revenue,” Rassin says. “Our projects [have ranged] from small gas compressor stations to huge multi-billion power plants. Right now we’re building two massive power plants in New York state and one in Ontario.”

Rassin oversaw much of ATCO Noise Management’s growth through his role as president of that subsidiary and more recently also of ATCO Structures Canada/ Alaska. This summer he became executive vice president of business development for ATCO Structures & Logistics Ltd., which includes the noise management and structures units as well as ATCO Frontec.

The reorganization will allow Rassin’s company to offer a bundled service that includes turnkey workforce camps, and construction of acoustical metal buildings and other structures to clients, particularly those in the energy industry.

Rassin, who was educated as a civil engineer in Russia, came to Canada in 1980. He says his work with Atco started as a “four-week design job,” but he’s remained ever since.

“That was 24 years ago,” he laughs.

“That’s the longest four weeks of my life.”

Alberta Construction Magazine | 51

movers & shakers PHOTO: FOCUS

JOHN HOLMLUND › President and CEO › Focus Corp.

› Helping grow Focus Corp.

into multi-disciplinary powerhouse through entrepreneurial thinking

T

hirty-two years ago, John Holmlund and two friends took an idea and a $20,000 loan and started HDS Focus Surveys Ltd. in Edmonton.

Today, that company is known as Focus Corp., a multi-disciplinary consulting firm that provides surveying, engineering, and project management services to clients involved in oil and gas, oilsands, infrastructure, land development, and environmental projects. The Edmontonbased firm has 1,300 employees in 18 offices across western Canada.

With the exception of his tenure as board chair in 2006–08, Holmlund has been Focus’ president and CEO. “Entrepreneurial thinking in the good times is easy,” Holmlund observes. “It’s in 52 | September/October 2009

these tough times when money is tight and availability of projects is scarce that difficult decisions must be made quickly and with a purpose to ensure [that] the company remains sustainable for the long term.”

Throughout his career, Holmlund has been described as a keen advocate for the surveying profession. The culture of support for professional development within the company is strongly evident.

Focus has been recognized numerous times, including as one of Alberta’s Fastest Growing Companies (2002 and 2003, 2005–08); one of Canada’s 50 Best Managed Companies (2002–04); winner of Work Safe Alberta Best Safety Performer Award 2004–07; one of Alberta’s Top 35 Employers (2007 and 2008); one of Alberta’s Top 40 Employers (2009);

and one of the Best Employers for New Canadians (2009).

Focus also has a reputation for giving back to the community. For example, Golf For Kids, which Focus co-hosts, has raised more than $1.5 million to date for childoriented organizations.

Holmlund, too, is no stranger to giving back—either of his time or his money. In addition to volunteer work, in 2008 the Holmlund family donated $500,000 to the University of Calgary’s Department of Geomatics Engineering to launch the Holmlund Research Chair in Land Tenure and Cadastral Studies.

This past June, the university conferred an honourary Doctor of Laws degree on Holmlund to recognize his contribution to business in Alberta.

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movers & shakers PAUL VERHESEN

PHOTO: JOEY PODLUBNY

› President › Clark Builders

› Charting a clear course

by focusing on core values and open dialogue

P

aul Verhesen, president of E d monton-ba sed C la rk Builders, is a man who “lives, breathes, and leads this company by our core values,” says a colleague who nominated him as one of this year’s Movers & Shakers.

And what are Clark Builders’ core values? They’re summarized in these three words: Respect. Communication. Trust.

Respect is important because it knows that relationships drive the company.

Good communications lead to win-win outcomes. And it’s difficult to work with others without trust. “It’s not only as a company that these values should be embraced, but also as individuals, everyday, all day,” Verhesen has said.

Verhesen understands the value of an open dialogue with employees, so it

should come as no surprise that he writes his own weekly blog—“some insightful, some encouraging, some just plain ol’ funny,” says his colleague. Staff response is encouraged.

“I would not have stayed with [the company] for 10 years if I did not believe that the culture was honest, supportive, and visionary,” one blog reader responded. “I especially like the idea of a company taking responsibility for the continued education of its employees. I am often trying to figure out how I got to be in the position I find myself, and where I would like to go next in my career, but I couldn’t think of a better group to pursue those dreams with.”

Under Verhesen’s leadership, Clark Builders has dramatically grown its revenues and staff size. In fact, the 35-yearold company is currently building a new headquarters off Whitemud Drive in Edmonton.

As well, the company has won numerous awards with Verhesen at the helm. In 2008, Clark Builders was named one of Canada’s 50 Best Managed Companies, sponsored by Deloitte, CIBC Commercial Banking, the National Post, and Queen’s School of Business, and was recognized for construction innovation in Canada’s Ernst & Young’s Entrepreneur Of The Year Awards program.

One other item of note is CB University, another Verhesen initiative. CB University is a leadership program that was launched last October. It was created around modules that focus on the individual, the team, and the community.

Alberta Construction Magazine | 55

movers & shakers PHOTO: AARON PARKER

CHRISTINE DELLA COSTA › Team Lead, Pollution Prevention and Conservation › Alberta Environment

› Developing initiative to

recycle construction and demolition waste

A

bout 25 per cent of the waste that goes to municipal landfills comes from construction and demolition (C&D).

“In 2006 alone, more than 850,000 tonnes of C&D waste went into our landfills,” says Christine Della Costa, team lead, pollution prevention and conservation, Alberta Environment.

Della Costa is working to change that, leading an initiative to create a provincial recycling program that will, once all the hurdles have been cleared, see much of this waste diverted from landfills. If approved, the provincially regulated program will be the first of its kind in Canada and could be launched in 2010.

56 | September/October 2009

“It’s challenging because there’s so many details that we have to figure out as we go along,” Della Costa says. “But that’s one of the things that I find makes it a lot of fun too.”

A former park ranger and environmental educator, Della Costa has spent the past six years developing policy or regulations to reduce the waste going into provincial landfills as mandated by the province’s overall waste strategy, Too Good to Waste.

Her experience developing other recycling programs, including Alberta’s electronics recycling program, will help ensure this new program works for all stakeholders in practice and not just in

theory. Consultation with experts and parties that might be affected by the program is a big part of her job, and she’s delighted with the level of industry participation.

“They really have this ‘roll up your sleeves and figure out how to get ‘er done’ mentality, which is great,” she says of the industr y members she works with.

“If there’s something they think is unworkable about what’s being proposed, they’re quick to tell me that, but also to suggest other possible solutions.

The on-the-ground expertise provided by people working in the industry is also crucial as the program is developed.”

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movers & shakers Bill Flaig

PHOTO: GRAHAM

› President and CEO › Graham Group Ltd.

› Focusing on increasing

efficiency, teamwork, and system development

B

ill Flaig, Graham Group Ltd.’s new president and CEO, has no qualms about taking the reins of a multi-million-dollar company at the beginning of a year some claim is the worst ever seen.

While acknowledging demand is down, he sees fluctuating demand as just one of the challenges of doing business and says that, thanks to planning and a focus on building long-term relationships, Graham is well-positioned going forward, with several significant projects starting.

A strong believer in constant improvement, Flaig says this period is ideal for

focusing on increasing efficiency, as well as building a strong team and system development. His vision is a bigger, better Graham, an employee-owned company that already has a strong reputation and is highly regarded.

Flaig has held numerous positions in the industry, starting as a general labourer in high school and working as an estimator, project manager, branch manager and divisional VP before taking on high-profile positions such as operational president and executive VP. He views the hands-on experience he’s gained in each role as key to his success.

“Hands-on experience has allowed me to understand, appreciate, and certainly gain the respect of those I work with, literally from the ground up,” he says.

With over 38 years of experience, Flaig has a wealth of knowledge that benefits Graham and the industry. Participation in numerous industry organizations at the provincial and national levels, including director of the Canadian Construction Association, allows him to continue improving as an individual as well as learn best practices to improve Graham, all while giving back to industry.

He’s also committed to giving to the community, most recently arranging Graham’s donation of expertise, labour, and resources to renovate Hospice Calgary’s new building.

Ultimately, it may be Flaig’s passion for construction that makes him stand out. Asked about career highlights, he’s reluctant to choose anything specific. Says Flaig: “I’ve enjoyed every minute of my time in this industry.”

Alberta Construction Magazine | 59

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CALGARY COMPANY TO RECYCLE SHINGLES Next year, a Calgary company plans to recycle asphalt shingles removed from homes during re-roofing for use in road asphalt production.

Eccopave Inc. says that when its processing facility is up and running, up to 40,000 tonnes of used shingles could be diverted from landfills. Phase 1 of the venture—the collection and stockpiling of tear-off shingles that are being stockpiled—has already started. Phase 2— the sorting and grinding of shingles into the recycled product—will be begin next year.

Shingles will be ground into a powderlike substance that will become an additive used in road asphalt production. The material can also be spread on unpaved roads to control dust, the company says.

Eccopave is a subsidiary of Ecco Waste Systems LP, a 16-year-old Calgary firm that was founded by four environmentalist engineers.

Eccopave expects to hire about a dozen laborers and machine operators and up to eight support and administrative personnel.

For more information about Eccopave, visit www.eccopave.com.

PHOTO: AQUAONE TECHNOLOGIES

Comfort and portability............................. 62 Engineer founds green group................. 62 EllisDon’s new division................................ 62 Panels can take a pounding...................... 63 Lights to withstand the cold..................... 63 A smart way to strip..................................... 63

MAKING THE SWITCH FASTER The H2Orb.

AN END TO LEAKY VALVES One of the newest innovations in toilet technology could solve the problem of toilet leaks, stuck-open flappers, and leaky fill valves. It’s called the H2Orb. If a toilet begins to run excessively, the H2Orb’s integrated smart valve intercepts the flow of water to the toilet.

Also, if the water level in the bowl gets too high, the H2Orb shuts off the water supply. The device has an alarm and visible control panel screen that can alert users of the fault.

The H2Orb is the brainchild of California company AquaOne Technologies LLC and is available over the Internet via theH2Orb.com.

HOT FIRMS SINGLED OUT Management consulting and research firm ZweigWhite has named one Albertabased business—Group2 Architecture Engineering Ltd. of Red Deer—and two other firms with Alberta offices— Enermodal Engineering and Golder Associates—to its 2009 Hot Firm List of the fastest-growing architecture,

engineering, and environmental firms in the United States and Canada.

The only other Canadian company on the list was MTE Consultants Inc. The list is based solely on gross revenue for both fiscal year 2005 and fiscal year 2008, as verified by financial statements or income tax returns reviewed by third parties.

The design of Lenox’s new Snap-Back Arbor allows hole saws to be switched out much quicker than many arbors on the market.

The sleeve doesn’t need to be held back to engage/disengage the arbor and requires no secondary tightening, eliminating the need for yet another tool on the job.

The Snap-Back Arbor has a versatile design that features drive-off pins to allow easy attachment and detachment from the saw with no need for adaptors. The drive-off pins also prevent the arbor from tightening on the saw during use, which in turn prevents threads from stripping.

For more information, check out lenoxtools.com.

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: cosburn@junewarren-nickles.com or send it to: Editor, Alberta Construction Magazine, 6111-91 St. NW, Edmonton, AB T6E 6V6 or fax to: (780) 944-9500 Please include the full name and location of the company.

Alberta Construction Magazine | 61

people, products & projects

PHOTO: BERNZOMATIC

COMFORT AND PORTABILITY

The Trigger Start Hose Torch.

BernzOmatic says its recently introduced BZ8250HT Trigger Start Hose Torch is not only one of the most advanced torches on the market today, but it is also the company’s most comfortable and portable torch yet. One of the reasons for this, says the company, is that the five-foot hose and fuel cylinder holster make it much easier to manoeuvre and work in hard-to-reach places.

ENGINEER founds GREEN GROUP Nattalia Lea, a Calgary-based engineer, author, and entrepreneur, has founded a group focused on sustainable industrial development.

Lea describes Sustainable Industrial Development for the 21st Century as a “networking group of business and industry leaders, architects, engineers, entrepreneurs, and other individuals/groups with an interest to foster sustainable industrial development.”

The group will meet monthly over lunch at the Danish-Canadian Club in Calgary. Its first meeting is Sept. 10 with Mike Carten, CEO, chairman, and co-founder of Sustainable Energy Technologies Ltd. Dan Balaban, president and CEO of Greengate Power Corp., will speak Oct. 6.

You can learn more about the group at SID21C.com.

Like other BernzOmatic torches, the Trigger Start Hose Torch has a brass regulator that’s pressure-regulated to burn in any direction.

It also comes with a stainless steel burn tube.

The on/off trigger igniter enables simple, onehanded operation, and the adjustable flamecontrol knob easily allows the user to size the flame for specific uses. It also includes a lock button to keep the torch lit for finger-free use.

More information is available at bernzomatic.com.

ELLISDON’S NEW DIVISION EllisDon has launched a new division that will offer several different intellectual capital consulting services to the broad construction industry. The division is called EllisDon Construction Consulting Services.

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people, products & projects

PANELS CAN TAKE A POUNDING Georgia-Pacific Gypsum’s new DensArmor Plus ImpactResistant Interior Panels have been created for high-occupancy buildings, such as offices, hospitals, dormitories, and other public buildings.

Following strict surface abrasion and soft body impact testing, in line with the ASTM International classification (ASTM C 1629), DensArmor Plus Impact-Resistant panels achieved a level three for both, which is the highest level for abrasion and impact resistance under the standard. ASTM International is one of the largest voluntary standards development organizations and serves as an industry source for technical standards regarding materials, products, systems, and services.

DensArmor Plus Impact-Resistant panels also achieved a level two classification for hard body impact resistance and a level one classification for indentation resistance.

DensArmor Plus Impact-Resistant panels resist warping, rippling, and buckling, and they install just like regular gypsum drywall. The company says the panels are easy to cut and can be installed with standard drywall tools and fasteners.

For more information, visit www.gpgypsum.com or call 1-800-387-6823.

LIGHTS TO WITHSTAND THE COLD The TaigaNova Eco-Industrial Park development in Fort McMurray will install a solar-powered lighting system that has been specially designed to withstand temperatures that drop below -40°C. The system, which will cost nearly $50,000 and be operational in October, uses ultra-efficient LED lights. The manufacturer is Canadian company Carmanah Technologies Corp.

A SMART WAY TO STRIP There’s a new paint stripper on the market that bills itself as ecologically friendly.

Dumond Chemicals Inc. says its Peel Away brand Smart Strip product is water-based, 100 per cent biodegradable, contains no volatile organic chemicals, and is pH-neutral. Smart Strip is applied using a brush, roller, or conventional airless spray.

Up to 15 layers of coatings can be removed from any interior/ exterior surface in a single application, the company says. It is supposed to be excellent for intricate carved or molded surfaces and is effective on virtually any surface including wood, brick, metal, concrete, stone, plaster, or fibreglass. And, because it is not made with methylene chloride, Smart Strip will not burn your skin.

Check out peelaway.com to learn more.

Alberta Construction Magazine | 63

construction CV Career profiles in the construction industry

by Kelley Stark

YOU’VE WORKED IN THE INDUSTRY THROUGHOUT THE WORLD. WHAT ARE THE DIFFERENCES YOU SEE FROM COUNTRY TO COUNTRY? I see similarities more often than differences. The differences are what intrigue us about another place, but it’s the similarities that point to where the solutions might lie. At SAIT, we have just set up a full semester exchange between our Architectural Technology program and one at Box Hill Institute in Melbourne, Australia. When I was in Australia last year trying to figure out how we could do this, it seemed like the differences were so great that there was no way we could work something out. The construction methods are very different between our two countries; in Canada we work to keep the cold out, in Australia, they work to keep the heat out. The particulars of how we do this will be different, but the problem is really the same. This is how we can learn from each other.

It is my hope that the students realize they have something in common with a culture half way around the world. Today, because of the Internet, we have the means to communicate in real time with anyone on the planet.

We are part of a global community and we speak the

64 | September/October 2009

common language of architecture. This could lead to new partnerships, friends, and colleagues. I believe that in the foreseeable future, 24/7 architectural offices with consultants and partners in multiple time zones and continents will become the norm, and not the exception.

WHAT CAN YOU TELL YOUR STUDENTS ABOUT THE BIGGEST CHALLENGES THEY WILL FACE? We work in an industry whereby adaptability is key. We must be adaptable from office to office, city to city, and country to country.

We must also be adaptable when the economic climate changes as it has in the last year. I tell my students to look for the opportunities when faced with these challenges.

WHAT IS THE FAVOURITE PART OF YOUR JOB? There is no greater rush than witnessing the transformation of students over the course of the two years they are with us. They arrive as eager individuals and they leave as lifelong colleagues. I am also part of a great team of instructors. We are forever brainstorming and working to improve the program for our students, learning from each other, and having a lot of fun in the process.

NAME: Marc Bussiere AGE: 50 TITLE: Architectural Technology instructor

organization: School of Construction, SAIT Polytechnic

EDUCATION: Master’s of Architecture, Bachelor of Environment Design Studies, Dalhousie University; BA, University of Alberta; Architectural Technology diploma, NAIT

Although I work in a very large organization, I feel I have a voice and am heard— that my point of view is listened to and appreciated.

WHAT WAS YOUR INSPIRATION FOR BECOMING A TEACHER? We have all been teachers at some point in our lives and careers. I always knew

that one day, I would formalize this role. Teaching is not about giving information to a group of students and testing them on it.

Teaching is about lighting a fire and helping them find their passions. For some, it is architecture, for others, it might be something else out there…they just need to find it.

business of building

EXIT strategy Business succession planning can provide a road map for a prosperous retirement

by Godfrey Budd

W

hen Ron Adams told his wife he wanted to be independent of business within about 10 years, he was president, CEO, and sole owner of Con-Force Structures Ltd. That was almost a decade ago. At the time, Adams, who was approaching 50, had been in the precast concrete business for more than a quarter-century.

Adams, whoâ&#x20AC;&#x2122;s now 59, achieved his goal of divesting himself of ownership of Con-Force two years ago, when the firm sold for $120 million. He is still involved with the company,

Alberta Construction Magazine | 65

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serving as president of Con-Force—now a wholly owned division of Armtec Limited Partnership—and as an executive VP of Armtec. And although the transfer of ownership to a successor went well, it required a fair amount of expert advice, planning, and time.

Owners planning retirement and considering a transfer of ownership have three main options to choose from when finding a successor to continue operations of the business: family members, internal management and/or employees, or an outside buyer.

As Adams contemplated his first steps to retirement a decade ago, he was convinced that the company had lots of opportunity for growth. At the same time, he didn’t want to draw on his own capital to make the necessary investment.

Still, Adams wanted the company to continue to grow and do well. “I didn’t want to hold the company back,” he says, “but wanted to hold some equity in it. This was on my mind for two or three years.

It took me a while to decide to sell. Then the question was, how do you sell the company without interfering with business operations? So I asked some mentors for advice.”

In 2005, TriWest Capital Partners, a Calgary-based private equity firm, bought 70 per cent of Con-Force and kept Adams on as a partner with a 30 per cent stake.

business of building

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“With TriWest, we re-invested and grew the business successfully,” Adams says.

He says that when a company is owned by a private equity firm, “you can expect it to sell typically within five to seven years.”

But after only two years, Armtec made an offer to buy 100 per cent of Con-Force. A deal was soon finalized.

“Armtec asked me to stay on to run the Con-Force division for a minimum of two years,” Adams says. The deal has worked out well, he says. Con-Force has “effectively tripled its size,” expanded its product lines, and now has a presence across Canada, rather than just in the western provinces.

“Everyone has won,” Adams says.

To be sure, not every enterprise had the advantages of Con-Force in the mid-2000s, a successful medium-size manufacturer of concrete products operating during a construction boom. All the more reason, perhaps, owners should prepare a business succession plan.

No strategy According to a CIBC World Markets study, more than half the country’s small business owners are expected to retire between 2005 and 2020 as more baby boomers enter their golden years. (The study defines small business as having between 1 and 15 employees and revenues under $5 million for 2003.) But there’s cause for concern.

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“Only two in five small business owners have a clear plan for exiting their business,” the study says.

The study also makes the point that delaying the start of the succession process only compounds the owner’s difficulties: “Moreover, at this stage of the game, a small business strength—the reliance on the human capital of the owner in almost every aspect of the business—is also becoming its primary weakness, since it means that adequate succession planning requires time that is often measured in years, not days or months.”

In Alberta, the construction industry’s small business sector can expect the demographic trend of an aging population to come forcefully into play. In many North American jurisdictions, construction often accounts for no more than 11 or 12 per cent of gross domestic product.

But, in Alberta, in recent years, construction has accounted for as much as 24 per cent of the province’s economic activity. Furthermore, “about 40 per cent of businesses in Alberta will change hands in the next three or four years,” says Randy Koroluk, president of the Venture Exchange Ltd., a Calgary-based business brokerage. He adds that construction accounts for about two-thirds of the business on his firm’s books right now.

Added pressure The recent sharp economic downturn hasn’t made the process of succession any easier. Putting a business up for sale and then expecting a large cheque to come from somewhere could entail a very long

business of building

There are a host of financial tools and tactics to save on taxes and reduce the risks involved in financing the transfer of ownership. wait these days, says Malcolm Scarratt, a financial advisor specializing in estate and small and family business succession planning with Castle Financial Group Ltd. “It’s more complex now than before because of the difficulty today of getting financing—especially in the construction sector,” he notes. Mostly, if the business won’t finance its own purchase, it will never be bought. So, ultimately, the person who founded the business is typically the person who finances the sale.

This ticks some people off, says Scarratt, author of The Advisor’s Guide to Business Succession Planning, and a frequent seminar presenter to advisors and their clients.

Despite such apparent cold comfort for business owners on the cusp of retirement, there are a host of financial tools and tactics to save on taxes and reduce the risks involved in financing the transfer of ownership. Estate freezing, for example, involves a process in which some or all of a business’s assets, whose growth in value could cause extra tax and succession costs, are exchanged for similar assets that are fixed in value.

Scarratt emphasizes that choosing financial devices to ease the process of succession is ultimately secondary—a tactic that supports one’s goals and overall succession strategy. Instead of talking spreadsheets and numbers, the business owner planning retirement has to begin by answering the question, What do you want to retire to?

Once the plan is in place, you can focus on tools and tactics.

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Alberta Construction Magazine | 69

trade talk PHOTOS: SONITROL

Tightening up Construction site security takes on greater importance as recession lags

by Tricia Radison

Joe Wilson is a security expert with Sonitrol.

Increasing security on construction sites is one way contractors can make the most of slower periods.

“There are opportunities for due diligence,” says Sgt. Mark Dumont of Calgary Police Services Crime Prevention Unit.

“Now is the time to really implement your security measures—when it’s not as busy.”

Dumont deals with new home construction site theft but says the basic concepts of site security apply to larger sites as well. Many of the tactics are common sense activities, such as maintaining key control by keeping a log of keys and their users, that are hard to keep up when struggling to stay on schedule during busy periods.

70 | September/October 2009

Theft of expensive heavy equipment, materials and tools may also increase due to the recession, observes Joe Wilson, a security expert with Sonitrol who is based in British Columbia. (Sonitrol has offices in Calgary, Edmonton, Red Deer, and Lethbridge.) But he adds that construction sites are always vulnerable.

“Vandalism, I’ll suggest, is a greater risk than actual theft,” Wilson says.

“They’re getting inside and they’re kicking in doors and windows and walls. Opening up water valves and flooding the place.

Starting fires. They think it’s fun.”

Wilson has seen many criminals in action on construction sites thanks to

his company’s SonaVision monitored video, a system that allows police to catch the bad guys immediately. Infrared video cameras and motion detectors are mounted on poles around the perimeter. If heat and motion are detected, the cameras send video to the Sonitrol Operations Centre, where staff members check for a person or vehicle then alert police.

“Police response across North America is documented at between three and five minutes,” he says.

The technology solves several problems. Other video cameras may record the crime, but often police are unable to

trade talk

serving Western Canada and the northwest territories.

Cameras and motion sensors like these can be placed around a construction site to detect intruders.

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act due to image quality or because the criminal has already escaped. Guard dogs are a pain and, says Wilson, can be befriended or immobilized. And security guards are only human, potentially falling asleep or simply unable to keep an eye on the entire site.

Wilson advises sites be kept dark at night. The reason: A lit site allows thieves to window shop before striking and makes it easier to navigate the site during the robbery.

Says Wilson: “Civilians think light deters because you’d never go out on a site that’s all lit up; somebody might see you. A criminal doesn’t care.”

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These suggestions from Michael J. Arata Jr., security expert and author of Construction Site Security, can help protect your materials and equipment. ❚ Line up your heavy equipment so you, your crew, and even police driving by can immediately see if something’s missing. ❚ Use kill switches on heavy equipment so machines can’t be hotwired. ❚ Regularly walk the perimeter to check fencing for holes or spots where it may have blown over. ❚ Consider portable, motion-sensor lighting and closed circuit TV cameras, especially on large sites. ❚ Arrange for on-site security personnel who can alert police as soon as the site is breached.

• • • •

Alberta Construction Magazine | 71

1 3 24 5

5 smart tips for improving your building’s security

Investigate, investigate, investigate.

A plethora of products and systems are on the market today. Many are available online. Not all of them work. More importantly, not all of them will work for your security requirements.

Ryan Kurtz, owner and president of James Security Ltd. & Investigations in Lethbridge and Edmonton, recommends determining the goals of your system before buying, then investigating individual service providers and types of equipment.

“You have to do a lot of research,” he says. “If you don’t, you’re going to get caught up in a lot of junk.”

by Tricia Radison

Choose reputable companies rather than particular products. Installation is important for the proper functioning and longevity of security equipment. Ensuring you are working with a reputable company will guarantee that the products work.

“If you go into any building and lift the tile up in the wall where the camera is, you can tell the quality of workmanship from the way they’ve laid the wires, the way they’ve got it tied up,” Kurtz says. “It tells you they’ve got that extra quality, that extra care, the attention that people want.”

Whether you need a whole new system or are considering a few upgrades, here are five things to keep in mind as you look at improving your building’s security.

trade talk

Upgrade to wireless. Security systems communicate through phone lines, and criminals know it. A quick snip of the wires and the system can’t let the monitoring station know what’s going on.

New cellular technology avoids the problem. When the lines are cut, the cellular device communicates with the monitoring station through the cell towers.

It’s definitely a good investment, especially for businesses where phone lines are exposed,” says Shawn Lazaruk, VP of Telsco Security Systems Inc. in Edmonton.

While a tiny percentage of his customers ever experience a break-in involving cut phone lines, the number of incidents has risen dramatically in the last year, from 1 in 2008 to an estimated 10 as of July 2009.

The cellular option can be added to your current security system in most cases.

Put someone on watch. Installing cameras will catch thieves in action, but that’s cold comfort as you stand watching a recording of a break-in fourteen hours after the criminals have made their escape.

Kurtz recommends hiring a guard service to watch what’s going on. “Let’s make it more efficient so you’re going to catch people right away, because you have that human response,” he urges.

Analyze new technology. It’s no surprise to learn that security technology is rapidly evolving. Some video surveillance products now have the ability to analyze what they’re recording, and determine, for example, if something moving on your property is a human or just a rabbit.

To take analytical ability a step further, you can use building security products that analyze information, which you can use to improve operations. Users can get double the benefit out of the system by using cameras to determine when, for example, a drive-through is busiest, and then use that information to help with staffing.

But Kurtz warns against using more technology than necessary. More technology can lead to more problems, so systems should be kept as simple as possible.

Alberta Construction Magazine | 73

The most impressionable art is behind the wall It’s a stroke of genius the way Icynene® seals a home and protects homeowners from expensive energy loss.

Icynene insulation, thanks to its soft spray foam application, effectively minimizes energy-robbing air leakage because it’s a perfect fit for any shaped cavity.

Saving today’s energy-conscious consumers up to 50% on their energy bills makes Icynene a highly attractive investment. And it delivers incremental cost savings for builders too. Constructing an airtight thermal envelope can be achieved in fewer steps, saving you time and money.

Icynene introduces its Builder Advantage Marketing Support Program, designed to help you sell your Healthier, Quieter, More Energy Efficient® homes. For more information about this program, visit Icynene.com/buildbetter

trade talk

Dry up New ideas on managing moisture put forth at building envelope conference

by Tricia Radison Teamwork, careful consideration when it comes to design and materials, and a good maintenance program could help improve the performance of building envelopes in this province, according to Kris Wall, associate of building science and restoration at Read Jones Christoffersen in Calgary.

“Building envelopes are causing a lot of grief out there,” Wall said in a presentation at the Building Envelope Solutions conference in Calgary in June. “Let’s design them properly to begin with and fix them properly in the end.”

Wall encourages everyone—from developers, owners, and tenants to designers, contractors, and operators— to work together to reduce moisture problems. He adds that there are significant benefits when the building envelope

consultant is brought on to the project during the design phase rather than when construction begins.

“When all the initial decisions have been made on the materials and methods to be used, any recommendations going forward have implications,” he says. It’s much easier to incorporate consultant suggestions before everything has been priced.

Wall says there are four conditions that need to exist for moisture to become a problem: a source, a route to travel, a force that causes the moisture to move, and materials that can be damaged by moisture. The best defence is to deal with each of these conditions during design and construction, then monitor the envelope and conduct regular maintenance to prevent any of the conditions from developing.

Envelope design should provide what Wall calls the four D’s: deflection, drainage, drying, and durability. This means using overhangs and flashings, providing paths for drainage, ensuring convection drying will occur, and selecting materials that are resistant to moisture damage.

One thing Wall would like to see more of in Alberta is the use of rain screen design in residential construction. Mandated in Vancouver since the B.C. leaky condo crisis in the mid-1990s, rain screens aren’t widely used in Alberta residential buildings, primarily due to a perception that this is a dry province.

In reality, Calgary has wind-driven rain intensity 2.3 times greater than that of Vancouver and short-term moisture loads 1.4 times greater.

Alberta Construction Magazine | 75

trade talk

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76 | September/October 2009

The rainscreen design approach is based on the belief that water is going to penetrate the exterior cladding at some point during the building’s life.

Consequently, the exterior cladding elements and joint sealants provide the first line of defence through surface drainage.

A secondary moisture barrier installed over the backup wall and a pressure moderated air cavity provides protection against any exterior moisture that does get in.

Wall also recommends keeping a close eye on the envelope throughout the life of the building. “Early detection and repair of failures can save significant money,” he says.

Envelope design should provide the four D’s: deflection, drainage, drying, and durability.

A number of techniques can be used to spot problems, ranging from simple visual inspections to more complicated techniques such as thermographic scanning of the roof and walls to localize areas requiring further inspection, and removing cladding in some spots to see what’s happening to seals.

Creating a maintenance manual complete with easy-to-follow maintenance checklists and ensuring that it is followed can enhance the sustainability of the envelope. Developing and following the manual will ensure the systems are understood and properly maintained.

Another key point for owners, managers, and operators is to plan to replace materials before they actually fail. This means familiarizing yourself with the lifespan of everything from paints and coatings to sealants, waterproofing systems, doors, and windows, and budgeting for timely replacement.

But it’s important not to fall into the trap of just plugging holes.

Says Wall: “Find out the real reason for a failure. If you’ve got water leakage problems, sealant isn’t your solution.”

aca report

ACA pushes industry services to government

by Ken Gibson ACA Executive Director

With over 1,900 member companies across Alberta, the Alberta Construction Association’s (ACA’s) role in serving the collective interests of membership at the provincial level continues to grow. Here are some recent highlights of ACA services for members in the association’s three areas of business: advocacy, promotion of industry standard practices, and promotion of a skilled construction workforce.

Provincial budget ACA was invited to provide ideas to the provincial government on the 2010 budget and beyond, in light of significantly reduced government revenues. ACA supports the government’s commitment to continue to invest in people and infrastructure. ACA cautions that a return to the instability of 2000–02 would nullify industry and government investments to build and maintain industry capacity. In fact, current market conditions suggest that 2009 and 2010 are the years to purchase construction services to provide good value to taxpayers. Given the con-

tinuing need to address our infrastructure backlog, sustain industry capacity to address growth, and take advantage of favourable pricing, ACA urged the government to consider alternate forms of financing and smart debt.

C&D materials diversion from landfills Approximately 350 stakeholders attended consultations held in June across Alberta concerning the proposed provincial stewardship program for diverting construction and demolition (C&D) waste from landfills. Nearly 300 stakeholders responded with comments.

Ninety per cent of respondents supported the concept of a provincially regulated C&D diversion stewardship program. A number of concerns were raised including feasibility in communities with limited recycling infrastructure, potential administrative complexity, cost, and enforcement issues. ACA continues to advocate industry’s position that industry leadership is critical to

address such concerns to ensure a stewardship program is effective, practical, and affordable.

Industry custom pricing The Workers’ Compensation Board (WCB) held an information session with ACA members from the Industrial Construction rate group to explain how industry custom pricing works. The session was in response to industry recommendations from the spring of 2008 to consider changes to experience rating to provide greater incentives to good performers. WCB suggested that the standard performance pricing model could be customized for the rate group by changes to experience rating including adjusting maximum discounts and surcharges, changing the experience ratio, and changing the participation factor.

WCB also discussed the impact of removing cost relief for claims with pre-existing conditions, and is polling employers about interest in further analysis of their individual situations.

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Alberta Construction Magazine | 77

aca report

Workforce planning ACA is working with other industry associations and government to advance construction workforce strategies, through leadership in Building and Educating Tomorrow’s Workforce and the development of the Alberta Human Capital Plan.

ACA’s message continues to be that investment in our workforce needs to continue despite the recent downturn, in order to have the capacity to respond to the double whammy of increased activity and the aging workforce.

World Skills 2009 As part of its sponsorship of World Skills 2009, ACA will run a trade show booth in partnership with the Calgary Construction Association. The booth will feature graphic and video images of projects, people, and technologies in construction, showcasing Building Information Modelling. A contest with a major prize will help drive youth traffic to the booth, with other takeaway items for all visitors. Contest entry will be tied to the Trade Up Careers in Construction website. The partnership with regional member associations will also be showcased.

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PHOTOS: ACA

Progressive release of holdback funds Members have provided plenty of comments in response to the proposed mandatory progressive release of holdback funds on major projects. There is general support for the concept, with differing ideas on how to mandate the release schedule. A working committee led by the Construction Owners Association of Alberta is reviewing the ACA input.

From left: ACA director Sean Penn, Alan Pole with Bruce Steel Fabricators, Ted Jones with Atlantic Industries, and Red Deer Construction Association president Wayne Gustafson.

From left: ACA Vice-Chair Colin Ward, Kirby Maronda, Lethbridge Construction Association second VP Darrell Bohle, and Lethbridge Construction Association Director Tom Caruso.

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78 | September/October 2009

cca report

Students get firsthand look at South Health Campus

by Amy Smith Communications Coordinator, CCA

Each year, t he Ca lga r y Genera l Contractors Association (CGCA) recognizes Calgary area high school students who exemplify dedication and commitment to their construction studies.

Construction technology teachers are asked to select a student that stands out and

CGCA then honours them with the Top Student Award in Building Construction.

The award recognizes the skills and drive of the top students in high school shop classes, acting as an incentive for students to further their interest in the trades and go on to a successful career in construction.

photos: cca

Students touring the South Health Campus job site were impressed by the complexity of the project. Project director Scott Thompson indicated that this project is the first in the world to use the new innovative column-mounted support system, which was created in Germany

by Peri Formwork Systems. The system assembles structural panels five times faster than conventional formwork systems.

This is one of two groups at the conclusion of their tour of the South Health Campus. The tours were hosted by Project Director Scott Thompson (far right) and Superintendent Sam Poskovic (wearing orange vest), both from EllisDon.

On May 20, 16 high school students along with their Construction Technology teacher, their parents, and CGCA members were invited to experience something that the public doesn’t get the opportunity to do. They toured the construction site of the South Health Campus, being built in southeast Calgary with a completion date set for late 2011. Project Director Scott Thompson of EllisDon hosted the site tour.

It is Canada’s largest-ever infrastructure project at $1.4 billion.

The highly anticipated hospital is so large that the Alberta Childrens’ Hospital, which EllisDon also built, could fit in the basement. Designed by Kasian Architecture, the hospital and surrounding courtyards will cover some of the 44-acre site. The hospital was built using leading-edge Building Information Modelling (BIM) technology, an innovative method to seamlessly bridge communication within the architectural, engineering, and construction industries with 3-D modelling software.

With BIM, digital representations of all stages of the building process simulate real-world performance, streamlining workflow, increasing productivity, and improving quality. The students, teachers, and parents said that it was an honour to tour such a monumental site.

Following the tour, CGCA hosted refreshments, provided hamburgers and snacks for students, parents, and teachers at the site. In partnership with the CGCA, Calgary Fasteners and Tools generously donated $100 gift certificates that were given to each student that was awarded “Top of the Class.” CGCA president Terry Bateman (Bird-Graham joint venture) closed the evening by thanking everyone for coming. Terry congratulated all of the top students and wished them well in their studies and their future, many of whom will be the future builders of Calgary.

Alberta Construction Magazine | 79

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safety beat

Start the conversation about safety today

by Megan Stitchman Workers’ Compensation Board—Alberta Heads Up ad Youthink:WCB Heads Up ad Youthink

7:34 PM

Page 1

PHOTO: WCB-ALBERTA

It was Joe’s first day on the job and he was excited. He wanted to work in construction since he was a kid. He got to work early, his lunch pail, steel-toe boots, and a willingness to learn in tow.

As soon as he saw his foreman, Paul, he was put to work.

“Since it’s your first day, we’ll go with something simple,” Paul said. “We’ll get you to climb up that scaffolding there, and pass over some tools for the boys on the roof. Is that something you think you’ll be able to handle?”

Joe’s eyes followed up the steep steel bars of the tall scaffolding and the building, finally settling on the tiny dots that were the workers on the roof. Then back to the face of his impatient new boss.

“Look,” said Paul. “Are you going up, or do you need an engraved invitation?”

Too afraid to ask any questions, moments later, Joe was climbing the scaffolding. He moved steadily upwards with a pack of tools on his back, his sweaty hands gripping the steel. Suddenly, he stopped and looked down. Way down.

“Why didn’t I say something?” Joe thought. “This doesn’t feel safe.”

For many new and inexperienced workers, situations like this are only too real. Most employers know better than to put a new worker in risky situations.

However, many don’t anticipate that young workers may be too intimidated or scared to speak up. But taking that extra time to listen, they could prevent injuries or even death.

Statistics show that male workers ages 18 to 24 are three times more likely to be injured on the job than other workers.

What’s more, most injuries occur within the first six months of employment.

It’s everyone’s responsibility to ensure that a work site is safe. What may be

4/17/09

You’re new on th

But that doesn’t something doesn’t and co-worker

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common knowledge to the experienced worker may be new information to the young worker or new employee. Take the time to give safety a voice.

As an employer, follow the four A’s to make safety: 1 A part of orientation. Ensure that every new worker knows about safety processes, equipment, and personnel.

2 A part of every day life. Older, more experienced workers should act as mentors. There should always be someone on site who can answer safety questions.

3 An everyday conversation. Make it a habit to talk about safety on the work site.

4 A priority. It’s in everyone’s best interest to make sure young workers are equipped with safety knowledge.

Encouraging young workers to speak up and ask questions can prevent injuries. Let’s see how taking an extra couple of minutes helped Joe: “So,” Paul said. “Do you have any question before you start work?”

“I’m anxious to get up there, but it looks like a really high scaffolding,” Joe replied.

HEADS UP Heads Up is a safety campaign that encourages young workers to give safety a voice in their workplace.

Talking about workplace safety and facing fears can prevent injuries.

For free information, posters, and materials, check out wcb.ab.ca/ workers/heads_up_young.asp.

“Good point,” Paul said. “Let’s get you set up with some gear and a harness to make sure you’re safe. I didn’t even think to tell you about that.”

Make it easy for your workers to speak up for safety. Start the conversation about safety today.

Alberta Construction Magazine | 81

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The polls are open!

Do you know of a project that should be considered for Alberta Construction Magazine’s 2009 Top Projects issue?

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For more information, please contact: chaz osburn, Editor cosburn@junewarren-nickles.com

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the legal edge

when time is of the essence

by Tim Mavko Reynolds, Mirth, Richards, & Farmer LLP

I’m old fashioned (or maybe just cheap), but I like to borrow books and videos from our public library. And when I bring them back a couple of days (or…ahem…weeks) late, the worst that happens is that I have to pay a couple of bucks.

Compare that to dashing into an airport five minutes late for a flight. Nothing will get you on a plane that’s already in the air. And depending on the airline and the ticket, you may have lost your fare too.

Clearly, different deadlines have different consequences.

We build all sorts of deadlines into construction contracts. There are starting dates, interim milestone dates, notice dates, and, of course, completion dates.

Depending on the contract, some of these deadlines may be more important than others, and depending on the circumstances, missing some of these deadlines may have much more serious—and costly—consequences.

At the simplest level, a deadline in a contract is a term of that contract. Missing the deadline means breaching the contract. And the law says that someone who breaches a contract must pay for the losses that reasonably result from the breach.

This might mean a few dollars for something minor (missing an early meeting), or thousands or even millions of dollars for a significant delay (missing a plant startup). Indeed, construction contracts often have detailed delay and liquidated damages provisions to deal with the fallout of missed deadlines.

What the law does not say, however, is that a missed deadline automatically ends a contract. Put another way, the innocent

party cannot usually just walk away from the contract just because the other side is late. If money can compensate for the delay, then the contract will usually continue. The late party might have to pay damages, but the other party will still have to carry on to the end.

But in some cases, missing a deadline destroys the very benefit of the contract itself, making it meaningless to continue.

And sometimes the parties themselves intend that if a deadline is missed, the contract can come to an end. In such cases, time is considered to be an essential term of the contract.

In those cases, where we want time to be such a fundamental and essential term, we have magic words we put into contracts to remove all doubt: “Time is of the essence.” When we see these words in a contract, we know that the parties are deadly serious about the deadlines.

Here is an example. The case is Howell v. Ridge View Development & Holding Co. It involved a contract to build a house.

The contract said, as house building contracts often do, that the house was to be completed and ready for possession by a specified date. The parties also agreed, as part of the contract, that time was to be of the essence.

To pay for the house, the new owners got mortgage financing. But the financing was conditional on the builder finishing the house on time. If the house were late, the bank could cancel its commitment.

Well, the builder was late—by about a month and a half. The bank cancelled the mortgage commitment, so the owners could not pay. To make matters worse,

they weren’t able to sell their previous home. So they refused to complete the deal and pay for the house.

The builder sued. His position was that, although he was late, he had given reasonable notice and the owners were required to complete the purchase and take the house. When they failed to do so, he argued, they were in breach of the contract.

What the law does not say is that a missed deadline automatically ends a contract.

Alberta’s Court of Appeal found that the builder’s failure to finish on time constituted a fundamental breach of an essential term of the contract. By agreeing in the contract that time was of the essence, the owner and the builder had attached considerable importance to the deadline. Moreover, missing the deadline in this case had serious consequences. The new owners lost their financing. For both these reasons, the court held the owners were entitled to cancel the contract.

Time, in this case, was of the essence.

Alberta Construction Magazine | 83

time capsule

TIME CAPSULE

Clarke Stadium

PHOTO: CITY OF EDMONTON ARCHIVES

Long before there was Commonwealth Stadium, Clarke Stadium was the home of the Edmonton Eskimos football team.

The dream of Clarke Field—named after twotime Edmonton mayor Joseph Clarke—began after the city acquired 26 acres in east-central Edmonton on a long-term lease in 1930. According to the City of Edmonton’s archivist, Michael Payne, Clarke led a campaign for a new sports field, and by 1935 as mayor, Clarke had the clout to push an even more ambitious plan for a stadium and athletic park forward.

Clarke’s plan, according to Payne, required both money and lobbying to secure support from different sports organizations. He says that newspaper reports in 1938 indicated that the city had spent about $46,000 on the various facilities in the park, including recent expenditures of about

84 | September/October 2009

$7,000 for a football stadium with bleacher seating for 2,040 people, dressing rooms for home and visiting teams, and parking for spectators’ cars.

Clarke Stadium served the city and the Eskimos—the Grey Cup teams of the 1950s with players like Normie Kwong, Rollie Mills, and Don Getty—well. According to Payne, a new west grandstand was built in 1954 that raised seating capacity to 20,667. Seven years later, Clarke Stadium underwent another expansion that included 5,500 additional seats.

As was the case with other fields, Clarke Stadium did not limit itself to football games. It also played host to the Canadian Track and Field Championships as well as other events like rugby and soccer games.

The stadium was the Eskimos’home until Aug. 23, 1978, when the team moved to Commonwealth.

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Construction of a new set of bleachers nears completion in 1949 at Clarke Stadium.

Alberta Construction Magazine | 85

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www.singletouch.com 86 | September/October 2009

Aecon Infrastructure Group. . . . . . . . . . . . . . . . . . 58 Alberta Construction Safety Association. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . inside back cover Alberta Motor Association. . . . . . . . . . . . 26, 27 & 67 ATB Financial. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Beaver Plastics Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . 78 Bobcat Company. . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Bolt Supply House Ltd. . . . . . . . . . . . . . . . . . . . . . . 25 Brock White Construction Materials. . . . . . . . . . 76 Cad Worx Warehouse Inc Inc. . . . . . . . . . . . . . . . . 31 Cal-Gas Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Cana Construction Co Ltd. . . . . . . . . . . . . . . . . . . . 15 Canada Brokerlink Inc. . . . . . . . . . . . . . . . . . . . . . . . 42 Canadian Welding Bureau. . . . . . . . . . . . . . . . . . . 54 Canadian Western Bank. . . . . . . . . . . . . . . . . . . . . . 46 Canessco Services Inc. . . . . . . . . . . . . . . . . . . . . . . . 32 CanSource Lifts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Carmacks Enterprises Ltd. . . . . . . . . . . . . . . . . . . . 62 Christian Labour Association of Canada. . . . . . 50 Cloverdale Paint. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50 Concrete Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Concrete Solutions Inc. . . . . . . . . . . . . . . . . . . . . . . 68 Consolidated Gypsum Supply Ltd. . . . . . . . . . . . 72 CORD WorleyParsons. . . . . . . . . . . . . . . . . . . . . . . . 46 Davidson Enman Lumber Ltd. . . . . . . . . . . . . . . . 85 DFI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Dicks Boiler Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Double Star Drilling Ltd. . . . . . . . . . . . . . . . . . . . . . 58 Durabond Products Ltd. . . . . . . . . . . . . . . . . . . . . . 33 Electrical Contractors Association of Alberta. . 63 EllisDon Construction Services Inc. . . . . . . . . . . 16 Emco Corporation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Graham Group Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Hertz Equipment Rental Corp. . . . . . . . . . . . . . . . 49 Icynene . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 IVIS Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Lafarge Construction Materials . . . . . . . . . . . . . . . . 7 Laird Plastics (Canada) Inc . . . . . . . . . . . . . . . . . . . 54 Land Measurement Systems Inc. . . . . . . . . . . . . . 46 Lloyd Sadd Insurance Ltd. . . . . . . . . . . . . . . . . . . . 62 LMS Reinforcing Steel Group. . . . . . . . . . . . . . . . . 14 Mantei Woodcraft Ltd . . . . . . . . . . . . . . . . . . . . . . . 22 Merchandise Mart Properties Inc. . . . . . . . . . . . . 21 Mount Royal College . . . . . . . . . . . . . . . . . . . . . . . . 82 Northern Alberta Institute of Technology. . . . 13 Northland Construction Supplies. . . . . . . . . . . . . 11 On * Site Equiupment. . . . . . . . . . . . . . . . . . . . . . . . 42 Owens Corning Canada. . . . . . . . . . . . . . . . . . . . . . 57 Petro-Canada . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 Pockar Masonry Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . 24 Polaris Laboratories LLC . . . . . . . . . . . . . . . . . . . . . 10 Proform Concrete Services Inc. . . . . . . . . . 32 & 71 ProstAid Calgary Society. . . . . . . . . . . . . . . . . . . . . 82 Rev Drill Sales & Rentals, Inc. . . . . . . . . . . . . . . . . . 66 Reynolds Mirth Richards & Farmer LLP . . . . . . . 58 Singletouch. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Skyjack Inc . . . . . . . . . . . . . . . . . . . inside front cover SMS Equipment . . . . . . . . . . . . . outside back cover Sound-Rite Acoustics Inc . . . . . . . . . . . . . . . . . . . . 45 Spatial Technologies Partnership Group . . . . . 41 Steels Industrial Products Ltd. . . . . . . . . . . . . . . . 71 Tenaquip Ltd. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 TIC - The Industrial Company . . . . . . . . . . . . . . . . 37 U F A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Volvo Rents Construction Equipment. . . . . . . . 50 Williams Engineering Canada Inc . . . . . . . . . . . . 22 Williams Scotsman of Canada Inc . . . . . . . . . . . . 24 Workers’ Compensation Board-Alberta. . . . . . 30

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