BMO CENTRE
JOHN KNAPPETT, PRESIDENT, KNAPPETT PROJECTS
VIBI AWARDS OF EXCELLENCE – VICA WINNERS | TECHNOLOGY
06 Connections
Knappett projects president John Knappett is a well known figure in the construction industry. After more 40 years, the company he founded has distinguished itself with the construction of many landmarks around Vancouver Island.
08 Feature Project
After a $500 million expansion, the BMO Centre in Calgary is now the largest convention centre in Western Canada. The project came in on time and on budget.
11 VIBI Awards of Excellence - VICA Winners
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Cover Photo
The new BMO Centre is a stunning new landmark in Calgary’s Stampede Park. Courtesy of CMLC.
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A significant project that recently completed was the new $39 million Canfor Leisure pool in Prince George. The city is also seeing strong residential development, which has increased significantly over the last few years. Earlier this year, the city reported 2022 saw record-high building permit values at a little over a quarter of a billion dollars.
“In Prince George, we don’t have as many capital projects but residential is very busy,” says Bryant.
The NRCA represents 211 members including general and trade contracting companies, manufacturers, suppliers and professional service providers.
The association covers the largest geographical region in B.C., spanning from Williams Lake to the Yukon border and from the Alberta border to the West Coast.
IWhen Scott Bone announced his retirement in 2022, he encouraged Bryant to put her hat in the ring. He was at the helm of the association as CEO for seven years.
“Given my combined knowledge of business development and the construction world, I thought the position was a good fit,” says Bryant, who just completed her bachelor’s degree in marketing at UNBC in April and is now working on a post-graduate certificate in non-profit management at SFU.
While Bryant juggles a range of industry priorities, the issue of prompt payment is a major focus for the association.
demand grows. The situation is particularly acute in northern B.C. with the large number of major projects and small population.
Labour reports indicate B.C. will be short 23,000 skilled workers by 2029.
“ Our focus is filling that labour shortage and helping our members become employee of choice so that we can attract more people to the construction industry,” says Bryant.
t is always a pleasure for us to join in the celebration of the best in construction. The hard work and innovations that result in stunning buildings and critical infrastructure deserves recognition.
“ We are a staff of three and being a small team, we have to work twice as hard to pull off what we need to do to serve our members,” says Bryant, who knows the region well.
Born and raised in Prince George, Bryant was exposed to the construction industry at an early age through her grandfather. He had an electrical contracting company called Bryant Electric which he founded in 1960.
“I grew up in the industry and was involved in estimating and project management in both construction and manufacturing,” she says.
This year, the Vancouver Island Construction Association (VICA) joined two other associations to launch the inaugural Vancouver Island Building Industry Awards. VICA, along with Urban Development Institute — Capital Region and the Canadian Home Builders Association — Vancouver Island, brought together the construction and development sectors to celebrate the region.
A total of 47 awards were handed out. VICA presented 13 awards and all those winners are showcased in this issue. We have worked with VICA
Before joining NRCA, Bryant was an account executive at Bell Mobility. She knew many of the NRCA members by offering services and education through an affinity partnership with the association.
closely for the past five years since they began the VICA Awards and we are proud to continue the tradition with this new awards platform.
“One of the top priorities province-wide is prompt payment,” she says. “It’s an important piece of legislation that’s been tabled time and time again. We are working to push that boulder uphill to see if we can get the attention of the provincial government. Construction is one of those industries where it can take up to 120 plus days to get paid. It’s time that changes.”
The association launched its Women in Construction committee last year to address barriers that prevent women from getting into and staying in the construction industry. One of the initiatives was to host a construction camp last summer to provide young women with practical hands-on skills and other training.
Also inside this issue is our focus on technology. Efficiency and productivity continue to be challenges in the industry. The construction industry needs to push innovation, digitization, and automation. Experts share insights into artificial intelligence, digital twin and the internet of things.
Procurement practices are another area of concern where the construction industry continues to call for accountability, transparency and fairness.
“Contractors are bidding on prices good for seven days and the tender doesn’t get decided on for nine days so by the time the contract is awarded, those prices are out of date. That’s how volatile it is,” says Bryant.
Another amazing project worthy of attention is on our cover — the newly opened BMO Centre in Calgary. With 565,000 square feet added, the convention centre is now the largest in Western Canada and the second largest in Canada. The world-class venue allows the city to host larger conventions and meetings, bringing in important tourism and investment dollars. The BMO Centre expansion is a key part of the goal to revive the area of east Victoria Park, transforming it into the Culture and Entertainment District. Read about the striking architecture and construction efforts to bring this project to reality.
Of course, labour shortage remains a pressing challenge and will increase in severity as project
“ We conducted a high school youth building program where women came together to build a shed — planning, project management and construction,” says Bryant. “We will auction the shed at the awards gala. It’s an opportunity for them to take pride in the project.”
As the number of industry veterans hang up their hardhats over the next decade, recruitment and retention of skilled tradespeople from all underrepresented groups will be critical.
Cheryl Mah Managing Editor
“ We need to really empower our equityseeking groups, who are actively involved in construction or who want to be involved in construction, to see that it is a career choice. It’s not a boys’ club anymore. We’re looking at an equal and open environment,” says Bryant.
LOCAL EXPERTISE
BY CHERYL MAH
TThe Vancouver Island construction market is busy — just ask John Knappett.
“ We’re very busy,” says the president of Knappett Projects Ltd. “We’re working on about $300 to $400 million in projects around the island - new fire halls, large multi-family residential, social housing.”
After more than four decades in business, Knappett Projects has distinguished itself with the construction of many landmarks around the island, including Victoria Police Station, The Railyards, Craigflower Community and Performing Arts Centre, McLoughlin Point Wastewater Treatment Plant and UVIC’s First Peoples House.
Diversity has been important for surviving the market cycles and is helping to minimize the impacts of the current market conditions.
“On an island, you have to be able to do a diverse group of projects. If you specialize, that will dry up. We do a wide range of projects and have
a wide range of skills in the company,” says Knappett, adding that while business is good, challenges exist. “We went through a few challenging years with COVID. Then we’ve had business challenges since then because of the rampant inflation in the construction industry and the changing realities of higher interest rates and cost increases.”
Contractors are facing huge cost pressures on every facet of the industry and managing project budgets have become extremely difficult, especially when it comes to building materials.
“Some firms are falling behind because they haven’t managed the costs well. And a lot of what we put into buildings are imported and we have no control over those costs,” he says. “The good news is the costs are not accelerating like they were a couple of years ago.”
Knappett knows construction, coming from a family of builders and entrepreneurs. His father was a civil engineer and his grandfather was a car-
penter. He has also served on many boards over his career including the Construction Safety Network, Vancouver Island Construction Association, the Canadian Construction Association, Chamber of Commerce, and the Civic Heritage Trust.
“I’m proud to have served a career in the construction industry and contributed to the industry where I could,” he says.
Born in Comox, Knappett first attended BCIT to study geomatics before going on to complete his civil engineering degree at UBC in 1979. During his schooling, he worked summers at Underhill Engineering, a consulting engineering firm and Dura Construction, a Victoria-based construction company, cutting his teeth on projects around the province.
“After graduation, I went to work for Dura Construction full time and worked all over the province on a variety of projects. I quickly became a construction superintendent and then director of operations,” recalls Knappett. “When the recession hit in 1983, Dura downsized and I decided to strike out on my own.”
Working from his basement, he founded Knappett Construction which is now known today as Knappett Projects.
“Most people in my family are entrepreneurs so I guess business is in my DNA. I was 28 years old and never considered failure,” he says.
The company’s first project was an ambulance station and then a highway bridge. From there, the company has grown steadily with the number of projects completed totalling more than 700 today.
Projects over the years have included public institutional buildings, civil works, major industrial buildings, multi-family, social housing, commercial, heritage building renewals, building additions and upgrades. A typical project size for the company is usually in the $5 million to $50 million range.
The largest project to date was the $110 million 443 Helicopter Squadron. Located at Victoria International Airport, it is the largest single building on Vancouver Island consisting of an operations headquarters and large maintenance hangar. The 220,000 square foot facility houses helicopters for the 443 (Maritime Helicopter) Squadron branch of the Department of National Defence.
“ That project was very challenging with a lot of features not normally seen in construction,” says Knappett.
Undertaking challenging projects has earned the company many industry accolades such as multiple awards from the Vancouver Island Construction Association. At the inaugural 2024 Vancouver Island Building Industry Awards, the company added more hardware to its boardroom by winning the prime contractor award for The Cove at James Bay, a purpose-built luxury rental residential project.
“ We were very pleased to have been chosen for recognition by our peers for the excellent work on the Cove at James Bay project,” says Knappett, crediting a strong design and construction team for successfully delivering the vision of the project owners, Starlight Investments. “This infill project on Michigan Street in the James Bay area of Victoria resulted in 24 units of much needed family
housing at street level and adds very nicely to the style and continuity of the community.”
An exceptional team of project managers, estimators and 200 hourly employees has been key to the company’s success. Many are long-term employees who have been with the company more than 20 years.
At 69, Knappett is slowly moving away from the day-to-day operations, but he remains an important resource for the team through mentoring and problem solving issues.
“ We have another generation coming up. My son and daughter are both project managers in the company,” he says. “Roger Yager joined the company 35 years ago and he will assume the presidency over the next year or so. We have a strong team and I think we have a bright future with the young talent that we’re bringing into ownership.”
Knappett says success has also come from many long-term and repeat clients and being selective.
“ We do what we say we’re going to do. We’ve got numerous clients that trust us. Owners can rely on
us to deliver a project that is going to meet their financial and quality goals,” he says. “We’ve grown to be one of the strongest firms in B.C. and we’re very proud of that. Last fall was our 40th anniversary.”
Another area of pride for the company is training and apprenticeship. Hundreds of apprentices have been mentored into certified journeyperson over the years. “We’re noted for our training. We currently have 40 apprentices. Most of our staff came up through co-op programs that we sponsor,” says Knappett. “There is a huge need for trained people in the industry and everyone is competing in a limited pool of talent. Construction has limitless opportunities but people don’t think of construction.”
As for the future, the company is focusing on continued growth. “We’re looking forward to expanding where opportunities arise. There are aging infrastructure and seismic upgrades needed. The rental and housing markets are strong with all the government incentives so lots of opportunities coming. I just wish I was 29,” he says.
Top: The $110 million 443 Helicopter Squadron, located at Victoria International Airport, is the company’s largest project to date.
Bottom: The Alex & Jo Campbell Centre for Health and Wellness at Camosun College earned Knappett a 2021 VICA Award.
A WORLD-CLASS EXPANSION
BY CHERYL MAH
After decades of planning and three years of construction, the BMO Centre at Stampeded Park in Calgary has opened its doors. The expansion adds 565,000 square feet, pushing the total building footprint to more than 1 million square feet.
The venue is now the largest conference facility in Western Canada, offering more than 100,000 square feet of new exhibition space, 38 new meeting rooms, and two new ballrooms — the largest in the province. The Tier 1 world-class convention destination will allow the city to compete for larger meetings, conferences and convention business, attracting national and international visitors.
Located in the heart of the emerging Culture + Entertainment District, the scale and impressive architectural details of the centre make it a visually stunning new landmark.
The vision from the outset was to design a facility that “pushes the boundaries of convention centre design and experience,” according to Kate Thompson, president and CEO of Calgary Municipal Land Corporation (CMLC), development manager for the project.
The building design by Stantec, Populous and S2 Architecture marries function, form and thoughtful design, raising the bar for the next generation of convention facilities.
“Creating a venue to develop meaningful and memorable experiences was top of mind for BMO Centre, so we were proud to work alongside all our partners to bring this vision to fruition,” says Michael Lockwood, senior principal at Populous. “BMO Centre sets the precedent for future convention centres, while engaging and enriching the community of Calgary.”
To blend in with the existing BMO Centre, the expansion is comprised of a brick base and then
The venue is now the largest conference facility in Western Canada, offering more than 100,000 square feet of new exhibition space...
climbs three-storeys with a distinctive copper-coloured cladding. A sweeping roofline with a 170foot curved canopy stretches over the outdoor plaza on the south side of the building. The sprawling 100,000 sq.ft. community plaza offers a year-round gathering space and features retail, cafe, a pavilion and public art installations.
“BMO Centre breaks the dated stereotype for convention centres by offering year-round, communal gathering spaces for the public to congregate and enjoy, while serving as a crown jewel of the city for those visiting for business,” says Adam Paulitsch, principal at Populous.
The design team drew inspiration from Calgary and the surrounding prairies such as the sculpted riverbanks of the Bow and Elbow Rivers, the rolling foothills that transition into the Rocky Mountains, and the history of the Calgary Stampede.
One of the convention centre’s most striking features is the 25,000 sq. ft. central gathering space dubbed The Exchange. It is anchored by Canada’s largest indoor fireplace, a 70 foot tall, copper and blackened steel piece of art.
Interior spaces are bright, open and offer flexible ballrooms and meeting rooms. Meeting rooms are organized into self-contained neighbourhoods
with dedicated amenities such as restrooms, breakout areas, pantries, and back-of-house facilities.
Among the centre’s many sustainable attributes are passive design strategies for cooling and heating, renewable energy and rainwater harvesting.
Following demolition of the aging Hall A and the Stampede Corral, 40,000 tons of debris was removed from the site. Ninety-four per cent of that construction waste (nearly 34 million kilograms) was diverted from the landfill and recycled for use in other projects.
PCL Construction broke ground in 2021 and reached substantial completion in March 2024. Despite the scale and complexities of the project and the global pandemic, the centre came in on time and on budget. According to CMLC, the project was able to avoid many of the supply chain and inflationary issues through well-timed tendering cycles.
“It’s a unique structure with complex architectural geometry, which made it fun to work on. The entire project team felt a huge sense of pride over the completion of this iconic new landmark building,” says Keith Bowers, PCL construction manager. “I’m proud of our PCL team and the broader team for what we achieved together.”
With its distinctive copper-coloured cladding and sweeping roofline, the BMO Centre is a stunning new landmark in Calgary.
3D modelling were key as well as careful coordination of the fabrication and delivery of the steel.
The canopy structure, one of the more complex systems of structural steel on the building, is a spine of trusses that start at more than 30 feet deep. It tapers down to less than three feet deep at the tip, taking the complex, sloping, curving shape, and turning it into a series of simpler shapes. No two trusses in the canopy structure are alike.
Heavy structural truss configurations were required for the stacked system of exhibition halls at ground level, meeting rooms and amenity spaces at level 2 and the third floor ballroom level.
The upper floor structures and elevators are sized to accommodate a full-sized pickup truck driving almost anywhere within the building, including up to the third floor ballrooms — providing an incredibly flexible system for the Calgary Stampede.
One of the primary design considerations was that the design loads be heavier than normal to allow the Calgary Stampede the flexibility to host almost any event. That was achieved with the design loads two, three, and four times higher than that of a typical assembly building.
Among the many challenges on this complex project were a demanding schedule, a tight downtown site and integrating the expansion into the existing structure.
Maintaining the operation and access of the BMO Centre for events during construction was also a priority. To minimize business disruption, a new 100,000 square foot exhibition hall, known as Hall F, had to be constructed on the north-eastern side of the site, which was completed in 2020.
“ The BMO Centre continued to host events throughout construction, so it was imperative for the construction team to minimize our impact on client operations. The project team work diligently to maintain flexibility with the evolving client needs and maintained the philosophy that the show must go on,” says Bowers.
Another challenge was the project required a large percentage of the work to be completed at heights.
“Over 150 aerial work platforms had to be strategically utilized throughout all levels during the peak of both the interior and exterior finishes stages,” says Bowers.
Originally opened in 1982, the BMO Centre has undergone two previous expansions in 2000 and 2009. This current expansion ensures Calgary has a world-class convention centre that serves the community and attracts investment and tourism dollars.
The centre has already hosted its first event and has more than 500 conventions and events booked in the space as far as 2030. The BMO Centre is expected to generate $267 million annually.
During peak construction, close to 600 workers were on site, six days a week. Nearly 5,000 workers put in 2 million hours to complete construction of the facility.
The massive steel superstructure required close to 10,000 metric tonnes of steel, which was installed in 11 months. In the ballrooms, steel spans
are up to 180 ft. long and 20 ft. deep, allowing for an impressive column-free space.
The engineering team of RJC Engineers and Magnusson Klemencic Associates, working with steel subcontractors Walters Group, was challenged to find innovative solutions for the structurally complex building. Extensive pre-planning and
“ The expanded BMO Centre is unique to Calgary, unique to the Calgary Stampede and unique to the industry. This is an architectural icon as well as a community gathering place, and Calgarians can be proud that we built this second-to-none facility right here in the heart of The Culture + Entertainment District,” says Calgary Mayor Jyoti Gondek.
The Exchange Bar (top) and meeting spaces (bottom) are some of the beautiful new spaces inside the centre.
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BRINGING INDUSTRY TOGETHER
Finally, a stage deserving enough to celebrate the accomplishments of Vancouver Island’s construction industry.
For 2024, the VICA Awards have joined forces with the Urban Development Institute — Capital Region (UDI-CR) and the Canadian Homebuilders Association — Vancouver Island Chapter (CHBAVI) to form the Vancouver Island Building Industry (VIBI) Awards. The VIBIs celebrate the construction and development sector on Vancouver Island, bringing together the island’s most recognized and influential contractors and developers under one roof for an evening of camaraderie and recognition.
In this new format, VICA presented 13 awards specific to the ICI, civil, and multi-residential construction industries. Returning categories for 2024 include the highly competitive Woman in Construction of the Year Award, the U40 Person of the Year, Employer of the Year, and our VICA Member of the Year winners. Our 2024 U40 Person of the Year, Connor Bernabe of PCRE Group, stood out among this year’s submissions, receiving high praise from our panel of judges as well as the VICA membership for his already exceptional career despite his relatively young age.
Of course, VICA’s project awards were included,
Vancouver Island’s built environment. For 2024, we had seven award-worthy submissions for our Prime Contractor Award — Over $10 Million category, with EllisDon & Kinetic Construction’s (joint venture) University of Victoria Student Housing and Dining Project taking home the hardware. Despite the strong submissions for this category, which included several projects worth over $100M, the Student Housing and Dining Project demonstrated the highest level of building performance. It achieved Passive House certification, exceeded Step 5 of the BC Step Code, and diverted 91.7 per cent of waste thanks to the implementation of a comprehensive Waste Management Plan.
Sponsored by Fortis BC and Concert Properties, the VIBI Award Gala was held on June 1st in Victoria at the historic Crystal Garden and was hosted by CHEK News Anchor Paul Haysom. Over 350 industry members attended, marking it as one of the largest construction industry-specific events on Vancouver Island. We are very much looking forward to 2025 as we build on the momentum of the success of our inaugural event.
Lastly, I would like to extend a sincere thanks to our judging panel. This year’s panel of judges consisted of industry veterans Katy Fairley of Fairley Strat-
Advisory Services, and Jac-Lyn Mickelson, VICA board member.
On behalf of the VICA staff, board, and our membership, congratulations to all the nominees and award recipients. We are already looking forward to next year’s awards!
Rory
Kulmala
TRANSFORMING STUDENT HOUSING
BY CHERYL MAH
PRIME CONTRACTOR AWARD OVER $10 MILLION
UVIC Student Housing and Dining EllisDon Corporation and Kinetic Construction (JV)
A NEW STUDENT HOUSING facility at University of Victoria (UVic) is setting a new standard for campus living and sustainability.
The Student Housing and Dining project is an ambitious project that provides much needed housing and a new dining facility for undergraduate students on campus. The design by Perkins and Will meets rigourous sustainability and energy efficiency standards. It is the university’s first Passive House project and one of the largest Passive House projects in Canada, resulting in significant efficiencies that exceed Step 5 of BC’s Energy Step Code, and reduce the net carbon footprint by 90 per cent.
The 346,000 square foot project, comprised of two multi-storey buildings, is the largest capital development at UVic since a new Campus Plan was completed in January 2016.
The project, delivered by Ellison and Kinetic Construction in joint venture, was completed in two phases from July 2018 to July 2023.
The eight storey building, named Cheko’nien House, contains a 600-seat exposed mass timber dining hall, a commercial kitchen and 398 bedrooms. The 11 storey building, named Sngequ House, contains two 235-seat tiered lecture theatres, a conference centre, 385 bedrooms and an Indigenous student lounge.
Design and construction of the new buildings meet Leadership in Energy and Environmental Design (LEED) V4 Gold and Passive House standards. Cheko’nien House is the largest Passive House building of its kind in Canada.
The almost entirely electric powered building operation has dramatically diminished the use of fossil fuels, and the building envelope design allows for optimal regulation of thermal comfort and exceptional indoor air quality. Additionally, the incorporation of passive solutions has significantly reduced the amount of energy used, making the facility highly energy-efficient and environmentally friendly.
The project also showcases a massive scale of building automation systems integration. Houle ensured optimal functionality with more than 1,000 building automation controllers, effectively overseeing several thousand directlyconnected and BACnet building automation points.
A mix of natural and mechanical ventilation using high efficiency heat recovery ventilators, as well as both manual and automatic operable windows, dramatically reduces energy consumption while maintaining comfort. These buildings are expected to use 75 per cent less energy for heating and cooling and at least 50 per cent less overall energy than a typical North American building.
The project also boasts one of the largest Passive House certified commercial kitchen. It features electric equipment instead of industry-standard, gas-based equipment. The new Cove dining hall seats 600 inside and another 100 outdoors.
Both student residences are predominantly cast-in-place concrete, incorporating wood with a mass timber podium in Cheko’nien House and interior wood finishes in both buildings. The use of mass timber as a primary building material has also significantly offset the project’s carbon footprint.
A new plaza between the buildings features a water fountain, Indigenous plantings and seating areas. The area also functions as a stormwater detention facility with a capacity of 180,000 litres of water.
The construction successfully diverted 91.7 per cent of waste, thanks to the implementation of a comprehensive waste management plan.
A dramatic improvement from the former aging facilities, the new complex addresses the shortage of rental housing and ensures students have exceptional accommodations to enjoy campus life.
PRIME CONTRACTOR AWARD UNDER $5 MILLION
Island West Coast
Developments Cowichan Lake Physio (Lake House Physio & Therapy)
LAKE HOUSE PHYSIO & THERAPY in Cowichan Valley is a stunning facility spanning an impressive 4,456 square feet. This state-ofthe-art office is thoughtfully equipped with multiple inviting seating areas, a fully-equipped gym, and a spacious, contemporary kitchen.
This custom-built facility, designed with a stunning Westcoast theme, offers residents a comprehensive range of physiotherapy, IMS, and massage therapy treatments aimed at rehabilitating injuries and promoting overall wellness.
Inspired by nature, the clinic provides a serene environment conducive to healing, allowing patients to embark on their journey to recovery in a tranquil setting.
The project opened its doors in spring
2023 and was delivered by Island West Coast Developments (IWCD). With its commitment to both aesthetics and functionality, the Lake House Physio & Therapy clinic stands as a testament to IWCD’s dedication to delivering exceptional projects that enhance the wellbeing of communities.
The Lake House Physio & Therapy clinic showcases innovative design and functionality, utilizing concrete tilt-up building techniques and a wood-framed roof to create a spacious and modern facility. Inside, patients are greeted with eight exam rooms, a generous gym area, and a cutting-edge physio and exercise room, catering to a wide range of rehabilitation needs.
With the community’s well-being in mind, the clinic features a welcoming reception
PRIME CONTRACTOR AWARD $5 TO $10 MILLION
Knappett Projects The Cove at James Bay
NESTLED RIGHT NEXT to James Bay and Downtown Victoria, The Cove at James Bay is a collection of townhomes that offer an elevated rental experience with an array of thoughtful amenities.
The purpose-built luxury rental residential project consists of a 24-unit stacked townhome block with 12 studio
units on the gr ound floor and 12 two-level units on the upper two floors. Rooftop decks are featured on the top level of each. The project was built on a constrained infill site and situated between two hi-rise structures used as rental housing. Two additional buildings for bike storage and waste collection were built for the use of the rental property.
area, fostering a sense of warmth and comfort for visitors. Ample parking and bike racks ensure convenient access for clients, while a thoughtfully designed office space includes a cozy kitchen area for staff to recharge. Additionally, the clinic’s versatility is highlighted by an available CRU space, offering potential for further community engagement and service offerings.
The townhome structures consisted of cast-in-place concrete foundations and stick-built wood framing. The exterior was finished with fiber-cementitious lapboard and panel siding, PVC windows, SBS membrane roofing, and vinyl decks. The landscaping featured rain garden pools and
Knappett president John Knappett credits a strong design and construction team for delivering the vision of the project owners, Starlight Investments.
Knappett Projects was very pleased to have been chosen for recognition by our peers for the excellent work on the Cove at James Bay project,” he says. “This infill project on Michigan Street in the James Bay area of Victoria resulted in 24 units of much needed family housing at street level and adds very nicely to the style and continuity of the community.”
ELECTRICAL CONTRACTOR
Houle Electric Central Victoria Veterinary Hospital
THE BRAND-NEW, 19,500-square-foot, threestorey, state-of-the-art Central Victoria Veterinary Hospital will bring innovative and much-needed medical care to pets within the Greater Victoria region. The new build replaces the previously undersized facility, providing specialized medical treatment options and the only 24-hour emergency service in the area.
The new hospital offers specialized vet services including cardiology, an MRI machine, and a linear accelerator for radiation therapy. Houle delivered the entire electrical installation for this project which included installing a 200kW generator to support the 24-hour operations, a flexible lighting control system to optimize energy efficiency, an MRI with cooling technology, and EV chargers to support the changing needs of clients. They also provided temporary power throughout construction for the trades on-site.
In order to ensure the successful delivery of a complex, multi-trade installation, Houle collaborated directly with the general contractor and other trades. To ease the process, Houle’s team pre-planned how their conduit and cable trays would fit alongside water lines, gas lines, oxygen, and more, and how to ensure it would all be accommodated within the
SUBCONTRACTOR AWARD
limited ceiling space. Collaborating with the other trades on planning documents ensured that all mechanical and electrical services would fit and be concealed inside the available space provided.
The existing facility had to remain operational throughout the construction of the new facility. Houle worked directly with the hospital to
RKM Crane Services Vestas Windfarm
IN JUNE 2023, RKM Crane Services Ltd was hired to assist the Vestas crews in exchanging nine turbine blades and three gear boxes at the Cape Scott Windfarm in Port Hardy. To complete this task, they brought along their 500-ton crane and a 90-ton support crane. Although there weren’t many physical moving parts involved in this job, they faced numerous challenges.
The road to the site alone was no easy task for the eigh trucks and trailers that were needed to bring the 500-ton crane to the site. Impressive driving skills were needed to navigate the steep and treacherous forest roads. Nearby forest fires, fog banks, and high winds made the operation difficult. The fog banks forced their cranes to be grounded, while the high winds made it impossible to lift the equipment safely.
To ensure safety during the operation, they used tag lines running from the blades to the ground crew. These tag lines were an impressive 300 feet long, allowing the ground crew to control the movement of the blades. The 500ton crane utilized the superlift feature to increase its lifting capability for the 50,000 lb load that needed to reach 80m in the air. The
coordinate a work schedule to minimize the disruption of daily operations.
Despite the fact that this project was executed at the height of COVID-19, Houle was able to mitigate continuously changing protocols and supply chain issues to deliver a successful project for the client. Construction began in April 2019 with the hospital officially opening in August 2022.
gear boxes were located 80 metres above the ground, leaving them with no room for error. Precise positioning and coordination were crucial to replace the gear boxes without any
accidents. Despite the challenges, RKM Crane was able to complete the job successfully and contribute to the maintenance of the Cape Scott Windfarm.
EMPLOYEE OF THE YEAR
Marwa Daer, EllisDon
Marwa Daer is a project manager at EllisDon. Her journey with EllisDon began in 2010, marking the start of a career characterized by growth, leadership, and a commitment to excellence in the construction industry. Marwa’s initial role as a junior project coordinator was part of a 15-month internship program at the University of Calgary’s Energy Environment Experiential Learning (EEEL) project. This early experience laid the foundation for her understanding of construction management, project planning, and the importance of sustainable building practices.
Marwa’s career trajectory at EllisDon is a testament to her strong work ethic, attention to detail, and leadership abilities. She progressed from managing smaller projects to overseeing major initiatives, such as the Cowichan District Hospital Replacement Project, with a project value of $1.1 billion. As the project manager for this significant undertaking, Marwa is leading the construction management of the site works, including civil, landscape, and utilities scopes, with an approximate value of $100M. This project is notable for being the first in Canada to be managed under the Alliance Contracting Model, emphasizing collaboration and innovation.
Throughout her career, Marwa has demonstrated outstanding interpersonal and communication skills, both with clients and peers. Her ability to mitigate risks, balance budgets, and lead teams through pressurized situations has been crucial to her success. She is not only a reliable and self-motivated professional but also highly adaptable, always eager to learn and apply creative problem-solving techniques to her projects.
EMPLOYER OF THE YEAR
CGI Constructors
SUPPLIER OF THE YEAR
Wes - Tech Irrigation
WOMAN IN CONSTRUCTION OF THE YEAR
Ann Squires Ferguson, Western Design+Build
Ann is the CEO and owner of Western Design+Build, a full-service commercial interior design studio, with integrated procurement and construction management.
She has twin degrees in electro-mechanical engineering and interior design. She is past chair of the Vancouver Island Society of Interior Designers, has been elected to the board of directors for the Greater Victoria Chamber of Commerce and sits on both the Ambassador Committee and the Inclusion, Diversity and Equity Advancement Committee.
Ann became CEO of the entirely female owned and operated company in 2017 and since then, has steadily grown the personnel and its services.
She shines as a role model and a wealth of knowledge who works to empower others, personally and professionally. She is also a passionate advocate for women in construction. When she was first diagnosed with cancer, Ann raised $22,000 for Ovarian Cancer Canada.
UNDER 40 OF THE YEAR Conner Bernabe, PCRE Group
Conner is a seasoned professional in the construction industry, distinguished by his unwavering commitment to excellence and drive to achieve outstanding results. His journey in construction began early, characterized by dedication and an exemplary work ethic.
Over the past five years, Conner has spearheaded numerous high-profile projects, including multi-family developments and commercial ventures. As PCRE’s construction manager, Conner completed Royal Bay Retail Village, recognized as the Capital Regional District Commercial Development of the Year. His adept management of stakeholders and unwavering focus on project delivery were pivotal in achieving this prestigious accolade.
Currently, Conner is focused on steering the completion of Royal Bay Vantage Apartments, a pioneering project leveraging innovative offsite construction methods. His visionary leadership and collaborative approach have optimized efficiency and ensured timely project delivery.
Conner epitomizes the next generation of construction professionals, blending technical expertise with a forward-thinking approach to address industry challenges. His dedication to excellence and relentless pursuit of innovation sets new standards for success in the construction sector.
VICA MEMBER OF THE YEAR AWARD
Trades Labour Corp Victoria (1 – 20 Employees)
Brewis Electric Company (21 – 50 Employees)
Anyan Group of Companies (50+ Employees)
SAFETY AWARDS
Durwest Construction Management Inc.
EllisDon Corporation
Hakai Energy Solutions Inc.
Houle Electric Ltd.
IWCD Ltd.
Mazzei Electric Ltd.
Western Grater Contracting Ltd.
WestUrban Developments Ltd.
Using AI to Address the Labour Gap
BY TREVOR SCHICK
The construction industry is facing a daunting challenge: a significant shortage of skilled labour. To say that the construction industry has a labour “gap” is an understatement. It’s more akin to a swiftly expanding chasm. Increases in trade school enrollment, training, and recruitment won’t suffice. What’s needed is transformational change across every aspect of how the industry operates.
The labour shortage is a core component of ongoing construction productivity and growth stagnation. Reversing this productivity decline requires rapid advancements in process innovation, digitization, and automation.
Technology has long been touted as the key to unlocking productivity and growth in construction, as it has done in virtually every other major global industry. Digital transformation promises to increase productivity by 15 per cent, while real-time data utilization can make construction work 50 per cent more efficient. Despite significant investment in construction technology over the past decade, progress in solving labour and productivity problems has been limited.
The industry is inundated with platforms and point solutions to address these issues, yet we’re still only scratching the surface of the data potential and have not significantly improved productivity. We’ve largely shoehorned technology into traditional processes instead of leveraging it to rebuild those processes from the ground up.
Enter artificial intelligence (AI) as the gamechanger. AI has the potential to cut through the noise of construction technology and the data it generates. By collecting vast datasets, identifying meaningful connections and insights, and deploying this intelligence to improve processes, AI can automate redundant tasks, streamline project planning, and de-risk project controls.
Where will we find the workers we need? Gen Z, dubbed “the toolbelt generation,” is entering trade schools and apprenticeships in unprecedented numbers. They are the first digitally native generation, already fluent in technology like ChatGPT. As they join the construction workforce, digitization and technology can attract them to the field, leveraging their tech fluency to drive the industry’s transformation.
However, technology alone won’t suffice unless it’s broadly deployed across the construction process and adopted by stakeholders across the value chain. Before delving into how AI can help, it’s crucial to acknowledge that the goal must be to address pain points and process inefficiencies, not merely install new IT solutions. We’ve identified several client use cases with significant potential to impact the labour shortage:
• AI-enhanced computational design can minimize human error and rework. By leveraging AI to identify conflicts and potential issues in real time, construction teams can save time and labour while ensuring greater accuracy and faster project completion.
• Automation goes beyond direct labour savings to provide nuanced, impactful uses of generative AI. By automating repetitive tasks and reducing human error, AI-driven automation accelerates preconstruction, improves project productivity, and keeps projects on budget. AI can help do it right the first time by overcoming the lack of data and poor communication, contributing to 52 per cent of global construction rework.
• AI-driven scheduling optimizes project timelines, ensuring efficient resource allocation and accurate schedule maintenance in real time. By managing project controls and providing data-driven insights, AI enhances decision-making and profitability.
And, so you ask, will AI take construction jobs? While robots and “cobots” can replace and/or enhance workers’ performance in the field, and technology will undoubtedly be at the heart of how we solve the labour shortage, the future rests squarely on humans’ shoulders, their experience and intelligence, and their ability to use AI as a tool. AI will augment human experience and supercharge the performance of individuals and teams. It will help us connect the dots in our data, and in doing so, it will help us communicate better, make rework a problem of the past, and force us to reconsider how we use labour to begin with. Those who already use AI can deliver better projects faster and more profitably, giving innovators a rapidly accelerating competitive edge. As Harvard Business School’s Karim R. Lakhani aptly puts it, “AI won’t replace humans, but humans with AI will replace those without.”
Trevor Schick is CEO of Slate Technologies, a leading provider in construction management software.
IoT and Smart Surveillance
BY JASON CHIU
In the rapidly evolving landscape of construction, where efficiency and safety are paramount, the integration of cutting-edge technologies has become a game-changer. One such innovation is the seamless fusion of Internet of Things (IoT) with surveillance technologies. This integration empowers construction sites with real-time monitoring, data collection, and analysis capabilities, fostering unprecedented efficiency gains and heightened safety measures.
At the heart of this transformative synergy lies IoT, a network of interconnected devices capable of exchanging data using common protocols. When coupled with advanced surveillance systems such as those offered in today’s market, IoT extends its reach to the physical realm, enabling remote monitoring and control of various construction site parameters in real-time.
Imagine a construction site equipped with IoTenabled surveillance cameras strategically placed to capture every angle. These cameras, equipped with sensors, not only record visual data but also gather information on environmental factors such as temperature, humidity, and noise levels. Through IoT integration, this data is transmitted in real-time to a centralized dashboard or control station accessible to project managers and stakeholders. This provides them with invaluable insights into ongoing operations, allowing for timely interventions and optimization of resources.
Safety is a top priority in the construction industry, and IoT-integrated surveillance systems offer unprecedented capabilities in this regard. For instance, smart cameras equipped with advanced human and vehicle classification algorithms can identify potential hazards such as unauthorized entry into restricted areas, personnel walking in vehicle paths, vehicles moving in the wrong direction, or abnormal movement patterns. Other cameras with PPE detection analytics can alarm if workers enter work areas without wearing hard hats. Thermal cameras capable of capturing heat signatures can provide early warning before a piece of equipment malfunctions. In the event of an emergency, these systems can trigger immediate alerts from network speakers, enabling swift response and mitigation of risks.
ENHANCING EFFICIENCY AND SAFETY
Construction firms recognize the need to enhance operational efficiency and safety at their sites, specifically large construction projects. To address the challenges they are facing, some firms are implementing innovative systems integrating IoT technologies with advanced surveillance capabilities. This has a direct and immediate impact on their efficiency, safety, and overall project management.
Construction firms are tasked with constructing buildings of all sorts including multi-use developments in densely populated urban areas. Projects of
this complexity and scale pose significant challenges in terms of monitoring numerous subcontractors, ensuring adherence to safety protocols, and optimizing the use of resources. Traditional methods of site management and surveillance may prove inadequate, and this can lead to delays, cost overruns, and safety incidents.
Construction firms looking to implement an integrated IoT surveillance system designed to enhance visibility across their construction site and improve data-driven decision-making could consider key components such as:
• IoT Sensors: Deployed across the site to monitor various parameters such as temperature, humidity, equipment condition, and material stocks, sensors on machinery provide realtime data on usage and maintenance needs. These sensors can communicate to cameras using common language such as MQTT, a communication protocol widely used in building management and control systems.
• HD Surveillance Cameras: Installed strategically throughout the site to monitor daily operations and ensure compliance with safety standards, these cameras are equipped with memory and processing power to load and run additional features and functions, such as advanced classification and operational efficiency analytics.
• Wearable Cameras: Beyond capturing footage of accidents or equipment failure requiring legal documentation, wearable cameras are worn to enhance the safety of the site, and the footage can be used for learning and teaching opportunities when it comes to safety, procedures, and best practices. The wearable cameras provide location tracking and a two-minute buffer for recording to capture events before a worker presses record. Long battery and on-the-go charging capabilities maximize convenience and safety for personnel, while providing as much information as possible for site managers.
• Access Control Systems: Utilized effectively, access control systems ensure that only qualified personnel gain entry to specific areas of a building and construction site. For instance, a worker might be denied access to certain parts of the facility if their access control profile does not possess the necessary attributes corresponding to the training required for that area or zone, such as confined space entry or working at heights.
• Advanced Analytics and Detection: Analytics can accurately classify and detect humans and vehicles, paired with additional scenarios such as line-crossing, directional movement, and time in area. These scenario alerts can
be paired with network speakers to issue the appropriate alerts to workers based on the hazards. Camera analytics enhance safety further by detecting the use of personal protective equipment (PPE), which is crucial for the safety of lone workers. Additionally, two-way audio components allow managers to communicate directly with work crews, ensuring compliance with health and safety regulations.
• Remote Surveillance Control Station: A central system collects and analyzes data from IoT sensors and video feeds, using AI algorithms to identify patterns, predict potential issues, and recommend actions.
• Mobile App for On-Site Management: Project managers and supervisors can get real-time alerts, video feeds, and analytics directly on their smartphones or tablets, enabling swift decision-making and communication.
When it comes to implementing a fully integrated system, construction firms could consider phased rollout, starting with a pilot area of the construction site. Initial setup would include the installation of IoT sensors on critical machinery and key locations for environmental monitoring. Surveillance cameras would integrate into the existing security infrastructure along with access control systems and network speakers to minimize disruption. Deploying systems with flexible capabilities that can be expanded by simply uploading software to the cameras allows for easy expansion, often using the same cameras installed for site security to provide additional layers of actionable data.
Training sessions can be conducted for the site managers and staff to familiarize them with the new system. Emphasis here would be placed on how to interpret data from the system control station/data integration hub and make informed decisions to enhance operational efficiency and safety.
CONCLUSION
The successful integration of IoT and surveillance technologies in construction sites not only revolutionizes site management; it also sets a new standard in the industry for leveraging surveillance technology to enhance efficiency and productivity and elevate safety. As construction firms embrace this transformative technology, they are poised to lead the way towards a future where every project is executed with precision, agility, and foresight.
Jason Chiu is the professional services group manager with Axis Canada. He has a background in IT and networking and has spent more than 15 years in the security industry, from being an integrator, consultant and manufacturer.
The Power of Digital Twin Tech
BY DAVID BOWCOTT
In an era defined by rapid changes due to political, financial, environmental, and global health challenges, the construction sector must adapt quickly to maintain its edge. A critical tool in achieving this is the digital twin — a powerful, virtual representation technology easily accessible via the digital devices we’re using on-site daily.
WHAT IS A DIGITAL TWIN?
Applied to the construction and infrastructure sectors, the digital twin is a comprehensive technology platform that merges data across all stages of the built environment—from design and construction to operations. This integration through a unified and federated platform makes the digital twin an indispensable resource for mana ging the myriads of risks associated with external events.
CORE COMPONENTS OF THE DIGITAL TWIN
In the realm of construction technology, various innovative tools are paving the way for more efficient project management and execution. Starting with pre-construction technologies, tools like Building Information Modeling, specification technologies, and budgeting systems provide a foundational framework for upcoming projects. As they progress into the planning stage these scheduling technologies become essential and not only help in planning the timelines but also in verifying and
optimizing schedules to accommodate unforeseen changes.
Project management tech is at the core of the digital twin, facilitating the comprehensive management of projects by involving all stakeholders. Originally employed for document management, these platforms have evolved to become the central repository for all elements of the digital twin. Another critical aspect, supply chain intelligence, allows project managers to prequalify partners and provides real-time insights into supply chain disruptions and pricing, a feature that has grown in importance in light of recent economic fluctuations.
Another component of the digital twin, reality capture technology, plays a pivotal role by enabling frequent digital snapshots of the construction site. This ensures that the project adheres to its plans and helps in identifying costly errors early on in the process. Such technology is especially beneficial for financial officers concerned with verifying work completion before processing payments to subcontractors and suppliers.
The construction phase Internet of Things (IoT) backbone integrates various devices into a unified platform. These devices monitor real-time conditions on the jobsite and can offer predictive analytics, turning a construction site into a dynamic, responsive environment. Additionally, external event monitoring technologies are employed to keep a vigilant eye on external threats
like extreme weather or geopolitical unrest, which could potentially disrupt the jobsite activities.
Finally, the integration of operational phase technologies marks a significant milestone in the lifecycle of a built asset. By merging the operational and construction phases of the project, the digital twin optimizes the total cost of ownership and extends its functionality across the entire lifespan of the asset.
By integrating these components, the digital twin revolutionizes how construction projects are managed. Stakeholders gain enhanced awareness and predictive capabilities, leading to enhanced decision-making. This integration also fosters improved collaboration across projects, supporting more advanced and cooperative procurement models. Ultimately, the digital twin serves to boost productivity, reduce risks, and provide significant societal benefits.
For organizations aiming to efficiently navigate the complexities of modern construction and prepare for future challenges, investing in digital twin technology is essential. It not only equips businesses to address current issues but also prepares them for upcoming demands, ensuring long-term sustainability and success in this consistently competitive environment.
David Bowcott is managing director and coleader, NFP North American Construction & Infrastructure Group.
Downing Tools: Powerful but Risky
BY NORM STREU AND CHRIS HIRST
When a contractor is unpaid under a construction contract, the most satisfying response can be to down tools. From the contractor’s perspective, stopping work has a simple and indisputable logic — “no payment, no work.”
In addition to its underlying logic, downing tools can be effective. First, it exercises the most powerful leverage the contractor possesses. Without the contractor’s continued work, the project cannot move forward. Nothing puts more pressure on the project to respond to a non-payment issue than the cessation of work. Second, it avoids exacerbating the nonpayment issue. If the contractor is unpaid for work already completed, why would it risk completing more work for which it may not be paid.
In many circumstances, stopping work for nonpayment can be contractually justified. Depending on the language of the contract, non-payment that goes to the root of the payment obligations may entitle the contractor to stop work.
However, contractors need to be aware that a stop-work strategy is not without real risk. The contractor can be on the hook for significant damages if it is later determined that relevant contractual provisions were not adhered to, payment was not actually owed, or the non-payment did not go to the root of the contract.
A case in point is the recent decision in Campus Construction Inc. v. Torbear Contracting Inc., 2023 ONSC 6782.
Torbear Contracting Inc. was hired as the prime contractor for the construction of a pumping station in Vaughan, Ontario. Torbear entered into a sub-contract with Campus Construction Inc. where Campus was to provide the material and labour necessary for the installation of high-pressure concrete watermains and sewers.
The dispute arose when Campus claimed they had not been paid for recent progress invoices and had not received confirmation that they would be paid for extra work done. In response, Torbear claimed that Campus had not completed the work in accordance with the schedule set out in the contract.
Campus refused to continue to do work under the contract until it had been paid. In response, Torbear issued a notice declaring that Campus was in default and subsequently terminated the contract.
At trial, the court examined Campus’s requests for additional payment and found that Campus had not complied with the contractual terms when Campus issued a demand for additional payment. Payment terms that Campus failed to comply with included invoices that had not been submitted within a specific time period and the failure to establish that Torbear had been paid by the owner for the work in question. Ultimately, the court de-
Contractors need to be aware that a stop-work strategy is not without real risk...
termined that Campus failed to prove they were owed any money when they issued the demand for payment and eventually stopped work.
In reaching its decision, the Court stated: […] in a fixed price contract, a party that refuses to complete the contract for non-payment of invoices does so at its own peril. In situations where the work performed pursuant to the contract has not been completed for alleged non-payment of work, the contractor or subcontractor must be certain that the payment is due and owing pursuant to the payment terms of the contract and that non-payment goes to the root of the contract to support the decision to not continue with the work. For if that certainty is not present, the contractor or subcontractor puts itself at peril to be liable for breach of the contract in not performing the work as mandated by the contract and be responsible for any damages flowing from the breach to perform the work mandated.
The court found that Campus’s claim for nonpayment was not supported by the evidence. As a result, Campus failed to prove that its inability to complete the contract was due to reasons beyond its control. Therefore, the court determined that Cam-
pus’s failure to complete the work was a breach of contract, and that Campus abandoned the contract when it stopped work.
The decision provides a clear and sharp warning of the risks of a stop-work strategy. A contractor who stops work can be liable for breach of contract for failing to perform as required. They may also be responsible for damages resulting from this breach, such as the cost of hiring a replacement contractor, and all of the costs associated with project delays.
In summary, stopping work due to nonpayment can be an effective and powerful strategy. However, it is not a strategy without significant risks. A contractor should tread carefully before employing this strategy and should first fully investigate its position, consider consulting a lawyer, and ensure that it understands all the risks involved in downing tools.
Norm Streu is associate counsel with the law firm Harper Grey and past chair of the Vancouver Regional Construction Association. Chris Hirst is the managing partner of the law firm Alexander Holburn.
COR® certification:
• improves safety outcomes
• reduces workplace injuries
• demonstrates commitment to safety
This voluntary program recognizes contractors dedicated to occupational health and safety, offering benefits like increased project opportunities, improved employee retention, and potential annual incentive payments from WorkSafeBC. Lower injuries may also lead to reduced WorkSafeBC premiums, resulting in additional savings.
