Sheet Metal Journal Winter 2016 by Sheet Metal Journal

WINTER 2016

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Construction Outlook 2016 Also in this issue: Profile: CC Industries Prompt Payment Legislation Publications Mail Agreement # 40719512

ASHRAE President David Underwood Official Journal of Record for SMACNA-BC

PROMOTING

GROWTH AND STABILITY IN OUR INDUSTRY

Formed in 1969, the British Columbia Sheet Metal Association (SMACNA-BC) was the first international chapter of the Sheet Metal & Air-conditioning Contractors National Association (SMACNA). Founded in 1934, SMACNA traces its history to the National Association of Sheet Metal Contractors established in 1910, and has 2,300 members worldwide. SMACNA-BC is a member-driven association representing unionized sheet metal contractors in the Mainland of BC, and suppliers to our industry. It promotes the growth and stability of the members and industry. OUR MANDATE • To improve the financial stability and business conditions of the sheet metal industry, and to develop and promote methods to improve managerial proficiency • To improve quality, efficiency and productivity of this industry, and to implement high standards of work • To establish and maintain high ethical standards of conduct between members of the Association, and between members and owners, architects, engineers, other contractors, and the public • To study and help in the development and enforcement of governmental codes and regulations, and such legislation as may be necessary for the best interest of the public and the sheet metal industry • To promote harmony in labour relations • To exchange technical, professional, and educational information with other contractor associations in the sheet metal industry and its allied trades in Canada and other countries • To affiliate as a Chapter with the Sheet Metal & Air-conditioning Contractors National Association, Inc.

BC Sheet Metal Association (SMACNA-BC) Executive Director: Bruce Sychuk 315-15225 104th Ave. Surrey, BC. V3R 6Y8 Phone: (604) 585-4641 • Fax: (604) 584-9304 E-mail: smacnabc@smacna-bc.org • www.smacna-bc.org

www.sheetmetaljournal.com GROUP PUBLISHER

Lara Perraton lperraton@pointonemedia.com

EDITOR

Jessica Kirby jessica.kirby@pointonemedia.com

CONTRIBUTORS Mark Breslin Susan Bryant Katie Callaghan Anne Cochrane Andrew Delmonico Blake Desaulniers Norm Grusnick

COVER PHOTO © Can Stock Photo Inc. / dani3315

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Photo courtesy of CC Industries.

Christina Tranberg 877.755.2762 ctranberg@pointonemedia.com

GRAPHIC DESIGNER

Lara Perraton 877.755.2762 lperraton@pointonemedia.com PUBLISHED QUARTERLY BY Point One Media Inc.

Sheet Metal Journal P.O. Box 11, Station A Nanaimo, BC V9R 5K4 Toll-free: 877.755.2762 www.sheetmetaljournal.com While information contained in this publication has been compiled from sources deemed to be reliable, the publisher may not be held liable for omissions or errors. Contents ©2016 by Point One Media Inc. All rights reserved. No part of this publication may be reproduced or duplicated without prior written permission from the publisher. Printed in Canada. Postage paid at Simcoe, ON. Return postage guaranteed. Canada Post Canadian Publications Mail Sales Product Agreement #40719512.

FEATURES

08 Construction Outlook 2016 Labour and energy prices will be the biggest factors affecting Canadian construction this year.

12 CC Industries: Experience Meets Versatility With a diverse portfolio and endless talent, CC Industries is anything but typical.

15 Is Prompt Payment Legislation Coming to BC? BC industry is hungry for prompt payment legislation, but bumps in the road have the process at a stand still.

18 Making Connections with ASHRAE President David Underwood

ASHRAE president David Underwood is serious about bringing people and industry together.

Return undeliverable Canadian addresses to: Circulation Department Sheet Metal Journal P.O. Box 11, Station A Nanaimo, BC V9R 5K4 email: circulations@pointonemedia.com

DEPARTMENTS Official Journal of Record for SMACNA - BC

Guest Editorial

Global Metal

Industry News

Safety on the Job

Feature Focus

It's the Law

Engineer's Desk

Advertiser Index

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Next issue: Market Report • Estimation and Scope • HVAC Industrial

www.sheetmetaljournal.com • Winter 2016

GUEST EDITORIAL DEATH OF THE HANDSHAKE

Leader-Driven Ethics As An Alternative I have heard for many years the lament over the loss of “the handshake” that once defined our industry. An unspoken honor system that governed relations and business more than any contract or attorney ever could. Where did the handshake go? It was not just one great dark cloud that swept away the handshake, but small chips knocked out from the foundations of trust and ethics in business. Now, many years and chips later the costs have become highly visible, as has a general acceptance of “situational ethics” as a price that must be paid if one is to avoid being “rolled.” Must it be this way? Not entirely. There may be many who think that the words “ethical construction” are a self cancelling phrase. And in the very complex, competitive and unforgiving world of our industry, it often is. Survival in the business now demands that one look over their shoulder at all times because the naïve and trusting pay the price more often than the hardened cynic. In 25 years I have seen it all, as have you—delayed or denied payments, ugly claims, unacknowledged bad specs, brutal subcontracts, blocked insurance markets, skimpy bid protests, back door PLA clauses, agency false claim threats, specious employee lawsuits or workers comp claims, change orders uncompensated, shakedown condo lawsuits, bid shopping, embezzlement, employee mistreatment, general CYA, and worse. So what to do in a Darwinian environment that does not provide a direct incentive for ethical behaviour and business practice? Everybody bends. Everybody rationalizes. Everybody lives in the gray area. Mine is not a foolish call for perfection or a judgment of others. Simply an observation of an area of business in need of improvement, with a significant potential for economic reward. Organizational leadership requires alignment with some form of values that you, your managers, employees, and clients clearly understand. So the first question is: what are the values (visible and invisible) at work in your organization? And are ethical practices a part of this? According to the Conference Board, a national business leadership organization, some 75%+ of companies have a code of ethics as a part of their business plan and operation. The question (besides to simply look good) is why? Well, let’s take a quick look at some of the building blocks of ethical behaviour: • Wisdom & Knowledge • Self Control & Discipline • Value of Others vs. Self • Courage & Integrity

Sheet Metal Journal

by / Mark Breslin

What business leader would not want an organization populated by individuals who possess these characteristics? Is it a stretch to think that having an organization built on these values might have some inherent competitive advantages? The primary business benefits are trust and loyalty. Now putting a price tag on these is pretty difficult, especially if you stand to lose an opportunity now and then as a result. But truth, trust, and loyalty are foundational elements that in absence kill a business’ image, relationships, and brand. This is a lesson that a number of public agencies are also coming to the hard way; when no one wants to do business with you, it is time to take a very hard look at your ethics in policy and practice.

"A devolving ethic in a company leads to all kinds of discord, conflict, politics, and financial impacts." Leadership ethic is most important of all. If leaders cannot display uncompromising integrity and ethics, they simply invite less than that among their employees and associates. Every year at EUCA every employee goes through a 360 Review with every other employee anonymously rating 16 key attributes we have decided define our organizational values. I am rated along with everyone else on trustworthiness, office politics, and integrity. I publicly post the results of my 360 Review on my door. A leader is being watched every minute and every action is a signal of what is acceptable or encouraged. No organization can, in my opinion, create business success and fulfilled, motivated employees with internal ethical disconnect. A devolving ethic in a company leads to all kinds of discord, conflict, politics, and financial impacts. Look at the leader and most often you’ll find the source of it. Also critical to the future of our industry is the coming demographic shift of both Generation X and Y into the workplace. Ethics, integrity, and a sense of purpose is valued in most surveys even higher than money by these young and talented prospects. And it is because they have become so

GUEST EDITORIAL cynical at seeing everyone in the public eye talk the talk but rarely walk the walk. Attracting and retaining the best talent will soon have as much to do with “how you do business” as “how much you pay someone” to do it. Values and attitudes influence performance more than any other factors; what kind of values and attitudes are you recruiting, promoting, and training for within your firm or agency? There are proactive steps you can take within your company or even our industry. Some basics you should consider might include the following: • Identify the values and principles by which you want your organization and your people to be known. • Adopt or develop an ethics policy for your organization or agency that directly supports these values. • Include training on it as mandatory for all managers (not only situational ethical policies like harassment, safety, discrimination, etc.) that identifies the purpose and benefit to the company or agency. • Reward and highlight ethical practices by staff. • Outline consequences for unethical practices and do not compromise. • Promote your ethical values, principles, and policies as part of your organizational brand, culture, and identity to your clients. Though the handshake may be dead (or in Purgatory at best) that does not mean honor and integrity are not still a choice. An individual choice, best influenced by leaders, businesses, and an industry that values it. 

Mark is noted as the number one speaker in the nation on construction leadership, strategy, and labour-management relations. He is also the author of five bestselling books that have created profound and positive change across the industry. He has spoken to and inspired more than 300,000 people during his career. Please view his latest book, “The Five Minute Foreman,” or his collection of five at <www.breslin.biz>.

Save the Dates

SMACNA-BC's 47th AGM and Convention May 12, 13, and 14, 2016 Delta Victoria Ocean Pointe Resort and Spa

Keep and eye on your mailboxes for full registration packages with information on SMACNA-BC's 47th Annual General Meeting and Convention held at the Delta Victoria Ocean Point Resort in Victoria, BC including agenda, reservation details, day outing information, entertainment, and activities planned. For more information please contact the SMACNA-BC office at smacnabc@smacna-bc.org.

British Columbia Sheet Metal Association (SMACNA-BC) Providing products and information related to the Sheet Metal Industry, including technical manuals and guidelines. The unmatched technical and managerial expertise of SMACNA-BC Contractors is enhanced by the talent and skills of the workforce they employ. SMACNA-BC Contractors employ only Red Seal Certified Sheet Metal Journeymen and Registered Apprentices. CONTRACTOR MEMBERS 101 Industries Ltd. Admiral Roofing Ltd. Agvale Industries Ltd. Airtek Pneumatics Ltd. All Valley Metals Ltd. Alliance Metal Fabricators Ltd. Allied Blower & Sheet Metal Ltd. Ames Metal Fabricators 82 Ltd. Apollo Sheet Metal Ltd. Austin Metal Fabricators L.P. Boston Sheet Metal Ltd. Bry-Mac Mechanical Ltd. CC Industries Ltd. Cascade Metal Design Ltd. Century Plumbing & Heating Ltd. City Sheet Metal Ltd. Crosstown Metal Industries Ltd. Downtown Custom Metal Works Ltd. Duncan’s Ltd. ECCO Supply Equity Plumbing & Heating Ltd. Haakon Industries Canada Ltd.

Harbourview Sheet Metal Ltd. Horizon Cladding Ltd. Horizon Metal Systems Inc. KD Engineering Co. Keith Plumbing & Heating Co. Ltd. M&T Air Conditioning Ltd. Northwest Sheet Metal Ltd. Pacific Rim Industrial Insulation Ltd. Paramount Sheet Metal Ltd. Piedmont Sheet Metal (1997) Ltd. Quest Metal Works Ltd. R.H. Jones & Son Mechanical Ltd. Ridge Sheet Metal C.P. Smith Sheet Metal Works Ltd. Spectrum Sheet Metal Ltd. Summit Sheet Metal Ltd. Tri-Metal Fabricators Viaduct Sheet Metal Ltd. Vicwest Delta Western Mechanical Services (1977) Ltd. York Sheet Metal Ltd.

ASSOCIATE MEMBERS Access Metal Products Ltd. Air System Supplies All Therm Services Inc. Bailey West Processing Inc. Brock White Construction Materials Control Solutions Ltd. Crossroads C&I Distributors DDK Ventilation Products Ltd. E.H. Price Sales Ltd. Engineered Air Envirotech Air Inc. ETP Energy Technology Products Ltd. (a div. of IPC, Inc.)

Frost Insulation Supplies Inc. Intercon Insurance Services Ltd. Manson Insulation Maxam Metal Products Modern Tool (BC) Ltd. Multicam Western Canada Nu-West Construction Products Pacaire HVAC Supplies Ltd. Progressive Air Products Ltd. Raven Hydronic Supply Ltd. Samuel, Son & Co., Ltd. Winroc-SPI Wm. P. Somerville 1996 Ltd.

BC Sheet Metal Association (SMACNA-BC) Executive Director: Bruce Sychuk 315-15225 104th Ave. Surrey, BC V3R 6Y8 Phone: (604) 585-4641 Fax: (604) 584-9304 E-mail: smacnabc@smacna-bc.org

www.sheetmetaljournal.com • Winter 2016

INDUSTRY NEWS ECCO SUPPLY™ ANNOUNCES THE APPOINTMENT OF PAUL DENEVE AS DIRECTOR OF SALES BRANCH OPERATIONS

go towards a new patient facility and future redevelopment of the Lions Gate Hospital site. Myers’ gift is the largest single donation made to a hospital foundation by an individual in British Columbia’s history. “This is an extraordinarily generous gift from an exceptional person,” said Judy Savage, Lions Gate Hospital Foundation President. “It marks the first step in addressing the challenges from Lions Gate Hospital’s aging infrastructure. This donation is truly representative of the incredibly generous community we have here on the North Shore.” Born in Vancouver, Myers moved to Lynn Valley when he was four years old and since then has lived on the North Shore for the last 78 years. His first job was delivering The Vancouver Sun newspaper on his bicycle at the age of 12.

Paul Deneve joined ECCO™ in December 1996 as commercial/industrial sales representative with the ECCO Supply™ Regina branch where he consistently proved his knowledge and skills, doing an excellent job in all areas of his responsibilities. These demonstrated abilities led to a welldeserved promotion in 2008 to assistant branch manager. With this new appointment as director of sales branch operations, Paul Deneve has relocated and has joined the executive team at Corporate Operations in Langley, British Columbia. Paul’s sales skills, industry knowledge, and passion to improve will serve ECCO™ well as he takes the reigns of ECCO’s sales branches, leading them with new direction, focused goals, and growth objectives. About ECCO Supply™ ECCO Supply™ offers heating, ventilation, and air conditioning professionals a broad range of materials, products, and technical knowledge. Locations across Canada include fully stocked warehouses, elaborate displays, and showrooms presenting the best possible solutions to customer needs. ECCO Supply™ has established working relationships with contractors, installers, architects, and consultants for the HVAC and related industries for over 50 years. Visit ECCO Supply™ online at www.eccosupply.ca. 

NORTH SHORE RESIDENT GIFTS RECORD $25 MILLION TO LIONS GATE HOSPITAL The redevelopment of Lions Gate Hospital has received a boost thanks to longtime North Shore resident and local entrepreneur, Paul Myers, who has donated $25 million to Lions Gate Hospital Foundation. This incredible donation will

Sheet Metal Journal

Owner of North Vancouver’s Keith Plumbing and Heating, Myers has always had an entrepreneurial spirit. He bought his first lot on Wellington Road in Lynn Valley when he was just 15 years old for $150. Although he sold it at profit and pocketed $500, he later discovered that the lot was eventually re-sold for $4000. “I learned a lesson,” he said, “but [even so] you can’t sneeze at a profit.” Originally, Myers had set his sights on being an airline pilot. But after a series of mandatory tests revealed that he was colour blind, Myers decided to pursue a career in the trades. “The plan was to get a trade and go up North to make money then come back and buy more property,” he said. He ended up getting an apprenticeship locally with Keith Plumbing and Heating. “I wasn’t a very good apprentice, but I’m a hard worker and wanted to learn and liked responsibility,” said Myers. “I was appointed foreman and worked my way up.” This kind of determination has stayed with Myers. When he turned 65, he decided to start hiking the Grouse Grind. “I hiked the Grind last year at the age of 81, until I broke seven ribs and figured it was time to stop,” he said. Eventually, Myers was offered a management contract with the option to purchase, which he did in 1953, 10 years after he was originally hired. Keith Plumbing and Heating was one of the first plumbing companies on the North Shore. Myers said the name has been around for 102 years. Maintaining its original location near the North Shore Auto Mall, the company has stayed true to its local roots. “I don’t think you can find a better place to live,” said Myers. Myers went on to establish Keith Panel Systems Co. Ltd. and Keith Panel Systems (U.S.) Inc., which focuses on functional sun shades and panels. Between his three companies, Myers

INDUSTRY NEWS employs 300 people. While they do call outs to individuals, the focus of the business is commercial. Myers is also involved in other successful enterprises, primarily in the field of industrial real estate. Myers owns several industrial buildings in North Vancouver, but also owns property in other parts of BC and as a far away as the Yukon. A recipient of the Lifetime Achievement Award from the Vancouver Regional Construction Association, Myers is a former director of the Construction Labour Relations Association of BC (CLR) and the Mechanical Industrial Relations Association (MIRA). Keith Plumbing and Heating is a SMACNA-BC member. Health care is one area in which Keith Plumbing and Heating has been particularly successful. Contracts include Kamloops Hospital, Royal Jubilee in Victoria, and our own Hope Centre for mental health. “We have done more hospitals than any other contractor in B.C.” said Myers. All of Myers’ children were born at Lions Gate Hospital and he says that when he’s had the occasion to visit Lions Gate over the years, he’s been treated well. “I’m just a plumber who worked hard and had some good luck in my life,” said Myers. “When I thought about where I could have the greatest impact, I immediately thought of Lions Gate Hospital. I learned about the impact the Foundation is having and its exciting plans for the future and know this is where I want to make a difference.” Plans for the redevelopment of the Lions Gate Hospital site have been under discussion for the last five years with more detailed planning involving staff and physicians beginning a couple of years ago. “This type of ongoing community participation is essential to us achieving our vision for LGH,” said Mike Nader, chief operating officer, VCH-Coastal. “It’s only by working together with the Foundation as our partner and other key stakeholders that we’ll be able to meet the health care requirements of the North Shore and our other VCH-Coastal communities.” In recognition of Myers’ gift, Lions Gate Hospital’s existing South Acute Tower will be named the Paul Myers Tower in his honour and transferred to a new patient facility in the future. Representative signage will also be installed on the west side of the tower, as well as a bio plaque and door signage at the tower’s 13th Street entrance. When asked to sum up his reasons for choosing to give so much back to his community, Myer’s answer is simply, “Well, I can’t take it with me.” Press release courtesy of the Lions Gate Hospital Foundation: www.lghfoundation. com.

CANADA WITH SIGN THE TPP DEAL; IS RATIFICATION NEXT?

Signing the TTP doesn't guarantee the controversial trade deal will be ratified. CANADIAN PRESS

Canada plans to sign the Trans-Pacific Partnership trade pact next week, but that procedural step doesn’t necessarily mean ratifying the controversial agreement is a done deal, the federal government said Monday. International Trade Minister Chrystia Freeland stressed that the government’s signature on the 12-country treaty essentially means Canada can keep its spot at the bargaining table. Freeland said she intends to join trade ministers from the TPP’s partner countries at a signing event Feb. 4 in Auckland, New Zealand. “Just as it is too soon to endorse the TPP, it is also too soon to close the door,” Freeland wrote Monday in an open letter posted on her department’s website. “Signing does not equal ratifying…. Signing is simply a technical step in the process, allowing the TPP text to be tabled in Parliament for consideration and debate before any final decision is made.” Only a majority vote in the House of Commons would bind Canada to the deal, said Freeland. She has also requested a thorough, transparent study of the agreement by parliamentary committee. In recent weeks, Freeland conducted public consultations on the wide-ranging accord, which – if ratified – would also set new international rules for sectors beyond trade. Those other areas include intellectual property, which worries some experts. “We’ve been hearing a variety of views,” Freeland said after question period Monday. “Some people strongly critical, some voices strongly supportive.” The minister has already indicated the massive accord, which includes major economies such as the United States and Japan, cannot be renegotiated. It remains unclear whether the government would attempt to carve out side accords to help address concerns. Some legal experts have urged the government to do so. Asked whether the government could push for side deals, Freeland responded by saying it wouldn’t be very wise for her to answer such “hypotheticals.” Continued on page 27 www.sheetmetaljournal.com • Winter 2016

It’s Game On for 2016

by Blake Desaulniers

While the overall trend in the construction industry

in BC and Canada for the coming 12 months remains largely unchanged from 2015’s growth forecast trajectory, two key factors are expected to have an impact on BC. Plunging oil prices have resulted in a marked slowdown in the Alberta oil patch, and driven workers back across the Rockies to BC seeking employment. The second key factor is the new federal government. Industry leaders are optimistic that Ottawa’s renewed commitment to

Sheet Metal Journal

infrastructure investment will create additional demand for new infrastructure construction. According to a recent survey by The Independent Contractors Association of BC, the mood in BC is upbeat. “About half of our members expect an increase in work volume for 2016, and only four percent think volume will fall, which means that 96 percent think things will be as good or better this coming year,” says ICABC’s Phil Hochstein. Although volumes are expected to remain strong, Hochstein does not expect to see significant growth in profitability. Input

factor prices are also expected to stay stable, with a three percent labour cost increase and relatively stable commodity pricing in the forecast. The Canada/US dollar exchange rate also continues to impact purchases of materials priced in US dollars. The National Bank forecasts a Canadian dollar in the $0.75 to $0.79 US range through out 2016. According to the most recent BuildForce Canada report for British Columbia, an increase in major projects will create

www.sheetmetaljournal.com • Winter 2016

Construction Outlook 2016

Excluding new federal government projects, major plans for mining, infrastructure, and LNG will all continue to drive construction growth in BC in 2016 and beyond. short-term demand peaks in 2017-2018. Recruiting will have to draw in workers from other markets to meet demand peaks. Nonetheless, recruiting, training, and retaining good employees presents ongoing challenges. While an expected influx of labour from a slowing oil sector in Alberta may provide shortterm supply, each passing year is expected to see additional retirements and an older age profile that restricts available labour force.

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Excluding new federal government projects, major plans for mining, infrastructure, and LNG will all continue to drive construction growth in BC in 2016 and beyond. Between today and 2018, new projects are expected to create 12,000 jobs. Employment demand in key trades will continue to grow, generated by big engineering projects. Growing demand can be expected for boilermakers, millwrights, gasfitters, heavy equipment operators, steamfitters and pipefitters, trades helpers and labourers, truck drivers, and welders. Shorter-term labour requirements have in the past been filled largely from unemployment. However, unemployment in construction has been driven well below historic levels, and expansion demand will keep unemployment levels in the current range. Unemployment is not expected to be a reliable source for recruiting. The Canadian Construction Association sees moderate growth across the country and points to new infrastructure projects as a key factor.

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“What is encouraging is the renewed and enhanced commitment to infrastructure in Canada,” says the CCA’s Michael Atkinson. “The non-residential side has been on a buoyant ride for some time, other than 2008. We expect that to continue.” Provincially, Alberta is expected to add 15 percent to the infrastructure pot. “That doesn’t include supplemental programs announced for Canada,” Atkinson says. “We may not see the impact in every sector in every region, but overall the picture is still pretty rosy,” he says. As far as the oil and gas industry goes, Atkinson tries to keep things in perspective. “The oil and gas sector has lived with this (cyclicality) forever. The fact that prices are volatile is no

surprise. But most of these companies work on a 20- to 30year forecast, so projects are really just being deferred,” he says. Atkinson also see critical issues in labour supply emerging over 2016 and beyond. Of the 322,000 new workers forecast to be needed by 2024, only half will come from traditional sources inside Canada. “For the next decade 1,000 people per year turn 65. We need training in principle trades, and we’ll need foreign trained people,” he says. Since 2000, the construction industry in Canada has added 600,000 new jobs. One in 13 households in Canada derives income from construction, Atkinson notes. However, Canada’s geography will continue to create challenges. “A lot of projects a very large and tend to be in the middle of nowhere,” Atkinson observes. “We need to work on bringing down barriers between provinces, harmonize apprenticeship, and work on mutual recognition of credentials to improve workforce mobility,” he says. Low oil prices, while causing a major shakeout in Alberta, may contribute to higher levels of growth in industrial construction in Canada. Low energy prices combined with low interest rates and a low Canadian dollar are expected to stimulate Canada’s non-oil-producing sectors.

Rising US demand and the softer Canadian dollar bodes well for domestic manufacturers, according to TD Economics. Given the competitive manufacturing environment globally, Canadian producers will likely have to retool and reinvest in their operations, as well as improve the efficiency of their space. Capacity constraints should prompt producers to increase capital spending. Overall, TD Economics forecasts modest growth in nonresidential; however, that was prior to October’s federal election and the commitment to increased expenditure on infrastructure. BC is still expected to lead provinces in growth rates and is expected to advance by 2.7 percent in 2016. Overall provincial unemployment rates are forecast to decline marginally from 6.0 percent in 2015 to 5.9 percent in 2016 and 5.7 percent in 2017. Going forward, demand in construction is expected to remain strong through 2017 and 2018, with potentially tighter labour market conditions as infrastructure stimulus spending ripples out and if and when the Canadian economy starts to grow again at historic rates.  Blake Desaulniers is a Vancouver writer, photographer, and videographer. He is online at http://blakedesaulniers.com.

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www.sheetmetaljournal.com • Winter 2016

Photos courtesy of CC Industries.

Where Experience Meets Versatility

How CC Industries Thrives on Multiple Specialities and Custom Orders By Katie Callaghan

When you think of sheet metal work, you usually think of pipes, fittings, welding, and grinding for industrial applications. Custom metal fabrication, including truck and boat accessories, service bodies, and pilot signs don’t immediately come to mind—which is exactly why CC Industries stands out. Locally owned and operated in Prince George, CC Industries’ 25,000-square-foot plant is the largest sheet metal shop north of Vancouver. The company handles mostly industrial jobs, as well as custom mild steel, stainless steel, and aluminum fabrication for a wide range of applications.

Established in 1967, CC Industries is capable of handling HVAC, ducting, and custom aluminum/steel fabrication for any size job. It's been SMACNA certified for over 30 years, and has trained staff in wood dust NFPA compliance inspection and wood dust explosion prevention, which are NFPA courses put on by Dalhousie University. All of the company's work conforms to both standards—an advantage for many of its customers since, on the industrial side, they have particular expertise in dust collection systems for sawmills, pulp mills and mining, and chemical plant contaminated air removal. The added emphasis on fire protection further reduces the risk of chemical, gas, and combustible dust explosions, which present a significant health and safety risk for mills and plants of all types. And in addition to designing and installing the systems, CC Industries also handles maintenance. Dust collection systems on the industrial side is “really is our bread and butter,” said John Christiansen, CC Industries’ manager, adding it has been the foundation of the company since the doors first opened, and continues to be today. The

custom work came later, and was something the company added as the need arose. But it’s the custom fabrication that really makes the shop stand out. With a number of local 280 journeymen on staff, CC Industries has a large diversity of skill and experience to pull from, which makes the company capable of handling a wide variety of metals and project types. According to Christiansen, his team is “game for anything.” And he means it. The team's project roster includes truck boxes, swim grids, custom railings, and even stainless steel countertops. Vehicle customization is a particularly popular request for CC Industries. Company staff work on a wide range of vehicle accessories, ranging from aluminum fuel tanks and cab guards to pilot signs, service bodies, and custom storage solutions. The service bodies, in particular, are something popular with the folks working in oil and gas industries, Christiansen notes. Basically, these are aluminum bodies that can be installed in the bed of a truck, with drawers and storage built to customer www.sheetmetaljournal.com • Winter 2016

Where Experience Meets Versatility

specifications. This type of custom work just isn’t all that common in the sheet metal trade. “When folks come to our shop and see the custom fabrication we do, they’re blown away,” says Christiansen. “Even journeymen sheet metal workers are blown away because of the variety of custom projects and the variety of metals we use. It’s not stuff you learn in the sheet metal trade; it’s something altogether different.” And while that difference gets CC Industries some stunning results, it does pose a few problems—the biggest being finding hireable workers. “By far our biggest problem is finding qualified guys,” says Christiansen.

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Most journeymen are only trained in traditional sheet metal techniques. And if they’re coming from larger companies, they may only have specialized experience in certain sheet metal areas. While suitable for other jobs, with the variety of work CC Industries handles, that sort of specialized expertise can be a hindrance. They need workers with broad experience, not deep, so they’re able to jump in and help out on all sorts of different projects. This need for versatility in workers has pushed CC Industries to take on five apprentices in the last four years, growing them from the bottom up. It’s a time consuming process, taking an apprentice from first year all the way through to journeyman, says Christiansen, but necessary if they’re going to get workers with the experience and the particular range of skills they need at CC Industries. “It’s time consuming, but it works in the end,” he added. Being able to train their own workers does come with a few benefits. In addition to the right experience, it also helps CC Industries preserve their trade. “It’s good industry with lots of work for people, and we’re looking for the next generation,” says Christiansen. 

Is Prompt Payment Legislation Coming to BC? By Susan Bryant

When Bill 69 for prompt payment legislation gained

traction in Ontario last year, the need for similar legislation both in BC and nationally continued to be a point of discussion in local organizations, though the process appears to have stalled for the time being. “We’ve hit a bump in the road,” says Dana Taylor, executive vice-president and CEO of the Mechanical Contractors Association of BC. “First and foremost, the federal scene took over things for a while in terms of the election, and we had some success in terms of that election campaign.” Taylor points to a survey of local MPs, in which the Liberal, NDP, and Green candidates who were asked the question, “Do you support federal prompt payment legislation for the www.sheetmetaljournal.com • Winter 2016

Prompt Payment Legislation

"Proponents argue that legislation puts a structure in place that creates incentive to pay when a bill is dueb... Under prompt payment legislation, the difference is the results at the end." New Zealand – would require payment for construction work certified as being complete within 30 days of certification, allow for monthly progress payments, allow for interest and penalties, and allow contractors to suspend their work when payment is delayed unreasonably. © Can Stock Photo Inc. / AndreyPopov

construction industry – yes or no?”, either answered yes, or claimed party endorsement. But provincially, a change in leadership of several local associations appears to have slowed down the lobbying process, as those organizations gain their footing again. In general, prompt payment legislation – which already exists in 49 states, along with the European Union, Australia, and

Proponents argue that legislation puts a structure in place that creates incentive to pay when a bill is due. And while getting dragged through the courts system may not help with an immediate improvement in cash flow, there are benefits to the process. Under prompt payment legislation, the difference is the results at the end. “If you go through a court process, the penalties that flow from failure to comply will be far more severe to people unlawfully withholding the money,” says Taylor. “Right now there’s no

WINTER 2016

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SHARE YOUR STORY Are you working on an interesting or challenging project? Tell us about it. Contact our editor, Jessica Kirby, at 250.816.3671 or email jkirby@pointonemedia.com

penalty whatsoever. There’s no downside to those who aren’t getting paid today under those circumstances.” Manley McLachlan, president and CEO of the BC Construction Association, argues there may be other lags in the payment system that are causing delayed payments, which need to be looked at as part of the prompt payment issue. “Where we’re starting to land is that while there may be a need for legislation, the evidence doesn’t necessarily show that legislation is the one and only fix,” he explains. “The challenge we see is when the invoice gets certified, and when the invoice is issued by the contractor. Evidence suggests that’s where the lag is in the process. Is legislation going to cover that? It’s hard to say.” McLachlan argues they’d like to see the government engaged from a policy perspective. “If the contract says 35 days, you’ll pay in 35 days,” he says. “There needs to be some means by which that invoice approval is facilitated in a timely manner. We think there’s some policy that could be put into play that provides some relief to that.” Engaging government officials to champion the legislation has unfortunately proven to be challenging for the cause, explains Taylor. “One of the chronic issues for all of us is that it’s not a subject that has a lot of appeal in a number of different areas,” says Taylor. “And it really does need political buy-in and it requires leadership from political leaders. We haven’t seen that leadership.” And why should leaders want to get behind this legislation? “Delayed payment is a drag on the economy,” says the MCABC’s Taylor. “Here we have an economy that relies on the movement of people and work, and therefore money. And if there’s a sizable section of that economy where payment is delayed—then you can’t get other work.” Sub-contractors and trades are paying bills on a line of credit or their own resources when others owe them money, notes Taylor, and that reduces competitiveness as fewer contractors bid, pushing up the cost of construction overall.

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Ontario’s bill was delayed somewhat as the committee reviewing the act was concerned with how the Construction Lien Act, and what’s being sought under prompt payment, might differ or overlap—a learning experience that BC organizations will be watching closely. “The difference is well defined,” argues Taylor. “One aspect, for example, is that the Lien Act is there as a last line of assurance for the failure to pay in the event of bankruptcy, where prompt payment has nothing to do with that—you’re looking for payment of work that’s been completed, period.” Overall, however, the issue continues to be taken seriously by both national and provincial organizations. “I’m encouraged by the amount of work being done right now,” says McLachlan. “The simple fact is that this issue has risen to the top of a priority list. The Canadian Construction Association had a summit in Toronto that brought in 80 members to discuses the status, and the role the CCA should play, and I see that as a positive development.” In the meantime, McLachlan says that one of the ways trades and sub-contractors can protect themselves is relatively simple. “If you’ve got a contractor or owner that doesn’t pay on time, don’t work for them,” he says. “The reality is, why would you finance somebody’s operations with your own money in pursuit of work?” 

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Have you got interesting photos and memories you'd like to share? Contact our editor, Jessica Kirby, to find out how to submit your materials for inclusion in a future issue of Sheet Metal Journal. jessica.kirby@pointonemedia.com tel: 250.816.3671 www.sheetmetaljournal.com • Winter 2016

Making Connections with

ASHRAE President

David Underwood

ASHRAE president David Underwood, P.Eng., Fellow ASHRAE, Life Member, CPMP, is calling for a more cohesive, connected membership and way forward for ASHRAE with his presidential theme, Making Connections. “Making Connections focuses on the first goal in ASHRAE’s Strategic Plan, which calls for connecting as a way to foster vibrant, informed and engaged ASHRAE and industry communities,” Underwood said. “The theme focuses not only on the connections of ASHRAE membership but extends to connecting with industry, communities, governments, and globally.”

The theme intentionally follows that of previous presidents with the objective of maintaining institutional memory as new presidents move forward. “My theme, Making Connections, follows on our two former presidential åthemes in moving ASHRAE forward,” said Underwood. “This theme is based on one of the goals of our current strategic plan, 'Connect: Foster vibrant and engaged ASHRAE and industry communities.' I have assigned an ad hoc committee to study how we can engage our chapter members to engage with our industry partners and beyond

"People, Passion, and Performance is foundational to my interest in encouraging participation of our grassroots members." to promote the value propositions of ASHRAE which are research, standards writing, and sharing our knowledge.” Ideas are big and the presidential term is short, but if he had to choose one element as a legacy concept future presidents would carry forward it would be “People, Passion, and Performance,” he said. “This is foundational to my interest in encouraging participation of our grassroots members.” Upon graduation from the University of Manitoba with a Bachelor of Science in civil engineering, Underwood immediately entered the HVAC&R industry where he worked for a major products manufacturer for approximately 10 years. In 1975, he founded Isotherm Engineering Ltd., an HVAC&R design-build enterprise, which continues to be operational. His volunteer service resume is lengthy, with time on the ORAC (the Ontario Refrigeration and Air Conditioning Contractors Association) board and executive, and the CSA B52 committee on Mechanical Refrigeration. He coauthored a trade refrigeration safety manual and served on a trade advisory committee for the refrigeration trade in Ontario; as a member of a Canadian Federal committee he participated in writing the Building Science and Plumbing section of the 2015 edition of the Model National Building Code (MNBC).

ABOUT ASHRAE

From http://ashraerp.com/files/ASHRAEfactsheet.pdf

MISSION: Founded in 1894, the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) is an international nonprofit technical engineering society. ASHRAE fulfills its mission of advancing heating, ventilation, air conditioning and refrigeration (HVAC&R) to serve humanity and promote a sustainable world through research, standards writing, publishing and continuing education. MEMBERSHIP: ASHRAE’s technical foundation is built by its 50,000 volunteer members and a professional staff of 105. Across more than 132 countries, ASHRAE’s membership in 171 chapters and more than 240 student branches includes consulting engineers (34%), contractors (10%) manufacturers (8%), manufacturing representatives/sales (6%), and architects (5%). EXPERTISE: ASHRAE’s areas of expertise include energy efficiency, indoor air quality, codes and standards, and guidance for a safe environment during extraordinary incidents.

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Undewood is an ASHRAE Distinguished Lecturer and a member of Technical Committee 7.2, HVAC&R Construction & Design Build Technologies, and of the Building Performance Alliance Ad Hoc Committee. Underwood previously served on the ASHRAE board as president-elect, treasurer, served two terms as a vice president, and also served as a director-at-large. He has received an Exceptional Service Award, a Distinguished Service Award, and the William J. Collins Research Promotion Award. Moving forward, ASHRAE's work to serve humanity and promote a sustainable world is its most important, said Underwood. “We believe collaboration with other organizations driving towards these multiple objectives is among the major contributions we can bring to our industry and the public,” he said. 

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www.sheetmetaljournal.com • Winter 2016

FEATURE FOCUS FASTEST INC’S ON-SCREEN DIGITIZER FEATURE BORNE OUT OF INDUSTRY CHANGES In 2007, FastEST Inc. had already traversed into its second decade of providing reliable estimating software to mechanical contractors across North America. Always having been receptive to customer feedback was one of the core reasons FastEST continued to grow its customer base and improve its programs. In this case, an increasing number of mechanical contractors were beginning to receive bid plans in a digital format. This development, combined with many FastPIPE® and FastDUCT® customers becoming frustrated with the time and money spent printing plans solely for the estimating process, resulted in FastEST's programmer developing FastEST’s On-Screen Digitizer takeoff feature. Through four months of intensive development, with the programmer constantly challenged by limited graphic resources available on thencurrent ‘off-the-shelf’ computers, FastEST was the first estimating software company to deploy on-screen takeoff within its program. A crucial decision made early on in the design process was and is a huge benefit to the software end user. While most FastEST

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estimating software competitors chose to license their onscreen graphics capabilities through third-party vendors, FastEST decided to develop its on-screen takeoff feature inhouse. Because of this, not only can the Digitizer be more tightly integrated, any enhancements or improvements can be done quickly, unlike others who have to wait on third-party developers to address feedback, create changes, and pass those back to the software vendor. In-house development also allowed programmers to quickly respond and develop while integrating new Windows® technology and graphics offerings, and to custom-tailor features specific to the mechanical trades, like metric plan scaling and fitting takeoffs that automatically take off piping in between. Even with the recent roll-out of Windows® 10, FastEST quickly released a new version that works seamlessly with this operating system, while competing programs are still operating off of Windows® graphics platforms released several years prior. The On-Screen Digitizer is an included feature within all of FastEST’s estimating software offerings (some competitors offer on-screen takeoff as an add-on option, for an additional cost). The benefits extend beyond the estimating process as users can annotate and markup a plan, with colour-coding included, then generate a PDF that can be digitally delivered or printed and sent out to the field crew, to assist them with installation and as-built creation.

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Sheet Metal Journal

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ENGINEER'S DESK HEALTHY HVAC SYSTEMS REQUIRE PROPER AIR FILTERS The air filter is one of the most neglected components in an HVAC system and is also one of the most important. Neglecting proper maintenance of the air filter can lead to shutting down and possible failure of the appliance. A clogged filter reduces the volume of air (CFM) that passes over the heat exchanger and the motor. Coils and exchangers are sized for a specific flow to optimize their performance and filters loaded with particulate drastically reduce the air flow leading to performance problems and increased energy consumption.

"Reduced air delivery can also limit the flow to certain areas of the exchanger leading to increased energy consumption and higher system pressures." When an air filter is new there will be minimum resistance to the flow of air and the system should perform as designed, but once the filter starts to do its job to remove dust and debris the resistive factor increases. In the case of a heat exchanger that is partially designed around the coefficient of expansion, a scenario can unfold. There is a call for heat, then a warm up lag determined by a control setting. This setting provides slightly heated air before the fan is called into play. At this point the heat exchanger is reaching its calculated expansion limit and the fan starts; further expansion is limited. As the filter captures more dirt from the air, the air delivery

by / Norm Grusnick, P. Eng. commercial products manager, ECCO Supply

is reduced across the coil or exchanger. Reduced air delivery can also limit the flow to certain areas of the exchanger again leading to increased energy consumption and higher system pressures. In many cases of reduced air over an evaporator coil, contaminated air migrating around the clogged filter will reach the cooling coil, which will be at or near the dew point of the surrounding air. The wet coil fins then collect particulates, which further reduces the air flow. This accumulated dirt does not entirely wash off over the cooling cycle and what remains will eventually be a permanent air resistance problem for both heating and cooling and again reduce future efficiency. Some facilities insist on servicing their own filters, which is fine if it is performed at proper and regular intervals. In many cases filters will not be serviced and this can lead to clogging of filters thus reducing air flow and efficiency. Equipping units with Magnehelic or other gauges allows for better servicing intervals and getting the most out of your system. Again, check filters regularly and replace as necessary. ď&#x201A;§

Submit your news or story idea CONTRACTORS AND SUPPLIERS SMJ is on the lookout for interesting HVAC, architectural sheet metal, testing & balancing, or industrial / specialty projects to feature in its 2016 issues. If you have a cool project and 15 minutes of time to spare, you are a sure fire fit for the most meaningful, free-of-charge business investment you'll make all year. We also need great historical pictures of people working in all aspects of the sheet metal industry. If you have some kicking around, take a picture of the photo with your cellphone and email it to our editor, Jessica Kirby, with a caption about what is going on in the photo. Questions about how else to get involved in a future issue of Sheet Metal Journal? Reach out to jessica.kirby@pointonemedia.com or 250.816.3671 and get the scoop. www.sheetmetaljournal.com â&#x20AC;˘ Winter 2016

GLOBAL METAL SOLAR SURGES IN THE MIDDLE EAST AND NORTH AFRICA DRIVING NEED FOR LATEST IN EFFICIENT TECHNOLOGY

By / Hani Majzoub

Last year was a breakthrough year for solar in the Middle East with over 30 solar projects awarded—a ten-fold increase on 2013, according to The Middle East Solar Industry Association (MESIA). In 2015, more than 1,500 MW worth of solar projects were tendered to meet the rising electricity demands set by the region’s population, which is estimated to continue growing by approximately1.9 percent year-on-year. Accelerating the growth of solar is the continued development of innovative technologies and services that are further driving down the cost of solar systems, offering the rapidly growing regions of the Middle East and North Africa (MENA) a valuable and economically viable energy alternative to conventional fossil fuels.

Solar gains ground

Over the last decade the MENA region has really started to harness the abundant natural energy resource which it possesses—the sun. The popularity of solar energy across MENA is largely driven from the UAE. Dubai has awarded a 200MW Solar PV power plant, introduced solar powered ‘palm trees’ as well as the Dubai Rooftop Solar program, and has increased its target threefold, upping solar’s target contribution to the energy mix from 5 percent to 15 percent, which means it will have 3,000 MW of solar power by 2030. Meanwhile, in 2014 Jordan awarded 12 solar projects, the most in any country in the region in that year. Although it traditionally relies on fossil fuel imports to meet around 95 percent of its energy demand, the recent social unrest in the region has highlighted the risks with being over-reliant on a single energy source. To address this, last year, Jordan’s energy minister announced that several renewable energy projects with a total capacity of 1,800 MW will be connected to its national power grid by the end of 2018. Morocco has the most ambitious clean energy target in the MENA region and is on track to have 42 percent of its installed energy capacity dedicated to renewable sources by 2020. Of that, 2,000 MW will come from solar. Furthermore, the Moroccan Institute for Research on Solar Energy and New Energy (IRESEN) last year financed six R&D solar thermal and CSP projects to drive technological advancements in the country. Last but by no means least, Egypt has also set its sights on solar, with a target of 2.3 GW of solar by 2017.

Sheet Metal Journal

The solar opportunities and challenges in MENA

This continued drive towards solar, following the reduction in the cost of solar systems, has resulted in it being competitive with the wholesale price of electricity in many regions. The Dubai Electricity & Water Authority (DEWA) recently secured a 25-year electricity tariff of roughly $0.06 per kilowatt hour for a 200MW solar PV power plant. This ground-breaking cost reduction has led solar to become one of the most competitive energy sources in the region and the IEA estimates that solar will become the cheapest form of electricity between 2025 and 2030. The implementation of solar projects throughout the region is also helping to reduce carbon emissions, which, have grown so rapidly in the last decade that the average person in MENA is set to emit more emissions than the average person globally by the end of this year. However, there are three key challenges which further technology innovations can help overcome: 1. Extreme environment Temperatures of up to 53 degrees Celsius pose a number of technical challenges for solar power which could put a cap in growth if not addressed. And, as solar farms are usually located in remote areas of desert, with no shade or protection from the sun, with high levels of heat, dust, and humidity, equipment must be designed to deal with these conditions for a sustained period of time. Liquid cooling of inverters can ensure they can withstand the heat and extreme conditions necessary. Additionally, IP65 rated equipment provides a completely sealed enclosure with no additional housing and air-conditioning required. These innovations enable the equipment to last under extreme conditions and make them perfect for hot, arid desert regions enabling a stable power delivery for an optimal financial performance.

GLOBAL METAL 2. Stabilizing solar on the grid While solar is playing an increasing role in power supply, it cannot be relied upon completely due to its intermittent nature. Energy Storage solutions are still very expensive to resolve this issue. Batteries have become the holy grail not only for the solar power industry but for many other industries as well. Further innovations around solar including Concentrated Solar Power (CSP) for example, can play a key role alongside more traditional methods such as oil and gas, in stabilizing the grid. By concentrating the heat of the sun into a far smaller focal point, such as a boiler, this heat can be stored for later. With heat building up throughout the day, this provides an ideal energy source for when the sun is no longer shining, with the boiler driving a steam turbine to produce electricity onto the grid once PV output significantly reduces. Having reliable CSP systems which can be monitored remotely, while ensuring high reliability in harsh environmental conditions, is critical to the further growth of solar and in providing greater grid stability. 3. Further reducing the cost of solar power in the region Throughout much of the Gulf Cooperation Council (GCC), electricity and water prices are highly subsidized by governments. Abu Dhabi alone spent Dh17.5 billion last year on subsidising the cost of electricity and water. In Saudi

Arabia, the government is burning nearly 900,000 barrels of oil a month in the summer of 2014 to meet high demand of electricity, which is then sold at a fraction of the cost. Now that oil revenue has dropped with the fall in oil prices, these subsidies are making a dent in government budgets. Dubai was the first to adopt cost-reflective pricing policies, and others will follow. This will push up the price of electricity and make solar, which is not subsidized, more attractive. Despite solar power becoming competitive with the wholesale price of electricity in many regions across MENA, additional cost reductions are needed to make solar electricity fully competitive against conventional power sources in the long term. The opportunity of improving PV system costs via voltage increases on the DC side has already been successfully applied worldwide with the move from 600 VDC to 1,000 VDC large scale PV systems. Today, new developments at GE has created a shift towards 1,500 VDC architecture and this is widely seen as the next natural step in the evolution of utility scale PV power plants, further tapping into the cost reduction opportunity. By increasing the voltage level, the inverter power station’s power rating increases proportionally and thus decreases system losses and balance of plant costs. In addition, GE’s LV5 inverters have the latest software controls ensuring optimized power harvesting and a smooth integration of power produced into the grid.

WINTER 2016

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SAFETY ON THE JOB SEVEN STRATEGIES TO BECOME A MORE EFFECTIVE SAFETY LEADER

I often hear frustrated contractors complaining that all Safety management is a paid position. Safety leadership is voluntary—yet infinitely more rewarding. It’s time to take stock of where you are in your safety career and to find ways to tweak, adjust, and fine-tune your performance. There is, in this article, already an assumption that you’re up to date on legislation, rules, and procedures. If you’re missing that part, you can add those items to this list. But I don’t want to discuss your knowledge of safety. I want to help make you a better safety leader. Safety leadership is not safety management. Let’s be clear about that. Safety management is a paid position. Safety leadership is voluntary—yet infinitely more rewarding. Also, you do not have to hold a safety position (or title) to be a safety leader. Safety leaders can be front-line personnel— especially supervisors. Here are seven personal strategies designed to help you become a more effective safety leader: 1. Read. Read whatever it is that can improve you. Ordinary people become leaders over time. They read, they

SMWIA Local Union No. 280 / SMACNA-BC Partnership

Left: Jud Martell Local Union No 280 President. Right: Mark McLaren current SMACNA-BC President. Photo by Bob Pascuzzi (SMWTC).

Labour & Management “Embracing the Challenge” - B. Flaherty, Cornell University, Syracuse, N.Y.

Sheet Metal Journal

by / Kevin Burns

learn, they digest. The truth is, people don’t just change their minds. They make new decisions based on new information. So get some new information. Read. Walk into the book store and stand in front of the business, management, and/or leadership section. Then scan the books on the shelves waiting for one to call your name. If there’s title that catches your eye, buy it. Then read it. Devour it. Learn from it. Repeat. 2. Ignore the trolls and critics. There are a lot of armchair critics telling you what you believe about safety is wrong. There are trolls on the social safety networks who suck up the oxygen. Trolls and critics tear others down in the hopes they might elevate themselves. Don’t give these energy vampires and attention-suckers a voice by engaging them. Focus your attention on being more effective with the people right in front of you who matter. Get into your zone where you engage and focus on what you believe is right. Tune out those who tell you that you’re wrong. Trust yourself that you are doing the right thing. 3. Give yourself a mission. A mission is not a list of job duties. Your mission is the reason you get out of bed in the morning to do your job duties. It's the “why” of choosing to be a positive safety person. Why do you choose to be in safety? Why do you want to inspire others to safety? Why is it important to you? Write down why being a safety leader is important to you. Finish this sentence: “My mission in safety is …” Then, go to the office supply store and have it laminated on a business card. Carry it with you everywhere. Pull it out of your wallet several times per week and read it. Remind yourself of your safety mission. Stay focused. 4. Activate courtesy. The first three strategies are internal things you can do. Now, let’s move outside of yourself. Be courteous—in your actions, your words, and your planning. There isn’t a strong safety program that doesn’t have both courtesy and respect at its foundation. Courtesy is one’s willingness to act outside of themselves for the benefit of others. It's called service. Courtesy fosters

SAFETY ON THE JOB Be bigger. Stretch yourself. Push your boundaries. Do not be satisfied with your performance. Always be improving. respect. It’s impossible to exercise courtesy and to be selfish at the same time. A willingness to look out for someone else’s safety begins with courtesy and respect. Do courteous things. Over time, they become natural. 5. Engage in purposeful communication. What is it that your co-workers need to know that will help them be better at their jobs and safer? How will you communicate what they need to hear in a way that they want to hear it, and then comprehend it? You say the word “dog” and everyone sees a dog in their mind. But it’s not the same dog, same breed, same color, same anything. Say the word “safety” and everyone sees something but no two people see the same thing. So be purposeful in your communication. Get specific. Give people the tools to be exceptional at safety. Ensure they understand. 6. Mentor others. The Roman philosopher Seneca said, “While we teach, we learn.” Science has proven students who tutor others learn the material better and score higher on exams. Older siblings also tend to be more intelligent from helping younger siblings learn the ropes. To become an exceptional safety leader, mentor others to become exceptional safety leaders. It forces you to up your game. If you’re in a safety management position, start mentoring your eventual replacement now. Groom them to a seamless transition for the company. You will build a solid team of safety performers. That is a comforting feeling. 7. Be bigger. Stretch yourself. Push your boundaries. Do not be satisfied with your performance. Always be improving. Raise the bar for yourself—then, and only then, can you raise the bar for your team. Show up bigger. Get addicted to improvement and success. Surpass the industry-average safety performance. Go as far beyond averages as possible. Look for ways to become the Top 1% in your industry. Become the leader in all categories. Become the go-to person, the example of how others should do it. Show up bigger—and stay there. Once again, you don't have to be in management to be a safety leader. Kevin Burns is a management consultant, safety speaker, and author of “The Perfect Safety Meeting” and his newest #1 Amazon Health and Safety bestseller: “Running with Scissors: 10 Reasons to Invest in Safety in Slow Times.” He is an

experin in how to fet through to people – how to talk with them so they hear and understand. Kevin's preentation “Trust the Process – Instill a Safety Attitude to Build an Engaged Culture of Safety” will help your organization reach the following goals: better engagement and buy-in to safety, increased teamwork, better communication, lower turnover resulting in increased profits from production. Visit www.kevburns. com for more information and to discuss your needs with Kevin. 

Four Things You Can do Right Now to Become a More Effective Safety Leader 1. Let go of your need to be right. That doesn’t mean that you must be wrong. It means that you need to let go of the need to prove that you are right. To become more effective as a safety person, you must build trust and respect so that you become an influencer, not an enforcer. Coach them, mentor them and influence them to make good decisions. To do that, you must first gain their trust and respect. 2. Be the same person on and off the job. You’re a safety professional. Safety leaders choose safety because they care about people. You’re the same person who comforts your child when they skin their knee. You’re the same person who cries when a family member passes on. Be that same person. Bring your empathy, consideration, courtesy and caring to work with you. 3. Treat what you do like a career – not just a job. When you look to the example of professional athletes, you won’t see people who just show up at game time and hope to wing it to victory. To become an exceptional safety leader, you will need to hone your craft. As a safety leader, the greatest amount of your time is spent communicating. Read, learn, absorb everything you can in being a better communicator. 4. Don't suck up the oxygen. As a safety leader, you’re a coach and a mentor. They are the ones quietly operating in the background. They are the ones who make the front-line people the real stars. As a safety leader, your job is to influence - not to dominate the conversations. Keep it simple. Keep it short. Keep it focused. Sometimes, a short whisper is more effective than a 45-minute diatribe on 27 different subjects using 72 slides. Simply put, your job as an effective safety leader, is to make everything you do all about making it better for crews and employees. To become a better safety leader first requires that you be a better person. From Kevin Burns' blog, “Do These 4 Things To Become A More Effective Safety Leader.” Read the full text at http://www.kevburns.com/blog/do-these-4-thingsto-become-a-more-effective-safety-leader

www.sheetmetaljournal.com • Winter 2016

IT'S THE LAW ENDING THE JOB RIGHT: LESSONS FOR DEALING WITH HOMEOWNERS THAT REFUSE TO PAY Contractors understandably become frustrated when an exacting homeowner refuses to provide final payment because of seemingly inconsequential “deficiencies.” However, as the BC Supreme Court made clear in Constructum Developments Inc. v. Hogaboam, 2015 BCSC 1490, a homeowner may be entitled to correction of all deficiencies before they are obligated to provide final payment to a contractor. In fact, a contractor’s insistence on receiving final payment before fixing final deficiencies may actually result in a repudiation of the parties’ agreement.

The Facts

In this case, a contractor (the “Contractor”) entered into a General Contract Agreement with several homeowners (the “Homeowners”) for the construction of a new build home in Westbank (the “Project”). As the Project neared completion, a dispute arose between the Contractor and the Homeowners over the correction of a number of deficiencies, including: the omission of a walk-in pantry in the kitchen, incorrect exterior colour, and doors being hung improperly or installed completely defectively. Eventually, a stalemate developed between the Contractor and the Homeowners. The Contractor refused to remedy any of the deficiencies until he received payment for his final progress draw. The Homeowners refused to sign the Contractor’s certificate of completion or make any further payments until the deficiencies were corrected. Ultimately, the Homeowners changed the locks and refused to let any tradespeople associated with the Contractor on site. Afterwards, the Homeowners remedied the deficiencies at their own expense. The Contractor sued the Homeowners for recovery of the amount of his final progress draw plus extras, and the Homeowners counterclaimed for their costs in rectifying the deficiencies.

By Andrew Delmonico and Anne Cochrane

The Decision

A significant issue the Court had to consider was who was responsible for repudiating the Contract; was the Contractor in breach for failing to rectify deficiencies until he was paid, or were the Homeowners in breach for refusing to pay until the deficiencies were corrected? On this issue, the Court sided with the Homeowners, finding that the Contractor’s refusal to complete deficiency work until he was fully paid amounted to a fundamental breach of the Contract. In this case, the Homeowners were found to be within their rights not to release the final progress draw until all deficiencies were corrected.

Lessons Learned

You may be required to correct deficiencies before demanding payment of your final progress draw. A demand that you be paid in full before deficiencies are corrected may actually put you in fundamental breach of your building contract. Consider including a clause in your building contract that clearly spells out what constitutes a default on the part of the contractor and the homeowner, and provides an explicit mechanism for dealing with these defaults should they arise.  This article was written by Andrew D. Delmonico, a lawyer, and Anne Cochrane, an articled student, who practice in construction law with the law firm of Kuhn LLP. This article is only intended as a guide and cannot cover every situation. It is important to get legal advice for specific situations. If you have any questions or comments about this case or other construction law matters, please contact us at 604-864-8877.

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Continued from page 7

“As you know, there are a number of side letters already (in the TPP) and one of the things that we will be listening to people about is, you know, what (are) their concerns.” Each country has up to two years to consider ratification before making a final decision. She has said that while Liberals are strong supporters of trade, she’s also noted that they didn’t negotiate the Trans-Pacific Partnership. The former Conservative government announced an agreement-in-principle on the pact in October during the federal election campaign. At the time, then-prime minister Stephen Harper warned that Canada couldn’t afford to let the opportunities afforded by the agreement pass by. The treaty, which came under heavy criticism in part because the talks took place in secrecy, can take effect if it’s ratified by half the participating countries representing 85 per cent of the proposed trade zone’s economy. It remains unclear, however, whether US lawmakers will ratify the accord.

On Monday, interim Conservative leader Rona Ambrose urged the government to support the TPP to help Canada’s limping economy. “Right now when Western Canada is hurting… the TransPacific Partnership offers huge opportunities, particularly in the business services sector and the agricultural sector,” Ambrose said in Ottawa. New Democrat Leader Tom Mulcair warned Monday the TPP would kill thousands of Canadian jobs, weaken its supply managed dairy and poultry sector, hurt the auto industry, and put innovators at a competitive disadvantage. The Canadian auto-workers’ union, Unifor, has called the deal disastrous, warning it threatens some 20,000 manufacturing jobs in Canada. Freeland recently said she heard from groups representing farmers in Alberta and the Port of Vancouver that were very strongly in favour of TPP, a deal that would open up new foreign markets for many Canadian firms. On the other hand, Freeland also heard concerns from Canadian and U.S. academics at a recent event at the University of Toronto. Several trade experts who addressed the conference criticized the TPP’s provisions on intellectual property and warned they would be harmful for Canada. 

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advertiser index advertiser

page

phone

101 Industries

877.632.6859

www.101industries.com

Cascadia Metals

604.946.3890

www.cmetals.com

Crossroads C&I Distributors

800.663.6595

www.crossroadsci.com

ECCO Supply

604.530.9755

www.eccosupply.ca

FastEST Inc.

800.828.7108

www.fastest-inc.com

Frost Insulation Supplies, Inc.

604.535.7272

www.frostinsulation.com

23, 24

604.430.3388

www.smw280.org

604.882.7680

www.smwtcs.ca

IFC, 05, 24

604.585.4641

www.smacna-bc.org

Sheet Metal Workers Int'l Local 280 Sheet Metal Workers Training Centre Society SMACNA-BC Cover Sponsors

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OBC www.sheetmetaljournal.com • Winter 2016