The Trowel December 2015 / January 2016

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CONSTRUCTION OUTLOOK Also in this issue: Prompt Payment Legislation Job Site Schooling Reviving Your Business McArthurGlen Vancouver Airport

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CONSTRUCTION OUTLOOK Also in this issue:

2016

Prompt Payment Legislation Job Site Schooling Reviving Your Business McArthurGlen Vancouver Airport

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The Trowel team Lara Perraton, Group Publisher lperraton@pointonemedia.com Jessica Kirby, Editor 877.755.2762 • jessica.kirby@pointonemedia.com Lara Perraton, Advertising Sales 877.755.2762 • lperraton@pointonemedia.com Christina Tranberg, Advertising Sales 877.755.2762 • ctranberg@pointonemedia.com

contributing writers Mark Breslin Susan Bryant Anne Cochrane Andew Delmonico Blake Desaulniers Ted Garrison George Hedley Gary Jayne Drew Smith

cover photo

photo by a.dombrowski (Flickr: Industrial) [CC BY-SA 2.0 (http://creativecommons.org/licenses/by-sa/2.0)], via Wikimedia Commons

Published bi-monthly by Point One Media, Inc. The Trowel P.O. Box 11, Station A Nanaimo, BC V9R 5K4 t: 877.755.2762 • www.wallandceiling.ca 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 ©2015, 2016 by Point One Media Inc.

Photo courtesy of the BCWCA.

CONTENTS • december 2015 / january 2016 06 It’s Game on for 2016

Overall predictions in construction remain stable for 2016, but low oil prices and labour shifts will have impacts in Western Canada.

10 Is Prompt Payment Legislation Coming to BC?

Prompt payment legislation is making headway in Ontario, prompting action in BC.

12 Job Site in the Classroom

BCWCA’s Drew Smith runs his classroom like a job site and never have prospective employers been happier.

15 Re-view, Re-do, & Re-new: 12 Steps to Re-vive your

Business

Running a business without change is like sending your quarterback out on the same play, game after game. It’s time to switch things up.

18 McArthurGlen Vancouver Airport: Luxury Design in

Record Time

Gallagher Bros. Contractors makes headlines at the luxury shopping centre.

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In the next issue: Tools & Technology • Taxes and Books • Material Innovations

2016 Brings Good Tidings to All 2015 leaves us with a definite taste of optimism on our tongues. Global economic crises are cooling off, we are inching closer to solving the labour issue in a meaningful way, and although it still happens, underbidding is so last year. And while we’re at it, Canada is poised to become part of history’s largest trade deal—the TransPacific Partnership (TPP). The TPP is literally a big deal because it affects 12 countries, the TPP affects 800 million people people, and a combined $28.5 trillion GDP. The deal creates a free trade zone like never before, affecting nations around the Pacific ring that count for 40 percent of the world’s economic output.

Like under other trade agreements, member countries will enjoy reduced or eliminated trade tariffs on a vast array of goods and services, and have structured rules to fall back on in the event of a dispute.

For Canada, people are on the fence about the TPP for the typical reasons— economic activity versus local labour.

Unifor, Canada’s auto workers’ union, is not impressed because under the deal, 45 percent of a vehicle’s content must come from Canada to avoid import tariffs—that is 17.5 percent less than required by the North American Free-Trade Agreement (NAFTA).

Canada’s government says this is actually a victory because it will mean more exports.

The feds have promised a $4.3 billion subsidy over 15 years to protect dairy, chicken, and egg farm revenues, since TPP countries will get duty-free access to 3.25 percent of Canada’s dairy market and 2.1 percent of its poultry market.

4 » The Trowel

In terms of labour, critics of the TPP says the very fact the deal is not limited to highly developed countries means trouble for Canadian labour as well-paying, protected jobs could be outsourced to countries like Peru and Vietnam, resulting in lower wages and higher likelihood of worker exploitation.

On the flip side, the agreement includes strong and enforceable rules against child labour and contains protection for the right to unionize.

On the consumer front, your average Joe will benefit most obviously from cheaper cars as the current 6.1 percent tariff on passenger vehicles from Japan dissipates over the next five years. Other consumer goods will offer greater price variety, though buyers will in some cases pay a premium for shopping local.

Agriculture will see some new export opportunities, and alcohol will find benefit but not for another 12-15 years as tariffs on certain items slowly drop. Some of the biggest winners are Canadian beef and pork exporters who, between 2012 and 2014, exported $2.6 billion worth of pork and $1.3 billion in beef to TPP countries. Over the next two to 12 years, tariffs on these items will further reduce in various Asian countries including Japan and Vietnam.

In construction, there are some obvious benefits. Construction and other heavy industrial equipment falls under the TPP in a few areas, lowering prices and providing faster access to products. According to Industry Canada construction services are included in a list of services expected to enjoy greater transparency and greater market access. Global Affairs Canada echoes the sentiment the TPP

By Jessica Kirby, Editor will benefit construction in Canada, adding the fact that the TPP will remove most of the significant barriers large construction firms have bidding on large infrastructure-type projects in foreign markets.

Even with our southern neighbours construction opportunities increase— for instance, Canada will secure access to procurement activities of major US regional power authorities, the six largest of which build more than $4 billion in projects each year.

Whether small- to mid-size contractors will be deeply affected by the TPP remains to be seen. Certain materials may enjoy price drops, and although forestry and trade deals haven’t had a rosy past in Canada, even the Forest Products Association of Canada (FPAC) is championing this agreement, so there may be an increase in wood exports and some relief in the price of wood materials.

One thing is sure: an agreement focused on nearly half the world’s economic output is sure to have lasting effects on the future of global commerce and on what it means for local economies.

Whether Canada and the US follow through and seal the deal in early 2016, there is no doubt, a paradigm shift is on the horizon.

For now, rest easy over the holidays and be well with family and friends.

I look forward to another 12 months of learning and presenting the information most important to you.

Happy Holidays! ■

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n o e m a G 6 1 s ’ t I 20

r o f

by / Blake Desaulniers

W

hile 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 has 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 infrastructure investment will create additional demand for new infrastructure construction.

According to a recent survey by The Independent Contractors Association of BC (ICABC), 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

© Can Stock Photo Inc. / dani3315

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 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.

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.

■

Construction Outlook

Unemployment in construction has been driven well below historic levels, and expansion demand will keep unemployment levels in the current range.

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 (CCA) sees moderate growth across the country and points to new infrastructure projects as a key factor.

“What is encouraging is the renewed and enhanced commitment to infrastructure in Canada,” says the CCA’s Michael Atkinson. “The nonresidential 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 8 » The Trowel

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 30-year forecast, so projects are really just being deferred,” he says.

Atkinson also sees 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.

Overall, TD Economics forecasts modest growth in non-residential; 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.

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.

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Desaulniers

is

a

Vancouver

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“A lot of projects are 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-oilproducing sectors.

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. ■

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Is Prompt Payment Legislation

Coming to BC? By / Susan Bryant

© Can Stock Photo Inc. / SergeyNivens

W

hen Bill 69 for prompt payment legislation

gained traction in Ontario last year, the need for similar legislation both in B.C. 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 (MCABC). “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 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 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.

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 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.

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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wallandceiling.ca » December 2015 / January 2016 » 11

JOB SITE

in the classroom By / Drew Smith • photos courtesy of BCWCA

It’s a great time to be an apprentice with the

We are in a new world of youth, eager to learn the theory and basics of our craft and I take great pride being chosen to administer the set out curriculum to the tradespeople of the future.

I have been asked to write an article about how and why I run our classroom/shop as I would a job site and why I feel this is an important part of our apprentices’ training while I have them for a short time at our training centre at BCWCA. I will also cover what I expect from our apprentices when attending.

The curriculum in our classroom training is set out using the National Occupational Analysis (NOA). This directs the instructor to address the requirements set forth by the Industry Training Authority (ITA) and to provide classroom instruction and hands-on shop work, working toward the end result that our apprentices receive their Red Seal Certification as a Wall and Ceiling Installer.

quantity and diversity of projects ongoing and on the books for the near future in the wall and ceiling installers’ field of study and training.

I will start by reminiscing about my own training as a young apprentice days in prison. Seriously! Many of you may remember the Pacific Vocational Institute 1978-1986, our Carpenter-Lather Training Centre, formerly Haney Correctional Institute. We apprentices of that era literally went to jail to learn the theory and hands-on training of our craft and we went willingly. Al Vince was the warden of the day.

We have come a long way with training and improved facilities to mold our apprentices in the new millennium.

Gone are the days when the instructor had to head down to the Haney Hotel to collect us from the pub during our extended lunch breaks. Bring back memories?

With proper training at the BCWCA and Finishing Trades Institute of BC (FTI), in partnership with the apprentices’ sponsor companies, we should be able to produce a new generation of fully qualified tradespeople, resulting in a more efficient and progressive work force for our industry’s future.

Many of my fellow classmates from my apprenticeship days have achieved great success in our trade and related aspects of the wall and ceiling industry. Well done, gentlemen.

A fond memory I have of my dad/mentor, Andy Smith, also a wall and ceiling contractor back in the day, was that of walking the corridors of Robson Square under construction

in 1979. While wanting to check a P.S.F. for plumb, he asked a worker for a 4’ spirit level. The worker did not have one nor did several others he asked. Not being able to do this and turning a new shade of Mad Red, we returned to the truck, proceeded to the nearest drywall supplier, and purchased every 4’ spirit level they had in stock. Returning to the site with myself, a good quantity of levels, and my cart, we proceeded to walk the corridors again, passing out the levels to each worker. All the workers shook my dad’s hand and thanked him for the tool, as it was Christmas time and payday Friday. Along with the paycheque, there was a gift certificate for a turkey and a note from dad that said something like: “You now all have a 4’ level. The cost for the level has been deducted from your pay. You must have the proper tools to do your job.” Well done, Dad. On the first day of school at the BCWCA, in advance of our shop classes, I present a list of tools I expect our apprentices to have in their tool kits. I discuss the list with our apprentices and ask that they review the list with their respective employers and return the following week with the input. I have yet to receive a negative response from any contractor.

Quite the opposite, I am thanked for driving this message home to the apprentices. The proper tools are needed to do the tasks of the day. In many cases, the employer is able to work with the apprentice along with generous support from our drywall supply companies to get the best deals on filling these tool requirements. A win-win for all concerned parties.

Ok, so now I have an apprentice to learn and work productively.

What now? I explain to them that when they come to my job site (school) they will learn quickly if they show up five minutes before class they are already 10 minutes late. I need

know who I have to work with today to assign tasks I need done. Start time is when we start work. I explain if I do not have their full attention, if they are not fit and dressed for work, the industry will not need them on site—definitely not on my job. Think about this for a minute. Your local fast food restaurant requires nothing less. Should be simple.

There will be no cellphones on my job. I demand your full attention, as you are working for me today. This is not a new thought. Keep going back to the fast food analogy.

On my job site, you are required to wear your P.P.E. at all times. You will be warned once and told to leave the job site and study quietly in the classroom the second time.

Unfortunately, these apprentices are not always sitting alone.

They learn. They learn quickly. This issue is resolved. Simple, right?

At your training facility, I do everything I can to simulate an actual job site scenario that I believe brings the apprentice to a higher understanding that there are rules in place on any site and they must be followed. We don’t always like to follow the rules but they are necessary to provide continuity and in most cases to provide safety to our workers.

We have two break times in our regular work days at my site (school), at which time we collectively stop working.

There are no workers left working alone. Again, safety of the workers comes first. The apprentices quickly appreciate this and everyone is on board. We now have a well-oiled machine.

I have laid out the rules of my site, they have learned them, abide by them, and we are all in a good place moving forward productively, efficiently, and most important, safely. A relatively simple process.

wallandceiling.ca » December 2015 / January 2016 » 13

■

Job Site in the Classroom on site all day. Safety first again, as I don’t need exhausted workers in the shop area.

The classroom work is a casual environment. No phones allowed. I actually have a phone jail box in the classroom.

We review the curriculum, as discussed earlier set out by the NOA, and we distribute quizzes on different aspects of the trade for marking scores.

We have a classroom that can accommodate 16 students comfortably for book, theory, and curriculum review work.

It is well lit, has lots of windows, and media presentation is available for training purposes. A lunch room adjacent to the classroom provides a seating area, fridge, microwave, coffee machine, toaster oven, and washing up area for dishes. There are two half-bathrooms here. One at front of the class and one in the shop.

The shop area is approximately 2000 square feet where we construct mock-up rooms providing practical training using our most common component materials.

I have the apprentices attend classroom time for theory work specifically on Thursday nights as they are tired from working

As a superintendent for a large general contractor, it is my intent that they receive the training I am looking for on my actual project sites. They should leave here with a real world experience.

In my opinion, the industry needs a kick start and I believe we need to start at the beginning with basic work ethics, good habits, first on the job-last to leave habits. Would you agree?

When you send me your apprentices, I will try and return them to you in one piece and with a new bounce their step, eager to learn and productively and efficiently produce for you in a safe manner. Ask any of my past students what my number one rule is at the end of each week’s session: Make the Boss Money.

Again, I thank you in advance for your continued support of your training facility at BCWCA, and look forward to having you send forward the journeypersons of tomorrow.

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Thanks to our advertisers and readers for another super year here at The Trowel. We wish you a very Merry Christmas and a Happy New Year!

— Jessica, Lara, and Christina

Re-view, Re-do, & Re-new 12 Steps to Re-vive your Business

It’s the start of a new year for your team.

by / George Hedley

As you reflect on your company’s past successes, challenges, and failures, how was your performance? Would you have won a championship with your business strategies, managers, players, training program, systems, and plays? Now it’s the start of a new season and you want to become the best team in your league. Should you call the same plays with the same players? Should you keep the same management team and use the same strategy? Should you play the same game with the same equipment?

What would be your role? What type of customers would it serve? What type of projects would it specialize in? Would it sell low price and be at the mercy of its customers to decide if it gets new work, or would it create a service that customers seek, want, demand, and pay top dollar for? Business owners get stuck in their own rut doing business the same way with the same customers expecting things to change. Don’t be afraid to Re-Start by changing your line-up, plays, strategy, and how you run the team.

Think of the premier teams in sports history. What sets them apart? In almost every great winning professional or college sports organization is a tough, focused, decisive owner or coach, not afraid to make tough decisions, change their strategies, move players around, replace poor performers, and surround themselves with the best management team in the business.

3. Re-Balance

What do winners do at the start of every season? They ReView their past performances and analyze what changes are needed. They rate their strengths and weaknesses, weigh their current situation, and look at their competition. Now it is your turn to be a championship winning coach and build the best company in your marketplace. What do you need to Re-Do?

1. Re-Bound

First and foremost, complaining about your competition, customers, employees, or the economy won’t win any games.

Do you think winning coaches talk about all the reasons they can’t win enough games? No, they get focused on the positive things they can do to build a winner. Look for opportunities to improve your company, change how you do business, leverage your time, motivate your team, call new plays, find new players, and Re-Bound at a higher level.

2. Re-Start

Forget about how you’ve done business in the past. It wasn’t good enough then and won’t give you the results you want in the future. Start with a clean sheet of drafting paper. What would a winning team look like? How would it be organized?

Do you remember the reason you went into business? To build a profitable company that works without you doing all the work, is organized and in control, and run by your management team. The end result of your risk-taking should be freedom and wealth, not hard work and little money. Put yourself first, not your customer or employees. You can’t serve customers well unless you are refreshed, healthy, and full of energy.

Dedicate time to Re-Balance your life and daily activities.

Find time to do what you enjoy doing outside of work. Block out Friday afternoons for your hobby, or Tuesday mornings for time with your family, or Wednesdays for community or charity volunteer work. If all you do is work, what’s the point of owning a company?

4. Re-Visit

Great coaches have had to learn to manage their team differently if they want to continue to produce winners. Now’s the time to take a hard look at how you do business and if your current strategy is viable today. I received an email from a construction company owner asking what they could do to win more work. He stated that because of the economy, there were fewer projects to bid on, and there were often 20 or more bidders on each bid opportunity. I was shocked. What was this business owner thinking?

How can you make any money competing against 20 other companies for jobs awarded based solely on the lowest wallandceiling.ca » December 2015 / January 2016 » 15

Reviving Your Business

price? Obviously, he had been somewhat successful in the past when work was plentiful, but in a tighter economy, the old strategy won’t work. He needs to change how he does business big time and Re-Visit his business plan and what he offers customers. Offering the same things every competitor does creates no competitive advantage and no profit large enough to build wealth or a sustainable company.

5. Re-Tool

The business world is getting more and more competitive.

Even professional sports teams are doing whatever they can to cut out the fat. As a season ticket holder to the Anaheim Ducks hockey team, I have observed their ticket renewal process becoming super streamlined and efficient. I get an email to renew my tickets with several automatic payment plan options. No phone calls or personal contact. And if I can’t attend every game, they give me the option to email my tickets to friends, sell them on their website, or donate them to charity. All with a click of the keyboard online.

What should you do to Re-Tool how you manage your business to save money and increase efficiency? To streamline your daily business activities, perhaps you should consider using your website, technology, emails, or the Internet to pay your bills, invoice customers, post shop drawings, order supplies, send proposals, market your company, track deliveries, schedule employees, communicate with customers, maintain vehicles and equipment, or invest your money.

Strength by Performance. Quality by Design.

Thinking about light gauge steel framing for your next project?

6. Re-Finance

A strong financial foundation gives business owners the opportunity to hire the best players, market better than their competition, try new types of business models, and take advantage of opportunities. Now is the time to take a hard look at your finances, your financial systems, and your cash equity investment. I often see small companies struggle when they don’t focus on making their numbers, have good financial controls in place, and are under funded.

By installing excellent financial software managed by an experienced accounting manager, you will take a large step towards building a better company. You’ll be poised and ready to seize opportunities like finding property at a reduced price or other companies in need of a cash infusion. But if you discover you are actually cash strapped, you’ll have the financials to present to another company you may want to join forces with. Keep your eyes open for strategic alliances and joint ventures that will make your operation better. And seek investors who will strengthen your balance sheet to negotiate tough times.

© Can Stock Photo Inc. / jiriphotography

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7. Re- Structure

Most companies use the same unwritten organizational chart for years without ever changing it. The owner is at the top of the chart and accepts most of the important roles like chief salesperson, general manager, chief estimator, and money manager. But over time, the old chart doesn’t work as business and customer demands change. What outdated positions do you still have? What new positions do you need to compete today? Your old equipment manager was a glorified mechanic. Now he needs to be fully responsible to get a return on your equipment investment plus keep everything working efficiently. The old role of an estimator was to prepare quantity take-offs and put a price on jobs. Now he must be a director of presentations, video modelling, PowerPoint slide shows, and master of negotiating complicated design-build contracts with professional engineers. The list goes on.

8. Re-Focus Lochsa Engineering: Decades of light gauge steel framing design experience.

• Design and construction efficiency • Cost savings • Schedule savings • Licensed in British Columbia, Alberta, Saskatchewan, Manitoba, and Ontario, Canada as well as in all 50 United States • BIM Services For more information: Riley Mahaffey, P.E. Call 208.342.7168 Lochsa Engineering www.lochsa.com riley@lochsaidaho.com

16 » The Trowel

What does your company offer or do differently to attract customers to pay full price for your services? Have you changed your marketing strategy, proposal, bid presentation, image, or guarantee to gather new fans of your company?

Have you changed your target market, project types, or delivery systems to expand your customer base? Trying to convince customers to hire your company using the same old bid strategy and low price methodology won’t get them to buy tickets from you at premium prices. It is time to look for new customers in new markets and new project types by offering something exciting that will fill seats and get customers excited about paying your company what it’s worth.

9. Re-Build

Take a fresh look at your overall company image, logo,

stationary, proposal format, communications, presentations, uniforms, trucks, job signs, office, showroom, business cards, and website. Do they create any excitement or are they old, tired, and like everyone else’s? Do they give out the right professional clean impression to your customers? Does it make your employees proud to be a part of a winning team?

Does it promote technical expertise and value? To be the best, customers must perceive you are the best.

10. Re-Vamp

Make a list of the systems and procedures you have in place that guarantee and deliver consistent results every time. Then make a list of all the problems you have experienced over the last year that have cost your company money. Then decide which problems can be solved with new plays for your team to use. For example, if you are challenged with getting paid for extra work, create a system for field changes and implement it companywide. If your employees are not being productive, challenge them to design a productivity program that increases their efficiency. If you are not achieving your project goals on a regular basis, facilitate a discussion of your team leaders and develop a system to achieve every project goal.

11. Re-Fresh

Even winning professional teams take a break between seasons to rejuvenate. I like reading how athletes spend their time off. Most go back to their hometowns and hang out with family and friends, fish, golf, hunt, work out, do nothing, and refresh. This allows them to return to training ready to hit it even harder with renewed energy. How much time do you give yourself on a regular basis to renew?

I was speaking at a company annual convention earlier this year. The opening party was a mardi-gras parade for the group with music, jugglers, clowns, and lots of beads to throw. At the party, a fortune-teller offered advice. She told me I needed more down time in my life. I rebutted that I play golf two or three times a week and take lots of trips with my wife. She smiled and said that sounds like work, not relaxation. She was right. I rarely sit down and do nothing, read a novel at the beach, or just swim in the ocean. Wow! Stop and smell the roses. To continue building your business, take time to Re-Fresh on a regular basis. Take regular two or three day breaks to do nothing. And take a two week vacation every year. You deserve it. Plus your customers and employees will appreciate the new you.

12. Re-Live

Every once in a while, I dream about owning a golf course.

I imagine as the owner, I will get to play golf every day, be surrounded by my golfing buddies, have lots of fun, and make money enjoying my hobby. But the fantasy becomes reality when I talk to a friend who actually owns a local golf course.

He works seven days a week, 60 to 80 hours per week, is on call full time, and rarely plays any golf. Not the dream I had Continued on page 26

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wallandceiling.ca » December 2015 / January 2016 » 17

r

hu t r A Mc n Gle

luxury design in record time

Designer Outlet

by / Jessica Kirby • photos courtesy of Gallagher Bros. Contractors Ltd.

General contractor: Strabag Architect: Strabag / Stantec Wall and ceiling contractor: Gallagher Bros. Contractors Ltd. Engineering design (steel stud assemblies): Lang Engineers Material suppliers: Kenroc, Bailey West, BC Ceilings, Hilti, and Reliable McArthurGlen Vancouver Airport is a 700,000-square-foot luxury shopping complex at YVR’s Sea Island, just steps from the Canada Line’s Templeton Station. Featuring the best in European and North American premium and lifestyle retail brands, the complex has specific aesthetic and structural elements designed to achieve wow-factor and a sleek, streamlined image.

Wall and ceiling contractor Gallagher Bros. Contractors Ltd. took on the exterior and interior scopes of the project, completing the $6-million contract within 11 months despite a lag in the schedule and a monumental amount of required materials.

The exterior scope of the project for Gallagher Bros. included all building structures from Buildings A through to K plus the kiosk. Crews completed exterior wall framing and sheathing; custom structural steel stud sloped roof, dormer, facia, and cornice framing; and, structural steel stud and wood backing.

On the interior, the company worked on the same buildings, completing interior base building wall and ceiling framing, insulation, and drywall and finishing of all base building corridors, offices, washrooms, and future tenant and storage spaces. Also in the scope of work were acoustical grid and tile ceilings, shaft assemblies, and fire stopping.

Throughout the wall and ceiling scope, the project required approximately 783,575 lb steel stud materials delivered and installed; 240,000 square feet of exterior sheathing; 728,000 square feet of ½-inch and 5/8-inch interior drywall and shaft liner; and, 168,000 square feet of glass-mat mould resistant drywall.

The original schedule planned to have Gallagher Bros erecting steel stud in early June 2014, and the project completion date was set for late June 2015. The actual productive start, however, ended up the beginning of August and completing end of June 2015, lasting 11 months.

The contract was valued at $6 million, given the drawings were approximately 60 per cent complete when the contractor began.

contractor to work crews at accelerated hours in specific, key locations, said Gallagher.

“We arrived on site with our site foreman in the third week of May, 2014 to be ready, but due to the delays of the structural hss steel ahead of us, we only started erecting some exterior stud with a small crew at the end of June 2014, with a productive start at the beginning of August,” said Peter Gallagher, partowner of Gallagher Bros Contrators Ltd. “The structural hss steel continued to delay our start and, in fact, we were only able to increase crew sizes and accelerate exterior assemblies installation by mid-October 2014.”

“These accelerated hours turned into seven days a week for 16- to 18-hour days.”

By the time the end of December and January 2015 came, the wall and ceiling crew was being asked by the general

The building’s design features some unique and unusual structural elements. The custom structural sloped roof framing throughout the project challenged the team, but specifically in the two main buildings (A and E) all the way to the project on the west side entering from the parking lot.

“The entire sloped roof framing was framed from coldformed steel stud, with gauges varying from 20-gauge to 12-gauge, and with many custom profiles in order to achieve

KENROC ”to be the best” From a small drywall supply house in Regina to a dynamic group of companies doing business in Western Canada, it’s been quite the success story for Kenroc Building Materials Co. Ltd. In 1967, Ken Sexton, began Kenroc to supply the emerging gypsum drywall trade. He invested $3,500 in a small, leased lot by the railroad tracks in Regina and bought a rickety Bullmoose forklift and an old truck with bad brakes. Lacking indoor storage, he was forced to store materials outdoors under plastic sheets until a makeshift shed could be built.

Fast-forward to 2015, and Kenroc is now a major company offering a

variety of products: drywall, ceiling systems, roofing, stucco, steel framing, insulation, EIFS foam and tools.

Kenroc has over 350 staff members across 15 locations that do business with a Western Canadian focus.

The company has offices in: Calgary, Chilliwack, Coquitlam, Vancouver, Edmonton, Fort McMurray, Kamloops, Kelowna, Medicine Hat, Prince George, Red Deer, Regina, Saskatoon and Winnipeg.

Kenroc’s vision statement is “To Be the Best,” through investing in new equipment, technology and facilities, providing excellent customer support or assisting its employees in helping the company grow.

“We have been able to enjoy rapid expansions because we’ve stayed focused on providing high quality service to our customers, having the products they need and striving to have the best people.” www.kenroc.com

wallandceiling.ca » December 2015 / January 2016 » 19

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McArthur Glen Vancouver Airport

the detailing,” said Gallagher. “We had some of the best wall and ceiling tradesmen working on these details, and at times we had to design our own details in the field to achieve the end result.”

complex design and layout, planning, material ordering, and constructing the exterior assemblies.

Because most of the structural sloped framing, facades, facia, and cornice features were at higher elevations, pre-fabrication became a valuable way of framing to maintain the accuracy and installation.

“It also was a valuable educational project for the new upcoming apprentices who worked closely with each key tradesmen,” said Gallagher. “Our crews met the challenge with their knowledge, commitment, and work ethic towards this project and our company. Danny, Kerry, and myself are very proud of our crews.”

The project also challenged each of the tradesmen – from the foremen to the layout supervisor and framers – with the

Jan Grooten, project manager for general contractor Strabag said the fast track project was completed as of July 9, 2015.

Congratulations on the completion of another successful quality project:

McArthur Glen Outlet Mall Bailey is proud to have supplied Gallagher Bros. on this project.

“McArthurGlen Designer Outlets have built their first shopping experience within North America,” he said. “The 700,000-square-foot shopping facility has an open-air village style, tailor-made entertainment, and recognizable architectural features found across Europe.”

Strabag’s team concept – Teams Work – relies on a proven working model that has been successful for the company and into which Gallagher Bros. was a great fit.

THE STRENGTH WITHIN

“Gallagher Brothers has proven to be a good partner in this team concept due to the company’s flexible integration into the DOC project team,” said Grooten. “Their highly efficient organization and approach towards both design and execution have helped Strabag face some of the challenges of this project.”

Bailey Metal Products Ltd. – Manufacturer of cold-formed steel framing and various architectural steel products

sales@bmp-group.com | www.bmp-group.com

20 » The Trowel

Being a family business without a top-heavy organization allowed Gallagher Bros. to implement on-the-spot design solutions and provide out-of-the-box execution approaches quickly throughout the entire duration of the project, he added.

“We are pleased to have had the opportunity to have Gallagher Brothers on the team and look forward to working with them in the future.” ■

feature FOCUS FLANNERY RADIUS TRIMS by / Gary Jayne One of Flannery’s most common fabrication processes involves the bending or radiusing of our aluminum trims. Radius trims allow the architect or designer to insert an aesthetic trim along not only a standard flat wall or ceiling, but also allows for that trim design to run along any curved or “radiused” surface. Over 90% of our curved trim production is done in house. We can bend just about any of our aluminum trims, provided that the radius required is not beyond our bending tolerances.

On occasion a radius job may need to be sent out to a “stretch-forming” company that is able to go beyond our bending tolerances.

Since radiused material is bent to a project’s dimensional requirements it is considered to be a custom product.

This should not deter anyone from specifying or requesting a product to be curved. Even though it is a custom production item, most radius jobs can be completed within 5-7 days of order placement. Since our aluminum trims are hardened, it makes it nearly impossible to do any kind of bending in the field. This is why it is so important to have your trims factory radiused to avoid any unnecessary headaches or delays to the job.

Photos courtesy of Flannery Trim.

When examining the bending process, most architects and contractors should note that the best possible trims to be bent are those that are symmetrical in shape. Symmetrical trims tend to allow us to bend them to a tighter radius and they typically will maintain their shape throughout the bending process. Trims with a thinning flange or disproportionate dimensions may not always hold up and may distort during the bending process. When pressure is applied to the metal, it tends to find the weakest point which can create a rippling or tearing effect on the trim. Even with these issues, Flannery is still able to bend the majority of

our aluminum trims including soffit ventilation. The size of the trim and direction of the bend also plays a role in just how much we can bend the product.

Radius order forms can be found on our website www.flannerytrim.com under each specific product page.

The bending process begins with a 10’ length of material. After bending the trim the installer will have 9’ of usable material. Feel free to contact us with any technical questions or rough estimates.

To view all of our product offerings visit www.flannerytrim.com or call us at 818-837-7585. ■

Manufacturer of Specialty Aluminum Trims

Flannery, Inc. has been a leader in manufacturing specialty trims for more than 40 years. Our skillfully manufactured trim lines offer you installation ease, aesthetic appeal, and job longevity for several different wall systems, including drywall, plaster, fiber cement panels, and siding. Our level of expertise in our field enables us to be there with you from concept to installation, taking your vision into reality. Flannery is dedicated to providing you with the highest quality aluminum trim, and service you can trust. To learn more please visit www.flannerytrim.com.

Tel: 818-837-7585 • Fax: 818-837-1155 • Email: info@flannerytrim.com • 300 Parkside Drive San Fernando, California 91340

wallandceiling.ca » December 2015 / January 2016 » 21

around the WORLD IRAQ TO CONSTRUCT THE NEWEST WORLD’S TALLEST BUILDING AMBS Architects has announced the plan for a building called The Bride, which will be erected in Iraq’s Basra Province.

Rising 3,780 feet into the sky, including a 616-foot antennae, The Bride will now take over as the world’s tallest building.

The project is rather complex—it involves four conjoined towers totalling 604 stories and more than 16.6 million square feet.

Its height and capacity mean it will be taller and larger than the current tallest building – the Burj Khalifa in Dubai, which stands at 2,723 feet – and the soon-to-be tallest, Saudi Arabia’s Kingdom Tower, which will be 3,307 feet tall when it is finished in 2019. According to the Basra Governorate, which commissioned the project, it is part of an ambitious goal to maximize the city’s capacity by 2025.

The tower configuration is being called the world’s first vertical city and will operate around the clock as such. The integration of green and shaded areas is a key component of the all-inclusive and encompassing usage design.

Architects say although The Bride will be the world’s largest building, its conjoined design was planned with safety and efficiency in mind. The building is designed to perform at a net-zero energy capacity, which means it will operate independent from the city’s electricity grid. The four towers will connect at specific points by way of sky gardens that offer greater structural stability and multiple access and escape routes.

It will also feature a glazed canopy or “veil” that cascades from the upper towers to protect the lower and ground floor developments from the sun. Lower developments include hotels, retail shops, parks, gardens, and a rail network that serves the entire complex.

possibly being the site of the Garden of Eden, according to Biblical historians.

Its name is inspired by Basra’s moniker as “the bride of the Gulf,” which is the main port of Iraq and one of the fastestgrowing business centres. It also has historical roots as

The Bride’s purpose is to avoid urban sprawl and help protect the nearby fertile farmland that surrounds the complex and could otherwise be destroyed with low-rise development.. ■

Did you know Point One Media publishes four other trade publications?

They are:

C

M

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CM

forestindustry.com, Sheet Metal Journal, Solid Waste & Recycling, and TIAC Times

MY

CY

CMY

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Find out more online at www.pointonemedia.com 22 » The Trowel

contractors 101 WHAT ARE FOREMEN MOST AFRAID OF Construction foremen are bad asses. I have talked to thousands of them and most of them could kick my butt. But I know something about them. I know about their Achilles heel. I know what scares them absolutely to death.

It’s not getting fired. It is not having an eight-ton beam fall on their heads. It is not the toughest job with the worst estimate, or an inspector from hell. It is not a vendor no show, mechanical breakdown, or bad weather. No, it is worse than all that combined.

This simple problem of human nature meets macho jobsite meets leadership choices costs contractors millions and millions of dollars each year. In lost production, rework, low morale, safety problems, and more. Foreman simply cannot do the right thing if they think it makes them look or feel weak.

As I developed my recent book and training program, The Five Minute Foreman, I quickly found that these fears are widespread, universal, and totally understood by everyone. I also found that no one talks about it. They can’t. Because they are (mostly) dudes.

What activities are either inhibited, or eliminated, due to a foreman’s fears of looking or feeling weak?

• Using praise or positive reinforcement to motivate employees. This is only the number one motivator in the workplace, and it is free.

• Taking input from subordinates • Admitting they made any kind of mistake, or apologizing • Sincerely thanking people • Choosing diplomacy or communication over confrontation • Coaching instead of criticizing • Using influence instead of authority • Choosing a professional demeanor over the tough guy attitude

Have an interesting project on the go? Just got the inside scoop on an important industry issue?

What are you waiting for?

Email your editor, Jessica Kirby, at jkirby@ pointonemedia.com and get the word out.

By / Mark Breslin

All of these are out of the comfort zone. All of these get better people results. Better people results get better business results. Better business results means more money and more market share.

Many foremen have been raised in a culture that does not inherently value the talent or contributions of the people involved. Insecurity, lack of social or emotional intelligence, or improper training all combine to create serious discomfort and leadership failure. But the good news is that nearly every foreman is coachable.

When training them, the most important thing is to focus on the better business outcomes. Taking any approach that looks or sounds like “touchy-feely” is a deal killer. But when you make them focus on the tangible benefits from a business standpoint, the fear diminishes. When you reassure them that they are not giving away power or authority, they adopt a new degree of flexibility. And most importantly when you give them permission to be the high quality people and leaders that they know they should be, instead of a cartoonish role they learned, they break free from the limits of fear. And on the other side of that are the people, business, and profit results that benefit everyone.

See how Mark addresses these fears with a free chapter of The Five Minute Foreman visit http://www.breslin.biz/ Downloads/bsi_reports/5minForeman.pdf. ■

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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.

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

In Memory

REEVE, John Norman

Born January 2, 1933 in Regina, Saskatchewan and died peacefully on November 15, 2015 in Surrey, BC. With sadness but with peace, we share the passing of John Norman Reeve into glory with the Lord. Heaven’s gate opened wide for him. John’s life exemplified the love, grace, wisdom, and humility of Jesus. John was the beloved husband to June for 59 years and beloved father to Ken (Brenda) and Kim (Brian), loving grandfather 24 » The Trowel

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.

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 to Lindsay (Anatoli), Jeff (Ava), Jordan, Justin, and Jessica (Darrel) and great-grandfather to Yuri, age 5.

John loved his family and friends, his neighbours and colleagues. He made connections with people quietly but easily. Always willing to help others, he supported many ministries and was active in their church. John enjoyed motorhoming, travel, and was known as a dog whisperer. John played some professional hockey in earlier years and remained a lifelong fan of the game. John spent many years in the

By / Andrew Delmonico and Anne Cochrane

progress draw until all deficiencies were corrected.

Lessons Learned

1.

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.

2. 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 604864-8877.

building industry as a contractor and consultant. Our family wishes to thank the doctors, caregivers, and continued on page 26

industry NEWS Inaugural MOCA / CMMA Conference a Success Magnesium Oxide Cement boards are remarkable materials and it is thanks to their sustainability, health and safety, and durability characteristics the momentum and interest around them are growing.

This September, the first annual Magnesium Oxide Cement Association (MOCA) conference in Vancouver hosted nine delegates from the China Magnesite Materials Association (CMMA) and delegates from US and Canada. Over five days the group toured construction sites, material distributors, Intertek testing labs, BCIT Center of Excellence for Construction, and University of British Columbia (UBC) where Drs Power and Dipple presented their paper on the carbonization of MgO cements. The paper is available at http:// www.slideshare.net/PeterFrancis9.

Mike Van Geyn, A.Sc.T., principal, Firestance Professional Services Ltd., presented on how the building code relates to fire assemblies and the testing required to be listed for these uses. He also expounded on the benefits of companies coming together as an association and co-operatively conducting tests and sharing the expense.

Intertek provided testing detail, including test lab tours, and Wang Zifu from the Shandong Academy of Building Research detailed the specifics of three Chinese National Standards. Julie Scarcella gave an overview of www.ecospex.com, the new division of Digicom, which is the caretaker of the Master Format.

EcoSpex hosts a database of third-party reviewed technical documents on green and sustainable building materials.

James Liu, engineer, hosted a tour through a single-family construction project, Norland Forest Products gave the group a look at 9,000,000 square feet of gypsum wall board in its warehouse, and MagO showed off its recent VanCity project.

Dr. Fitsum Tariku hosted the group at his BCIT Building Science Center of Excellence and went over recent research showing MagO boards’ ability to modulate indoor humidity.

Dr. Jon Makar, National Research Council Canada-Canadian Construction Construction Materials Centre (NRCCCMC), explained in his keynote address the process of having a technical guide, as well as discussing the generic issues they have encountered when testing MgO boards. Streaming video of most of the presentations can be found at www.mocacanada.org, along with a membership application. ■

CertainTeed Publishes IndustryFirst HPDs and EPDs for Gypsum Products Manufacturer strengthens commitment to product transparency and creating healthy interior environments CertainTeed announces it is the first company in the gypsum manufacturing industry to offer Health Product Declarations (HPDs) and Environmental Product Declarations (EPDs) for drywall products. The newly published HPDs and EPDs provide scientifically robust and transparent information about environmental performance and third-party verification to confirm the true sustainability of a product. The declarations also allow products to contribute towards points in Leadership in Energy and Environmental Design (LEED) building projects.

Forty-two (42) HPDs have been published to cover all CertainTeed gypsum board product categories, including Standard and Specialty drywall; Type X fire resistant and M2Tech® moisture and mold resistant drywall products, GlasRoc® exterior sheathing, AirRenew® Indoor Air Quality (IAQ) drywall; SilentFX® noise-reducing drywall, and EasiLite® lightweight gypsum boards.

Six EPDs (grouped by manufacturing plant location) are also now available for two popular products — Easi-Lite and 5/8-inch Type X fire resistant gypsum board.

“CertainTeed ceilings and insulation product divisions were also industryfirst in their categories for EPDs and HPDs—with the new gypsum certifications, building professionals can be confident our complete interior system solutions are compliant with sustainable program requirements,” said Dave Engelhardt, president of CertainTeed Gypsum. “We will continue this commitment to environmental responsibility with products that have a proven material impact on indoor energy use, air quality, and acoustics.”

The HPDs were issued in alliance with the HPD Collaborative, a customerled organization committed to the continuous improvement of the building industry’s environmental and health performance, through transparency and innovation in the building product supply chain. The HPD is an open Continued on page 26

Magnesium oxide wallboard, a superior alternative to all types of gypsum and fibre-cement products. Get on board with MagO. Primary sponsor of the CMMA / MOCA 1st Annual Conference in September, 2015. Thank you to all the participants and volunteers.

Call us today at 604-674-5336. Visit us online at www.magobp.com. wallandceiling.ca » December 2015 / January 2016 » 25

industry NEWS REVIVING YOUR BUSINESS

Continued from page 17

in mind. Are you living your dream? Is your company delivering exactly what you want it to? Why not? Never forget your dream. Write down specifically what you want your business to do for you. Next decide what you must do to turn your fantasy into reality. ■ Best-selling author and professional speaker George

Faith in God comforts us, for we know that we will see him again in eternity.

Psalm 116:15.

Online condolences may be ade with Wiebe and Jeske at www. wiebeandjeskefh.com or 604.859.5885. ■

INDUSTRY NEWS

Continued from page 25

Hedley helps entrepreneurs and business owners build companies that work. He is the author of Get Your Business to Work! and the “Business Success Blueprint” series available on his website at www. hardhatpresentations.com. His proven system to earn more, work less, build profits, lead people, and generate customers has helped thousands of companies in multiple industries. To receive his free eNewsletter and Profit 101 report, attend a two-day bootcamp, or hire George to speak at your next event, visit the website or call 800-851-8553.

IN MEMORY

Continued from page 24

volunteers of Peace Arch Hospital and White Rock South Surrey Hospice Society for all their care and concern for John. A Celebration of Life was held November 29 at Peace Portal Alliance Church. In lieu of flowers, donations in memory of John may be made to White Rock South Surrey Hospice Society or Parkinson Society British Columbia.

We will miss John, but he is with the Lord he loves.

standard that establishes a common reporting language for disclosing information about the ingredients used to construct a building product and associated health information. HPDs can be used to obtain points in the LEED certification process under the Material and Resources credit in LEED version 4.

“CertainTeed has been a strong supporter of the HPD Open Standard since joining the HPD Collaborative as one of the first Pilot Manufacturers adopting the Standard in 2012.

The value of leadership from the manufacturing sector in this effort cannot be overstated,” said Wendy Vittori, executive director of the Health Product Declaration Collaborative. “In addition to supporting transparency by making their HPDs publicly accessible, CertainTeed also demonstrates

Advertiser Index

Company

Phone Page

Bailey Metals Products

800.818.2666

OBC, 20

Demand Products

800.325.7540

11

Dryvit Systems Canada

800.263.3308

05

Flannery Trim

818.837.7585 21

Grabber Construction Products (Canada) Inc.

800.567.8876

22

Kenroc Building Materials Co. Inc.

306.525.1415

19

Lochsa Engineering

208.342.7168

16

MagO

604.674.5336

25

New West Gypsum Recycling

604.534.9925

14

NovaCrownTM

604.999.4295

23

SCAFCO Steel Stud Company

403.265.9005

IFC, IBC

Steeler Ltd (Delta BC)

877.678.6565

11

Sturdy Ladder Inc.

403.264.2934

17

Wallworks Acoustic Architectural Products Inc. 877.829.2550

09

Winroc Corporation

08

26 » The Trowel

888.2.WINROC

leadership by incorporating into their product development efforts the information provided by HPDs regarding material contents and health.”

CertainTeed partnered with UL Environment to develop the EPDs for Easi-Lite and 5/8-inch Type X gypsum boards. The EPD evaluates the products on critical environmental issues, such as production process impact, usage of raw materials and recycled content, packaging, health aspects and end of life impact. UL Environment provides independent verification of the data in accordance with ISO 14025.

“The demand for transparency is expanding in response to new green government and commercial procurement policies,” said Maria Rutland, senior marketing manager for UL Environment. “To build and maintain credibility, sustainable product manufacturers, like CertainTeed, must be open, honest, transparent, and able to clearly communicate the attributes of their products to the market.”

EPDs provide a valuable tool in understanding the likely environmental performance of a building. Additionally, the use of EPDs greatly reduces confusion about technical information by providing a standardized format for communication of all impacts of a product or service—economic, environmental, human health, mechanical, safety, and other attributes of the product type. EPDs are also useful in providing details required in specification documents as well as product information required in applications for certification in global green building systems.

To download the new gypsum EPDs and HPDs and to learn more about sustainable building materials’ impact on occupant well-being, visit the new “Information is Power” product transparency resource web page at www.certainteed.com/ gypsum/sustainability. ■

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The SoundGuard™ Silent Steel Framing System

patent pending

is specifically designed to easily construct partition walls that require high STC ratings.

SoundGuard™ will save labor on construction, save interior square footage, and acheive excellent sound ratings.

• Increases usable square feet • Significant labor savings • Increased STC ratings resulting from sound dampening material

4010 6A St. NE Calgary, AB 403-265-9005 Contact SCAFCO Technical Services: Technical@SCAFCO.com

• Eliminate layers of GWB while maintaining STC Ratings