The Trowel February / March 2016

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Serving the wall & ceiling industry since 1953 • www.wallandceiling.ca • February / March 2016

APPRENTICESHIP IN CANADA Also in this issue: Digital Takeoffs and Integrated Software Systems Tool Design Make Tax Time Easier

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Serving the wall & ceiling industry since 1953 • www.wallandceiling.ca • February / March 2016

APPRENTICESHIP IN CANADA Also in this issue: Digital Takeoffs and Integrated Software Systems Tool Design Make Tax Time Easier

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

Photo courtesy of Milwaukee Tool.

CONTENTS • february / march 2016

Lara Perraton, Advertising Sales 877.755.2762 • lperraton@pointonemedia.com Christina Tranberg, Advertising Sales 877.755.2762 • ctranberg@pointonemedia.com

contributing writers Canada Revenue Agency Mark Breslin Kevin Burns Katie Callaghan Glenn MacMillan Drew Smith

cover photo © Can Stock Photo Inc. / photography33

06 A Long Way to Go: Shifting Barriers to Apprenticeship

in Canada

Garnering interest in the trades is a key objective for many industry groups slowly overcoming hurdles to engagement.

10 A New Take on Takeoffs

Unless productivity, efficiency, and cost-savings don’t interest you, it is time to jump on board with digital takeoff and integrated software systems.

14 Tool Design Can Save the Day

Save time, effort, and your health while staying productive and injury-free with tool selection tips from CCOHS.

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Point One Media, Inc. The Trowel P.O. Box 11, Station A Nanaimo, BC V9R 5K4 t: 877.755.2762 • www.wallandceiling.ca

18 Make Tax Time Easier by Having the Right Tools in

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.

your Tool Belt

CRA offers tax credits and trades-focused tips for getting the most out of your tax return.

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In the next issue: Tradeshows & Networking • Ceilings • Acoustics

The Real Conversation We Should All be Having Brian: Good afternoon, Bob. This is Brian from The Tower calling. I need a little job done downtown in an office building tonight. Some demo, a new office framed, boarded, install a frame, hang the door, and throw in a new ceiling with tile and it has to be finished ready for taping in the morning. Do you have anyone available?

Bob (LMAO): Are you kidding me?

Seriously, where am I going to find a crew at this time of day to do this for me? It will take the rest of the day just to find them.

Brian: What do you mean a crew? You have journey people working for you, don’t you?

The preceding conversation, I hate to say, happens all too often in our industry. Where have all the journeypeople gone?

Back in the day, Bob would have been able to send one journeyperson with the aid of an apprentice to help Brian out with this project. Well, not anymore.

Am I right?

Over the past few years our apprentices, for the most part, have not been receiving full training while on their respective job sites. We need to step back and ask ourselves, why not? The feedback I hear from my apprentices on and off the site is, “Buddy doesn’t have the time to show me.”

We, the industry, in my ever so humble opinion, need to change the way we address our young workers, our apprentices. This change will need to start from the top with contractors, supervisors, managers, and such— 4 » The Trowel

those of us who are in a position of leadership. We need to set the bar, set the course for our apprentices. It’s not only an obligation to the apprentices; it’s an obligation to a continuing successful future for our wall and ceiling companies and our industry.

We need to fully train our apprentices or, for that matter, our more experienced workers in all aspects of our trade so in the future Brian can get that damn office built at night.

At both the FTI and BCWCA, your training centres for wall and ceiling installers, we can only touch the tip of the iceberg on the numerous aspects of our trade. In the short time we have with your apprentices when you send them to training (and we thank you for this) we can provide hands-on shop work working with our most common building materials, complemented by class room direction on standards and specifications required to complete our scopes of work to industry national standards. The rest, the jobsite training, is really up to you, the management of the industry.

Unfortunately, gone are the days of a fully rounded journeyperson as the norm. In are the days where we have a work force that only knows how to frame not board, board not frame, and so on. Shame on us for creating this mess. We now need to hire several workers to get a simple office project completed for Brian. Am I right?

Let’s strive to change this together.

We need to invest more in our young apprentices so we can all benefit from their training in the future. We need to

By Drew Smith, BCWCA Photo courtesy of Sarah Dunlop move them around on our sites and let them learn from our more experienced workers. Don’t let Mac stay on the board pile for a year straight! He will lose interest in our trade, maybe even quit all together and find something else to do for a career. Let him experience some framing, some suspended ceilings.

Encourage him to take the blueprints home to study and please, we need to encourage him not to be afraid to ask questions. We learn through hands-on experiences and open conversations.

This is not a new process.

It is a pleasure for myself at BCWCA, and if I may speak for Stewart Baird at FTI, to be the instructors at your training centres, and to provide some degree of hands-on experience and delivery of information to your apprentices when they attend your schools. We congratulate you for recognizing the value in taking the first steps to ensure we have a quality future work force for our wall and ceiling industry.

The rest, as I stated earlier, is up to you, the contractors, the managers of your companies.

Let’s take the first steps together to improve our work force. It is easier when you have a partnership with a common goal: success in our industry.

Cheers! ■

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A Long Way to Go: Shifting Barriers to Apprenticeship in Canada by / Katie Callaghan

Š Can Stock Photo Inc. / photography33

Much has been written about Canada’s impending

skilled labour shortfall. With some 250,000 skilled tradespeople predicted to retire in the next decade,

getting more people interested in the trades as a career

option has been a key objective for many industry groups.

“It’s not mindless work…You can get in with the ticket you have, but you can’t rest on that alone.

You have to bring the right attitude to the job.”

Two of the largest obstacles, negative perceptions of the trades, and a lack of information and awareness around apprenticeship, are still a problem.

Thankfully, according to Rosemary Sparks, executive director of Buildforce Canada, those barriers are starting to ease. “It’s anecdotal, but we are starting to see momentum,” she said. “People seem to have interest when before they didn’t.”

This can be attributed to a number of educational initiatives going on in the industry. Chris Atchison of the British Columbia Construction Association (BCCA) described recent tradesoriented marketing campaigns as “very refreshing and necessary” to help make the trades more appealing to young people and underrepresented groups.

He also pointed to initiatives like Project Shop Class, which invests in upgrading shop equipment in BC high schools. This “brings appreciation and respect back to [the trades]” by getting kids excited to work with new, modern equipment, Atchison said.

This method of early engagement has shown some promising effects. “The questions we’re starting to see now are about the ‘how’ of apprenticeship,

rather than the ‘what’,” said Sarah Watts-Rynard, executive director of the Canadian Apprenticeship Forum (CAF). “How do they find an employer, jobs, networking, what sort of opportunities are out there, and so on.”

While interest has increased, mobility can still be a major barrier to both apprenticeship and finding work after training has been completed.

“Young people need to be willing to move,” said Sparks. And following the work is a core tenant of the Skilled Trades Employment Program (STEP) operated by the BCCA. “The demand [for skilled trades] is absolutely there, but the local labour market is not always where it is,” said Atchison.

He emphasizes accurate labour market information as a key responsibility so that people interested in the trades can make informed decisions.

Thankfully, according to Watts-Rynard, the CAF is “starting to see the provinces and territories make things easy for apprentices to move.” Allowing apprentices to start an apprenticeship in one region and resume in another can help in times of low local demand.

Unfortunately,

other

barriers

still

prevent underrepresented groups from taking full advantage of employment opportunities in the trades.

Women, for instance, face genderbased workplace discrimination, and often find workplaces unwelcoming.

A recent CAF report finds that women have a much more difficult time finding employers as an apprentice due to discrimination; however, said WattsRynard, it’s not a universal experience.

“Employers want someone who is a good fit,” she explained, noting a number of employers who are real advocates for getting the best person for the job. The key for new apprentices thus lies in convincing an employer that they’re a good investment.

This is a sentiment Atchison echoes: “It’s not mindless work…You can get in with the ticket you have, but you can’t rest on that alone. You have to bring the right attitude to the job.”

This includes traits like punctuality, communicating well, being a team player, and contributing to the workplace environment in a positive way, on top of being able to sell yourself to an employer.

Thankfully, Watts-Rynard said there

wallandceiling.ca » February / March 2016 » 7

■

Apprenticeship in Canada

Construction Industry Fast Facts Construction is a $130-billion industry in Canada accounting for 12% of the national economy. From 2011-2019 the construction industry will have to attract close to 300,000 additional workers from non-traditional populations: youth, older workers, women, immigrants, and Aboriginal peoples.

© Can Stock Photo Inc. / photography33

are, “some really great role models and mentors out there, especially for women and Aboriginals” who are helping new apprentices get ahead.

Other programs like the BCCA’s Integrating Newcomers program helps new immigrants with assessments, and links them in to local resources, including ESL training, which can help them integrate faster.

Ultimately, it comes down to employability. “People with a broad range of skills will always be employable,” said Sparks.

Communicating those skills and the

value they bring to the workplace and to an employer is one of the keys to success—in any job, not just the trades.

“It’s not mindless work,” Atchison says. “It’s sophisticated and there are tech advancements in every aspect of the trades.” Unfortunately, the public perception of the trades still tends to run counter to the reality.

Thankfully, as perceptions start to shift, the shortfall is starting to ease as more newcomers enter the workforce. But there is still a long way to go. ■

In 2011, women held just 11.8% of construction jobs and accounted for only 14% of registered apprentices, concentrated mainly as hairstylists (80%) and cooks (about 30%). Women account for only 2% of carpentry apprentices, 1.9% of plumbing apprentices, and 1.5% of heavy equipment apprentices.

19% of Aboriginal men aged 25 to 64 reported being certified in building and construction technologies and trades.

Carpenters and labourers are the most common occupations of Aboriginal workers with jobs and among those currently not in the labour force.

Sources: www.swc-cfc.gc.ca/ and www.aboriginalconstructioncareers.ca/

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A New Take on Takeoffs Unless productivity, efficiency, and cost-savings don’t interest you, it is time to jump on board with digital takeoff and integrated software systems by / Jessica Kirby

In the good ole’ days (read: ten years ago) technology was almost a bad word in construction. The trades have always consisted of hands-on, madefrom-scratch tasks that gadgets could only over-complicate—until now.

As most of the developed world goes online in some capacity or another, the use of technology is unavoidable and, dare we say, beneficial to productivity, efficiency, and accuracy on the job site.

The good news is, this isn’t as obscure an idea as it once was. Tablets and smartphones on the dash, online ordering, digital estimation—it is all

par for the course these days and as systems evolve, the learning curves shrink. Enter the subcontractor’s best technological friend: takeoff software.

In a tight market where guaranteed healthy profits are a thing of the past, project management has taken a front seat on the bus to success and this begins, well, at the beginning.

Historically, takeoffs have been done manually—a testament (tribute?) to contractors’ skill, patience, and commitment, but despite best efforts, manual takeoffs are subject to errors and redundancies, and in the event of changes

© Can Stock Photo Inc. / Nmedia

outside of the contractors’ control, a nightmare to redo to accommodate.

Takeoff software essentially streamlines the process, irons out the redundancies, increases productivity, and saves a big chunk of time and money. Ideally, the takeoff software will integrate with the company’s estimation software (you do use estimation software ... right?) for a fully streamlined and efficient system.

Using takeoff software, contractors can import plans to the program and then easily select variables on the screen with just a few clicks. Standard features allow

contractors to calculate and modify lengths, quantities, and areas, while easily adjusting at any time for changes and additions. Most programs are selfcorrecting, meaning if an error is input the program won’t continue unless it is corrected. Besides eliminating the hassle of large paper blueprints, bids are completed roughly ten times faster than using traditional methods, and save hundreds of hours each year. Because changing one variable automatically updates the rest in sequence, the contractor is always on top of the most current and accurate totals, and can go into bid day with ease and confidence.

Integration is an essential component of using takeoff software to its full potential. While creating digital takeoff and presenting it to the estimator to then create a manual estimate is still faster than doing the entire process manually, a seamless integration between takeoff and estimation software is the best course. When both softwares are of the same brand name they store pricing, material, measurement, and calculation information in a central database where values reflect changes made anywhere in the system. The central database maintains current material pricing, so the bid remains accurate in real time.

Need to create a bid? Track changing costs? Source alternative materials?

Factor in change orders? Explore labour options? Stay flexible on bid day?

Integrated software turns the entire process from a pile of paper, headache included, to a point-click-results affair that is simple for everyone.

So how to choose? There are many, many digital solutions to takeoffs and estimation—choosing a brand is like choosing a car in that it is really difficult to find a poor one in terms of structure or functionality, but if it isn’t chosen

for an individual’s specific needs the situation could head south in a big hurry.

Some features to look for in any integrated system are the platform or dashboard, standard versus add-on features, follow-up capabilities, and practical components such as mobile versions, ease of use, learning curve for the team, and cost.

The platform or dashboard of a software system is its “face”—the look, feel, and functionality you’ll be looking at every time you open the program. If visibility is an issue, choose one with big buttons and bright colours; if you are brand new to technology choose a simple user interface, and if you are tech-savvy you could sacrifice the flash for a more robust feature offering. Just be sure to choose something that isn’t going to drive you crazy every time you open up your iPad. The type of business you run, your sales volume, and scope of work will all weigh in on what features you are after.

There is a fine line between running a barebones system to avoid clutter and grabbing a few extra features to plan for future growth. Most systems will come with a skeleton offering with incentives to add features in bundles—be sure to bundle items you will actually need and not just what the company is selling.

And think ahead—maybe you don’t need an automated invoice generator now, but if your five-year plan comes through and you triple your sales, will it make sense to have this in place so your administrator is freed up for other things? You decide.

Which brings us to follow-up capabilities—just what do you want this thing to do once your bid is complete?

Depending on the system, you can have it schedule the job (once your amazing

wallandceiling.ca » February / March 2016 » 11

■ Takeoffs

digital bid wins it for you), organize your labour, track your tools, schedule your crews and subtrades, create and send invoices, and collaborate with other team members. It comes down to how much you want to technology to do for you and how big you can daydream about what you’ll do with the time it frees up.

While dreaming is important, practicality is golden—and the practical components of a software system can be small but saving-grace factors in choosing the right system for your company. Mobility is a big one—it is hard to find a software that does not have a mobile version but they are out there.

With tablets and smartphones being the number one growing technology item in the construction field, it is essential your program works seamlessly between the office desktop computer, the tablet on the dash, and the smartphone in your pocket. And of course, don’t forget learning curve for getting the crew on board. Although the newer generation in construction is a little more tech savvy, there is still a great deal of resistance to going digital. Systems with simpler interface, training included, and ongoing tech support will help crews get through the learning curve and onto technology’s smooth road forward.

And finally, it helps to consider cost. Leaving this item to the end is intentional, because the price can’t be in the forefront of the decision.

Purchasing software should be like a car or a major equipment purchase in that it is a smart, essential purchase that has to put functionality and purpose first and foremost. Technology is a lifelong investment and if you go with cost over finding the right fit, there is a good chance the process will end in disaster.

Obviously cost is important, but it should be about finding the best price on a system tailored to your needs and functionality, rather than just finding the best cost. ■

12 » The Trowel

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Tool Design Can Save the Day Photo courtesy of Milwaukee Tool.

by / Canadian Centre for Occupational Heal and Safety Our status as tool users makes us stand out as human beings, but when it comes to work-related handtool use, we aren’t always as prepared for greatness as we think. Musculoskeletal and repetitive use injuries are common and cost employers thousands every year. Save your time, effort, and body while staying productive and injury-free with this handy Q&A from the Canadian Centre of Occupational Health and Safety (CCOHS) on ways tool design can save the day.

Hand Tool Ergonomics - Tool Design Reprinted with permission from / CCOHS

How can one reduce the risk for work-related musculoskeletal disorders (WMSDs) resulting from the use of hand tools?

Tool design (weight, shape, fit to the user, and the task), workstation design (size, shape, and layout), and the way tasks are scheduled are all key factors in making hand tool use safe and risk-free. An effective prevention strategy must address all aspects at the same time.

Weight of the tool

Ideally, a worker should be able to operate a tool with one hand. The weight of the tool may depend on the use: • 2.3 kb (5 lb) if the hand tool will be used away from the body or above shoulder height.

• 0.4kg (1 lb) for precision tools to allow for good control.

Tools above these recommendations should be supported with a counterbalance.

It is also important that the centre of gravity be aligned with the centre of the gripping hand. In other words, tools should feel “easy” to hold either in an upright position or in the position it will be used (i.e., pointing down). For example, drills that are front-heavy will require effort (especially in the wrist and forearm) to hold in a usable position and should be avoided. The exception to this principle is a power hand tool, such as a grinder, that has to be heavy in order to reduce the force that the worker has to exert while using it.

Handles

With the exception of tools for precision work (e.g., watchmaking, microsurgery, carving), the handles and grips of hand tools should be designed for a power grip. The belief that smaller tools should have smaller handles while larger tools have larger ones is debatable.

Handle shape Tools with “bent” or angled handles or tools with pistol-grips are beneficial where the force is exerted in a straight line in the same direction as the straightened forearm and wrist, especially when the force must be applied horizontally.

Tools with straight handles are for tasks where the force is exerted perpendicular to the straightened forearm and wrist, for instance, when the force must be applied vertically.

Shaped tools such as bent-handle tools are effective where most of the tasks are done in the same plane and height as the arm and hand, and when only one or two other tools are used.

Knowing the tasks and the layout of the workplace where they will be used is vital for selecting the right tools for any given job. Select tools that do not require wrist flexion, extension, or deviation. In other words, select tools that allow you to keep the wrist straight or in a neutral position.

The crucial ergonomic principle in tool use and design – bend the tool, not the wrists – however correct and valuable does not always prevent discomfort and injuries when bent-handle tools are used indiscriminately, regardless of the layout of the work situation.

Diameter Handle diameter recommendations vary. In general, cylindrical handles at 40mm (1.5 in) offer a better power grip, with a range from 30-50mm (1.25 to 2 in). For precision grips, a diameter of 12mm (0.45 in) is recommended, with a range of 8-16mm (0.3 to 0.6 in). The larger diameter will allow for maximum torque, while the smaller diameter helps with dexterity and speed.

Photo courtesy of Milwaukee Tool.

Length A handle that is too short can cause unnecessary compression in the middle of the palm. It should extend across the entire breadth of the palm. Tool handles should be not less than 100 mm (4 in) to reduce the negative effects of any compression exerted. Handles around 120 mm (5 in) are generally recommended. Keep in mind that the use of gloves requires longer tool handles.

Separation between handles Crushing, gripping, or cutting tools such as pliers or tongs are equipped with two handles. The recommended distance separating the handles is between 65-90 mm (2.5 to 3.5 in).

Grips that are larger than 100 mm (4 in) will be difficult for some users. Tools with larger or smaller spans will reduce one’s maximum grip strength.

Materials and texture of handles To ensure a good grip on a handle, sufficient friction must exist between the hand and the handle. This is particularly important where a considerable force must be applied with a sweaty hand. Hand tools should be made of non-slip, non-conductive, and compressible materials. For example, textured rubber handles provide a good grip, reduce the effort needed to use the tool effectively, and prevent the tool from slipping out of the hand. Glossy coatings and highly polished handles should be avoided. The electrical and heat insulation properties of the handles are important for power hand tools. Handles made of plastics or compound rubber are recommended. Sharp edges and contours can be covered with cushioned tape to minimize lacerations.

The table on the next page summarizes some of the guidelines presented above. wallandceiling.ca » February / March 2016 » 15

■ Tools

Guidelines - Summary Description

Guideline

Reason

Tool shape

Slightly contoured

Easy grip Minimal wrist deviation

Direction of force is perpendicular to Straight handle forearm and wrist (typically vertical)

Minimal wrist deviation

Separation distance between handles (for 65-90 mm (separation distance) crushing, gripping, or clipping tools such as pliers or tongs)

Maximum grip strength

Handle length

> 100 mm

Keep contact out of palm

Handle diameter (power grip)

30-50 mm

Greater force and stability

Handle diameter (precision task)

8-16 mm

Greater control

Material and texture of handles

Non-slip non-conductive materials

For comfort and reduces effort required to use tool

When should power tools be used?

When manual hand tools are used for tasks that require the frequent and repetitive use of force to perform a task or job, the risk of contracting an WMSD increases. One of the most effective ways in reducing injury risk associated with the use of manual hand tools is to replace them with power tools. Always conduct a risk assessment before making any change. Make sure that all aspects of the new tool have been

© Can Stock Photo Inc. / jiriphotography

Direction of force is in-line with forearm Bent handle and wrist (typically horizontal)

considered (weight, size, etc.) to be sure that one type of hazard has not been exchanged for another.

What ergonomic factors are unique to powered hand tools?

Power tool triggers Frequent movements of the index finger while operating the trigger of power tools (such as a power drill) poses a considerable risk for both “trigger finger” and “trigger thumb” (tendonitis in the index finger and/or thumb). A longer trigger, which allows the use of two or three fingers to activate it, reduces discomfort and minimizes the risk for injury.

Vibration The only effective way to reduce vibration in power tools is at the design stage. This fact makes tool selection most critical.

“Anti-vibration” materials will dampen some vibration above certain frequencies that are characteristic for the kind of material used.

Photo courtesy of Rokamat North America.

16 » The Trowel

Photo courtesy of Rokamat North America.

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What should one remember when selecting and using hand tools?

When selecting and using a hand tool it is important to: • “Bend” the tool, not the wrist; use tools with angled or “bent” handles, when appropriate.

• Avoid high contact forces and static loading.

• Reduce excessive gripping force or pressure.

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• Avoid extreme and awkward joint positions.

• Avoid twisting hand and wrist motion by using power tools rather than hand tools.

• Avoid repetitive finger movements, or at least reduce their number.

• Avoid or limit vibration.

• Minimize the amount of force needed to activate trigger devices on power tools.

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The condition of tools is an important factor. Blunt or dull tools such as scissors, cutters, saws, screwdriver tips, in fact any tools in a poor state of repair, not only compromise safety but also increase (sometimes by a factor of ten) the effort needed to use them. Tools in poor condition should be discarded (with the exception of those few that can be restored to optimum condition, for example, a wood chisel or wood saw) and replaced with new ones. ■

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Source: Hand Tool Ergonomics – Tool Design, https://www.ccohs.ca/oshanswers/ ergonomics/handtools/tooldesign.html, OSH Answers, Canadian Centre for Occupational Health and Safety (CCOHS), 2015. Reproduced with the permission of CCOHS, 2016.

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www.nwgypsum.com wallandceiling.ca » February / March 2016 » 17

© Can Stock Photo Inc. / AndreyPopov

Make tax time easier by having the right tools on your tool belt by / Canada Revenue Agency

As a skilled tradesperson, quality is your “trade” mark. You strive to be the best and take pride in your workmanship. You have the qualifications and the skills, but do you have the tools necessary to file your tax return?

Speaking of tools, if you bought new ones for work this year, you may be able to claim the tradesperson’s tools deduction, a deduction of up to $500. You will need your employer to certify the tools were bought by you, for you, to be used directly in your work, to claim the deduction. You may also be able to get a rebate on the goods and services tax/harmonized sales tax (GST/HST) you paid. For more information on deducting the cost of eligible tools, go to www.cra.gc.ca/trades.

If you pay dues for membership in a trade union, hold on to your receipt. You may be able to deduct the amount paid on your tax return, including any GST/HST you paid as part of your dues. Find out more by searching Annual union, professional or like dues on the Canada Revenue Agency (CRA) website.

If you’re self-employed, you may also be able to deduct other reasonable expenses you paid to earn income—including vehicle expenses, supplies needed to complete a job, and office space expenses. Have you converted part of your garage into a workspace for your business? When you use part of your home for business, you may be able to deduct a portion of your maintenance costs such as heat, home insurance, electricity, cleaning materials, and more. To find out more, go to www.cra.gc.ca/smallbusiness and select Business expenses.

Employers can benefit too. If your business hires a qualified apprentice working in an approved Red Seal trade, you may

qualify to claim the apprenticeship job creation tax credit. This non-refundable investment tax credit is equal to the lesser of $2,000 or 10 percent of the eligible apprentices’ salaries or wages. Don’t need to use the whole credit amount this year?

Carry the unused amount back three years or carry it forward up to 20 years. For more information on the Apprenticeship Job Creation Tax Credit and other investment tax credits, go to www.cra.gc.ca/smallbusiness and select Investment tax credit.

Most Canadian income tax and benefit returns for 2015 are due on April 30, 2016. However, since this date is a Saturday, the CRA will consider your return as filed on time and your payment to be made on time if it receives your submission or it is postmarked by midnight on May 2, 2016. Self-employed individuals and their spouses or common-law partners have until June 15, 2016, to file their income tax and benefit returns, but any balance owing is still due no later than May 2, 2016.

Filing electronically with NETFILE is easy, secure and allows the CRA to process your return much faster. If you use NETFILE and are expecting a refund, your money can be directly deposited in your account in as little as eight business days (weeks faster than if you filed on paper). For a list of software and web applications, including some that are free for everyone, go to www.cra.gc.ca/netfilesoftware.

Also, new this year, the CRA’s Auto-fill my return service is available through some certified software. This secure service automatically fills in certain parts of your income tax and benefit return. To use the Auto-fill my return service, you must be fully registered for My Account at www.cra.gc.ca/ myaccount.

You can deal with many of your tax matters online, and at your convenience, by using My Account or My Business Account, which are both available at www.cra.gc.ca/ electronicservices. Change your return, track your refund, change your address, and much more, all with a few clicks of a mouse. With so many services available online, it’s easy to stay on top of your tax affairs year-round. You can also choose to receive your notice of assessment online, so you can view your mail when it’s convenient for you. On the go?

Get the MyCRA mobile app and access key portions of your tax information wherever you are, from your mobile device.

Even with all of your training and credentials, it’s still important to be vigilant. If your clients suggest you do a job “under-the-table” know that by accepting cash and avoiding taxes, you are putting yourself at risk. If you are caught evading taxes, you may face fines, penalties, or even jail time.

Under-the-table deals undermine the integrity of Canada’s

Under-the-table deals undermine the integrity of Canada’s tax system and deprive Canadians of funds for vital programs that benefit everyone, including children and seniors.

tax system and deprive Canadians of funds for vital programs that benefit everyone, including children and seniors. For more about the underground economy, go to www.cra.gc.ca/ undergroundeconomy.

If you have ever made a mistake or omission and would like to correct your tax affairs, you can find more information about the CRA’s Voluntary Disclosures Program at www.cra. gc.ca/voluntarydisclosures.

To find out more about deductions and tax credits for employed tradespersons, go to www.cra.gc.ca/trades.

You can also stay on top of the latest CRA news or tax tips by following @CanRevAgency on Twitter. ■ Strength by Performance. Quality by Design.

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wallandceiling.ca » February / March 2016 » 19

building SCIENCE BRE INNOVATION PARK TO ACCELERATE SUSTAINABILITY

by / Glenn MacMillan

Ground set to break on demo complex to help industry achieve low carbon buildings At the Living City Campus at Kortright in Woodbridge, Ontario, roughly 15 kilometres north of Toronto, an innovation park will soon rise to become a ground-breaking environmental demonstration, research, and education centre for the Canadian construction industry.

Through a joint effort between the Toronto and Region Conservation Authority (TRCA) and the Building Research Establishment (BRE), a building science research and knowledge generation organization working to improve the built environment, the BRE Innovation Park will be a platform to demonstrate inventive solutions to achieve low carbon buildings and sustainable neighbourhood development, further accelerating the commercialization and adoption of green building products and services into the Canadian mainstream.

In addition, such innovations will be launched on a global scale through an existing network of BRE Innovation Parks in the U.S., South American, European, and Asian markets.

Underground infrastructure of the seven-building, not-for-profit project will begin construction at the end of February, with work on the first building starting sometime next year.

The project will develop around the existing Archetype Sustainable House, a demonstration home and living laboratory.

Along with BRE, TRCA will also collaborate with its municipal partners, building industry stakeholders, and academic institutions to expand its existing demonstration, research, education, and training programs at The Living City Campus where more than 40 research projects have already been completed.

20 » The Trowel

Key activities The BRE Innovation Park will provide ‘living’ laboratories for the testing, performance verification, and evaluation of low carbon products and services. It will also provide interactive demonstrations of low carbon and sustainable buildings and community concepts. Some demonstrations will include distributed and smart energy systems, low impact construction, net zero and net positive energy buildings, net zero water consumption, indoor environmental quality, and healthy interiors. TRCA’s Sustainable Technology Evaluation Program (STEP) will be overseeing research conducted at the Park and will provide research project design consultation, management, and co-ordination for industry and academic partners.

The BRE Innovation Park has also been identified as a renewable energy and sustainable construction test site for the Vaughan International Commercialization Centre’s (VICC) Test City Network.

According to City of Vaughan council minutes from last summer, the VICC is expected to “assist small and mediumsized enterprises (SMEs) and localize international technologies to create and commercialize new, innovative products.” In addition, the VICC will assist local companies with the expertise required to modify or adapt their products for international export.

The Park will provide VICC members access to its living laboratories and the opportunity to demonstrate their renewable energy and sustainable construction technologies in a real-life setting. The VICC will also be significant in driving Vaughan’s economic growth through technological innovation, utilizing the

region’s expertise to access local, national and international markets.

Along with assisting industry, the Park’s living laboratories will enrich the post-secondary community, providing infrastructure to test, demonstrate and pre-commercialize market-oriented projects born in university labs.

Based on the existing model of the Archetype Sustainable House which was instrumented with more than 600 sensors, each structure within the Park will be fully equipped with provisions for building and product monitoring.

The Park will bridge academia with industry, providing students with handson opportunities to put their research skills to work. The resulting technical papers and real-life research will also influence future building standards in Canada.

Site features Each of the seven demonstration buildings within the Park will meet various themes and performance targets.

Energy efficiency requirements will be set, at minimum,15 per cent above the Ontario Building Code and performance targets will be included for factors such as airtightness, low energy, renewable energy, and water reuse. Material use will also be of major consideration, with the implementation of low impact and durable materials, as well as emphasis on recycled content and advanced materials. The combination of these aspects will ensure the resiliency and durability of the buildings, while also minimizing waste in the construction stage.

In addition to the demonstration buildings, the BRE Innovation Park will include low impact development measures such as bio-swales, pervious continued on page 26

around the WORLD LEED PLATINUM CERTIFIED GUANGZHOU PEARL RIVER TOWER: A BIG DRAW TO MULTINATIONAL ENTERPRISES The Pearl River Tower, an environmentally-smart building that stands as a landmark within the Guangzhou skyline, has passed LEED-CS platinum certification—the highest LEED rating, thus becoming a big draw to multinational enterprises.

The 71-storey skyscraper is the first project in Guangzhou to achieve the LEED-CS platinum certification.

Developed by the US Green Building Council (USGBC) in 1998, LEED or Leadership in Energy & Environmental Design, is internationally recognized as a green building rating system that sets the benchmark in project planning, design, construction, operation, and maintenance. It is the most systematic and influential assessment standard for measuring building sustainability.

Having attained this rigorous level of LEED certification, the Pearl River Tower is considered China’s first true green skyscraper and labelled the greenest building in China.

Rising at the heart of Pearl River New City, the tower has garnered global attention by virtue of its innovative green initiatives, including the design concept encompassing zero energy consumption. The soaring tower’s sculpted body directs wind to a pair of openings at its mechanical floors, where traveling winds push turbines that generate energy for the building. At 309 meters with 71 floors, the tower redefines what is possible in sustainable design by incorporating an array of cutting-edge ecofriendly technologies and engineering advancements. It is the collaboration between structural architecture and sustainable engineering practices that allows a project such as Pearl River Tower to become a reality.

ceiling cooling system, solar panels, double-glazing curtain wall, demandbased ventilation air, and daylight responsive controls all contribute to the building’s energy efficiency. While many of these sustainable attributes have been incorporated individually into skyscrapers around the world, the Pearl River Tower design represents the first time that they are used collectively, and thus it has been described as “one of the world’s most energy-efficient commercial office towers” by Wall

Street Journal and “world’s greenest tower” by BBC. The holistic sustainable architecture, engineering solutions, and unique building form all come together to make the Pearl River Tower one of the most innovative skyscrapers in the world.

For more information, please visit: <www.gd.xinhuanet.com/zt12/zjc> ■ SOURCE Xinhuanet Guangdong Channel

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A series of sustainable design and engineering elements, including a radiant wallandceiling.ca » February / March 2016 » 21

contractors 101 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 canceling 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 sub-contracts, 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.

22 » The Trowel

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%+ or 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 behavior; • Wisdom & Knowledge • Self Control & Discipline • Value of Others vs. Self • Courage & Integrity 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.

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

By / Mark Breslin

through a 360 Review with every other employee anonymously rating sixteen 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 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: continued on page 26

safety on the JOB 3 WAYS TO POSITIVELY MOTIVATE IN SAFETY Instead of focusing on negative outcomes, re-frame communications to be more positive in safety.

Safety, like any other message or idea, needs to be marketed to employees.

Safety needs reminding. The more a safety message is repeated, the more employees become comfortable with the message.

The overwhelming focus of safety marketing in past has been wrong. Scare tactics, sad stories, and data charts do not provide inspiration or motivation to buy in to safety. They create fear and accident avoidance. That’s a short-term result that needs to be constantly fed and reinforced.

Safety is focused on achieving compliance instead of developing an affinity with personal values. A cop at the side of the highway causes shortterm compliance. Values alignment creates safety buy-in so that cops become unnecessary.

Instead of focusing on negative outcomes, re-frame communications to be more positive in safety. Here are three ways you can begin to re-frame how you communicate your safety message:

Shift away from behaviouravoidance.

Negative-based safety messages of “don’t do this” focus on behaviouravoidance. People want to know what they should do, not what they shouldn’t do. “Don’t do this” is not a complete set of instructions. You don’t go to the grocery store with a list of things not to buy. You don’t buy in to a financial plan because of what you might lose.

You don’t buy in to a healthy lifestyle because of what you might lose. You do those things because of what you will gain. But safety is focused on reminding workers of what they might lose if they don’t comply. Broke people don’t get invited to speak at financial planner

conferences. Fat people don’t get to offer their “don’t do what I did” advice to fitness trainers. People don’t want to know what not to do. They want a plan and strategy for success – one that builds on strengths and teamwork – not negativity and fear. Show your people how safety makes life better. What exactly would you like your people to do better? Be specific about what you want them to do. Point all of your energies at accomplishing that.

Remove irrelevant messages.

At a safety meeting, the safety manager ended with a gut-wrenching video of injury. After the video, one employee stood up and asked why they were shown the video? The employee pointed out its irrelevance. The story happened twenty years ago. The events depicted in the video could not happen at this company because there are too many checks and balances. The safety manager was embarrassed. Employees know what makes them respond positively. They know when they’re being manipulated.

You don’t build a solid safety culture by appealing to a fear of failure. So remove the negatively-reinforced and irrelevant messages from your workplace.

Especially from your PowerPoint slide deck. Be relevant. Lay out your specific plan of what you want your people to do. Then sell only that message. Do not

By / Kevin Burns

try to add shock-value or scare tactics. It confuses what you’re trying to do.

Ask them to take ownership of the safety program.

In sales, the person who doesn’t ask the customer for the sale rarely gets it.

Safety is the one thing that everyone can agree on. No one wants to see someone else get hurt. Your people are on the same page as you in that regard. So, you assume that you shouldn’t have to ask them to “buy” in to safety, right? But, because they’ve never been asked, they treat safety as rules they are forced to follow. So ask. Show them how safety makes their lives better. Your people may have plans for when they retire but how many have a plan to make it safely to retirement age? I mean, a real plan that they execute each day? The safety plan, when worked properly, will get your people successfully to retirement age. If your people want to enjoy their golden years healthy and happy, then they are going to need a plan to safely get there. Ask them to buy in to the safety plan. continued on page 26

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604-999-4295 • www.novacrown.ca wallandceiling.ca » February / March 2016 » 23

industry NEWS BCWCA Welcomes New Executive Director

MOCA and CMMA Cement a Relationship

The BC Wall & Ceiling Association is pleased to announce Jeff Triggs has joined the organization as executive director. Jeff brings a wealth of experience obtained over 17 years working with GSDs in a variety of roles. Most recently, Jeff worked in the finance industry as a mortgage broker. He looks forward to serving the industry and meeting new people, and getting reacquainted with those he has not seen for a while. His vision is to be the catalyst for revitalizing the association and building on its strong foundation.

Great progress has been made advancing the magnesium oxide cement board cause. The inaugural Magnesium Oxide Cement Association (MOCA) / China Magnesite Materials Association (CMMA) conference was held in Vancouver in September, 2015. In December, MOCA president, Peter Francis, attended the CMMA AGM held in Chengdu China. He gave a speech to 400 delegates on the need for consistent quality as the main requirement for construction products sold in North America, and anywhere and everywhere durable buildings are being constructed.

Leesa Matwick will remain with the organization as the training director/ office manager. We would like to acknowledge and thank Leesa for the contributions she made over the past three years as executive director.

Jeff and Leesa look forward to working with you now and in the future to reach the goals of the BCWCA. An announcement will be made shortly regarding dates and times of upcoming events. For more information please visit www.bcwca.org. ■

At the AGM, CMMA and MOCA signed an exclusive bilateral agreement to cooperate on the development of markets and industry for MgO products in North America. The chief representative for MOCA and MagO Building Products, Zhou Linjing, was elected as Deputy Secretary General and Director for the newly formed Foreign Exchange program, further strengthening the ties.

In closed sessions with CMMA executives, an agreement was reached to co-operate on creating the MOCA standard as the definitive standard for all MgO boards. The MOCA standard was created by Mike van Geyn, A.Sc.T, and has been released in draft form for comment by a prestigious panel with representatives from National Research Council of Canada

Magnesium oxide wallboard, a superior alternative to all types of gypsum and fibre-cement products. Get on board with MagO. Manufacturers of the MagO Cladding System and prime sponsor for the Magnesium Oxide Cement Association.

• MOCA - Setting the Standard • Call us today at 604-674-5336. Visit us online at www.magobp.com.

24 » The Trowel

(NRCC), International Code Council (ICC), ASTM International, Intertek, Structural Insulated Panel Association (SIPA), Quality Auditing Institute (QAI), International Accreditation Service (IAS), CMMA, BC Institute of Technology (BCIT), NTA Inc., Chinese Academy of Sciences, and select manufacturers and users.

The MOCA standard requires manufacturers’ factories to be audited four times each year using Intertek engineering staff based in Shanghai and trained in MgO production by CMMA. In addition, boards must be made to the MOCA quality assurance manual currently being edited and translated by Intertek.

The MOCA standard separates boards into various end uses: • G Grade – General interior use, and interior wet use. Applications include interior wallboard and tile backer board. All board materials of higher grade shall also meet the G requirements. G grade boards will meet the requirement for noncombustible construction in the US but not in Canada (see NC Grade).

• E Grade – Exterior use. Applications include siding and outdoor applications that allow for direct weather exposure with appropriate coatings.

• NC Grade – Non-combustible for Canada; meets the requirements of CAN/ULC S 114 or ULC S135.

• S Grade – Structural grade.

Applications include SIP panels and wall and floor sheathing; meets impact and racking shear and other structural requirements, and shall be 7/16” (11 mm). Minimum thickness to be confirmed.

• FR Grade – Fire Resistant grade.

Eligible for used in MOCA fire resistant wall and floor/ceiling assemblies.

industry NEWS More recently, MOCA formed an alliance with the SIPA and will present to that group’s membership in Puerto Rico this April. Following that conference, MOCA and CMMA will meet with the American Wall and Ceiling Association at its annual conference in New Orleans where the MOCA standard will be discussed.

For more information please call tollfree 844-242-4510, visit www.magobp. com, or email info@magobp.com. ■

New CaGBCmarket impact report demonstrates green buildings are an engine of economic growth in Canada Report shows green building industry employed nearly 300,000 and generated $23.45 billion in GDP in 2014 alone A new Canada Green Building Council (CaGBC) and The Delphi Group report titled Green Building in Canada: Assessing the Market Impacts & Opportunities, is detailing the wide economic impact that the green building industry has had in Canada over the past decade, including generating $23.45 billion in GDP and representing 297,890 full-time jobs in 2014. This represents more jobs than Canada’s oil and gas extraction, mining and forestry industries combined, which collectively employed approximately 270,450 workers in 2014.

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

They are: forestindustry.com, Sheet Metal Journal, Solid Waste & Recycling, and TIAC Times Find out more online at www.pointonemedia.com

Canada is a global leader in green building with the highest number of LEED buildings per capita in the world.

The report finds, when indirect and induced contributions are included, the overall economic impact of Canada’s LEED projects certified from 2005 – 2015 will lead to $128 billion in gross output over their lifetime, $62.3 billion in total GDP, and create 701,700 jobs.

Designed to support accelerated market transformation to highperforming, healthy green buildings and communities in Canada, the report provides an overview of the current status of activities in Canada’s green building industry. The report, sponsored

by Toronto and Region Conservation Authority (TRCA)highlights many significant impacts and findings including:

Canada over the last five years were LEED certified.

The Green Building in Canada report also makes a number of suggestions as to how to accelerate industry growth and maximize economic opportunities.

Expansion in these areas will positively impact jobs and the economy, along with providing significant environmental, health and societal benefits.

• Investing in Research and Innovation.

The construction sector in Canada ranks at the bottom of all industries in terms of its expenditures in research and development (R&D). Greater federal and provincial government support for green building on the research and innovation agenda would help, with both economic and export development.

• Ontario and British Columbia have more green building jobs as a percent of their total labour force than any other areas of the country in 2014 – equal to 2.1 and 1.6 per cent respectively, due in part to greater market leadership, progressive building code requirements, provincial and municipal green building policies.

• Addressing the Gap between Building Design and Performance.

Benchmarking, reporting and disclosure, along with greater standardization of modeling building performance in Canada, would result in buildings with better enduse performance and enhanced environmental and business benefits.

• Companies active in the Construction and Trades segment accounted for the largest percentage (55 per cent) of green building employment and GDP in Canada, equal to approximately 164,445 jobs (approximately 13 per cent of Canada’s total construction work force) and $13.13 billion dollars in GDP.

• Supporting Industry Training and Continuing Education. Green building requires professional expertise and a better trained workforce. Investing in education and training, as well as the policy, regulatory, and incentive frameworks to support skills development and ongoing learning will be essential to industry growth.

• The market penetration of LEED certified buildings in Canada has been growing over the last decade, from 0.8 per cent across all asset classes for the period of 2004-2009, reaching 10.7 per cent for all new construction floor space (for the period of 2009 to 2014). Leading the way, 22 per cent of all new commercial buildings, and approximately 30 per cent of all new institutional buildings constructed in

• Developing Supportive Policy and Incentives. Closing the gap between the market leaders who have embraced green building and the bulk of the building industry, through a range of incentive and financing options, progressive policies and changes to building codes, is the key to long-term market transformation.

Continued on page 26 wallandceiling.ca » February / March 2016 » 25

industry NEWS BUILDING SCIENCE

CONTRACTORS’ 101

pavement, and new habitats that support biodiversity, as well as public spaces and interactive exhibits.

Identify the values and principles by which you want your organization and your people to be known.

Continued from page 20

Small-scale distributed energy production at a neighbourhood scale for thermal energy and electricity are also available. TRCA’s Sustainable Technologies Evaluation Program is currently engaged in the research and testing of solar and wind power generation systems with the Archetype Sustainable House as an in-situ laboratory.

Looking ahead, the BRE Innovation Park will explore expanding its demonstration activities to the full spectrum of building stock in satellite research projects. This would include retail, mixed-use, multi-residential housing, commercial, and industrial buildings. ■ Reprinted

from

https://www.reminetwork.com/

articles/bre-innovation-park-to-acceleratesustainability/ with the author’s permission, 2016.

Glenn MacMillan is the Senior Manager of Water and Energy with the Toronto and Region Conservation Authority. He can be reached at gmacmillan@trca. on.ca.

Continued from page 22

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. ■

LIKE us on Facebook to keep up to date with industry news between issues. www.facebook.com/wallandceiling.ca

Advertiser Index

Company

Phone Page

Bailey Metals Products

800.818.2666

OBC

CertainTeed Gypsum

800.233.8990

09

Demand Products

800.325.7540

16

Dryvit Systems Canada

800.263.3308

05

Flannery Trim

818.837.7585 08

Grabber Construction Products (Canada) Inc.

800.567.8876

21

Lochsa Engineering

208.342.7168

19

MagO

604.674.5336

24

Mansonville Plastics (BC) Ltd.

604.534.8626

13

New West Gypsum Recycling

604.534.9925

17

NovaCrownTM

604.999.4295

23

SCAFCO Steel Stud Company

403.265.9005

IFC, IBC

Steeler Ltd (Delta BC)

877.678.6565

17

Winroc Corporation

888.2.WINROC

12

26 » The Trowel

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.

SAFETY ON THE JOB

Continued from page 23

Inspire your people and value them.

Trust them, involve them and engage them in all aspects of safety. Allow them to buy-in to safety for the longterm. Don’t forget to ask them though.

Show them that safety is enjoyable.

Keep it positive. Once you get buy-in, it lasts a lifetime. ■ Kevin

Burns

is

a

management

consultant,

safety speaker and author of The Perfect Safety Meeting and Running With Scissors - 10 Reasons To Invest in Safety In Slow Times. He is an expert in how to get through to people and believes that the best place to work is always the safest place to work.

Kevin helps organizations integrate caring for and valuing employees through their safety programs.

INDUSTRY NEWS Continued from page 25

The report was generated through extensive secondary research and literature review, 35 industry stakeholder interviews, and economic impact assessments quantifying GDP, job and industry strengths and capabilities.

The full 94-pageGreen Building in Canada report is available to members through the CaGBC. The Executive Summary is free to the public. For details on CaGBCmembership, visit the website at www.cagbc.org. ■

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

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Custom Shapes

At SCAFCO, we understand the need for custom items on every project. That’s why we offer a one-day availability on most orders.

• 100% Prime Galvanized • Mill Certified Steel • Thicknesses: 18 mil - 97 mil • Custom Design Services

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

• Flat Stock Sheets Available