From Historic Foundations to Modern Marvels

Nick Ainis is an experienced construction professional renowned for his expertise and achievements in the field. Holding a bachelor of technology degree in architectural science and project management from Ryerson University, Ainis has more than two decades of hands-on experience in delivering top-notch construction projects punctually and within budget constraints. His specialization lies in effectively overseeing high-rise residential developments, earning him a well-deserved reputation as one of the industry’s premier project managers.

Among his notable contributions are his pivotal roles in landmark projects such as the Carmelina Condos and The Ed Mirvish Theatre in Toronto, Ont. Particularly noteworthy is his involvement in Pantages Tower, a prestigious 45-storey luxury hotel-condo complex adjacent to Toronto’s historic Pantages Theatre.

His most recent project was the book Building Toronto’s Skyline, which chronicles the transformation of the city’s renowned residential skyscrapers, spanning from their modest origins in the late 1800s to the contemporary, towering structures of present times.

Piling Canada: What are some of the key materials and construction techniques that were used in the early low-rise apartments in Toronto during the late 19th century, and how did they contribute to the city’s urban development?

Nick Ainis: Military barracks and boarding houses were the 19th century precursors to Toronto condominiums, offering both communal living and private spaces. The boarding house tended to be a brick-and-mortar single-detached dwelling converted to house several tenants. They often offered extra services such as cleaning and laundry. They also provided a glimpse at what condominiums would become in the future. Barracks had less of an impact on future condos, except in their simplicity of design. Many early apartment buildings resemble these long structures. One limestone barracks half a mile west of Fort York built in 1840 still stands today. What these types of dwellings opened the door to is the possibility for people to relocate to big cities away from their families. Communal living involved getting to know other boarders and interact to avoid social anxiety, not unlike living in a modern condominium. 

Toronto’s first apartment building, Saint George Mansions, was authorized to be built in 1899. The C-shaped building was constructed of Bedford stone and pressed brick with a partially enclosed courtyard. It housed 34 apartments, most with balconies. It was completed in 1904 and after the Second World War was converted into Trinity Barracks, the Toronto location of the Canadian Women’s Army Corps. In 1905, the city’s second apartment building, Alexandra, was constructed of stone, brick and steel. This building was larger than Saint George Mansions and featured a penthouse with sweeping views. Neither building is standing today, but both had aspects of modern condos.

The primary material, steel, being introduced in North America and widely used in Chicago, New York and eventually Toronto, was instrumental in the rise in apartment buildings.

PC: How did the development of modern high-rise condos in Toronto in the mid-20th century differ from the construction methods of earlier buildings, and what were the innovative materials and techniques employed during this period?

NA: The early condominiums were natural follow-ons to apartment blocks and were often built by the same companies that had built apartment buildings previously. The ability to build glass skyscrapers was there, but they were more difficult and expensive to build. As a result, most early condos were built from stone and sturdy brick, often red brick, and they were low-rises. These were easier and more cost-effective to create and presented a lower risk for what was a new, untested market.

Inspired by low-rise condos in New York and Chicago, these early condos often had decorative architectural features such as arched windows and ornate balconies, not unlike modern condos. Many embraced Victorian architecture and various revival styles. In the mid-20th century, low rise condos evolved as developers experimented with new materials and construction techniques. Many were constructed using concrete, masonry and steel, with more modern design elements such as flat roofs and large windows.

PC: Can you provide specific examples of how developers in Toronto experimented with new materials to achieve greater heights and unique designs in high-rise condo construction?

NA: Later in the 20th century, improved technology in construction, metallurgy and an increased abundance of resources decreased the cost of building high-rises in Toronto. From the time the Toronto-Dominion Centre took shape in the 1950s, Toronto’s skyline changed dramatically. Residential towers took on daring and unique designs. Developers began to manipulate floorplans to produce dramatic effects.

One example is the Absolute Towers (also known as the Marilyn Monroe Towers) in Mississauga, Ont. The two structures that make up this condo community respond to each other with swells, turns, and pulses. Balcony design also became a distinctive architectural signature, such as One Bloor East and Market Wharf, the latter with balconies moving in and out to simulate Lake Ontario waves. Blue steel cradles the exterior of the L Tower, which has curves that make it look like a massive electric razor. The use of glass curtain walls spawned the design of Theatre Park, which overlooks Roy Thomson Hall and features diagonal exposed braces and floor-to-ceiling windows in the suites.

The massive construction boom and increasing construction costs over the past 20 years, however, led to many condominiums being constructed with boxy, bland exteriors, coloured panels and flat windows. In turn, the financial recession affected this similarity as plain condos are less expensive to build. However, there are several examples of fine new condos in Toronto, among them The King Toronto Condos, The One (which will be the tallest residential tower in Canada when completed in 2025), The Well, Mirvish+Gehry and E Condos, to name a few.

PC: What role did technology and engineering advancements play in shaping the evolution of Toronto’s skyline, especially in terms of the construction methods used for tall residential towers?

NA: Technology and engineering advancements have directly impacted the condominiums and other tall buildings on Toronto’s skyline. In Toronto and the Greater Toronto Area, we learned to perfect the condo science, which included reinforced concrete and shear wall design and included perfect bay sizing by architects for suite layouts and maximum efficiencies. Condo construction with deep foundations, massive underground parking areas or parking stackers or parking elevators, defined the next 20 years.

Condo construction became an art, as well as a science, with an assembly line approach. Also, the directive from Ontario’s Greenbelt legislation to build “up” rather than “out” paved the way for the design of taller residential towers, and developers and builders rose to the occasion. From working in towers, we progressed to living in them as well. Toronto’s skyline morphed to include both boring mundane towers such as Brookfield Place and Aura, and iconic structures such as The Milan Condo and Shangri-La Hotel and condos.

“Advanced construction and shoring techniques, as well as deep lake water cooling, enabled a proliferation of condos to be built close to Lake Ontario, with a dramatic effect on the skyline.”

Nick Ainis

Toronto developers and builders had a strange advantage in that they could use techniques proven in other cities around the world that were advanced in condominium design and construction. They still can. Singapore, for example, is a leader in sustainable building practices, smart home technology and cutting-edge features in their condos. Developers would do well to pay attention to what experiential design can do for making condominiums more desirable.

The U.S. firm KTGY Architecture [+ Planning in partnership with the National Multifamily Housing Council] created the “Consume” future apartment unit that has unique features that cater to society’s need for instant gratification and on-demand access to goods, entertainment and services. The firm went so far as to consider a 3D printer running along a track on the ceiling of the unit, enabling residents to print anything at any time with the touch of a button.

PC: Were there any challenges or obstacles faced by developers and builders in adopting new materials and techniques in the construction of high-rise condos in Toronto? How were these challenges overcome?

NA: The biggest challenges faced by developers and builders in adopting new materials and techniques involved labour shortages and cost increases, which in turn forced price increases for suites. This happened in the face of the dramatic lack of affordability for average purchasers. The pandemic caused the added obstacle of supply chain problems.

Developers and builders continue to face the dilemma of cost rises and complaints about the lack of affordability. To fit into the limited spaces allowed by the zoning and building regulations in an area, some developers do create distinctive-looking buildings, but these tend to cater to the upper-middle class. The only feasible approach is to build with the same steel, concrete and glass in the same way to create homogeneous buildings.

Over the years, workmanship in the buildings has declined, and modern materials do not add as much architectural flair as they used to. In addition, condo exteriors are greatly determined by interior layouts. In the attempt to reduce costs, offering suites in a common size with similar floorplans means a lack of setbacks and massing that would otherwise create exterior visual interest.

PC: How has the use of sustainable and eco-friendly materials and construction techniques evolved in the development of Toronto’s residential towers, and what impact has this had on the city’s skyline and its environmental footprint?

NA: One of the biggest considerations along this line is the demand for condominiums that are sustainable. Technological and engineering advancements indeed have a major impact on how a condo is designed. These condos stand out for their integration of passive and active renewable energy features.

Parametric and generative architectural software is used today to create a process to optimize the use of natural elements depending on a building’s location. Top passive house technologies such as shadow control, wind cooling and indirect light exposition are maximized, and balconies can serve as shading devices for windows and terraces. Then we have the Toronto Green Standard, a set of guidelines and performance standards that promote sustainable development in Toronto.

A focus on energy efficiency is key to meeting these standards. As we go into the future, developers face challenges such as the need for ongoing advanced design and construction techniques, combined with the potential for increased upfront costs.

PC: How did the choice of materials and construction methods influence the affordability, durability and safety of residential towers in Toronto over the years?

NA: From the 19th century Georgian-style brick homes through to low-rise condos that are still a popular choice in urban areas, to poorly designed, quality of life-lacking skyscrapers that appeared in the 1960s, it became apparent that more research and careful design needed to be implemented.
Advancements in sound proofing, multi-purpose elements, even post-tensioning construction and shoring systems for lakeside condos have contributed to the proliferation and durability of residential towers over the years. Safety is another draw to the condo lifestyle, and smart security systems and features continue to advance. As the Ontario Building Code is changed to require more stringent standards, the quality and durability of condos has also improved.

PC: What were some of the key turning points or milestones in the history of high-rise construction in Toronto, where the adoption of new materials and techniques significantly changed the landscape of the city?

NA: The history of Toronto condos has experienced highs and lows. From their humble beginnings early in the 20th century as affordable apartments for the working class in cities, to the introduction of modern high-rise condos in the mid-20th century, these buildings have shaped and reshaped Toronto’s skyline. They have also evolved to address the changing needs and diversification of buyers.

Our condo culture shifted dramatically in 1991, when a court ruling cited adult-only buildings as unconstitutional under the Human Rights Code. Once the go-to for seniors and empty-nesters, condominiums became available to all segments of the marketplace, from professional singles to families. In response, builders and developers designed larger units to accommodate families, including traditional and stacked townhomes with condominium components. As people got busier, the appeal of having major maintenance handled for them through a condominium corporation was enormous, and still is.

Another situation that contributed to the condo craze was Ontario’s protection of the Green Belt and other sensitive areas. This essentially cut down on the available land for development. The answer was to build up instead of out – and intensification became the target. Developers were encouraged to build condominiums in urban locations close to amenities and public transit. Between 2010 and 2018, 165,828 condo units were finished, and from 2002 to 2018, 186,000 condo units were registered, accounting for 72 per cent of the city’s growth. By 2020, condominiums became the preferred way to accommodate Toronto’s growth. Advanced construction and shoring techniques, as well as deep lake water cooling, enabled a proliferation of condos to be built close to Lake Ontario, with a dramatic effect on the skyline.

PC: How did the social, cultural and economic forces in Toronto influence the decision to use certain materials and construction techniques in the development of residential towers, and how has this contributed to the city’s unique identity?

NA: Ontario officially legalized condominiums in 1967, and Toronto in 1968, but the economic downturn in 1973 caused condo development to stagnate until the 1990s. The condo approvals process includes locating appropriate land at a price that warrants development; reviewing existing zoning, building codes and other relevant laws; meeting with experts; obtaining social and political support; obtaining financing; obtaining building and planning approvals; launching the site and eventually constructing it. Among all these considerations has been the need to keep up with the Ontario Building Code, which continually changes to require more stringent standards. Overall, masses turned to condominiums as their residence of choice because of relative affordability and the convenience of low-maintenance living and easy access to public transportation and amenities.

Culturally, immigrants to Canada who were used to apartment-style living abroad sought out condos to rent or buy. As a result, the condominium explosion in Toronto happened and is still in force. Socially, condominiums have had a rocky road, especially high-rises. There have been – and still are in some cases – concerns over the lack of privacy, lack of places where children can play, difficulty of getting to the ground floor in an emergency, the need to adhere to rules set out by the condominium corporation, questionable quality and durability, and so on. And of course, the pandemic spawned changes in condo suite design to include more opportunities for working from home.

All these considerations affected the prevalence and design of condos, thus having an impact on the city’s unique identity, which is largely defined by its skyline.

Canadian Construction Trends for 2024

With the start of 2024, Procore is tracking developments across the industry, including new technology, project backlogs, labour shortages and approaches toward mental health in construction.

This is a critical time for the industry, with new challenges and opportunities for companies to be nimble. Understanding what lies ahead can help organizations prepare and ensure their processes are in line with the rest of the industry, which will position them for success.

Risk management will be a priority, leading to more available data

In 2023, tens of billions of dollars were wasted in the construction industry resulting from inefficiencies, led by the lack of risk management software. More organizations will look for a platform that can connect their construction data, structure that data and glean insights to help reduce risks on future projects. As more organizations adopt risk management technology, industry will see more Internet of Things (IoT) sensors on equipment and more wearables on the jobsite collecting data, which can then be connected to the risk management platform.

Artificial intelligence (AI) will be broadly implemented by construction companies

With more organizations implementing risk management technologies and an increase in data being collected in the industry overall (from people, equipment and IoT devices), more organizations will begin to embrace AI. Companies are starting to change the way they work, with less resistance to technology. With all the data being collected, the foundation to adopt AI will be in place.

However, companies need to be mindful that AI and large language models (LLMs) are informed by the data provided. If there’s bias in the data, that can affect output. It will remain necessary to validate answers from AI tools.

Data and AI will help increase efficiency gains

Traditionally, there’s a heavy burden on project teams to complete projects on time and on budget within a set parameter of quality and safety requirements. There’s added pressure to document everything, which can be time consuming. However, in 2024, automation in data collection on construction sites will alleviate those burdens. AI, including computer vision and generative AI, will enable companies to standardize and structure data throughout a project’s lifespan. From design with building information modelling (BIM) to purchasing materials and validating insurance information, AI will streamline data processes. This is not just about doing more with less, it’s about seeing around the bend and course correcting ahead of time.

Augmented reality (AR) and robotics will be more mainstream in construction

While in the past there was limited understanding on how to use AR because it was cost prohibitive and in its early stages, the technology is becoming more mainstream and available – people even have it on their phones. There’s been an increase on the use of AR in construction with more complex hardware.

There’s been an increase on the use of AR in construction with more complex hardware.

Proper setup and accuracy are important for this to be more commonplace and the industry is on that track, with specific hardware being built for AR to improve accuracy. Robotics are becoming more common in construction, with robots put in place to help with repetitive and overnight tasks. And while that’s still cost prohibitive – there is a barrier with cost to entry – adoption will continue to increase as time progresses.

Supply chain and cost issues will continue to loosen, but maybe not for sustainable materials

Supply chain effects of the last few years are starting to ease, which in turn will result in decreased costs for materials. However, if there is a push for net-zero buildings, the demand for green and sustainable materials could be affected due to availability and price.

Construction will do more to track projects’ carbon footprint

It’s well known the construction industry has a large carbon footprint, but new technologies are helping to increase awareness and the ability to determine where pollution is coming from, which will make it easier to measure and manage the problem. While companies around the world are taking sustainability more seriously, Canada can follow Europe, which is leading the charge in that area.

Conversations around mental health in the industry will evolve in the next couple years

More businesses are demonstrating their dedication to caring for their people by investing in the resources required to build holistic safety programs. Conversations about mental health will continue to expand and grow and gain momentum. This will ultimately translate to a total cultural transformation.

Hiring and retaining women and underrepresented groups will be a higher priority

Construction organizations are improving at attracting women and individuals from underrepresented groups into construction, but the challenge has been retaining them. One of the root causes for this retention issue is construction’s traditional lack of flexibility that often doesn’t align well with family obligations. Looking ahead, there will be an increase in career pathing and staggered shifts for individuals who are caregivers, with creative opportunities around how businesses support caregiving, and more hiring of returning mothers as part-time workers. In 2024 and beyond, industry will see more meaningful interactions to create policies that will enable people to work within a timeframe that allows them to better balance their lives.

The labour shortage will continue to have far-reaching effects

The impacts of the chronic labour shortage on construction are all too obvious – there aren’t enough skilled workers to meet demand. However, the lack of workers in the industry doesn’t just delay projects and increase safety risk, it also creates problems beyond construction, increasing prices that affect home buyers and renters. It also prevents the industry from effectively future-proofing infrastructure for climate change and population growth, or even repairing existing aging infrastructure. This means that, in the future, energy security, home buying power, the ability to commute safely to work and more will hinge upon getting more people into construction. It’s essential that everyone – not only the industry – work to attract as many new workers as possible.

Project backlogs will persist in 2024

Canadian civil and infrastructure contractors reported that their backlogs had increased 38 per cent from pre-pandemic levels in the recent Top Civil and Infrastructure Trends Report by Procore and the Associated General Contractors of America. There may be several drivers behind this growth, including increased population fuelled by immigration as well as robust consumer spending, which reached an all-time high in the second quarter of last year.

The push towards green technologies, a need to develop more robust localized supply chains and government investments are additional factors that will continue in 2024.

Substance Use in the Trades

Jobs in the trades are stressful and physically demanding, far too often resulting in injury, pain and mental health issues. Using drugs and alcohol to relax after long shifts and to cope with pain can lead to further problems both at work and in personal lives. Top this off with not talking about substance use or mental health problems often out of fear of losing their jobs, and trades workers are unlikely to ask for help even when they need it.

It’s a devastating issue that the Canadian Centre for Occupational Health and Safety (CCOHS) is tackling with its recent launch of a suite of practical resources aimed at supporting health and well-being in the trades, including the prevention, management and treatment of substance use. Developed in collaboration with the Canadian Apprenticeship Forum (CAF), these free resources include online courses and info sheets available to employers and tradespeople all across Canada.

Between August 2022 and April 2023, with funding from Health Canada, CAF commissioned a Canada-wide survey of 1,194 people, mostly apprentices and journeypersons, in an effort to understand their lived experiences in the trades.

“They wanted some actionable items and tools to give workplaces to create awareness of substance use and reduce stigma,” said Jan Chappel, senior technical specialist with CCOHS. “We partnered with them to develop the program Substance Use in the Trades using a client-centred approach, trying to reduce the health and social harms associated with addiction or substance use. The person doesn’t necessarily have to stop using the substance, rather they try to find a safer way to approach it.”

This harm reduction approach maintains that people who use substances deserve dignity and respect, and have the right to make their own choices.

“We take the ‘Fit to Work’ approach, taking it all into perspective – what does the workplace need? It’s all about being able to do the job safely,” said Chappel.

Many aspects of the workplace require alertness, accuracy and quick reflexes; impairment to these qualities can cause incidents and interfere with the accuracy and efficiency of work.

There can be many reasons for impairment including substance use, fatigue, stress, distractions and mental health. Additional risk factors may include heavy manual labour, working at heights or working with vibrating machinery. Working with difficult forepersons and co-workers, long work hours and pressures at home may also impact workers.

In an effort to clarify the issues and offer solutions, Substance Use in the Trades focuses on several important themes aimed at bringing awareness to substance use and harm reduction. The online program is made up of three components that take about 15 minutes each to complete.

Being aware

Understanding substance use and the impacts of stigma form the base of this course. Common substances used are alcohol, cannabis and stimulants, including prescription drugs. Twenty-five per cent of those surveyed said they use substances to cope with anxiety or depression. Others said they use substances to cope with work-related stress or to improve their performance at work, while the use of prescription opioids was mainly for pain management.

“Another important area we look at is reducing the barrier of stigma,” said Chappel. “We know that attitudes towards substance use can make people approach the situation in a way that is not positive or helpful. Remember that people are struggling with substance use. It’s not always a choice, a moral failing or a weakness. So remove that stigma and ask them ‘Do you need some help? Let me find you some help.’”

The course clarifies that stigma arises when individuals view either others or themselves negatively due to substance use. Self-stigma encompasses the attitudes and beliefs individuals hold about themselves, which may include fears of being perceived as weak, a failure or disappointing others. Social stigma pertains to societal beliefs or attitudes that disapprove of certain behaviours. Structural stigma relates to organizational rules, policies and practices that stigmatize individuals who use substances.

Almost half of the 1,194 survey respondents said they would be afraid of the consequences at work if their supervisor found out about their substance use, and almost a third agreed with the statement that they would be afraid of their friends or family judging them.

Strategies to reduce stigma in the workplace focus on the person, their physical safety and mental health rather than the substance use.

“Whether your concern is for yourself or for someone else, it takes courage to have open conversations and change attitudes. Reducing stigma improves physical safety because people may be more likely to report if they, or someone else, is impaired on the job,” said Chappel.

Harm reduction

This course discusses the features of a healthy workplace and approach to substance use. A safety program to eliminate workplace injuries is essential to avoid the potentially chronic and out of control use of pain meds, but a workplace culture of long hours, deadlines and negative comments can contribute to stress that workers take home, deteriorating mental health.

A healthy workplace fosters positive communication and open conversation and develops policies that encourage people to seek help without feeling stigmatized.

Harm reduction is an ongoing process. Employers can provide support through employee assistance programs to help workers with personal challenges and find ways to enable workers to safely self-declare they may be impaired. Employers can ensure available benefits are adequate and flexible for workers who need help. Further, employers must understand that abstinence may not be realistic or helpful, and that opioid maintenance therapy and treatment should be accepted in the same way as medications for anxiety, depression and other mental health issues. For many workers, suddenly stopping substance use would cause harm, while gradually reducing use over time may be more effective. Consider each individual situation and be aware that workers may continue to use substances and still be safe to work.

“We do harm reduction every day we put on a seat belt or a bike helmet,” said Chappel. “The hazard still exists, but you’re taking steps to reduce the harm that may come from an incident.”

Strategies include offering free taxi rides home from work-sponsored events to prevent drinking and driving, providing a time and place where people can talk openly about their issues without fear of getting fired, or having a designated person who people can go to without fear of judgement.

Although primarily aimed at supervisors and employers, this course carries the bottom line that everyone has a responsibility to address substance use in a way that reduces harm.

Supporting well-being

Not all substance use is cause for concern, but it is important to recognize how substances can affect mental and physical health. Sometimes regular use of substances can change brain function and structure. All workers can be trained to eliminate stigma, to recognize signs of impairment and to respond accordingly.

Health Canada lists signs that someone may be struggling with substance use and perhaps need help or someone to talk to. Changes in personality, extreme shifts in behaviour and mood and isolating from friends and family are indicators that harm reduction is needed. Perhaps the person has trouble remembering things, concentrating or staying alert. They may have difficulty managing basic parts of their life due to increased drug and alcohol use.

The course emphasizes that whether someone is concerned about their own substance use or that of someone else, it’s okay to ask for and to offer help. Starting a conversation can be uncomfortable but it shows caring and commitment.

“Looking after ourselves as well as others is not a sign of weakness,” said Chappel. “It’s strength. It takes courage to reach out and get the right supports.” 

All three Substance Use in the Trades courses are available online at ccohs.ca at no cost or obligation.

Putting Technology to Work in Your Business

One out of four Canadian construction decision-makers still uses paper-based records or non-digital processes as part of their business workflow. If that sounds like you, you might want to take note.

Technology isn’t going anywhere and in fact, when leveraged, is key to providing a competitive advantage to the companies using it now and in the future.

Construction is a high-volume, low-margin industry that’s continually squeezed by competition, material cost increases and ongoing labour shortages. Therefore, it is increasingly difficult for companies to remain on the sidelines when it comes to applying technology in everything, from how they estimate and manage projects, to how they plan and execute builds.

Construction is a high-volume, low-margin industry that’s continually squeezed by competition, material cost increases and ongoing labour shortages.

So how does the application of technology make work easier? Technology can and will change a construction company in the following ways:

• Decision-making: Information is critical to keeping a project on time and on budget. Waiting days or weeks to know whether a project is over the estimate for labour or costs can be detrimental to the bottom line. The application of technology, such as project management software and onsite tracking, offers solutions to give decision-makers real-time data, which makes adjusting to mitigate time and budget overruns easier, and increases the overall profitability of any job.
• Team communication: Everyone can’t be everywhere all the time. There are a lot of moving parts in any project, such as drawing revisions, change orders, schedule changes, etc. On many projects, up to 25 per cent of the total time is spent on reworking or rectifying issues, and a lot of that is due to communication. Applying enterprise-integrated software can streamline communication across the company, giving everyone access to real-time and accurate data, while reducing the need for unnecessary meetings, phone calls, site visits, etc.
• Employee training and engagement: The shortage of workers means it is critical for any company to have the ability to train employees. Training on-site can be costly, but with the introduction of virtual reality and augmented reality, training and simulations with real-time information overlays are shortening training times, reducing errors and improving collaboration across teams.
• Employee safety: Compliance is an important part of any effective safety program. There are apps and software programs designed to make everything from site inspection to near-miss reporting easier, to improve the overall safety of employees. On another front, personal safety equipment continues to evolve. The introduction of wearable technologies such as exoskeletons (devises that provide physical support to reduce strain, increase productivity and enhance worker safety), connected hardhats (technology that monitors location, motion and temperature) and voltage sensors (devices that radically reduce the risk of electrical contact injuries and electrocution) will increase worker safety in the future.
• Completing work: Technologies such as 3D laser scanners, 360-degree cameras, laser levels and drones are changing how jobsites are prepared and managed. Prefab construction continues to become more prevalent, which allows for the use of humanoid labourers and robot swarms (both variations of robotics) to complete repetitive tasks at manufacturing sites, providing for more on-site rapid construction.
• Planning work: Artificial intelligence is not only changing what you see while surfing the web, it can speed up planning, optimizing options and reducing overall building costs. Software like ALICE, “The world’s first and only construction optioneering platform that allows you to explore numerous potential ways to build your project – before you ever break ground,” will continue to push how large-scale projects are designed and how builds are undertaken, according to Alice Technologies.

For any business in the construction industry to survive, there is a specific list of things they must do: they must use all their assets effectively, from their tools and machinery straight through to their people; they must build quickly to minimize material cost increases and labour expansion; they must minimize rework and they must win work. There are proven technologies on the market that make these tasks easier, with promises of even more in the future. It is an exciting time to be in construction and will only become more exciting in the next decade as technology pushes industry to do work differently. 

This article was originally published in Building Rural Manitoba magazine and is reprinted with permission.

A Matter of Life or Death

The importance of personal protective equipment (PPE) tailored for women cannot be overstated in the traditionally male-dominated field of construction. As more women join the industry, the need for appropriate PPE is a matter not only of equality, but safety.

PPE is designed to protect workers from workplace hazards of all kinds, from safety vests, gloves and boots, to fall protection harnesses and breathing respirators. However, historically the majority of PPE has been designed with a male physique in mind, often leading to ill-fitting equipment for women. This mismatch can be more than just uncomfortable, it can be unsafe.

Sara Feuling, P.E., remembers being handed an extra-large safety vest “that could have fit two of me” and being told that’s all they had for her first day of a new job in the construction industry. Her boss at the time didn’t see a problem, but Feuling knew that the vest was not only uncomfortable, it was dangerous.

Starting a new job, especially in the construction industry, which can involve potentially dangerous situations, is hard enough. Worrying that protective clothing will snag on something on Day 1 is not a good introduction to the industry.

Eventually, Feuling and her mother sewed-up the extra-large safety vest to improve the fit, and Feuling bought Class 2 shirts and other required PPE. Fast forward 15 years and the industry has made “great progress” in women’s PPE, Feuling says, “but there is still a long way to go” to properly fitting PPE being the expectation.

PPE saves lives

A proposed Occupational Safety and Health Administration rule seeks to bring the construction industry PPE requirements in line with other industries that explicitly require equipment to fit properly. Feuling is hopeful this change will help keep not only women safe, but workers of all sizes and shapes.

“It’s a safety issue,” she said. “And I think that people not in the industry don’t really realize that. [They’ll say], ‘Well, you just don’t like a vest that’s oversized, or boots that are not pretty.’ But when you’re a couple hundred feet in the air, boots that don’t fit are life or death.”

Worrying that protective clothing will snag on something on Day 1 is not a good introduction to this great industry.

Feuling started out working on roads in Wisconsin for the state department of transportation and then moved into project management roles that utilized her civil engineering background. She is now senior director, construction at the Association of Equipment Manufacturers (AEM), where she often talks with women in all sectors of the construction and infrastructure industry.

She is happy that women are now more likely to receive proper fitting PPE, or at the least know they can ask for it. There is more awareness and discussion around women’s PPE, more options from manufacturers and more understanding of why proper fitting PPE is so important, she says.

Manufacturers of PPE are taking the time to visit project sites to talk directly with women to find out what their PPE needs are, and how to create products that will make them comfortable and keep them safe.

“I really do give the manufacturers a lot of credit there for really focusing more on the actual need of their customer,” Feuling said.

Next generation of women workers

Having proper PPE options is only half the battle. Companies need to understand and prioritize women’s PPE. Contractors that do so will contribute to the comfort, safety and retention of women in the construction industry, while also promoting a culture of inclusivity and safety.

“We keep trying to draw more women to the industry,” Feuling said. “We want that perspective. We want that workforce. But if we’re not meeting the needs of that demographic, no wonder they’re not looking at us as a viable option. And this is just one simple entry point to that.”

Feuling credits cultural shifts as pivotal in changing how women are treated in the industry. Many Millennials are now in leadership positions and the upcoming Gen Z is looking to the trades for a career path. These two generations are not afraid to speak their minds and ask for change.

“So, a little bit of that [is] challenging authority,” Feuling said. “You can’t make change if you’re not questioning and re-evaluating what you’re currently doing.”

Looking ahead

Feuling looks back over the past 15 to 20 years and sees a lot of progress in ensuring the safety of women workers. “The fact that we are having a conversation about properly fitting PPE for a woman in itself is a success story,” she said.

Feuling says there is still a long road ahead to proper PPE being the standard on Day 1 for women across all sectors of the large industry that is construction and infrastructure.

In a perfect world, she says that there would be three steps to keep women workers safe, starting on Day 1. First, all companies would have PPE options to order. Second, once a company hires a woman, they would order the proper fitting gear. Third, “the woman shows up and feels safe on her first day on the job,” says Feuling.

She is hopeful that in the near future, no woman will face the safety challenges of not having proper PPE to keep them safe, like she did during her first day on a jobsite.

“If we’re going to draw in this workforce and change how we tell our industry story to attract that workforce, we need to make the job safe for them when they get there,” Feuling said.

Electric Innovation Comes to Alberta

Founded in 2006, Ki International is an Alberta-based piling contractor serving its home province and British Columbia, Saskatchewan, Manitoba, and Ontario. In Calgary, the company has drilled some of the deepest holes in the city. It has installed foundations for notable projects, such as the new BMO Centre – one of the largest and most modern convention centres in Western Canada.

“I started out with a single drilling rig, which was a low drill that – at the time – was one of the very first in Alberta,” said Gordon Williamson, president at Ki International. “This rig allowed Ki to carve out a unique space by taking on jobs that required a unique piece of equipment that is extremely versatile and could go to places that a lot of other drill rigs simply can’t.”

In the years since first opening its doors, Ki International has expanded its fleet to include 11 drill rigs and brought on additional professional engineers to increase the company’s capabilities to handle in-house designs and solutions. The company employs approximately 30 employees between the office and its field staff. Ki International is a family-run business that prides itself on knowing and supporting its employees as individuals, not just numbers or job titles.

“One of our favourite success stories here at Ki is our vice president, Nizar Abou Ltaif,” said Williamson. “He started with the company as a general labourer because his degree from his home country was not recognized in Canada when he immigrated, and he has since worked his way up from general labourer to one of the leaders here at Ki International.”

Over the years, the company has earned an excellent reputation for completing projects safely, on time and on budget with a high-quality finished product. From cast-in-place to shoring to civil construction and micropiles, Ki International specializes in anything that has to do with concrete piles and offers its clients a one-stop solution.

“Our mission is to stay safe and proudly build foundations for a better future,” said Williamson. “This means we want to take care of our employees and deliver a reliable, high-quality product. We offer a complete product when it comes to power line work and foundations, and we do a complete package for the customer, so they don’t need to worry about bringing in yet another subtrade. We pride ourselves in being easy to work with and delivering great results, and we stand by our products, our crew and our methods.”

Making history

Ki International recently made history by introducing its latest drilling rig, the Liebherr LB 30 unplugged. When Ki International’s LB 30 broke ground, it became the first and – at the time of writing – the only electric drilling rig to be used anywhere in North America.

Williamson saw the machine displayed at two trade shows over the last couple of years and recognized that the LB 30 seemed to have what the company was looking for. So, he decided to bring it in and give it a chance to see what it could do – and the rig has proved itself since.

“The piles are large at a metre in diameter, and they are fully cased to 22 metres, so it needed a substantial rig like the LB 30.”

Gordon Williamson, Ki International

The LB 30 drilled and installed 27 cast-in-place concrete piles as part of the City of Calgary’s 16 Avenue N.W./29 Street Pedestrian Overpass project.

“The piling scope is quite demanding,” said Williamson. “The piles are large at a metre in diameter and fully cased to 22 metres, so it needed a substantial rig like the LB 30. The rig is performing famously, and there haven’t been issues whatsoever. We were all a little bit nervous in the beginning, as the ground conditions are quite challenging in this location, but the results are speaking for themselves.”

Featuring an electric motor, Liebherr’s LB 30 unplugged is a deep foundation machine with an alternative drive concept. During operation, the drilling rig can be connected to a conventional electric supply or powered by a battery without a cable and, therefore, unplugged. Moreover, the machine can be fully recharged within a few hours.

Even though the machine is electric, there are no restrictions on the performance and application of the LB 30 when compared to a conventional rig with a diesel engine.

“So long as we have access to electricity, electric drivetrains – and electric equipment in general – are a much better machine,” said Williamson. “They’re just as powerful, if not more so, than a diesel rig, and I believe they can be simpler and less expensive to maintain, since we don’t have that diesel engine on board that’s constantly in need of attention.”

The LB 30 also brings mobility to the next level, and the basic machine and leader can be transported in one piece with all its hydraulic hoses connected. This minimized assembly work allows for quick and easy transportation of the machine between jobsites. In addition, the LB 30 pushes the envelope regarding safety. Its array of cameras allows the operator to see 360 degrees around the machine on screen, and the built-in load sensors help maintain stability.

“The sensors ‘see’ how much pressure is on the corners of the tracks so that, if the ground starts to shift, it will tell the operator so they can take action to make it safe,” said Williamson. “The LB 30 doesn’t allow you to use the rig’s components in an unsafe way, so you can’t overuse or over-lift or over-pull on the machine, which reduces the risk of toppling.”

The innovative cabin design also includes a modern air-conditioning system, an optimized view from the cabin and an orthopedic operator’s seat. All switches, joysticks and pedals are ergonomically positioned. The machine produces zero local emissions and significantly less noise. This makes it especially suitable for operation in areas sensitive to noise.

“The operator is hearing sounds happening on the machine that he’s never heard before because, in all other rigs, the engine drowns out all these noises – it’s like a whole new world for them,” said Williamson. “Plus, the electronics and the human interface are second to none, and the sensitivity of the controls is just amazing. This machine tells you how much weight you have on your auger so that, when you’re tripping in and out of the hole, you’re never coming out empty, and the auger comes out full every time.”

Generating excitement

The response to the sight of an all-electric drilling right in the heart of the “Great White North” has drawn considerable interest from people wanting to see how the machine performs. Williamson notes that the City of Calgary is especially excited by the prospect and happy to know it is happening in their backyard.

He said, “We have the city’s full support, and they have responded very positively to the addition of the LB 30 to our fleet. We’re fortunate to be testing the machine in some of the most extreme weather conditions, from the deep cold in December to the heat waves of mid-summer, and we’re going to be able to share some excellent data on the performance of the machine. Already though, I can say that there’s definitely a future for this kind of equipment in Canada.”

Looking ahead, Ki International will continue seeking opportunities for steady and sustainable expansion that will enable it to supply southern Alberta and Western Canada with the highest quality cast-in-place piling and shoring services.

“You might say there is a lot of pioneering blood in my family,” said Williamson. “My great-grandfather did the steam fitting on the highest building in Alberta in his time, my father installed the first major supercomputer in the province, and I have family members who have gone out to develop unique manufacturing solutions for a variety of heavy-duty industrial applications. I feel as though introducing the first electric drilling rig to the North American market is part of that tradition.”

Bauer Spezialtiefbau sets new standards with environmental product declarations

BAUER Spezialtiefbau GmbH is dedicated to more than just foundations. The company set itself the goal of establishing the sustainable construction site as a standard and making a key contribution to a green future. In the summer of 2023, the company was awarded a certificate for sustainable construction sites. Now another sustainability milestone has been achieved. On Feb. 23, Florian Pronold, retired parliamentary state secretary and managing director of the Institut Bauen und Umwelt e.V., handed over six environmental product declarations for the mixed-in-place method (MIP) to Bauer Spezialtiefbau representatives, including managing director and CEO Frank Haehnig and member of the management board Florian Bauer.

“I am thrilled to present Bauer Spezialtiefbau GmbH with these environmental product declarations. Not only does this step underscore their commitment to transparent and sustainable specialist foundation engineering, it also sets whole new standards,” said Pronold.

Environmental product declarations, known as EPDs, deliver transparent environmental impact data verified by independent experts. This is a verifiable and transparent way to integrate the environmental compatibility of construction products into the assessment of a structure’s sustainability. Starting from the design phase, this extensive information is useful for designers, architects and owners. It allows them to make justified decisions for sustainable construction methods, for example by considering the carbon footprint. Furthermore, this ensures that environmental compatibility requirements are fulfilled for a structure across its entire life cycle.

“Our initiative with a total of six EPDs for our MIP method represents a significant milestone in the construction industry,” said Hursit Ibuk, Ph.D., head of construction materials technology and product sustainability at Bauer Spezialtiefbau.

In the past, no EPDs existed for construction products that were prepared directly on site using raw materials. The EPDs now encompass both the manufacturing process for the MIP material as well as the MIP method itself.

“The EPDs for our MIP method demonstrate very clearly that sustainability is not just a concept for us: it is our passion,” said Haehnig.

PCL Construction signs enterprise partnership with Document Crunch

Document Crunch, a construction artificial intelligence (AI) contract intelligence platform, and PCL Construction recently announced a partnership enabling PCL to train and empower its project teams to de-risk its projects around contract compliance by leveraging Document Crunch’s AI and machine learning technology. This will bring over a century’s worth of PCL experience to the fingertips of its people.

Since launching in 2019, Document Crunch has quickly become an industry leader in construction contract risk review and mitigation through its proprietary AI solutions that simplify contracts, standardize contract review by identifying critical risks, and transfer contract knowledge from the back office to the field, allowing for better contract compliance by project teams. 

“Our bigger vision has always been around project teams being better enabled at contract compliance,” said Josh Levy, co-founder and CEO of Document Crunch. PCL was an early adopter and an excellent partner who helped us get over the threshold from early solution to enterprise ready. This partnership is a strong signal that our vision is real, and that our product is ready to be operationalized every day across projects within construction operations.” 

PCL recognized the need to ensure consistency in managing contracts throughout the project life cycle, as well as the need to create a standardized workflow for the complete transfer of ownership and direction from one responsible party to another at every stage of a project. 

“After exploring at least five various solutions, Document Crunch gave us the ability to leverage our current internal processes and improve and automate them,” said Mark Bryant, chief information officer at PCL. “Consistent behaviour and approach produce consistent results. This means our customers can be assured we manage project expectations with the same lens regardless of the team.” 

The partnership with PCL validates Document Crunch’s impact and mission to empower everyone in construction – from the back office to project teams – to understand what’s in their contracts. It also sets new standards for risk review, contract compliance and project management workflows, ultimately leading to a less risky and more profitable industry.

“The only thing for certain is that change will occur,” said Bryant. “We prefer to be shaping it to the best of our abilities, not trying to catch up.”

Cooper Equipment Rentals acquires Action Equipment Rentals

Cooper Equipment Rentals Limited, a Canadian-owned and operated construction equipment rental company, announced the completed transaction to purchase 100 per cent of the shares of Red Deer, Alberta-based Action Equipment Rentals Inc.

Action was formed in 1991 by Reginald Bloomfield and his father Ray Bloomfield in Sundre, Alta., to serve the central Alberta market. The company opened a second location in Red Deer about a year later. In 2015, Action consolidated operations in Red Deer, and under the leadership of general manager Gabriel Castella-Chin, embarked on an ambitious plan to renew their rental fleet and grow their market share. Action’s focus has always been to “put customers first,” which aligns perfectly with Cooper’s core values.

“Joining a Canadian-owned company with an excellent reputation was important in our decision to join the Cooper family. We are looking forward to continuing to serve Central Alberta with the benefits and resources that allow us to expand our presence and continually improve our already excellent service,” said Castella-Chin.

“Action’s prime location and facility in Red Deer intensifies our coverage in the important Alberta market, and their strong presence in Alberta enhances our ability to serve customers better in Western Canada,” said Lee Briscoe, regional manager, Cooper Equipment Rentals.

Action joins the Cooper family as the Red Deer branch and will continue to be led by Castella-Chin, supported by a team of experienced, loyal and dedicated Action employees.

“Action has built a fine business with a reputation for quality and integrity in the construction equipment industry, and we are proud to welcome them into the Cooper family as we continue to grow our company across Canada,” said Doug Dougherty, CEO, Cooper Equipment Rentals.

DFI Women in Deep Foundations Committee Professional Development Grants accepting applications

The Deep Foundations Institue (DFI) Educational Trust and the DFI Women in Deep Foundations (WiDF) Committee are proud to provide professional development grant opportunities to women involved in the design and construction of deep foundations. The goal of WiDF is to increase networking opportunities and improve retention of female professionals in the deep foundations industry. The future of our industry depends upon diversity, which can be influenced by encouraging promising female professionals to remain in deep foundations careers.

Five travel grants of $1,750 each and free full annual conference registrations will be awarded in 2024. The grants must be used to cover lodging, meals, travel, and other related expenses for the recipients’ attendance of DFI’s 49th Annual Conference in Aurora, Colo. The recipients will be featured in Deep Foundations, DFI’s magazine, and will be recognized at the conference during the WiDF Committee Reception and the Awards Banquet.

One complete application (including application form, essay, résumé, and letter of recommendation) must be submitted online no later than May 15. Applications missing any of the required items will not be considered.

DFI will notify all applicants of the status of their applications on or about July 3.

Government of Canada launches three-digit suicide crisis helpline: 9-8-8

The Government of Canada is taking an important step to provide suicide prevention support for people who need it, when they need it most. 9-8-8, Canada’s new three-digit suicide crisis helpline, is now available to call or text, in English and French, 24 hours a day and seven days a week, across Canada. 

Suicide continues to be a serious public health issue impacting people of all ages and backgrounds, and more needs to be done to support those in crisis. This is why the Government of Canada has provided $156 million over three years to the Centre for Addiction and Mental Health (CAMH) to implement and operate the 9-8-8 Suicide Crisis Helpline. An experienced network of partners has trained responders ready to answer 9-8-8 calls and texts. Responders will provide support and compassion without judgement. They are here to help callers and texters explore ways to keep themselves safe when things are overwhelming.

The Government of Canada and CAMH worked closely with partners from across many different sectors in the months leading up to the launch.

“The launch of 9-8-8 is an important step in making suicide prevention resources more readily available to everyone across Canada,” said Mark Holland, Minister of Health. “9-8-8 is easy to remember and will provide life-saving services to those who need it the most. Anytime and anywhere, 9-8-8 is always available to help.”

If you or someone you may know is thinking about suicide, call or text 9-8-8.

Submissions are open for #CCEA2024

Showcase your firm’s excellence at the Canadian Consulting Engineering Awards, a collaboration between the Association of Consulting Engineering Companies – Canada (ACEC-Canada) and Canadian Consulting Engineer. This esteemed program honours outstanding engineering achievements by ACEC-Canada members, emphasizing ingenuity and innovation. Recognizing projects that connect communities and contribute to economic growth, safety, and sustainability, these accolades celebrate a lasting impact deserving of national recognition.

Up to 20 Awards of Excellence will be presented at the judges’ discretion, chosen from all categories. Additionally, Special Achievement Awards will be designated by the jury among projects entered in all categories, including:

• Schreyer Award – The highest honour for technical excellence and innovation by a consulting engineering firm.
• Breton Environmental Award – Recognizing outstanding environmental achievement.
  Ambassador Award – Presented to a project showcasing Canadian engineering expertise executed outside Canada.
• Engineering a Better Canada Award – Awarded to the project that most enhances the social, economic, or cultural quality of life of Canadians.
• Outreach Award – Recognizing a company’s contributions and services for a community, in Canada or elsewhere.

The Awards offer a unique platform for ACEC-Canada members to showcase their firm’s talent and expertise. Winners receive extensive exposure through nationwide press releases, prominent placement on ACEC-Canada’s website, and detailed project features in a dedicated issue of Canadian Consulting Engineer.

Award-winning firms enjoy additional visibility during ACEC-Canada’s #20DaysofExcellence social media campaign. Throughout November, each weekday features a different award-winning project, providing valuable exposure and recognition.

The pinnacle of recognition occurs during a celebratory gala event in late October, where the Canadian Consulting Engineering Awards are announced.

Registration for SuperPile ’24 is open

Registration for SuperPile ’24 opened on Feb. 14. The conference takes place in San Francisco, Calif. from June 12 to 14. In its 18th year, SuperPile ’24 serves as an opportunity for deep foundation professionals to demonstrate their leadership in the industry by delivering technical presentations, exhibiting innovative products and services and sponsoring the event.

Brian McGlynn, P.E., of Farrell Design-Build, a Menard Company, is the SuperPile ’24 conference chair, and Maura F. Ruffatto, P.E., of Cornerstone Earth Group, Inc., is the technical program chair. They are supported by a dedicated group of local and national industry professionals who serve on the program committee.

What is Wrap Up Liability?

Many contractors have asked, “Why does an owner request a Wrap Up Liability policy for a project when they already have an annual Commercial General Liability policy?”

Wrap Up Liability is a type of insurance policy that provides coverage for multiple parties involved in a construction project. In a typical construction project, various contractors, subcontractors and other entities are involved. Each of these parties usually carries their own insurance policies to cover their liability risks. However, in larger construction projects, it can be challenging to co-ordinate and manage insurance coverage for all the parties involved.

Wrap Up Liability insurance is designed to streamline the insurance process by consolidating liability coverage for all contractors, subcontractors and sometimes even the project owner, under a single insurance policy. This type of policy can be purchased by either the project owner or the general contractor, and covers all the participants involved in the project.

By having a Wrap Up Liability insurance policy, the project owner can ensure that all participants are adequately insured, avoid coverage gaps and potentially reduce insurance costs by purchasing coverage in one policy. This approach can simplify the claims process and provide a more comprehensive and co-ordinated insurance solution for everyone involved in the construction project.

The expiration date of a Wrap Up Liability insurance policy depends on the specific terms and conditions outlined in the policy agreement. Wrap Up policies are typically tailored to the duration of the construction project they cover. Once the project is completed, the Wrap Up policy may expire, unless specified otherwise in the policy terms. The expiration date is clearly stated in the insurance policy document. It is essential for all parties involved to be aware of the policy’s expiration date. It’s crucial to plan accordingly and secure alternative insurance coverage, if necessary, especially if the project extends beyond the original policy period.

This type of policy can be purchased by either the project owner or the general contractor, and covers all the participants involved in the project.

It’s important to consult the insurance provider or broker handling the Wrap Up policy to understand the specific terms, including the expiration date, renewal options and any requirements for extending coverage if the construction project lasts longer than initially anticipated. Each Wrap Up policy can have unique terms and conditions, so it’s essential to review the policy document carefully and communicate with the insurance provider to ensure continuous coverage as needed.

In a Wrap Up Liability insurance policy, the “completed operations period” refers to the duration for which the policy provides coverage after the construction project has been completed. Construction projects involve various risks, and the completed operations coverage is designed to protect the project owner, contractors, subcontractors and other involved parties from liabilities that may arise after the project is finished.

During the completed operations period, the insurance policy continues to cover claims related to the work performed during the construction project, even after the project is completed and handed over to the owner. This coverage is crucial because issues or defects in the construction work might not become apparent immediately; they could surface months or even years after the project’s completion.

For example, consider a construction project where a contractor is responsible for building a commercial office complex. The project is completed and the building is handed over to the owner. Several months after the completion, a sprinkler line bursts, leading to damage throughout the building. The leak damages the interior of the building, including office equipment, furniture and important documents of the tenants leasing the office spaces. In this scenario:

• Completed operations period: As specified in the Wrap Up Liability policy, is 12 months after the project’s completion date.
• Claim occurrence: The leakage and subsequent damage occurred after the completion of the construction project, but within the 12-month completed operations period.
• Claim process: The affected parties, such as the building owner, tenants or property management company, file a claim under the Wrap Up Liability policy. The insurance provider investigates the claim to determine that the resultant damage is indeed a result of defective construction work, falling within the completed operations coverage.
• Coverage: The Wrap Up Liability policy covers the cost of repairs to fix the resultant damage within the building. The insurance provider handles the claim settlement process, ensuring that the affected parties are compensated for the damages caused by the construction defect.

In this example, the completed operations coverage under the Wrap Up Liability policy protects the parties involved in the construction project, including the subcontractor who installed the sprinkler system, from liabilities arising due to construction defects, even after the project has been completed and handed over.

The length of the completed operations period can vary and is specified in the insurance policy. It typically lasts for a specific number of months after the project’s completion. Common completed operations periods range from 12 to 36 months, but the duration can vary based on the terms negotiated between the parties involved and the insurance provider.

It’s essential for all parties to be aware of the completed operations period outlined in the Wrap Up policy to understand the timeframe during which they are protected from liabilities related to the completed construction work. It is important to note that if damage from any of the general contractors’ or subcontractors’ work occurs after the completed operations period, then their own individual Commercial General Liability policies would need to respond.

Wrap Up Liability policies are designed to protect all parties. There is an added cost for these policies, so contractors should ensure they get an accurate cost for these policies before submitting a bid. Wrap Up policies can provide additional protection, but it is important to understand the terms, and discuss with a broker to ensure the cost and coverage provided are understood. 

This article originally appeared in Building Rural Manitoba and is reprinted here with permission.

The Benefits of Being Flexible

While everyone agrees that attracting more women to the construction industry is a good idea and a number of related initiatives have been launched over the last two decades to do just that, the truth is that none of them have been hugely successful.

According to the National Association of Women in Construction, women make up just 9.9 per cent of the U.S. construction industry. In the U.K., just three of every 20 workers are women. It’s a global concern, with construction industries around the world reporting similar numbers.

Meanwhile, construction as a whole continues to grapple with the effects of a pronounced labour shortage. Everyone agrees it’s critical to attract not only women, but also other underrepresented groups, to construction’s ranks. The problem is that the people the industry is trying to attract don’t necessarily see it as a place where they want to work.

A recent U.K. pilot program took a new approach to addressing the sector’s labour woes, aiming to make construction more appealing to as many people as possible through the implementation of flexible work.

Traditionally, the industry has been confined by complex supply chains, location-based work, tight deadlines and inter-dependent team roles that seem to dictate long hours and traditional work schedules. However, the results of the new study – designed by Timewise in association with Build UK – are encouraging.

“We need to stop shouting louder at women, and other under-represented groups, to join us; and instead make construction a viable career choice for as many people as possible, recognizing that a lack of flexibility and agility in the way we work actively prevents many from either joining our industry or staying with us.”

Suzannah Nichol, Build UK

After running flexible work pilot programs at four different construction companies, it was determined that not only is flex work in the frontline construction industry possible, but it can be beneficial.

“It takes planning, time and effort, but the rewards for everyone are well worth it,” wrote Suzannah Nichol, CEO of Build UK, in the foreword of “Making Construction a Great Place to Work: Can Flexible Working Help?”

Pioneering a four-phased approach

Construction has long been plagued by a lack of gender diversity and a pervasive culture of long hours and demanding work patterns. Timewise and Build UK set out to test whether improved access to flexible work schedules could mitigate some of these issues for site-based construction teams.

Four leading U.K. construction firms signed on for the study. In each case, leadership was committed to exploring more flexible working arrangements.

The Timewise approach involved four phases.

In Phase 1, researchers took time to understand current perceptions surrounding flex work. They found that much of the resistance came from frontline workers who were paid hourly – their objections stemmed from the fact that more hours worked equated to more pay. As well, construction line managers traditionally believe that stretching resources across long workdays is the key to keeping a project on track – a common perception was that being committed to the job meant a necessary commitment to long hours as well. Of course, all of these thought patterns were at odds with industry’s recent efforts to focus on employee well-being and mental health.

Timewise identified some legitimate constraints to implementing flexible work on a construction site. Among them were the interdependency of roles, constraints on site operating times, workers’ long travel times to reach the site, output for hourly employees, client expectations, and differing circumstances and conflicting priorities between directly employed, self-employed and subcontracted workers.

In Phase 2, researchers resolved to find ways to “give site workers a greater sense of control and input into their working lives, to improve their work-life balance and sense of well-being.” Four key elements were addressed: changing cultural attitudes and behaviours, improving workers’ input into their work patterns, improving managers’ capability to implement flexible work and increasing work-from-home opportunities for desk-based roles.

In this case, “flexible work” meant making adjustments to when people worked as well as where they worked. For example, some of the methods introduced were the introduction of staggered start and finish times, allowing workers to have input into their preferred schedules and an output-based approach that allowed workers to leave once their day’s work was complete. In addition, employees who performed desk-based roles were permitted to work from home.

In Phase 3, Timewise obtained the buy-in of site managers across all four pilot programs. Training was provided to equip supervisors with an understanding of how to design flexible work schedules. As well, employees attended briefing meetings that emphasized the new flex policies while also stressing the need to meet business deliverables. Then, the programs were rolled out by the pioneer firms.

In Phase 4 of the study, Timewise measured success by comparing post-pilot survey data to information gathered before the programs began. In all cases, the results showed that implementing more flexible working arrangements had positively impacted both workers and employers.

Overall, workers felt they had put in a fair amount of hours while still having time to look after themselves. They were less likely to feel guilty about starting later or finishing earlier than their counterparts and demonstrated more acceptance for work-from-home arrangements. Many spoke of improvements to their family life and overall sense of well-being. Interestingly, some respondents even said they would consider flexible work as a key criteria when applying for future jobs.

From the business side, managers saw their teams gel more effectively as they took ownership of projects and adjusted their work patterns. Importantly, the four participating companies said the flex work trials had no negative impact on project budgets or timeframes. For some, there was evidence of increased productivity.

Timewise concluded that the most effective approach was for companies to provide an acceptable framework for flexible working, and then let managers and their teams figure out how best to implement it.

Across all industries, flexible work has been shown to improve employee retention, attract top talent, boost productivity, improve worker engagement and save money. Traditionally, the construction industry has been driven by demanding schedules and tight turnarounds. The standard response has been to put in long, physically demanding hours on the job, but the Timewise pilot projects prove there is another way.

Construction leaders have the ability to inspire a dramatic industry shift when they empower their managers and employees to design a more flexible work environment. When frontline workers have more input and control over how they work, their productivity and job satisfaction increase dramatically.

For employers, flex work is a factor in attracting and retaining top talent, which helps to address the critical industry labour shortage. 

For information and inspiration, read the Timewise report “Making Construction a Great Place to Work: Can Flexible Working Help?”.

Setting Direction

In the fast-paced world of the construction industry, leadership isn’t just about overseeing projects; it’s about navigating through rapid changes. One major challenge facing the construction industry is the looming talent gap. According to the Associated Builders and Contractors, “the construction industry [needed] to attract an estimated 546,000 additional workers on top of the normal pace of hiring in 2023 to meet the demand for labour.” This gap puts an emphasis on the attraction of talent, but even more acute is the development and investment in the people already in an organization.

Investing in the people who are already in the organization can pay tremendous dividends to both the individuals being invested in and the organization. Individuals with adequate training will feel more confident managing and leading their projects, and are less likely to feel the strain of burnout. For organizations, the investment in people can help build their talent pipeline and reduce turnover.

According to FMI’s 2023 Talent Study, the most difficult position to fill in the industry is field management. With that understanding, an emphasis on the investment in field leaders should be top of mind for all construction firms.

Field leader development

As construction firms face the challenge of finding and retaining talented individuals, intentionally developing field leaders becomes a strategic imperative. Field leaders, at the forefront of project delivery, need a unique set of skills to thrive in their roles. In FMI’s 2023 research on field leaders, they found that “field leaders who have received proper training are almost 20 per cent more likely to feel they are equipped to manage and lead their projects compared to their counterparts without training.”

This increased capacity is not just about executing more work more quickly. Providing training and helping field leaders feel more in control of their projects can help decrease the rate of burnout of those individuals.

Once the key skill gaps for an organization are identified, there are many ways to intentionally develop the field leaders at a company. Two methods for developing leaders are mentorship and training programs dedicated specifically to leadership.

The benefits of leadership development extend beyond individual growth. Building leaders inside a company can address critical challenges that are currently facing construction firms across the industry.

FMI’s 2023 Talent Study revealed that companies anticipate a 28 per cent turnover in field managers in the next five years. With this looming attrition, succession planning within the field leadership pipeline is a pressing concern. Leadership development helps build a pipeline of qualified individuals ready to step into key roles, mitigating the risks associated with leadership gaps. The cost of replacing strong field leadership is substantial. According to Gallup, the cost of replacing an individual employee ranges from one-half to two times their salary. Beyond the direct costs like recruitment expenses, there is a loss of institutional knowledge and disruption to project continuity that is hard to put a number on. Investing in leadership development is a proactive strategy to retain valuable talent.

Going beyond technical expertise

When it comes to training, it is time to go beyond the focus on technical skills alone. Catherine Jennings, operations director and facilitator for FMI’s Field Leader Institute, who supports this statement said, “At the Field Leader Institute, we partner with field leaders across the industry and immerse them in a three-day experiential learning program aimed at elevating their self-awareness and overall leadership effectiveness.

Feedback we often receive from our attendees is the growing necessity to transform the way the industry is leading. They can no longer rely solely on their technical knowledge to influence their teams. Rather, they are tasked with challenging the old field mentality and creating new ways to invest and lead their people. By focusing on human skills, they experience higher volumes of employee engagement, retention, productivity and customer satisfaction. The reality is focusing on the soft skills produces hard results.”

Jennings also says there are many skills that need focus across the industry and understanding which of those apply to an organization’s people is a key next step.

The key questions to answer regarding field leader development are what are the current skill needs of the people in the company and how can that skill gap be closed? Taking time to get clear on what it takes to be a great field leader for the organization, then identifying the skill gaps that need to be closed, will elevate the effectiveness of any leader development effort.

Experience only goes so far

In many organizations, gaining skills over years and years of experience has likely been enough in the past. With the rapid change in expectations of field leaders, in combination with the ongoing and acute talent shortage, experience alone or without intention will not be enough to close the talent gap and build the next generation of leaders. Once the key skill gaps for an organization are identified, there are many ways to intentionally develop the field leaders at a company. Two methods for developing leaders are mentorship and training programs dedicated specifically to leadership:

1. Mentorship: Pairing emerging leaders with experienced mentors provides invaluable guidance and accelerates professional growth. Transitioning from the informal mentoring efforts that typically happen within a construction company to more intentional mentoring can accelerate the development of the mentees as well as the mentors. Some ways to build structure into these mentoring relationships are:
   • Assigning mentors – Providing mentees with mentors who are both willing and appropriate for their specific stage of development is a critical aspect of an effective mentoring program.
   • Create stretch assignments – Mentees can monitor progress and provide guidance on a mentor’s effort on strategic stretch assignments.
   • Provide resources – Providing mentors with resources on mentoring best practices and ideas greatly increases their effectiveness as mentors.
2. Formal training programs: Investing in a formal leadership development program that fits the needs of a company’s people can offer structured learning that blends leadership principles with practical construction industry insights. The outcomes to expect from a leadership development program vary greatly on the needs of the organization, but there some to expect regardless of the company’s or employee’s needs:
   • Creates a time dedicated specifically to development – Trying to fit leader development only into the moments between work can be a challenge. Putting aside time for development ensures participants are getting the most out of any program they are in.
   • Builds connection – Having multiple employees or full cohorts experience leader development at the same time gives them the opportunity to spend time and increase connection with their peers.
   • Focuses on the right skills – Picking or creating a custom program that aligns with the company and the needs of its people can increase the buy-in from employees participating.

Investing in the development of field leaders is not just an investment in individuals, it’s an investment in the future of a company and the industry. The challenges faced by leaders are complex, but with the correct skills they can navigate these challenges and lead teams to success. As a company leader it’s time to consider how the organization can prioritize and invest in the development of field leaders. The benefits are not only felt by individuals, but ripple through the entire organization. 

Navigating Safety in Trenching

Trenching is a vital facet of any heavy construction project, but it can be dangerous. It’s essential for safety to be top-of-mind when companies embark on trenching as part of their project. Fatalities are extreme cases, but other incidents see serious wounds, lacerations or broken bones.

“Common injuries from trenching typically occur when there is ground fall as a result of changing conditions, or collapse of the trench because it was not sloped properly for the soil type conditions,” said Jonathan Sherman, director, prevention at Saskatchewan Workers’ Compensation Board. “Falls are also a risk, either during access or egress, or by those working next to the trench. There is the risk as well of the environment becoming oxygen deficient as a result of fumes replacing the air, if the trench is not properly ventilated, or when working in more confined spaces like with a trench box, particularly around septic systems.”

Safe procedures

Recognizing the risks and hazards that trenching carries, there are several preventative measures that companies must take.

“The type of soil determines the slope of the trench walls based on the depth of the trench,” Sherman said. “Conducting a pre-job safety analysis or hazard assessment before work begins each day, or when conditions change, will also help to prevent work being done in a trench that is unstable.”

Alongside soil evaluation are other factors that are part of the worksite, including underground services. This may include gas, communication and power lines, as well as sewer and water mains. In “Safety in Excavations and Trenches,” WorkSafe Saskatchewan outlines that, “underground services must be identified and accurately located before excavation work begins.”

“Conducting a pre-job safety analysis or hazard assessment before work begins each day, or when conditions change, will also help to prevent work being done in a trench that is unstable.”

Jonathan Sherman, Saskatchewan Workers’ Compensation Board

Sherman says it’s essential that companies not only examine the ground before a project begins, but perform ongoing analysis as work continues, especially if/when hazards shift.

“When conditions change, particularly when it rains, any excavation should be inspected to ensure that the water has not caused damage, eroded the edges or caused other risks to the integrity of the trench,” he said. “Continuous supervision of work should also be done to ensure those in the trench are protected at all times, as well as to keep others from entering the trench accidentally.”

Conditions are part of the considerations – worker communication is another piece of the puzzle. As a project continues and as depth increases, supervision and dialogue become vital.

“Where workers are in a trench more than 1.2 metres deep, an employer shall ensure a competent worker is stationed on the surface to alert workers in the trench of any unsafe conditions or assist in an emergency,” said Bryan Lloyd, executive director of the Government of Saskatchewan’s Occupational Health and Safety, a division of the Ministry of Labour Relations and Workplace Safety.

Just as important is knowing that there are inevitabilities in trenching, and one of those can be deadly – cave-ins. As described in “Safety in Excavations and Trenches,” cave-ins can be caused by multiple factors such as moisture content, vibration and adjacent weight. The effects of cave-ins can be devastating, with only moments to avoid injury without proper planning.

“Many victims are suffocated after being buried in a cave-in,” the document states. “Survivors often receive severe crushing injuries. Once a trench or excavation begins to cave-in, workers may have only seconds to escape.”

Big assists

Like many construction areas, trenching has numerous advancements that companies can use as part of their safety procedures.

Lloyd says these opportunities include advancements in temporary protective structures. Compared to older apparatus, these constructs are lighter, making them easier to move, yet they still function to the high standards necessary for trenching.

Lloyd says there are benefits for companies that are contemplating upgrading this part of their equipment.

“Temporary protective structures are being used more and more every day as it cuts down in overall excavation costs and [is] less invasive in urban communities,” he said. “When it comes to open trenching, we are seeing the use of more ‘V’ buckets. Not only does the bucket hold more yardage of material, it also assists in the cutting back the walls of the trench and having less loose material build-up.”

Preparation, training, ongoing communication and proper equipment must be used by companies to reduce the risks of trenching. All businesses should keep an integral mission at the forefront of all operations – that workers are to return home at day’s end in the same condition they arrived in. 

CR25 Micropile Drilling Rig

In March, CZM Foundation Equipment (CZM) released its advanced micropile drilling machine, the CR25, specifically developed to fulfil the needs of the North American piling industry. Manufactured in the United States on a Cummins B6.7 base, the robust CR25 was designed to be the most productive and reliable in the market, the latest in CZM’s comprehensive line of drilling rigs engineered for various foundation applications.

One of the largest micropile machines on the market, coming in at 31,751 kilograms (kg) (70,000 pounds [lbs]) operational weight, the CR25 can perform micropiles, tie-backs and jet grouting in the toughest soil conditions. The extendable undercarriage delivers extreme stability, especially with large diameter micropiles on long mast configuration. The engine’s power management system along with an optimized hydraulic system means reduced fuel consumption by up to 30 per cent, guaranteeing very high productivity.

Innovative design from the beginning

The CR25 is the first in a line of new micropile machines, the product of decades of design experience and innovation.

“CZM was started in 1976 by my grandfather who was working as a mechanic for a construction company,” said Guiliano Clo, president of CZM. “He acquired some machinery and eventually started an equipment rental company. Later he began designing and making his own foundation equipment.”

That first piece of equipment was a crane attachment rotary table designed to drill to 260 feet (ft.) in depth. From there the company grew and eventually changed the focus from crane rentals to foundation equipment manufacturing. Today CZM has three design teams: one in the U.S., one in Italy and one in Brazil. In 2012 CZM USA was incorporated to better serve the North American market, and between 2014 and 2019 expanded the product line to include all types of foundation applications, such as drilled shafts on a long or short mast configuration, cylinder crowd and cable crowd, long reach, continuous flight auger, micropiles, hydraulic hammer pile driving and more.

“It’s a robust machine, hugely effective with very high horsepower – a lot of pull-back force for larger and deeper micropiles.”

Guiliano Clo, CZM Foundation Equipment

The CR25 is the company’s latest response to market needs as the CZM expert designers worked to develop an advanced drilling rig, the evolution of technology for micropile drilling machines. In the design phase, they paid particular attention to the machine’s stability during both the transition and the drilling phase, and above all, during the execution of tie-backs with the mast transversal to the undercarriage.

“It’s a robust machine, hugely effective with very high horsepower – a lot of pull-back force for larger and deeper micropiles,” said Clo. “Like all our micropile machines, it has expandable crawlers to give it more stability, especially when doing tie-backs.”

Maximum size for strength and stability

With its generous larger dimensions, the CR25 is extremely robust with double boom cylinders to ensure safety and efficiency in more challenging articulation positions. The undercarriage consists of a wheelbase of 10 ft., a length of 12 ft. 6 inches (in.) and a retracted width of 8 ft. 2 in. with 11 ft. 6 in. in the extended work position. All parts, including the modular mast, are made with high-yield strength Weldox steel to guarantee ultimate safety in all working positions.

Front-of-the-wall kinematics allow the machine to drill parallel to the tracks, guaranteeing a continuous movement of approximately 93 degrees. Integrated into the base mast and driven by a motor reducer and chain with an automatic tensioner, the crowd/pull-back system can deliver up to 18,000 kg (39,680 lbs) force to a maximum stroke of 10.5 metres (34 ft. 5 in.), enabling it to work with long sections of drilling rods.

Telescopic expandable tracks guarantee safety and manoeuvrability even with lattice extensions for the execution of jet grouting injections for useful depths of 30 metres during transition, positioning and operation movements.

Efficiency for productivity and the environment

Equipped with a powerful Cummins B6.7, Stage V engine delivering 231 kilowatts (310 horsepower), the CR25 drilling rig maintains fast and precise mobility. The power management system along with optimization of the hydraulic system ensures the ideal use of engine power, reducing fuel consumption by up to 30 per cent and decreasing emissions. This maximizing of the system efficiency guarantees a result of very high productivity.

Everything under control

“The CR25 has a lot of technology on it,” said Clo. “Its unique computer system is designed to be easy for the driver to customize.”

“Being manufactured in the United States means parts and machines are available and more easily delivered and affordable.”

Guiliano Clo, CZM Foundation Equipment

The latest generation radio command allows the operator to manage the entire machine through the 11-in. colour touch screen. The state-of-the-art electronic system manages all machine setting operations such as: general telematics, fault diagnosis, speed customization, operational security, passive safety, real-time remote control and remote control management.

Special capabilities for versatility

The CR25 can accommodate a range of accessories, including a variety of carousels, cranes, water pumps, etc. The innovative servo-assisted proportional hydraulic circuit and the high hydraulic oil flow guarantee flexibility for installing different types of rotary heads and rotary drillers, including double rotary while delivering the declared power without performance reductions.

The CR25’s jet grouting application can drill up to 30 metres deep (100 ft.) with integration into a treatment monitoring system for quality control. As a standard feature, sliding clamps with a stroke of 1,000 millimetres and pull-back force of 20 tonnes (33,000 lbs) can install double or triple clamps with 14- to 18-in. maximum diameters.

Reliability and reduced maintenance costs

“We’ve selected very high-end components, parts and gauges, and have put a lot of thought into the filtration of the hydraulic system to make the components last and also to extend the length of time before changing the hydraulic fluid,” said Clo. “It’s our only machine that has been completely made in our new factory of 48,000 sq. ft. outside Savannah, Ga., which is also the location of our North American headquarters. Being manufactured in the United States means parts and machines are available and more easily delivered and affordable, shortening any wait time for maintenance and repairs.”

CZM is working to extend their micropile machine line, and next up is the CR18 to be ready for the International Foundation Congress & Equipment Expo in Dallas, Texas, in May. Meanwhile, the CR10 should be available by the end of 2024. These machines are smaller in size, but with all the capabilities of the CR25. The company is also looking into making more attachments for tie-backs.

“Since 2012, we have been designing new equipment and making modifications to specifically serve the North American market and now can offer three models made in the United States. Our plan is to extend that to over 30,” said Clo. “We may not be the least expensive machine on the market, but we believe we offer one of the lowest ownership costs and our designs are a very good investment for the North American piling industry.”