Team of laborers dressed in safety gear silhouetted against the glowing horizon
by Martin Charlton Communications Martin Charlton Communications

Membership Has Its Privileges

Team of laborers dressed in safety gear silhouetted against the glowing horizon

Belonging to the SHCA means many things to its members. Whether it is finding training opportunities for their employees, attending events to learn about the industry’s future or tapping into an industry-based benefit package for workers, SHCA members receive great value for their membership.

However, when it comes to maximizing the return on membership costs, SHCA advocacy delivers results through its effective and strategic advocacy efforts when engaging with the government.

“Our industry is no stranger to experiencing challenges caused by government action,” said Shantel Lipp, SHCA president. “Any decision that impacts the heavy construction industry negatively has to be countered and corrected; otherwise, the voice of the industry goes silent and our members have no say in determining the future of their companies.”

The SHCA has always approached advocacy as an opportunity to communicate with government, develop those relationships and, most importantly, ensure that industry interests are heard and acted upon. Advocacy on behalf of SHCA members is a proactive measure to help the industry avoid unforeseen government actions and educate decision-makers on what works to ensure the success of heavy construction.

A few years ago, the Alberta government introduced legislation that would have had a negative financial impact on the agriculture industry. Without consultation with stakeholders, the government announced new legislation as a fait accompli. The government decided what was best for the industry without talking to the industry. The government also underestimated the backlash their actions would receive. Rather than extending the conversation with the industry before proceeding to legislation, the government failed at governing 101: Talk before taking action.

“Our advocacy involves productive discussions with government, but also lets them know when they are on the wrong side of an issue.”

Shantel Lipp, SHCA

The SHCA, through its advocacy efforts, has fostered a healthy relationship with all levels of government. If changes were to be made that would impact the heavy construction industry, the SHCA would be included in the discussion before any action is taken. Years of building relationships with the government means the SHCA has a seat at the table when changes to the industry are being considered.

“Our advocacy involves productive discussions with government, but also lets them know when they are on the wrong side of an issue,” said Lipp. “Our track record has been strong when it comes to having the government move on our issues. We keep the conversations going and we always put our members’ interests first.”

However, the association’s advocacy does not stop there. SHCA has addressed numerous issues head-on to ensure they do not become barriers to its members. Worker retention, negotiating rates with the government and creating safer work environments are a few recent actions SHCA has successfully tackled. SHCA advocates for the industry as a whole. When SHCA negotiates with the government, it speaks on behalf of all heavy construction workers in Saskatchewan, not just its members. However, an SHCA membership has its perks, and when it comes to advocating for industry interests to the government, member companies have a say on what is ultimately decided.

“It is common for our association to receive enquiries from our members on a daily basis who have an issue that needs a quick resolution,” said Lipp. “Our decades-long relationship with the decision-makers gives us the ability to pick up the phone and speak directly to the government to find a solution to an issue brought forward by one of our members. Our association has the ability to react quickly to issues brought forward as well as to strategically approach solutions to long-running problems that impact the industry.”

Back in the ’80s, American Express coined the phrase, “Membership has its privileges,” as a slogan to sell its credit card to customers. That phrase still carries weight; an SHCA membership does have its privileges – the most important being that your voice is heard. 

Fields with bales off the roadway
by Martin Charlton Communications Martin Charlton Communications

Highway 956: A Path to Prosperity

Fields with bales off the roadway

Two Canadian economic powerhouses can be found beside each other in Western Canada: Saskatchewan and Alberta. Last year, Saskatchewan’s GDP reached an all-time high of $80.5 billion, while Alberta’s was $353 billion. That put Alberta’s growth among the highest in Canada, with only Saskatchewan exceeding Alberta’s 2.7 per cent growth rate with 3.4 per cent.

Saskatchewan and Alberta have been tied together economically for decades. Both provinces share several similarities when it comes to the products they produce. Mining, oil and gas, forestry and agriculture are common industries that help each province thrive.Therefore, it is common sense for Saskatchewan and Alberta to establish avenues of transportation and trade that benefit both.

In 2005, both provinces celebrated their respective centennial. In the spirit of partnership, then Saskatchewan Premier Lorne and then Alberta Premier Ralph Klein signed an agreement to build an all-season road connecting the northern parts of the two provinces.

Highway 956, also known as the La Loche connector, is a 65-kilometre road connecting the northern Saskatchewan community of La Loche to Alberta’s Fort McMurray Wood Buffalo region. Movement of goods between provinces usually takes a north-to-south route before continuing east to west or vice versa. Having a northern link like Highway 956 opens up a new world of opportunities for each province to move goods back and forth. It will provide resource-based industries with a better path to move goods, as well as bring new economic opportunities to local economies.

Although La Loche is landlocked, it is, in many ways, an island. Access for La Loche residents is not easy, and the isolation has had a significant toll on the community’s economic and social conditions. The connector would serve as a means to bring new opportunities to a community in need of change.

Construction site
Garson Lake Rd. during construction in September 2023

As it stands today, Saskatchewan has completed work on its side of Highway 956, but Alberta has yet to commence any construction on a permanent road. The Saskatchewan Ministry of Highways completed Saskatchewan’s portion of the La Loche to Fort McMurray all-weather road during the 2024 construction season, after investing about $13.7 million. Construction on the final segment began in August 2023, with a cost of roughly $9 million and was completed in the fall of 2024.

In a recent interview with Alberta Transportation and Economic Corridors Minister Devin Dreeshen, he stated the La Loche route is “a priority project for the province.” His hope is that construction on the Alberta side will begin in 2026.

Since the United States began discussing tariffs that would impact Canada, first ministers started to explore ways to reduce their reliance on trade with the U.S. One of the proposed solutions was to develop economic corridors spanning the country. The completion of Highway 956 would help accelerate this proposal by opening up a new corridor, allowing resources to flow between Alberta and Saskatchewan more efficiently. Completion of the highway would foster growth for that area of the province by creating more opportunities through mining, forestry and tourism.

Fort McMurray sits within the Regional Municipality of Wood Buffalo (RMWB). According to the 2021 census, Fort McMurray has a population of just over 76,000 residents, and when considering the surrounding RMWB area, it is home to over 106,000 residents. In comparison, La Loche has a current population of just over 2,600 residents. La Loche, with the completion of the road, would have access to a market that is 40 times its size.

Growth within industries and trade between the two communities will also have a multiplier effect, with increased demand for local services such as accommodations, retail stores, restaurants and professional services. La Loche has the potential to experience a building boom once the connector is finally completed.

Northern Saskatchewan is the gateway to many of the world’s sought-after products. While it has the means to produce those products, Saskatchewan is still hampered in getting its goods to market due to a lack of critical infrastructure. Roads connect people to opportunities, and the opportunities presented in the completion of Highway 956 are vast: greater trade, growth of industries and building up a community in need of change.

Sometimes, the road to success is simply a road. 

A construction worker observes the long, empty road ahead while dressed in safety gear on a cloudy afternoon.
by Martin Charlton Communications Martin Charlton Communications

From Planning to Pavement

A construction worker observes the long, empty road ahead while dressed in safety gear on a cloudy afternoon.
yourapechkin/123rf

SHCA recently had the opportunity to discuss industry topics and issues with Saskatchewan Minister of Highways, the Honourable David Marit, who is also the Minister responsible for SaskBuilds and Procurement.

In March, the provincial government announced its budget for 2025-26, which included a spend on highways set at $777 million and $421 million for capital projects. At the time it was also noted that Marit would be conducting Saskatchewan Construction Roundtable discussions to move the conversation forward on the importance of infrastructure investment in Saskatchewan.

Think BIG: What are you hoping to get out of the Saskatchewan Construction Roundtable discussions with construction industry members?

David Marit: The Construction Roundtable aims to build stronger, more transparent lines of communication between industry and the Government of Saskatchewan. Our goal is to work collaboratively with the construction sector to identify solutions to shared challenges, and to promote growth, safety and sustainability within the sector.

The roundtable serves as an information-sharing platform for government representatives and industry leaders to foster open dialogue, address areas of concern, facilitate collaboration and communication, develop strategic initiatives and celebrate the successes of both industry and government.

“Our goal is to work collaboratively with the construction sector to identify solutions to shared challenges, and to promote growth, safety and sustainability within the sector.”

– David Marit, Saskatchewan Ministry of Highway

We continue to look to industry for solutions to some of our major challenges, including delivering a significant capital plan as our province grows, and finding ways to ensure projects are completed as efficiently as possible. As we navigate uncertainties in the current trade environment, we rely on our industry partners to collaborate on solutions that support Saskatchewan and keep our projects moving forward.

Think BIG: Governments across Canada are looking at removing interprovincial trade barriers to allow for goods and services to flow more freely from jurisdiction to jurisdiction. Are there areas that the Ministry of Highways and SaskBuilds have been working on to help the industry with trade barriers?

DM: The Government of Saskatchewan will monitor any cost increases that result from tariffs. If necessary, ministries may bring forward cost changes through existing decision-making channels. Over the past five years, Saskatchewan has awarded, on average, more than 99 per cent of procurements to Canadian companies, with less than one per cent awarded to U.S. companies.

We recognize the situation with the U.S. requires all Canadian provinces to look at ways to expand exports outside North America and reduce trade barriers within Canada. The situation south of the border underlined the need for this work, but it’s something we’ve been doing since well before the new U.S. administration took over.

The governments of Saskatchewan, Alberta and Manitoba signed a Memorandum of Understanding (MOU) on April 11, 2023, to advance economic corridors between the three provinces, helping to expand market access for prairie products and create jobs. The MOU is focused on improving transportation infrastructure and services that provide vital links for the efficient movement of prairie exports and imports.

Through this MOU, the provinces will identify priority actions and collaborate on key issues, including:

  • Identifying specific corridors that the three provinces can mutually work to advance
  • Improving the efficiency of interprovincial transportation network and harmonizing regulatory frameworks
  • Leveraging opportunities for joint advocacy to the federal government on regulatory and funding issues
  • Assessing private-sector investment and/or Indigenous partnership opportunities in improving existing or developing new economic corridors

For Saskatchewan people, improving transportation links with initiatives like these supports our export-based economy, which helps the province invest in key services and helps build and protect our quality of life.

Think BIG: Will the province meet the goals set out in the Growth Plan by 2030? Do you anticipate the province exceeding these goals?

DM: The Ministry of Highways’ year-over-year progress toward that goal has been steady. Highways 2025-26 budget improves more than 1,000 kilometres of provincial highways, the sixth year of our 10-year Growth Plan goal. Planned delivery over the first six years is more than 7,000 kilometres, which is ahead of pace to meet our target.

As for SaskBuilds and Procurement, the 2025-26 Saskatchewan Capital Plan brings Government of Saskatchewan’s infrastructure investment to $21.4 billion since 2020-21, which is 71.3 per cent of the $30-billion Growth Plan goal. The Government of Saskatchewan is firmly on track to exceed this goal.

Canada flag painted on brick wall
by Martin Charlton Communications Martin Charlton Communications

Nation-Building Begins Here

Canada flag painted on brick wall
Photo: millenius/123rf

Saskatchewan’s economy is heavily reliant on transportation, with highways serving as critical arteries for trade and commerce. As a resource-based economy, it is critical that the province has the proper infrastructure in place to get products to market.

Canada recently underwent a federal election, where the main topic electoral candidates discussed was the tariffs instigated by the Trump administration. While the United States tariff issue does impact Saskatchewan, national media platforms gave little to no attention to the 100 per cent canola tariff instituted by China, which has a direct bearing on the Saskatchewan economy.

In 2024, Saskatchewan exported approximately $4.9 billion worth of canola products to China, including canola seed, oil and meal. Provincial trade goes hand in glove with Saskatchewan’s road and infrastructure system. Strong trade results from having a strong infrastructure system and vice versa. How does a resource-based economy recover from the impact of tariffs and what role does the heavy construction industry play to help fix it?

“The way I see it is that we have several paths to follow to help bring stability back into how we continue to not only trade our goods, but to expand to other markets and make sure that our infrastructure meets the demand,” said Shantel Lipp, SHCA president. “Looking for alternative markets around the globe is being actively pursued by the provincial government to help offset the impact from the China tariffs. However, a large part of those deals is reliant on reassuring potential customers that Saskatchewan has reliable infrastructure to move our goods to them.”

Saskatchewan, regardless of any economic headwinds caused by the tariffs, continues to grow its output and the demand for products continues unabated. Agriculture products, potash, uranium and oil and gas are still needed globally, and Saskatchewan has all that. The province must ensure its roads and infrastructure meet trading partners’ needs.

Shantel Lipp

“So many opportunities have been lost to a decade of stagnation on nation-building projects, and we are hopeful that change is the order of the day.”

– Shantel Lipp, Saskatchewan Heavy Construction Association

“The heavy construction industry has always met its challenges head-on. The ability for our industry to be flexible is what keeps the bulk of our members going,” said Lipp. “Rather than being a barrier to growth, the heavy construction industry looks at the tariff challenge as an opportunity. Planning ahead is key to our industry succeeding and that can only happen through stable long-term funding arrangements with key partners within government.”

The future of Saskatchewan highways and infrastructure will increase, not decrease, in demand. Aside from key exports of agriculture products, potash and uranium, Saskatchewan has begun to increase the export of critical minerals driven by global need that will require enhanced highway capacity to transport these resources from remote mining sites to processing facilities or export hubs. The province’s aging infrastructure, coupled with increasing traffic volumes, necessitates significant investment in Saskatchewan’s road system.

“There has been a lot of talk amongst our elected officials that in order to counter the impact of tariffs we need to also look within our own borders to the remove barriers to growth,” said Lipp. “Our industry has been very vocal on removing interprovincial trade barriers that hinder our ability to grow as an industry and as a province.”

Aside from the tariff discussions, there are encouraging signs that the newly elected federal government will start to course-correct its past mistakes. At a meeting in March with the premiers, Prime Minister Carney asked each of them to identify “nation-building projects.” This could be an indication that the country and Saskatchewan may be getting an economic boost through funding projects that include elements of highways and infrastructure.

“Saskatchewan now has representation at the federal table with the appointment of Desnethé-Missinippi-Churchill River Member of Parliament Buckley Belanger as Secretary of State (Rural Development),” said Lipp. “Our industry is eager to engage with Belanger on the importance of building up our provincial infrastructure to meet the demand of our resource development projects.”

Belanger’s riding covers a vast swath of northern Saskatchewan, which is home to some of the most productive mining activity in North America. It is also home to the McArthur River uranium mine, which is the world’s largest high-grade uranium deposit. In 2023, Saskatchewan’s uranium sector achieved $1.6 billion in sales revenue, the world’s second-largest uranium producer for that year, providing work for 3,420 direct employees and contractors.

“Both provincial and federal governments need to find common ground that will ensure that the level of infrastructure funding keeps pace with our level of growth,” said Lipp. “So many opportunities have been lost to a decade of stagnation on nation-building projects, and we are hopeful that change is the order of the day.”

Industrial containers with flags of Canada making a rising graph.
by Martin Charlton Communications Martin Charlton Communications

Beyond the Border

Industrial containers with flags of Canada making a rising graph.
moovstock/123RF

The future of trade for Canada remains up in the air as the country’s biggest trading partner has imposed tariffs on what we export to the United States.

Many in the heavy construction industry may view this as a doomsday scenario for the Canadian economy. However, there are others within the industry who see this as an opportunity for Canada to wake up and do business differently.

Two-thirds of Canada’s national income comes from trade. With a vast land mass, Canada has had to rely on stable infrastructure to get its goods to market. This is a challenge, especially when it comes to getting goods out of remote areas within the country. Taking goods from the Canadian north to markets in the south and beyond requires a high level of co-ordination, relying on reliable infrastructure systems.

In 2010, Canada’s trade infrastructure was listed in the top 10 of all jurisdictions in the world. By the time 2019 came around, the country had dropped to 32nd place. Canada’s ability to be competitive drastically dropped during this period and requires a co-ordinated effort by sectors and government to get it back to where it was not that long ago.

Black maple leaf on yellow road sign

Canada has not adequately co-ordinated between federal, provincial and municipal governments and the private sector to build a system of trade infrastructure that enables the economy to reach its full potential.

John Law, senior executive in residence with the Canada West Foundation and former Deputy Minister of Highways for Saskatchewan, was recently interviewed in the media on how it is necessary to build up our infrastructure to remain competitive in the world. Law stated in that interview, “If you can’t move it, you can’t sell it.”

Law also stated that there are three kinds of infrastructure projects. First is the “want” infrastructure, which includes hockey rinks, community centres and similar facilities. The second was the “need” infrastructure, which includes facilities such as hospitals and schools. The third and most important form of infrastructure build is trade and transportation. Trade and transportation infrastructure projects are the ones which help to pay for the “wants” and the “needs” by enabling the economy.

Law points out that Canada has not adequately co-ordinated between federal, provincial and municipal governments and the private sector to build a system of trade infrastructure that enables the economy to reach its full potential. Both the United Kingdom and Australia have created ways to help co-ordinate their long-term infrastructure planning to create a successful environment of trade.

We have to break the cycle of planning around elections to address our infrastructure needs. By planning long-term, we can identify the crucial projects that will help us as a province and a country meet the demands of our trading partners.

– Shantel Lipp, SHCA

Infrastructure Australia was established in 2008 to be the Australian Government’s independent adviser on nationally-significant infrastructure investment planning and project prioritization. Infrastructure Australia conducts independent analysis of all infrastructure needs which are then put on an infrastructure priority list. The United Kingdom has the Infrastructure and Projects Authority (IPA), which is classified as the government’s centre of expertise for infrastructure and major projects. The IPA works across government to support the successful delivery of all types of major infrastructure projects.

Both entities offer the government expert advice on the needs of infrastructure investment with the recommendations based on long-term needs that fall beyond the natural election cycles of the government of the day.

“This is something that is definitely needed here in Saskatchewan and here in Canada,” said Shantel Lipp, president of the Saskatchewan Heavy Construction Association. “We have to break the cycle of planning around elections to address our infrastructure needs. By planning long-term, we can identify the crucial projects that will help us as a province and a country meet the demands of our trading partners.”

If Canada is to explore new trading partners beyond the United States, then it must have the infrastructure backbone supported by long-term planning to meet the demands required by that diversity in trade.

People shaking hands with construction helmet and papers on table between them
by Martin Charlton Communications Martin Charlton Communications

Alternative Approach Brings Collaborative Solutions to Construction

People shaking hands with construction helmet and papers on table between them
psisa/123RF

Just because we’ve always done things one way doesn’t mean we shouldn’t consider alternatives.

That was the message from Glen Arthur, alternative delivery manager, Western Canada, for Kiewit Infrastructure Markets & Strategies in his presentation about procurement at the Saskatchewan Heavy Construction Association (SHCA) Infrastructure Summit and Trade Show, held in Regina late in 2024. Arthur explained progressive delivery models, which are an alternative to traditional procurement.

Progressive delivery projects involve collaborative teams where the client, engineer and contractor are integrated to collectively make decisions regarding projects, rather than the contractor and project designer working in silos. Arthur says progressive models deliver solutions for projects with complex design and phasing – with long lead times for materials – that are high risk, require in-depth research, involve multiple stakeholders, have local subcontractors and are time and budget sensitive.

Progressive delivery combines a project’s design and build stages. Instead of a transitive model where progress is passed from design to construction, this approach engages all parties from Day One to create collaborative solutions for projects and clients. Primarily originating in Australia, this model has now been used around the world, delivering approximately $90 billion of work worldwide.

“One of the problems we are seeing on large projects is that they are sometimes late and over budget – this is becoming a problem,” said Arthur, who points out that using a collaborative progressive delivery model may solve these problems. “You have a more efficient team, a more efficient timeline and all parties are engaged from Day One to create collaborative solutions.

Also, because the team is all sitting around the table together, you can discuss innovation – something you can’t do when you don’t work as a team. I believe bringing more innovation to projects will be one of the biggest advantages of this model over time.”

Arthur says this model is effective when a project has six main characteristics:

  • The project has risks that can’t be defined before tender
  • The cost of transferring risks is prohibitive
  • A collective risk-management approach will produce better outcomes
  • The owner can positively influence project outcomes by staying engaged
  • There is significant pressure to get started quickly
  • Traditional delivery models have produced poor outcomes on past projects, even resulting in legal or mediation activities

The key, Arthur says, is early stakeholder and local contractor engagement, and client collaboration. One example of this model is the Waaban Crossing in Kingston, Ont., a project that was awarded the 2020 Infrastructure Innovation Award by the Ontario Road Builders’ Association. Arthur says the City of Kingston had only $180 million for this project and knew it needed creative solutions to stay within its budget.

“Early collaboration between the integrated project delivery parties facilitated development of a constructible solution within the city’s budget,” said Arthur. “Key was bringing the steel supplier to the table early in the process since that was going a big part of procurement.”

Owner advantages

Arthur stresses one of the biggest advantages of this model is cost overruns were reduced by 50 per cent. Other advantages for the owner included:

  • Faster and less expensive procurement process
  • Significantly less spending on up-front advisers
  • No stipend costs
  • Early cost and schedule certainty
  • Reduced claims
  • All parties aligned in “best for project” decisions
  • Improved relationships and partnership between private and public sectors
  • Overall fastest delivery from project inception to shovels in the ground
  • Fewer boundaries to limit innovation

Contractor designer advantages

Advantages for the contractor and designer included:

  • Alignment of interests between all project parties
  • Constructability built into design
  • All parties aligned in “best for project” decisions
  • Direct collaboration with client
  • True collaboration leading to innovative solutions
  • Real-time stakeholder feedback

Canadian success story – Northwest Territories Tłı̨chǫ All-Season Road

Arthur stresses that good partnerships lead to innovation and success, and one of the best examples of a great partnership that used the progressive delivery model is Tłı̨chǫ All-Season Road, built in the Northwest Territories.

This 97-kilometre, all-season gravel Highway 3 links the remote northern community of Whatì with its neighbours in the Northwest Territories. It is the first P3 project in North America with an Indigenous government having an equity stake. The project is also notable for its unique approach to handling long-term risks related to climate change.

“This project had challenging terrain – muskeg, permafrost, extreme temperatures and it is just below the tree line,” said Arthur. “There’s sand, gravel, rock, wildlife, and you are working with traditions such as traplines and culturally important sites.”

The Government of the Northwest Territories worked in partnership with the Tłı̨chǫ Government to advance the project, which was funded jointly by the Government of Canada (25 per cent) and the Government of the Northwest Territories (75 per cent). The project involved replacing the southern section of an existing winter road so it would adapt to the impacts of climate change, provide uninterrupted access to Whatì and increase the winter road access to the communities of Gamètì and Wekweètì.

All-weather access reduces the cost of living for the region, enhances residents’ quality-of-life through increased social opportunities and will attract further interest from industry interested in exploration and development of natural resources.

The project is a 28-year, performance-based agreement to design, build, finance, operate and maintain this 97-km, all-season gravel highway, replacing a winter-only ice road. The owner of this project is the Government of Northwest Territories, and the capital ceiling was $200 million.

The model was Design-Build-Finance-Operate-Maintain (DBFOM):

  • Private partner: North Star Infrastructure GP
  • Delivery: Public private partnership (DBFOM)
  • Location: 120 km east of Yellowknife, N.T.
  • Scope: 97-km of two-lane, all-season gravel road
  • Construction period: three years
  • Operating period: 25 years

Construction began in fall 2019 with a target date for substantial completion of Nov. 30, 2021, but the project finished a year ahead of schedule.

Arthur says one of the biggest advantages of the project is construction and maintenance meant significant employment and training opportunities for Tłı̨chǫ residents, supporting the development of a strong northern workforce. Fifty-five per cent of the labour was local, and many workers transitioned from construction to work on the ongoing maintenance of the road.

“This progressive model exceeded all requirements and expectations that the client had of us,” Arthur said. 

Two individuals wearing helmets and VR headsets engage in training at a construction site
by Martin Charlton Communications Martin Charlton Communications

AI and Heavy Construction

Two individuals wearing helmets and VR headsets engage in training at a construction site
phonlamaiphoto/123rf

Artificial intelligence (AI) isn’t a buzzword anymore. It’s here to stay and construction professionals should embrace it as an important tool to improve their work and project management. This is according to Daniel Anvari, Ph.D., a presenter at the Saskatchewan Heavy Construction Association (SHCA)’s recent Infrastructure Summit and Trade Show held in Regina.

An expert in system dynamic modelling, predictive data analytics, business intelligence and machine learning, Anvari is primarily focused on AI startups and driving innovation in AI applications.

He has contributed to Toronto’s York University, the University of Saskatchewan, Saskatchewan Polytechnic, Kwantlen Polytechnic University and the British Columbia Institute of Technology. Speaking at the summit, Anvari stressed how AI is making construction more efficient and “smarter.”

“Don’t be afraid that AI will eliminate your job – it won’t. It will make your job easier and you will be more efficient,” said Anvari. He said three of the biggest areas to use AI in construction are:

  • Climate-resilient infrastructure
  • Advanced sensor networks for proactive maintenance
  • AI algorithms for sustainable urban planning

Anvari offers examples of how industry can use AI.

Industrial 4.0 Digital Visualization: Heavy Industry Welder Working, Welding Inside Pipe
gorodenkoff/123rf

AI-driven traffic optimization:

Tools like DeepMind Traffic Flow use real-time data to optimize traffic lights and reduce congestion.

AI sensors in infrastructure management:

  • Predictive maintenance sensors: Internet of Things (IoT) sensors, devices that collect real-time data and are a key component of the IoT, are used on bridges, roads and utilities to predict failures and schedule timely maintenance.
  • Smart water and energy meters: AI-powered sensors that enable efficient resource management, leak detection and power load management.

Public safety and emergency response:

AI-enabled surveillance systems and sensors: For detecting accidents, fires and other emergencies, thereby allowing faster response times. AI sensors for safety and efficiency:

  • Wearable AI sensors: For monitoring worker safety, such as detecting fatigue and ensuring compliance with safety protocols.
  • On-site monitoring sensors: IoT sensors for monitoring equipment performance, construction progress and environmental conditions, such as dust, noise and vibrations.

AI tools for automation:

  • Autonomous construction equipment: AI-powered cranes, excavators and bulldozers that enhance precision, reduce human error and speed up processes.
  • Construction robotics: AI-driven robots for tasks like bricklaying, concrete pouring and welding.
  • AI planning software: Tools like PlanGrid and Procore use AI to manage project schedules, budgets and material supply chains.

“You will find AI particularly useful to manage schedules, budgets and supply chains,” said Anvari. “The technology is there now and it will help you.”

He used the example of government inspections as an area where AI will make projects more efficient. Calling government officials for inspections during construction can often cause delays, creating problems in meeting tight timelines. Using AI, someone can walk around a project with augmented glasses (that have the approved designs and plans pre-loaded), look at the project’s construction and progress, and AI will compare what you are looking at to the pre-loaded designs, letting officials know whether the work is compliant.

“Don’t be afraid that AI will eliminate your job – it won’t. It will make your job easier and you will be more efficient.”

Daniel Anvari, Ph.D.

Regarding future applications for AI, especially in construction, Anvari said applications are coming faster than ever. “When email was introduced, it took 10 years for wide adoption. When ChatGPT was released, 1 billion people were using it after three months. “Applications coming now, especially with the introduction of super computing, will come faster and faster,” he said.

Anvari’s recommendation is to start now. “You have data in your company. Make sure you are recording all your data. Then you will feed this data into your AI, and it will continue to gather more and more data as you use it,” he said. “The more data it gathers, it will get better and better in helping you with your work, and helping you make good decisions.”

Anvari compared AI to the maturation process a human goes through. “It takes a person 20 years to mature. AI matures quickly. The more data you incorporate into your AI technology, the better it gets, and it makes better decisions. So, record your data and get ready so you can make the best use of this tool in the future,” said Anvari. Rather than being afraid of AI, Anvari recommends embracing it. “You need to get trained and get on top of the technology. If you have the tools, there are many opportunities,” he said.

Shantel Lipp, president of SHCA, says her organization is working with Anvari and other experts in the AI field to offer AI training to heavy construction professionals.

“We are working to have short, accessible courses available, hopefully sooner than later, in 2025,” said Lipp. “We envision webinar courses that you take at your convenience and that will be broken up into small, easy-to-handle segments. We will also make sure the content is relevant to our members and what they face in the Saskatchewan economy.

“Stay tuned – we will have an announcement as soon as things are ready.”

John Law
by Martin Charlton Communications Martin Charlton Communications

Tools of Tomorrow

John Law
John Law, Lawmark International

The origin of tools began over 2.6 million years ago to help civilizations hunt and survive. In today’s world, the concept has not changed because we continue to use and develop tools to ensure we as a civilization continue to advance and survive.

At the 2024 Infrastructure Summit and Trade Show, attendees heard from John Law on a new tool that could revolutionize the planning and future forecasting of where to build infrastructure next. Law is the president of Lawmark International, which he founded in 2012 to provide integrated business development, logistics and regulatory support services to his clients in Western Canada.

In his presentation, Law showed the concept of a mapping system called the Prairie Regional Information Systems Map (PRISM) that takes data from multiple sources and layers it to produce a tool that tracks the movement of commodities across Alberta, Saskatchewan and Manitoba. In co-ordination with the three Prairie province transportation agencies and ministries, Law was able to build PRISM in three months.

In co-ordination with the three Prairie province transportation agencies and ministries, Law was able to build PRISM in three months.

“The development, in partnership with them, used a lot of their data sources and this was purposeful,” said Law. “The intention was to help the three of them work closer together. So instead of having your own provincial transportation system, you’ve got the whole regional transportation system. Instead of having commodities for one province, using forestry as an example, you now have a shared interest in forestry improvements and movements.”

To develop PRISM, Law took the data provided to him from the various ministries and agencies, and began layering integrated gross domestic product and commodity flow information with geographic information system-layered transportation corridors. PRISM is a tool that will allow industry and government to determine where trade infrastructure is best served to deliver commodities to the customer. It is also a tool that will help them find prospective partners and stakeholders who will see the value to investing in the region.

Loading railway carriages with grain at grain elevator
grazvydas/123rf

Law indicated that PRISM for the three Prairie provinces can be expanded to other regions with the goal of applying it to a national plan. “The response is that this can serve as a bit of a demonstration; that this can serve as a demonstration of what we have been arguing for a long time, which is for a national strategy, a national plan,” said Law. “We did all of this in about three months. Three jurisdictions in three months. We could do the whole Maritimes in three months. The idea that we can start to move towards a national plan is one of the opportunities that the tool supports.”

Law used the Pembina-Emerson port in Manitoba as an example of how PRISM can be used to bring the federal government to the table to help with funding infrastructure projects that will improve our trade ability.

“The tool will show you that there is about $13 billion worth of products going through the Port of Emerson that originate in Manitoba, but about $9 billion are coming from Saskatchewan and Alberta,” said Law. “If I want to make an argument to Ottawa about the importance of the improvements to Emerson, I got all three provinces now with economic activity that I can point to with specific commodities and I can show which markets in the U.S. we are moving to.”

Although PRISM is still a concept and not a final product, it is yet another tool that has been developed which will help civilization survive and thrive.

Instructor speaking to a room of students
by Martin Charlton Communications Martin Charlton Communications

Revolutionizing Recruitment

SHCA expands education to tackle industry challenges

Instructor speaking to a room of students

Being prepared to learn is an important quality for those working in the heavy construction industry. Creating more learning opportunities is something the Saskatchewan Heavy Construction Association (SHCA) has been working on, alongside Darlene South of Darlene South Consulting Solutions and Jason Tratch of Proteus Waters.

Now, the SHCA is excited to announce its education portfolio for fall 2024, another way the association is providing services to members and stakeholders. The association views these education and training opportunities as essential in helping members build a sustainable workforce through improved recruitment and retention strategies.

South is an advocate for helping people understand and appreciate the career opportunities available in the construction industry. “The ability to attract, recruit and retain qualified staff has been an issue for years,” said South. “That is difficult to understand given the career opportunities, the financial rewards and limitless possibilities attainable in the industry. It is possible, regardless of education, experience or background, to be successful.

“There is no other industry where people are trained so well on the job,” said South. “There is no other industry where employees can build a prosperous career through on-the-job training without the encumbrance of student loan debt. There is no other industry that offers so many career options to such a variety of people.”

South has been an educator for over 40 years. She owned two private vocational colleges, co-ordinated post-graduate courses in information technology at the University of Regina and worked as director of governance, education and special projects at the Regina Construction Association (RCA).

While with the RCA, South developed an education program that delivered relevant and diverse in-person courses. It was through her work on the Construction 101 course that she gained a deeper appreciation for the construction industry and its importance to Saskatchewan.

Person sitting at desk cluttered with hard hats and drafting tools
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“Construction 101 is a course that outlines the entire construction industry,” said South. “I think everyone in the industry, including administrative staff, should take this course. It provides a comprehensive overview of the industry and its value.”

One participant in the RCA’s Construction 101 course said they particularly appreciated “the broad coverage of how construction occurs from start to finish.” Another participant noted the course helped them understand “the different types of contracts – tenders versus requests for proposals.” Others valued learning more about bonds, risk management and pre- and post-completion processes.

The opportunities to learn don’t stop there. The SHCA course list also includes Supervisor, Leadership, Professionalism, Conflict Resolution, Working Well, Construction Documents, Procurement and Contractors, Contract Law, Project Management Fundamentals, Project Management Advanced, Work Breakdown and Scheduling, Change and Risk Management and Waste Water Operator and Management Program.

South leads some of those courses, while Tratch handles others. He has business and project management expertise in small start-ups and large multinational blue chips. He is a leading expert in multiple globally-recognized management systems and project management methodologies.

By working with South and Tratch, the SHCA is aiming to change perceptions of the construction industry by offering a range of courses that address both hard and soft skills training. The hard skills training will build on the on-the-job learning employees already receive. The soft skills courses focus on personal qualities that influence workplace performance. For example, the Project Management Advanced course helps employees understand how to handle interactions with others to get a beneficial outcome.

This combination of soft and hard skills training will help move work in construction from being perceived as just a job to an opportunity to join an industry that offers promising and fulfilling careers.

South emphasized the difference between education and training, and the value of offering both. “Education provides a foundation for further learning, while training focuses more on building hard skills,” said South. “The construction industry does an exceptional job in training hard skills.

“There is no other industry that offers so many career options to such a variety of people.”

– Darlene South, Darlene South Consulting Solutions

“One of the keys to building a better construction industry is to supplement the hard skills acquired through training on the job with education courses to support those skills,” said South. “When employees are offered the opportunity to participate in education, they feel valued and respected, and they will advocate for the industry and present a positive image to encourage recruitment and retention.”

Participants in previous courses noted they valued reflecting on their own experiences and becoming more open to others’ perspectives. This blend of soft and hard skills training aims to transform construction work from being seen as just a job to a fulfilling career path.

South said today’s workers want jobs that provide opportunities for learning and advancement. The 2024 LinkedIn Workplace Learning Report highlighted several key findings:

  • 94 per cent of workers said they would stay at a company longer if they had more access to employee education and learning opportunities.
  • 70 per cent would be less likely to leave their current jobs to work for an organization known for investing in employee development and learning.
  • 34 per cent of employees who left jobs were motivated to do so by more employee development.
    86 per cent of millennials would stay in their current position if training and development were offered by their employer.
  • Over 70 per cent of high-retention-risk employees will leave their company in order to advance their career.
  • Retention rates rise 30 to 50 per cent for companies with strong learning cultures.

In addition to learning from South and Tratch, course participants also have the opportunity to learn from each other, with classes limited to six to 12 people. South noted that interactions among participants is often one of the most valuable aspects of the courses.

“If there are 10 people in the class, it’s just amazing the information that gets shared among them. They also gain from learning about the experiences of others,” said South, who explained that breakfast and lunch is provided as part of the registration. “We have breakfast and lunch breaks, but no one ever leaves during them. They just want to stay and interact with one another. Part of the value of the training is the networking opportunities.”

Participants in South’s courses frequently cited the value of these discussions in their evaluations.

“[My] favourite part of the course [was] all the colourful discussion,” said one. “[My favourite part was] how easy it was to ask questions and talk with everyone,” said another. “[South] made the course very easy to interact in [and there was] lots of opportunity to discuss,” said yet another.

The courses vary in length, with some completed in a single day, while others take up to three days. South said some of the courses are eligible for the Canada-Saskatchewan Job Grant, which reimburses two-thirds of the tuition for a three-day course. These opportunities will be available to SHCA members as well as employees in the Ministry of Highways and municipal officials. Most courses will take place at the SHCA’s Regina office, but they can also be held in other locations across the province by request.

Members can send their employees to the courses, which began in October. A schedule is posted to the SHCA’s website as well as forms to register for this training.