The Canadian Construction Association (CCA) welcomes the federal budget, which puts construction at the heart of Canada’s economic strategy through investments in infrastructure, defence and housing. These measures are critical to supporting the businesses and people who build the homes, transportation networks and other projects Canadians rely on every day.
CCA commends the government’s significant $115 billion investment in infrastructure, including $51 billion for local infrastructure such as housing and transportation, which will support communities across Canada and enable the ambitious homebuilding agenda.
“Canada has underinvested in critical infrastructure for decades,” said Rodrigue Gilbert, president of CCA. “These investments reflect the essential role of housing-enabling infrastructure in addressing the national housing shortage and committing substantial resources to these projects.” CCA also welcomes investment for the Major Projects Office, and the recognition within the budget that “for too long, the construction of major infrastructure in Canada has been stalled by arduous, inefficient approval processes.”
While the budget marks an important step toward recognizing construction’s role in Canada’s economy, CCA continues to call for a co-ordinated national workforce strategy, one that connects immigration, apprenticeships, upskilling and the destigmatization of careers in the skilled trades. “The construction sector employs 1.6 million Canadians and contributes $165 billion to Canada’s GDP, yet we continue to face significant labour shortages,” said Gilbert. “Without a long-term, co-ordinated workforce strategy, any ambitious construction agenda will stall.”
The government’s investment in foreign credential recognition is also important. However, CCA cautions that it is too narrowly focused on unionized programs. “Union training programs play an important role in building Canada’s workforce, but we must ensure equitable access to training and credential recognition for all workers, including the 70 per cent of Canada’s construction workforce that is non-unionized,” said Gilbert. “If we want to build more homes and infrastructure faster, we need investments that don’t leave the majority of workers behind.”
Finally, CCA supports the government’s ambition to strengthen domestic industry, but procurement policies must not unintentionally restrict the construction supply chain. Canada’s builders depend on a reliable flow of materials and components. Continued dialogue with the construction sector is critical to ensuring that domestic sourcing policies strengthen rather than constrain Canada’s ability to build.
“We look forward to working with the federal government to ensure domestic sourcing policies strengthen – not constrain – Canada’s construction capacity,” said Gilbert. “When [the] government and industry work together, we can deliver more skilled workers, modern infrastructure and stronger communities. Together, we build Canada.”
Hands-on maintenance solutions, during CONEXPO-CON/AGG, where attendees walk the show floor and learn how to reduce downtime, lower operating costs and improve safety.
The SHCA had a fantastic turnout to its annual MLA reception at the Legislative Building on Oct. 28. Thanks to the sponsors of the event, Morsky Construction and C. Duncan Construction, the provincial MLAs from both the current government and the opposition that joined us, the members from Regina’s city council and all the SHCA members that came out!
Fall is the time for our industry to wind down its seasonal work and start to plan for the next year. It is also the time when the SHCA shifts into high engagement gear with several opportunities for our industry to speak with and inform the decision-makers on the issues impacting our industry. For those in government, fall is a busy time as well. On Nov. 4, the federal government released Budget 2025. This is the first budget to be delivered by the Carney government. Fall is also when the provincial government begins its budget deliberations for 2026–27.
On Wednesday, Nov. 26, the federal government will be releasing its budget. This will be the first budget to be delivered by the Carney government, and many in the industry are watching closely to see what commitments to infrastructure will be made.
Fall is also the time when the provincial government begins the process of its budget deliberations for 2026-27. The provincial government laid out its legislative priorities this month when it opened the legislative session with its speech from the throne. Government priorities focused on health care, education and public safety. Although infrastructure funding was mentioned in the speech, it was only in reference to what has been committed to in the past. As an association, it is our duty to ensure elected officials understand how commitments to infrastructure funding tie directly back to their government’s priorities.
While fall is a time to wind down some operations, the SHCA is winding up its work on reaching the ear of government. Our outreach is to ensure that our priorities become government priorities.
Engagement update
The SHCA continues to be active with our outreach to the government on several fronts. On Oct. 22, I was at the Legislative Building for the government’s speech from the throne. The next day, I was able to attend the annual Premier’s Dinner in Regina and had the opportunity to talk to a few government MLAs and cabinet members on the issues impacting our industry.
The following week, on Tuesday, Oct. 28, the SHCA hosted its annual MLA Reception at the Legislative Buildings in Regina. The event was once again well attended by MLAs from the government and the opposition, and this year also included members from Regina’s city council. After our brief presentation, our SHCA board and staff were able to speak one-on-one with elected officials and reaffirm how our industry is key to keeping the Saskatchewan economy growing.
The SHCA also co-hosted an industry-government mixer with Merit Contractors in Saskatoon on Friday, Nov. 7. On Dec. 3 to 4, the SHCA will be hosting its third annual Infrastructure Summit and Trade Show at the Delta Convention Centre in Regina.
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.
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.
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.
Evolving from humble beginnings in 1868 as a small sawmill and woodworking shop in Austria, Doka – part of the Umdasch Group – has since been involved with some of the most significant infrastructure projects around the world, from tunnels in Australia to high-rises in North America.
Doka built its reputation on cutting-edge, ground-breaking formwork systems used in power plants, bridges, tunnels, and skyscrapers, including Dubai’s Burj Khalifa, the tallest building in the world at 828 metres. However, since 2023, Doka has expanded its offerings and positioned itself as a one-stop shop for formwork and scaffolding solutions for construction companies. Now with more than 160 sales logistics facilities in over 50 countries and more than 8,000 employees, Doka has become an international leader in formwork and scaffolding solutions. Its highly skilled global team delivers advice, engineering, customer service and technical support for even the largest and most complex projects.
Doka had the opportunity to introduce and showcase the latest scaffolding offerings at Bauma 2025 in Munich, Germany. Two products and services of note were the innovative Ringlock system and the digital solutions for higher productivity on-site.
Making connections
Ringlock allows users to quickly and efficiently erect, use and dismantle temporary work structures to create a secure working area for various applications, from façade scaffolds, stair towers and rebar scaffolds to shoring and birdcage scaffolds. It also delivers shoring performance, with a capacity up to 540 kilonewtons. Based on the rosette and wedge-head locking mechanism, Ringlock has been continuously refined and enhanced, undergoing multiple iterations to meet the highest standards of performance and safety, and is designed to meet global standards, such as:
In Europe: In addition to the prestigious Deutsches Institut für Bautechnik, Doka’s Ringlock system is certified by the central operating bodies in continental Europe, the U.K. and the Nordic countries.
The Ringlock system is engineered to meet the highest quality standards based on three simple factors: material, fit and finish:
Material: Ringlock only uses the highest quality steel certified and tested, demonstrating qualities that conform to or exceed industry standards, regardless of location or climate.
Fit: Ringlock is engineered with versatility and usability in mind, which increases efficiency and productivity to save projects time and money.
Finish: Where applicable, Ringlock is finished and protected by hot-dipped zinc galvanizing, which maximizes the product’s utilization and extends its life.
“Engineered to international codes and independently certified, Ringlock ensures safe, efficient scaffolding solutions for projects of any scale,” said Doka Canada’s head of sales, Warren Calderone. “Available immediately to support construction companies with safe access solutions, it perfectly complements our formwork systems and serves as a flexible solution for day-to-day shoring projects.”
The strength of Ringlock is in its versatility. The system’s streamlined and straightforward connection method ensures all main components can lock securely into place with a hammer strike, which eliminates the need for bolts, screws or mechanical tools. Ringlock also supports a wide range of scaffolding assemblies by using primarily core components that can be easily adapted to different load requirements, ensuring flexibility and efficiency for projects of all scopes. In addition, Ringlock adjusts to intricate and irregular structures and fits seamlessly around tight corners, obstacles and unique architectural features for maximum site efficiency.
“Ringlock is designed to seamlessly complement Doka’s engineering expertise, providing a well-rounded and dependable solution,” said Calderone. “The Ringlock rosette and ledger connection is key to our system and has been engineered to optimize structural performance and reliability. Our modular system – including standards, planking and ledgers – is designed for easy handling, fast assembly and optimized transportation. With a broad portfolio of accessories, it can be adapted for every application, making it movable, versatile and safer on the jobsite.”
All primary components are also hot-dip galvanized, protecting against corrosion and extending service life in challenging environments. Together, these innovations deliver a system with enhanced stiffness, higher load capacity and consistent performance across applications.
A digital solution
Scaffolding is shifting from paper processes and percentage-based costs to a digitally managed discipline. While modular systems remain the backbone, digital tools like Building Information Modelling (BIM), the Internet of Things and software-as-a-service platforms drive greater cost predictability, safety and risk management.
“We fully integrate scaffolding into BIM for planning and clash detection. In addition, clients looking for examples of deeper digital visibility, solutions such as AT-PAC’s Hi-Vis® demonstrate how forecasting, manpower planning and analytics can be achieved by pairing physical systems with digital oversight,” said Calderone.
Digital solutions are also transforming how scaffolding is managed on construction projects. Beyond traditional software or platforms, systems like AT-PAC’s Hi-Vis® demonstrate how a digital ecosystem can bring transparency, efficiency and control to scaffolding operations. Tools like these enable real-time electronic scaffold requests, resource tracking and material management, helping project managers deploy scaffolding more effectively and maximize productivity. By focusing on planning and process controls, these digital solutions show how scaffold management can scale to projects of any size.
Photo: DOKA
“Regulators today demand not only strength in scaffolding products, but also traceable compliance,” said Calderone. “Digital systems that incorporate rigorous testing, QR-coded tagging, inspection logs and safety reporting provide full accountability while giving crews and managers instant visibility into scaffold status and usage. This added transparency supports greater efficiency, safer operations and more predictable outcomes on complex projects.”
Doka is a pioneer in integrating digital engineering, operations and site solutions to drive smarter, safer and more efficient construction. One example of this is Doka Concremote, which uses sensors to measure temperature and calculate the compressive strength of concrete in real time.
“By combining a selection of sensors tailored to diverse project challenges with powerful software, Concremote provides a reliable decision-making basis directly on site,” said Calderone. “Through its native app and web portal, teams gain instant access to real-time data and advanced functions, enabling forward-thinking construction processes and boosting overall productivity.”
Doka also provides hands-on training, e-learning, BIM support and onboarding for digital tools tailored to the specific needs of a project or the customer. With Doka 360, Doka takes the customer journey digital, making every step seamless and transparent. The new customer platform connects every stage of the formwork process, from planning and ordering to delivery and return. Real-time data from sensors embedded in formwork or concrete flows directly into the system. This gives customers complete visibility and supports informed, data-driven decisions. Doka 360 was launched in July 2025 with an exclusive early access phase for selected partners in Germany and the U.S.
AI on the worksite
Doka’s modular systems are reusable and long-lasting, and most of its products are also rentable, an attractive option for many concrete contractors because of its efficiency and flexibility. Rented material can also re-enter the supply chain, and contributes to a more circular economy where materials are reused rather than replaced.
However, rented material presents significant logistical challenges, as rented equipment returned to Doka facilities is inventoried and made ready for redeployment. These returned materials have traditionally been counted by hand, requiring a significant investment in time from Doka team members. To speed up the process, Doka has developed its own in-house AI tool, “AI Counting and Identification,” which is supported by Microsoft’s technology expertise.
AI takes all the work out of manual counting in three steps:
A team member takes a photo of the materials with a mobile device.
The AI tool recognizes the product, suggests a count and, once confirmed, records the result along with the image.
A precise and reliable digital record is created.
“We’re excited to begin exploring the use of AI to improve how we manage counting in the yard and warehouse,” said Jeremy Jeffries, head of operations for Doka Canada. “These tools give us new ways to reduce manual effort, improve accuracy and bring more consistency to our inventory processes.”
Although the system is currently being used internally at Doka yards, the company sees strong potential for future use directly on construction sites. Live demos and early feedback from Bauma 2025 have highlighted where the service could create added value, especially on large-scale projects with high material turnover.
Safety: Prevention through Design
Doka’s Prevention through Design (PtD) philosophy redefines how safety is engineered into every scaffold, formwork and workflow, not as an afterthought or merely to check a box, but as a proactive design principle. The engineering and quality that goes into each of Doka’s products ultimately deliver safer scaffolding solutions.
“Load, geometry and re-use are critical, and all our products are designed with the customer in mind,” said Calderone. “For example, on major energy projects, pairing Ringlock with our digital inspection tools has been shown to cut scaffold-related incidents by nearly a third. Crews have clear instructions, supervisors have real-time compliance and their projects run safer and more efficiently.”
Doka applies its PtD philosophy in three ways:
Engineering formwork and scaffolding systems that minimize fall risks, collapse hazards and manual handling injuries.
Designing intuitive, modular and tool-free componants, reducing the chance of misuse or assembly errors.
Integrating guardrails, access platforms and anti-slip surfaces directly into their systems so that safety isn’t optional; it’s built in.
The company is proud of the engineering and operational expertise it brings to each project and product. As part of this, Doka provides contractors with the hardware and know-how they need to use its formwork and scaffolding safely and effectively.
“Every Doka component is engineered for safety, and we design the workflow – from digital work packages to inspection logs – to be safe, embedding prevention before crews even step on site,” said Calderone. “We also engineer beyond code requirements and certify independently. On top of that, our digital protocols ensure safety data is visible and verifiable in real time.”
Sustainability going forward
Sustainability is not a trend for Doka. It is a mindset. With a clear strategy, shared vision and innovative solutions, the company supports its customers in achieving their sustainability goals.
Doka understands that to reduce emissions effectively, the company must first identify the greenhouse gas emissions its products generate throughout their lifecycle. To accomplish this, Doka has set new standards for climate-friendly product design by calculating the product carbon footprint for more than 7,000 products, as well as providing customers with independently authenticated data to make informed decisions. Because of this, Doka designs its products to last in the Canadian climate, even under the harshest jobsite conditions.
“We are very conscious of the lifecycle of our products and their impact on the environment. The advanced materials and metallurgy used in our scaffolding are built to last a lifetime, delivering long-term reliability that benefits us, our customers and the planet,” Calderone said.
Doka’s expertise in professional refurbishment and repair also helps extend its product’s lifespan and reduce the need for new resources. Looking ahead, Doka is also working on bringing recycled materials into its products’ life cycle to mitigate the company’s carbon footprint further.
“But there’s a lot going on behind the scenes, too,” said Calderone. “As an organization, we have set an ambitious goal of achieving net zero emissions by 2040. In 2024, we became the first formwork and scaffolding company worldwide to commit to the Science Based Targets initiative, and we will have our targets scientifically validated within the next 24 months.”
From May 5 to 7, Procido LLP delivered a sold-out, three-day seminar series on contracting and procurement law for SHCA. The sessions drew over 70 industry professionals, highlighting the growing demand for legal expertise in construction project delivery.
Led by Chad Eggerman, founding partner at Procido LLP and well-known project lawyer, the training offered a deep dive into the legal frameworks that underpin successful procurement and contracting. Eggerman was joined by Glenn Wright, a professional engineer and lawyer, and Kelsey Sonntag, then an articling student, both of whom contributed practical insights and legal analysis throughout the sessions.
Procurement strategy: Building strong foundations
The training began with a comprehensive overview of procurement methods, including competitive bidding, negotiating processes and directing awards. Attendees learned how to align procurement strategies with project goals while navigating trade agreements, such as the United States-Mexico-Canada Agreement (USMCA), and competitive procurement laws.
Key takeaways included:
How to structure RFPs to maintain flexibility and legal defensibility
Drafting clear, strategic RFP documents that reflect fairness and transparency
Understanding the legal implications of procurement choices and tailoring them to project needs
Participants were equipped with practical drafting tips and a framework for running effective, compliant and efficient procurement processes.
Evaluation practices: Fairness and legal risk
The sessions emphasized best practices for evaluating proposals, including:
Clear disclosure of evaluation criteria
Balancing technical qualifications with commercial terms
Avoiding rigid scoring systems and valuing informed evaluator judgement
Legal risks were also discussed, including the consequences of unfair RFP processes, potential litigation and the importance of aligning final contract terms with any amendments made during negotiations. Cross-border procurement considerations were highlighted, particularly when U.S. parties or goods are involved, reinforcing the need for legal counsel in such cases.
“Contract A” and the legal landscape of fairness
A key portion of the training focused on “Contract A,” a foundational concept in Canadian procurement law. The presenters reviewed the Supreme Court of Canada’s decision in Tercon Contractors Ltd. v. British Columbia, which introduced a three-part test for the enforceability of contracts and clarified the limits of exclusion clauses.
Emerging concerns were also addressed, including the trend of public owners removing “Contract A” provisions, which raises serious questions about fairness, transparency and bidder recourse.
Contract goals: Risk, certainty and dispute management
Attendees explored the three core goals of contracting:
Minimize risk through clauses such as indemnities, insurance and limitations of liability.
Promote certainty by using clear language and aligning terms with project scope.
Manage disputes with effective resolution mechanisms and change order procedures.
These principles were applied across various contract types, helping participants understand how to structure agreements that support project success.
Contract creation: Scope, templates and negotiation
The training emphasized the importance of defining and negotiating the scope of work. Poorly scoped contracts can lead to:
Budget overruns
Missed milestones
Disputes over deliverables
Unenforceable agreements
Attendees were encouraged to use appropriate contract templates based on risk, complexity and project type. The presenters stressed that while nearly every clause is negotiable, those related to cost and risk deserve special attention.
The role of legal counsel in the contracting process
Procido LLP clarified the role of legal counsel in the contracting process: advisors, not decision-makers. Teams should feel empowered to make routine decisions independently, while knowing when to seek legal input.
Common issues during the contracting process requiring legal review include:
Indemnities and exclusions of liability clauses
Intellectual property clauses
Restrictive covenants
Use of non-Canadian contract templates
A structured approach involving legal counsel can improve project efficiency and reduce risk.
Important clauses: Essentials for construction contracts
The final sessions provided a detailed overview of critical contractual clauses, including:
Indemnity provisions and their financial impact
Insurance requirements and collaboration with brokers
Representations and warranties for transparency
Incoterms for international risk allocation
Termination clauses and their implications
Alternate dispute resolution as a cost-effective alternative to litigation
Change order processes for managing scope adjustments
Payment terms and lien rights
Force majeure clauses for uncontrollable events
Intellectual property and confidentiality protections
Letters of intent and letters of award in procurement
The importance of careful drafting and legal oversight was emphasized to ensure enforceability and project alignment.
Procido LLP’s experience in construction
During the sessions, Procido LLP outlined how its lawyers draw on decades of experience advising contractors, engineers, architects, municipalities and project owners, combining legal knowledge with industry insight to assist clients with:
Drafting and negotiating contracts that protect their interests
Resolving disputes efficiently and cost-effectively
Ensuring compliance with procurement laws and trade agreements
Training internal teams to manage legal risk proactively
The sessions highlighted how Procido LLP supports clients in areas ranging from new project planning to RFP responses and contract dispute management, offering legal clarity and strategic guidance at each stage.
Looking ahead: More training, more support
Based on strong attendance and positive feedback, Procido LLP plans to offer additional training sessions in 2026, including customized workshops for companies and project teams upon request.
These sessions could cover advanced topics such as:
Contract negotiation strategies
Risk allocation in multi-party agreements
Legal considerations in joint ventures and public-private partnerships
Regulatory compliance and occupational health and safety obligations
Organizations interested in these advanced topics or in tailored training for their teams are encouraged to reach out to discuss scheduling and content options.
To learn more about Procido LLP’s legal services or to book a custom training session, visit procido.com.
From environmental remediation in the Athabasca Basin to renewable energy storage systems in southern Saskatchewan, the Saskatchewan Research Council (SRC) is committed to tackling every project, large or small, with the health and safety of its employees at the forefront.
Beginning in 1959, SRC’s safety program has evolved over the last several decades and continues to be shaped by the innovative and leading-edge work SRC undertakes.
Safety is everyone’s responsibility
“Safety is definitely a shared responsibility, with everyone having a role to play,” said Kenelm Grismer, director of health, safety and risk at SRC. “As an employer, SRC has the responsibility to establish and maintain an effective safety management system to enable people to work safely.”
The management system is driven by safety leadership and commitment at all levels of the organization, and includes upholding SRC’s organizational philosophy that safety is an overriding priority. With SRC providing the foundation for this safety culture, employees are empowered in their work environment to perform their tasks safely, ensuring they are confident in their understanding of the hazards and are equipped to do the job safely before proceeding. To ensure safety across SRC, it’s essential that employees are aware of and practice their rights, including the right to refuse any unsafe work.
“We want employees to be curious about safety, to ask questions and to challenge the way that we do our work to ensure it’s being done in the safest way practical,” said Grismer.
Managers and supervisors have a responsibility to ensure employees receive the appropriate training and tools for their roles, and that they are following established rules and procedures. They lead by example to reinforce SRC’s commitment to safety. SRC’s occupational health and safety committees provide a forum for the employer and employees to work together to continually improve safety.
“Collectively, these various roles create layers of defence to keep us all safe,” said Grismer. “Each of these roles is vital to developing and maintaining a strong safety culture across SRC.”
Varied service lines create unique safety requirements
From lab benches to field work to desk duties, every team at SRC encounters different risks and hazards, but Grismer says that doesn’t change the council’s philosophy. “Across SRC, safety is an overriding priority. All groups operate under the same overarching safety management framework, but how the tools are applied may change between groups,” said Grismer.
SRC has several laboratories that process samples, providing data and insight to clients around the world. In these spaces, employees often engage in routine work, drawing more heavily on well-established standard operating procedures and safe work practices.
As SRC evolves, new projects come together and new business units are established. Often, these growing and specialized teams need to develop new safety protocols for their work.
Other employees, such as those in the field conducting air quality testing, may encounter varying levels of uncertainty in their day-to-day tasks. These employees must conduct regular field-level risk assessments, and be comfortable identifying and mitigating hazards in varying conditions. Grismer says this is where safety training and experience are crucial.
As SRC evolves, new projects emerge, and new business units are formed. Often, these growing and specialized teams need to develop new safety protocols for their work. For instance, the developmental nature of the work that SRC’s research and development team undertakes in its rare earth element division comes with a certain amount of risk and uncertainty when doing something for the first time, which is why planning, training and having the correct tools for the job are critical.
“They’ve worked very hard to assess the hazards, develop standard operating procedures and safety protocols to mitigate the risk, and spend a significant amount of time and effort in training the team to conduct the work safely,” said Jackie Foord, SRC’s occupational health and safety lead. “They are continually reassessing the risks and refining the way they do the work to improve safety. The planning and development they’re doing now will benefit the operation in the long term.”
SRC’s safety management framework, driven by the organizational commitment to safety, positions SRC well to meet the various safety challenges encountered while working across several diverse service lines.
Safety evolves alongside SRC
In the last five years, SRC has expanded into growing sectors, including critical minerals. These new projects have not only required specialized knowledge and expertise, but also new equipment and facilities, such as SRC’s under-construction Rare Earth Processing Facility and its Minerals Liberation Sorting Centre.
“These types of projects have definitely been a catalyst to advance our safety program on a number of fronts,” said Grismer.
New skill sets and resources have been brought on to carry out these projects, enabling SRC to view work environments from a variety of perspectives. Teams work together to find solutions to challenges. “Working with tradespeople who have come from larger organizations, such as mining operations, brings a wealth of knowledge to the organization regarding safety,” said Foord.
These projects have unique safety needs. Foord says the extensive efforts invested in activities such as hazard assessment, planning and training have been critical to the success of these projects and ensuring everyone on-site goes home safe at the end of the day.
New safety innovations keep employees at the heart of safety
SRC’s safety team continues to innovate to meet the council’s needs for new and existing projects and facilities in 2025 and beyond. As SRC’s industrial process operations expand, so do its safety requirements. Tools like automation, robotics and AI will help improve safety by mitigating hazards, and provide opportunities for enhancing and streamlining data analysis and reporting.
“Innovation has been critical to working safely across SRC. As an organization, we are fortunate to have access to a wide range of expertise and skill sets, from engineers and scientists to instrument techs and electricians,” said Grismer.
Learning from employees’ experiences on-site, in the field and at the lab helps SRC improve its protocols and approaches to ensure they are robust enough to tackle any safety challenges. “We are continuously applying these resources to advance safety, both for our clients as well as our own operations. There are countless examples of situations where a team identified a hazard and developed an innovative approach that enabled them to do the job [safer],” said Grismer.
SRC’s goal is ultimately to eliminate workplace injuries. To achieve that goal, the focus is on continuing to ensure that all employees at SRC feel they are accountable for safety and are empowered to ensure work is done safely.
For more information on SRC’s services, visit src.sk.ca.
