That economic development truism is the foundation of any community growth strategy. People will move to your community or remain there if they believe they have a positive future for their careers, their lifestyle or their family’s wellbeing.
No province has more experience with this topic than Saskatchewan, which endured more than two decades of out-migration as our citizens saw better prospects elsewhere. We were able to reverse the drain back in 2006 and have posted positive population numbers ever since, but growth brings its own set of imperatives. In particular, the need for infrastructure growth and renewal.
More people in a community not only results in more households or the need for expanded retail outlets, but it also means more schools, expanded health care delivery and enhanced transportation infrastructure.
You’d think we’d be used to this after more than 15 years on the winning side of the population growth equation, but recent demonstrations at the legislature and the government’s response to the need for expanded capacity in the education system suggest this remains a work in progress. And, given that our population expansion has now reached a pace we haven’t seen in a century, there is no doubt the volume of this story is going to be amped up.
At the heart of this discussion is investment.
Capital flowing into a community is the fuel that drives growth and opportunity. Billions dedicated to expanding the mining sector, for example, triggered construction of the mine itself, but the spin-offs are also impressive. The industrial sectors in our major cities are evidence of how that cycle works – investment decisions precipitate the arrival of those who do the actual building and the service teams required to support them. All those new arrivals bring families who require more services – schools, hockey arenas, residential subdivisions and grocery stores, the hallmarks of a community in growth mode.
To borrow a phrase: nothing happens until somebody makes an investment – the so-called virtuous circle where investment sparks growth, which sparks more investment.
To borrow a phrase: nothing happens until somebody makes an investment – the so-called virtuous circle where investment sparks growth, which sparks more investment.
Economic developers often say communities that reach a population of 500,000 become self-perpetuating. In other words, their flywheel has enough momentum that the virtuous circle becomes a self-fulfilling legacy.
Saskatchewan, while on its way, has not yet achieved the status of cities such as Calgary or Winnipeg, which now prosper and grow regardless of how the rest of the province is performing, but it is reasonable to assume our current pace of growth makes the half million number not only attainable, but inevitable.
Ensuring we have the infrastructure in place to meet that target should be a vital part of the provincial growth strategy because the virtuous circle tells us: growth begets infrastructure requirements which begets more growth.
The British Columbia Road Builders & Heavy Construction Association will use heavy equipment simulators and virtual reality to showcase highway maintenance careers
By Jill Harris
Construction has an image problem – and it’s putting the industry’s future productivity at risk.
An industry perceived as tough, physically demanding, technologically inept and “old school” in its management practices can’t attract the talent it needs to perform in today’s modern marketplace. This perception of construction – which often doesn’t reflect the reality of working in the industry – is creating a barrier when it comes to attracting newcomers to pursue construction careers. As more and more current workers retire in the next five, 10 or 15 years, it’s critical that new workers come on board.
This skills gap is not something that construction companies can solve on their own – collaboration and a widespread effort from industry groups is key.
An innovative recruitment program in B.C.
The British Columbia Road Builders & Heavy Construction Association (BCRB&HCA) understands the industry’s need to attract new workers and that opening new eyes to the possibilities in construction will require strategies designed for modern society.
“We were in conversations with provincial representatives at the end of last year, and there was potential grant funding available for creative talent outreach programs,” said Matt Pitcairn, vice president of BCRB&HCA. “We submitted an application for a technology-based program to expose people to the opportunities in our industry and hopefully pique their interest [in construction careers].”
Pitcairn says that construction isn’t immune to the generational shift that all industries inevitably experience, and the future workforce needs help to realize the opportunities waiting for them.
“Construction is embracing technology more and more,” said Pitcairn. “It’s not this ‘old-school’ industry but many people still have this perception.”
Combatting this perception is critical, and BCRB&HCA has a plan.
The association received a $3.9-million grant to help jobseekers across B.C. learn more about highway maintenance occupations. The three-year grant will provide funding to BCRB&HCA’s talent attraction program, which involves leveraging innovative training technologies to showcase key jobs in the industry.
BCRB&HCA is using simulators that will place prospective jobseekers in the driver’s seat of snow plows and other types of heavy equipment, with the goal that people will realize the multitude of engaging, well-paying and fulfilling jobs they can have in construction, often right out of high school.
The “roadshow” will include a 34-foot customized trailer with five different simulators that replicate different models of heavy equipment and attachments.
“In addition to that, we have a number of virtual reality headsets and will set up stations outside the trailer,” said Pitcairn.
The simulators will travel across B.C. to provide hands-on opportunities for participants, setting up at immigrant settlement services, veterans organizations, high schools and more, inviting as many people as they can to try operating heavy equipment on the simulators.
“Our plan is to criss-cross the province and go to as many communities as we can, promoting weeks in advance [of] setting up shop,” said Pitcairn. “The industry has jobs in Cranbrook, Prince George, Quesnel, Langley – you name it. We want to put construction careers front and centre for [groups currently underrepresented in the industry]. There are opportunities all over B.C.”
BCRB&HCA saw the success that similar programs achieved and wanted to replicate and expand on the idea to suit heavy construction applications.
BCRB&HCA is using simulators that will place prospective jobseekers in the driver’s seat of snow plows and other types of heavy equipment, with the goal that people will realize the multitude of engaging, well-paying and fulfilling jobs they can have in construction, often right out of high school.
“We heard of other jurisdictions doing this very successfully,” he said. “Our partners in Prince Edward Island were using virtual reality technology to go into high schools and promote job opportunities, and similarly in Ontario. But nothing was touching on the snow plow or heavy equipment side. We took best practices from here and there and tried to put them together into one program.”
BCRB&HCA has ordered the trailer and the equipment to arrive this fall, with the aim of getting on the road in 2024.
“We’re going to cover as many kilometres as we can,” said Pitcairn. “We’re going to identify regions of the province and figure out when we’re going to be there, [likely in various] tours – a Vancouver Island tour, a northern tour, etc. We’ll talk with as many stakeholders as possible to map out the tour and stop in as many communities as possible.”
Pitcairn says that the program will have a robust social media strategy along with proactive outreach to local media and companies to make sure that everyone knows they’re coming to town and gets excited to jump in one of the program’s simulators.
BCRB&HCA will also invite its members on the program’s tours, encouraging them to be part of each event.
“We’ll be looking for volunteers and experienced snow plow and equipment operators to join us at the various stops along the way,” said Pitcairn.
The association’s plan is to put an online portal in place to facilitate future employment relationships. When people participate in the program, if they like their experience on the simulators, they can access the portal to see job opportunities in their neighbourhood.
BCRB&HCA will track participant data along the way, analyzing metrics of how many people participated in the program and, of those people, how many successfully began construction work.
“We’re going to do our best to attract successful engagement that leads to employment within the industry,” said Pitcairn.
“Construction is embracing technology more and more. It’s not this ‘old-school’ industry but many people still have this perception.”
– Matt Pitcairn, BCRB&HCA
Made in Canada
When the British Columbia Road Builders & Heavy Construction Association (BCRB&HCA) was researching simulator technology for its industry talent acquisition program, the ability to support Canadian companies became an added bonus.
“I had no idea before I started this journey that some of the leading global technology in the [simulator] space comes from Canada,” said Matt Pitcairn, vice president of BCRB&HCA.
As it turns out, Montreal is a global hub in simulator technology, something that Pitcairn was happy to learn.
“I thought it was really neat that we could use our grant dollars to give back and keep those dollars here in Canada,” said Pitcairn.
The snow plow simulator that BCRB&HCA purchased is coming from Virage Simulation in Montreal.
“From our research, they’re the number one company in the world for snow plow simulators,” said Pitcairn.
The other heavy equipment simulators that BCRB&HCA purchased are also coming from Montreal, from a company called CM Labs, which counts organizations like NASA and Liebherr among its current customers.
What sets the construction industry apart from other industries
By Pat Rediger
Leadership skills are important in every industry, but the required skills can vary, and what works in one industry may not work in another. That’s why it’s crucial for the construction industry to develop leadership skills specific to its unique needs.
“I have found there is a world of difference between the construction industry and other industries,” said Mark Nesbitt of Nesbitt Training. “Where I work, there are the people who take a shower after work and the people in other industries who take a shower before work. That’s the easiest way to explain it. They think differently, they act differently and they talk differently. Everything is different.”
He says that part of developing leadership skills in the construction industry begins by identifying workers that can do more than what they are currently doing for their particular jobs. It’s finding that spark, realizing the potential and then working with those people to develop the skills they need to be future leaders.
It’s a process that’s not so different from Nesbitt’s upbringing. His family owned an aggregate business, where he received his first experience with people from the construction industry. At age 16, he became a construction worker and got his first job in Calgary. A short time later, he decided he wanted to further his career in the industry.
“I started at the bottom, and I was not content to be a worker because I knew I had more to offer. I could see something and figure out how to make it better. I just didn’t know what to do about it,” said Nesbitt.
When he turned 18, he was given his first self-help book, Think and Grow Rich by Napoleon Hill, which changed his life. He realized that if he wanted more, he would have to concentrate on making himself better. It wasn’t just about learning the hard skills of the construction industry and the soft skills, such as working with people and adaptability.
Eighteen-year-old foreman
While he was working on his self-improvement, his efforts were noted by the company owner, and he was named foreman of the quarry despite his young age. The company grew rapidly, and Nesbitt’s career flourished simultaneously as he assumed more responsibilities. The owner confided in Nesbitt that he had set a goal to double the company’s size within five years.
“You have a pretty lofty goal, I told him, but that won’t work with some of the leaders in this company. I think we are really lacking in leadership skills. Not everyone understands how they have to sell a project and influence and motivate people,” said Nesbitt.
At that time, Nesbitt was reading books by leadership guru John Maxwell. His opinions influenced him, so he convinced the company owner to bring a Maxwell trainer to help officials develop their leadership skills. The training was well-received and served as a catalyst for the company to reach its goals.
The training also lit a spark in Nesbitt, and he began to evaluate his own skills as a leadership trainer. He recalled attending a training session featuring presenters from other industries and universities and feeling that their training missed the mark for the construction industry. Although some of the messaging might be the same, it must be emphasized differently to resonate with construction workers.
So, 25 years after he entered the industry, Nesbitt leaped at a second career. The John Maxwell company approached him to become a trainer. While initially he was not interested in being a teacher, he was eventually convinced to try it. He knew the leadership skills needed in the construction industry, and that was all that mattered.
“I will work with office staff, but my desire is to work with boots-on-the-ground [people] because experience has shown me who can be the best leaders on any construction project,” said Nesbitt. “They are usually the ones who started their careers on the end of a shovel. They are the ones who learn a trade, moved up and advanced. How can you train these people or motivate them if you’ve never done the job yourself?”
Identifying future leaders
Part of leadership development at any construction company starts with identifying workers who have a positive attitude and are willing to go the extra mile to complete a project. The next step is training those individuals to lead parts of the organization. The trouble is that many companies don’t use this process.
“If you bring in a worker and gave them an $800,000 loader to operate, you would probably make sure that someone from a company like Caterpillar came in and trained them on how to use it, how to become an efficient operator and all the safety aspects, which would help that person succeed. What I see in a lot of blue-collar trades is that someone is placed in a leadership position, but they are not taught how to lead,” Nesbitt said.
Nesbitt says he often sees people recently promoted out doing their former jobs because that’s what they know best and can excel at. They don’t realize that’s not their job anymore, and they have to do a different set of tasks, but they aren’t sure how to do them.
Teaching leadership skills doesn’t necessarily need to be complicated. It can be as simple as sharing an audiobook that discusses how to build a better team. Nesbitt is a big fan of audiobooks, having a library of 350 books on his iPhone. Every company should have a library of leadership books and resources to share with their staff.
As worker, recruitment and retention become increasingly more important in the construction industry, Nesbitt says that companies need to focus more on creating winning work teams that people want to join. It’s similar to a professional hockey or football team – everyone wants to join when the team is winning but jumps off the bandwagon during difficult times.
The reasons why people don’t stay in their jobs have been relatively consistent over the years – they do not see a future for themselves with the company. It’s vital to compliment workers for their efforts and position them for future leadership positions.
“If you put somebody in leadership training, you’re investing in them because you want them here for the future. They are the future of a company, and when a company does that, and the leaders motivate the workers, then the workers say, ‘I’ve got a future here.’”
This article originally appeared in Piling Canada magazine.
Electrification of construction machinery is hardly a new concept. For years, electric equipment has been commonly seen in a variety of applications, from demolition and mining to aerial lift and industrial work.
Now, however, electric equipment is becoming increasingly prevalent on and around job sites. Its potential is evident. Its benefits are clear. Its long-term place in the industry is no longer up for debate. And, as electric vehicles continue to be more widely adopted by consumers, all that’s left to do is examine – and try to accurately determine – how the construction industry should prepare for the technology to become fully mainstream in the not-too-distant future.
“If you go out about three years, there will be approximately 700 electric vehicles roadside, and that’s not even getting into construction and agriculture,” said David Knight, CEO of Terbine, a provider of technology for the seamless exchanging of IoT data between the mobility and energy sectors, discussing how the construction industry should prepare for the widespread adoption of electric vehicles in the not-too-distant future.
According to Knight, there are five main reasons why equipment end users in the construction industry should strongly considering investing in electric machinery.
1. Lower operating costs
The savings on diesel costs alone are significant. Most original equipment manufacturers (OEMs) cite a range of four to eight hours of runtime for “average” use on electric compact equipment, with an eight-hour overnight charge. And while it’s quick and easy to compare run times on a fully charged electric machine with a full tank on diesel units, there’s no idle on an electric machine. Therefore, an operator can get a day or more of productive work out of it because they’re typically not running a machine for eight continuous hours a day.
2. Lower maintenance costs
Reciprocating engines possess many friction-generating parts, which fail. The friction, and the frictional components and amount of heat generated with an engine running, is really what contributes to parts being replaced and maintained.
3. Tax credits
Incentives can offer savings across a fleet. It’s important for organizations to stay up to date regarding what’s available, both provincially and nationally.
4. Carbon credits and offsets
Carbon credits, such as the Canada’s Greenhouse Gas Offset Credit System, work like permission slips for emissions. When a company buys a carbon credit, they gain permission to generate one tonne of CO2 emissions. When one company removes a unit of carbon from the atmosphere as part of their normal business activity, they can generate a carbon offset.
“If you go out about three years, there will be approximately 700 electric vehicles roadside, and that’s not even getting into construction and agriculture.”
– David Knight, CEO of Terbine
5. ESG goals
Many organizations are setting and working toward environmental, social and corporate governance (ESG) goals, and it’s a trend that’s only expected to become more common with time. Without goals and corresponding policies, organizations face ESG risk, which includes loss of investors, a damaged reputation and fines for regulatory noncompliance.
There is every reason to believe the electric vehicles and electric equipment will continue to develop and improve over time, says Knight, thus making a greater level of adoption even more likely in the very near future. According to Knight, the architectures of electric vehicles are going to even higher voltages. The higher the voltage, he explains, the less current is needed for a given amount of wattage. That also means less heat. And, while voltages are very good now, they are expected to improve significantly in the coming years.
“They’re going to be really good in three to five years, and that’s going to allow for even faster and more efficient charging than ever before,” he said.
AEM is the North America-based international trade group representing off-road equipment manufacturers and suppliers with more than 1,000 companies and more than 200 product lines in the agriculture and construction-related industry sectors worldwide.
As a member of the Métis Nation-Saskatchewan, Mark Calette knows the importance of building strong relationships. “For Indigenous people, relationships mean everything to us,” said Calette. “That’s the fundamental backbone of how we want to work with anybody. We want to build those relationships first and then trust can start and we can move forward.”
Over the years, Calette has been a leader in community engagement and has helped the Saskatchewan Research Council (SRC) build trust between Saskatchewan communities and industry partners.
Calette started his career at SRC working with Indigenous communities in northern Saskatchewan as part of a multi-year project called Project CLEANS (Cleanup of Abandoned Northern Sites). This work involves remediating 37 abandoned uranium mine and mill sites. Calette’s new role as director of Indigenous relations expands his work in community engagement to other areas across SRC. He is excited to engage in collaborative discussions and help make new connections, build trust and maintain relationships with Indigenous communities across the province.
Communication is key to fostering trust
Calette believes that listening to and learning from communities is the starting point for any industry project. “Industry often makes the mistake of speaking with communities after they have made important decisions,” said Calette.
The first steps toward a successful approach are establishing communication, building trust and taking time to foster relationships that are collaborative. Calette says that finding out the community’s needs is an important step in the process and can make a world of difference for everyone involved in the project. This important feedback can inform any project-related decisions and the process through which they’re made. For example, the Project CLEANS team meets regularly with different communities in the Athabasca Basin, whether in person or checking in by phone or email.
“Spending as much time as possible talking with community leaders and members, and in a variety of different ways, is a great way to facilitate strong relationships,” said Calette.
Looking towards the future of community engagement
After his work with Project CLEANS, Calette left SRC to join Métis Nation-Saskatchewan as senior director of administration. Now back at SRC, Calette is entering his ninth, non-consecutive year with the organization and is excited for the future. “It’s a great place to be and I think it’s a special time,” said Calette, “I think how we’re going to engage with the Indigenous communities is going to be really exciting and important.”
Calette brings his passion and expertise to his new role and hopes to expand on the work that SRC has done over the years. His goal is to continue to help Indigenous communities connect with SRC on new and existing projects. Collaboration between SRC and Indigenous communities is an ongoing process. “When I first joined SRC, the Indigenous engagement piece was moving along but it was still pretty new,” said Calette. “So, we were able to build this very robust plan together.”
“For SRC, it was important to let communities know that we were going to be there for the long haul, and we were going to listen, and we were going to learn.”
– Mark Calette, Saskatchewan Research Council
While strong foundations have been laid, Calette believes there is room to improve. “We certainly tried to follow the good work we saw around Canada, and I think, in terms of Saskatchewan, what we did was best practice,” said Calette. “I believe that’s a good starting point, but there’s an opportunity to really expand and grow and improve on the work we did.”
SRC’s work with communities in the Athabasca Basin on Project CLEANS set a precedent for future engagement between business, industry and Indigenous communities in the province. “For SRC, it was important to let communities know that we were going to be there for the long haul, and we were going to listen, and we were going to learn,” said Calette. “We just took that approach from the start, and I think that served us well and continues to serve us well.”
Communities were able to give their input on different areas of work at all stages of the process. For example, SRC helped to facilitate Elder–youth workshops that assisted the revegetation and reclamation portion of the project.
Moving forward together
Calette is focusing his energy on cultivating Indigenous engagement throughout SRC and hopes to expand relationships between the council, industry and communities.
“Any industry, whether it’s mining, oil and gas, forestry, anything to do with the environment – I think you need to work with Indigenous communities and really learn from them,” said Calette. “They have been stewards of the land for centuries and have a lot of knowledge to share. It’s important to learn from impacts experienced from previous development and to avoid the pitfalls of the past.”
Working together on key strategies can help grow relationships. Calette believes that clear communication is crucial for reaching future goals and he is focused on a collaborative approach that will benefit everyone involved.
A stronger Saskatchewan
Saskatchewan is important to Calette. His family came to the province from Red River, Man., in the 1860s. His community, the Round Prairie Métis, settled just south of Saskatoon near Whitecap Dakota First Nation. After the events at Batoche in 1885, the community began migrating to the city, leaving the area behind by the early 20th century. Today, the Round Prairie Cemetery marks the area of an important historic Métis settlement. Calette has spent some time living and working in Prince Albert and Buffalo Narrows but calls Saskatoon his home.
Creating a diverse and sustainable economy through research initiatives and technological innovation is an important part of SRC’s mandate. Calette believes that focusing on helping people succeed will make Saskatchewan even stronger. “I think when we’re working with a significant demographic of the province, and if we find ways to help each other, we are really achieving our mandate and helping Saskatchewan grow,” said Calette.
There is a great opportunity for SRC and Indigenous communities to work together, and get more people engaged with industry, by helping individuals gain more experience in skilled trades and take on leadership roles. Calette sees a lot of talent in these communities and a bright future for the province. He hopes that over the next few years, SRC can help many communities reach their full potential.
“I think we are seen as a leader in working with Indigenous communities in the Athabasca Basin. I would like to continue that right across the province,” said Calette, “and I’m really excited about that opportunity.”
A progressive, innovative and sustainable construction industry
By Mary Van Buren, Canadian Construction Association
Representing 20,000-plus member firms, the Canadian Construction Association (CCA) is proud of our mission to inspire a progressive, innovative and sustainable construction industry.
The key to our success is working with valued partner associations like the Saskatchewan Heavy Construction Association (SHCA). We are powered by your engagement. Together, we are driving change on key issues that make a real impact, not only for the industry but for all Canadians.
Workforce an urgent priority
We achieved some headway with the federal government on our collective cornerstone issue to rebuild Canada’s workforce through immigration reform. The Department of Immigration, Refugees and Citizenship recently announced a new process under the Express Entry program to welcome skilled newcomers with work experience in occupations considered a priority in Canada. Ten occupations in construction, including carpenters, plumbers, welders and electricians, are included in the list of nearly 83 jobs.
Our collective efforts to make the workforce shortage issue a priority for the Government of Canada – bringing the message locally, provincially and federally through our Hill Day and semi-annual Meech Lake meetings – has also generated government support for investing in promotion of the trades and increasing immigration targets to help ease the shortfall.
Conversations will continue, as the government needs to create a more supportive environment to alleviate the labour choke points that risk crippling Canada’s economic growth. This includes changing an outdated immigration point system and working with provinces to ensure better skills matching.
The urgent need for skilled trade workers is also receiving nationwide attention as we work to build the number of apprentices, through our partnership with the Canadian Apprenticeship Service (CAS), and turn construction into a first-choice career, through our industry-wide Talent Fits Here campaign. Within the first six months of the CAS program, over $2 million in funds have been dispersed to eligible employers and 47 per cent of the apprentices self-identified as being from an equity-deserving group.
To build the infrastructure needed across the country and recruit the workforce of the future, federal procurement strategies need to adapt to encourage innovation, include contractors earlier in the process, account for long-term value and sustainability, promote the use of alternative delivery models and support shared risk.
A smart infrastructure plan backed by investment
Over the past two years, CCA has been actively pursuing more investment in key trade gateways and corridors across the country. This included partnering with the Western Canada Roadbuilders & Heavy Construction Association and bringing in national partners, like Export Development Canada, the Business Council of Canada and the Canadian Chamber of Commerce, to build the support we need among politicians and Canadians. CCA helped fund the report, From shovel ready to shovel worthy, to strengthen our case.
We are gaining traction, with some modest investments proposed in the 2023 Federal Budget to strengthen Canada’s transportation systems and supply chain infrastructure. Real growth, though, will not come from Band-aid solutions. It will come from a long-term initiative, coordinated with the provinces, to develop a National Trade Corridor.
CCA has always maintained that one size does not fit all. Every region and municipality, including our Indigenous communities, have different needs and priorities. The National Infrastructure Assessment would have helped create an integrated, apolitical strategy on how Canada would prioritize, finance and deliver critical infrastructure projects, but there has been no movement on this promised 2021 federal initiative. We cannot afford to wait. As the industry’s national advocate, CCA will continue its outreach on this issue so policymakers understand the risks of their inaction – aging infrastructure, damage to our reputation as a trading partner and inadequate supply chains, to name a few.
Fair procurement
The value of involving contractors earlier in a project is gaining steam. CCA obtained a commitment from government leaders at its semi-annual Meech Lake meeting to establish a working group on procurement and project delivery methods. To build the infrastructure needed across the country and recruit the workforce of the future, federal procurement strategies need to adapt to encourage innovation, include contractors earlier in the process, account for long-term value and sustainability, promote the use of alternative delivery models and support shared risk.
CCA will be continuing its summer Standard Practices Tour to learn first-hand from members about their challenges with current procurement practices. There will be more information on this topic over the next few months.
CCA’s Best Practices Services is delivering new resources – some of which are being developed through the work of our National Advisory Councils. We are also increasing our outreach to buyers of construction so we can educate them on the benefits of sharing risk and involving contractors early in the project.
Action-backed policies to support green infrastructure
Canada’s construction industry is ready to become a leader in the transition to a net-zero economy. We submitted detailed recommendations on developing a buy clean policy, mandating change, enabling investment decisions, growing Canada’s advantage in building practices, technology and building materials as well as training and incentivizing the future workforce. Following the submission, CCA has been invited to participate in a working group on Canada’s Green Buildings Strategy. CCA and our partners are also aligning on our message that governments must update building codes, provide incentives for businesses, share climate data and create a list of approved “green” materials.
Budget 2023’s proposed tax credits in clean technologies and hydrogen are a missed opportunity that we plan to address. Tying restrictive labour conditions to these incentives effectively discriminates against an important segment of the Canadian workforce and, in particular, small and medium-sized companies. Over the next few months, CCA will be reinforcing our budget asks in support of a strong economy through meetings with senior government leaders, a robust outreach strategy leading into the summer recess, and Hill Day 2023 where the industry will convene to make our message heard in Ottawa.
Mary Van Buren is the president of the Canadian Construction Association.
STAY IN TOUCH! You can count on CCA to be a collaborative partner to the Saskatchewan Heavy Construction Association, providing helpful tools, sharing best practices across the country and being your voice with the federal government. Stay in the loop by subscribing to CCA’s newsletter at bit.ly/ccasubscribe, by following @ConstructionCAN on Twitter, or by looking up Canadian Construction Association on LinkedIn.
It often seems like one opportunity leads to the next and that’s the case for Darin and Tina Stene. Situated in Shellbrook, the couple began Triple S Transport in 1995 to provide surrounding communities with grain hauling. As time passed, the company expanded to provide flat deck and tanker hauling, and about six years ago, they launched Green Earth Road Spraying, a complementary company that provides dust control, spraying, and manufactures and distributes liquid de-icer for road safety.
“Over the years, we have been through a lot,” said Darin. “We’ve seen labour shortages, fuel shortages, the pandemic and so on. Regardless of what the economy throws our way, we have remained proactive and resilient throughout all the changes needed to keep our business thriving.”
Darin grew up on a farm just outside of Shellbrook and his upbringing laid the foundation for his future career. At an early age, he learned how to operate all the different pieces of farm machinery and equipment, and he quickly developed a passion for the trucking industry. This passion eventually led him and Tina to start their own firm.
From those humble beginnings, the company has grown to 37 employees, and is always on the lookout for more drivers to join the team. Today, Triple S Transport has a full line of trailers including flat decks, step decks, a ten-wide tilt deck, super B flat decks and super B tankers. It also provides over-dimensional hauling and pilot car services. The company, which is 50 per cent Métis-owned, operates across Canada and is always looking for ways to expand its areas of service. Green Earth Spraying works within Saskatchewan.
Green Earth Road Spraying uses a calcium chloride base stabilization to harden a road surface and reduce rutting caused by heavy traffic
The expansion into Green Earth took place about six years ago. Triple S Transport was contracted by Kortech, an Alberta company that produces and distributes calcium chloride, to transport their products. As they began working more closely together, Darin and Tina determined there was a future in becoming a distributor and established the new company.
“Green Earth Road Spraying provides a start-to-finish – and beyond – relationship with all our customers,” said Darin. “We haul the fluid, prep the roadways or coach the rural municipal operators on how to prep their roadways, spray the calcium chloride and follow up with the maintenance with all the rural municipalities that we work with. Each roadway is unique and must be treated as such. Proper preparation and maintenance are key for any roadway, and we make sure to be a part of both with all our customers.”
Heavy construction contractors in Saskatchewan often turn to Green Earth Road Spraying for its expertise in dust control. The company frequently receives inquiries about the benefits of dust control and the application rates needed to achieve optimal results.
“As dust control becomes increasingly sought after, we strive to provide the most effective solutions and remain at the forefront of the industry,” said Darin.
“Proper preparation and maintenance are key for any roadway, and we make sure to be a part of both with all our customers.”
– Darin Stene, Green Earth Road Spraying
Understanding calcium chloride
Green Earth Road Spraying uses a calcium chloride base stabilization to harden a road surface to reduce rutting from heavy traffic. It also reduces surface erosion and sedimentation, improves safety on the roads by reducing dust, raveling and wash boarding and lessens costly frost penetration. There are also different types and mixes of calcium chloride, some of which are less corrosive on roads compared to traditional de-icing rock salts, and others that are designed for roadways with little or no clay in the aggregate.
Darin and Tina’s dedication to their clients helps them stand out from competitors. Green Earth Road Spraying provides start to finish services and goes above and beyond to establish a strong relationship with customers. Due to the increasing demand, there is no shortage of work to go around. However, it can be difficult to schedule all the clients because Mother Nature sometimes has different plans.
Supply chain issues have also been a concern for the company. They have had trucks down for close to year while waiting for parts to arrive. Even now, they have several parts on backorder that are needed to repair trucks essential to business.
One of Green Earth Road Spraying’s units
Being part of the Saskatchewan Heavy Construction Association has been helpful to the company. SHCA provides excellent training and advice for those in the industry. Making connections and being able to phone others in the industry who have important information is extremely beneficial.
As family-run businesses, both Triple S Transport and Green Earth Road Spraying understand the importance of a healthy relationship with customers. Whether it is delivering goods from coast to coast, or providing much-needed road maintenance work, you can count on both companies to provide excellent service.
To celebrate 75 years in business, Redhead Equipment raised more than $166,000 for Ronald McDonald House Charities Saskatchewan
By Craig Slobodian, Redhead Equipment
In conjunction with Redhead Equipment’s 75th business anniversary, the company held its first annual Redhead Equipment Heavy Hitter Charity Classic on Monday, June 12, at Wascana Country Club. Through our 11 locations, we do business in every community in the province and beyond. When choosing a charity to partner with, we look to find one that can benefit every one of those same communities.
This year, we chose to partner with Ronald McDonald House Charities Saskatchewan; their CEO, Tammy Forrester, shared plans to build new houses in Regina and Prince Albert.
The golf tournament brought together individuals and organizations from all walks of life, united in our shared commitment to make a difference in the lives of those who need it most.
Our marketing department put together a first-class experience for the 136 golfers who attended. Our staff and volunteers also did a great job making everyone feel welcome and kept everything running smoothly.
Our suppliers stepped up and supported the tournament with both donations and attendance. Many customers also attended the tournament. The support from suppliers and customers was incredible and we thank them for their support.
Wascana Country Club made the event special with great service, great food and a meticulously maintained course. This provided a remarkable experience that will be treasured by all who participated.
Throughout the day, we were able to raise $78,000 for Ronald McDonald House. Through the generosity of the Redhead and Wallace families, Redhead Equipment matched those funds for a total donation of $156,000!
One of our customers was inspired by the day’s events and donated $5,000 the following day. Redhead Equipment matched this donation as well, so the new total is $166,000!
It was a great way to celebrate 75 years in business and we are grateful to everyone involved.
Thank you to our customers, suppliers and staff for 75 years in business! Our success depends on you and because of you, Redhead Equipment is able to give back to the communities that support us.
Safe, reliable transportation infrastructure is not just “nice to have” in Saskatchewan, but it’s how our province competes in the global market, ensuring the people of the province enjoy a high quality of life.
That message was delivered by Highways Minister Jeremy Cockrill when he spoke at the Saskatchewan Chamber of Commerce’s Business Conference in May. His presentation, “Transportation: Sharing Saskatchewan’s Food, Fuel and Fertilizer with the World,” explained what was contained in the latest budget to develop that transportation infrastructure and how earlier commitments had been fulfilled.
Saskatchewan’s transportation infrastructure allows it to meet the world’s needs by safely and efficiently shipping our commodities from agriculture, mining and forestry to the world at competitive rates. Saskatchewan ships to 165 countries around the world and in 2021, the province exported a record $37 billion in goods, Cockrill explained.
Highways Minister Jeremy Cockrill
He said his government recognizes the need for shippers to have timely and predictable access to markets, and that most of what is produced here travels south to the U.S., east to Manitoba or west to B.C., making our relationships with other provinces vital. A memorandum of understanding between Saskatchewan, Alberta and Manitoba was signed in April to strengthen economic corridors that support our supply chains. “Our cooperation makes Canada better,” said Cockrill.
The MOU commits the provinces to investing in and joining solutions to improve highways and rail networks, he said. The three provinces will cooperate to encourage the federal government for infrastructure funding and national supply chain solutions and harmonize regulations to support businesses, industries and shippers.
Growth is his government’s “north star,” said Cockrill, and that growth benefits all in the province. He said his government has its books in order and was able to retire $1 billion in debt when other governments have not because of the bounty Saskatchewan is fortunate to enjoy. Cockrill also highlighted what the latest provincial budget contained for investment in Saskatchewan’s transportation network, saying it is about more than kilometres of highway. It’s about what that network means to the people, businesses and communities of the province.
The transportation network includes Saskatchewan’s 26,000 kilometres of highways, but also bridges, culverts, ferries, ice roads, gravel roads and more. Then, there are the municipal networks operated by municipalities. The province’s transportation network is “an incredible asset” built by the people of the province, said Cockrill, including the men and women who work for the Ministry of Highways who are very proud of how they contribute to that network connecting people and goods. He said they work hard every day to make that network safe, efficient, reliable and sustainable.
The $422 million his ministry is investing in capital projects this budget will support economic growth and that benefit flows to all in the province, Cockrill said. The overall capital budget is smaller than previous years because a two-year stimulus program that saw the province release $300 million in new highways projects ended in 2022. That stimulus program saw investments in hundreds of kilometers of thin-membrane surface highways, numerous highway passing lanes, community airports and more.
Cockrill referenced Saskatchewan’s Growth Plan, saying his government is now in the fourth year of that plan, which committed the government to improving 10,000 kilometres of highways over a decade. After this year, it will be ahead of schedule, Cockrill said.
Saskatchewan’s transportation infrastructure allows it to meet the world’s needs by safely and efficiently shipping our commodities from agriculture, mining and forestry to the world at competitive rates. Saskatchewan ships to 165 countries around the world and in 2021, the province exported a record $37 billion in goods.
Major projects this budget invests in include beginning construction of twinning projects near Rowatt and Corinne on Highways 6 and 39 between Regina and Weyburn. There is the construction of passing lanes and widening of Highway 5 from Saskatoon to Highway 2 and planning for construction that will extend twinning on Highway 5 east of Saskatoon to support traffic going to BHP’s new facility. Upgrades are being made to Highway 15 east of Kenaston between Highways 11 and 2. Then, there is the planning for the third phase of the Saskatoon Freeway functional study.
Safety is a major focus of work being done by the Ministry of Highways and Infrastructure. Cockrill pointed out that it has been five years since a bus carrying members of the Humboldt Broncos hockey team was struck by a semi-trailer, killing 16 people and injuring 13. After that incident, an engineering review was completed, resulting in 13 recommendations to improve safety at the intersection of Highways 35 and 335, where the crash occurred. Work to implement all those recommendations will be completed this year.
Other intersections and road safety matters also got attention and investment at the conference. This year, the government will have fulfilled its commitment to spend $100 million over five years to work on turning lanes, streetlights, flashing warning lights, rumble strips, crosswalks and sightline improvements. This work often had a big impact on communities, Cockrill said. Other contributions to improving safety include spending millions on pavement marking, increasing the budget for signs and ditch mowing.
Almost $63 million will be spent to repair and rebuild bridges and replace over 100 culverts across Saskatchewan. Major bridge projects include replacing the Montreal River Bridge on Highway 2 in the La Ronge area as well as rebuilding the Highway 6 bridge over the Ring Road at the south end of Regina.
Cockrill encouraged those present at the conference to learn from an example out of Moosomin for “how to get stuff done” in the province. Moosomin’s airport needed improving so the air ambulance could land on the runway, which was too short. So, patients were being transferred by ambulance to Virden, Man., where Saskatchewan’s air ambulance could land.
Many residents from the Moosomin area worked together to stay in contact with the Ministry of Highways and Infrastructure office to explain their situation. A partnership was formed in the area between various municipalities as well as a local employer, Nutrien, which the province joined to provide $1.3 million to extend the runway.
Cockrill encouraged communities and regions who have a project to discuss with government to contact him about their concerns to make him aware of the opportunity to meet. He said this budget provided urban municipalities $6.6 million and rural municipalities $15 million to support their transportation needs.
Cockrill spent some time explaining the investment being made in northern Saskatchewan and its significance. He said this budget invests $89.4 million to build, operate and maintain the transportation system in northern Saskatchewan, including gravel road improvements on Highway 924 northeast of Green Lake and continuing to work on Saskatchewan’s portion of the Garson Lake Road. A one-time investment of $6 million for gravel work and brush clearing supports the northern population and the province’s forestry industry, which Cockrill said is an important sector for the province that is poised to grow because of private investment.
He said because the provincial highway network is the largest per capita in the country, the ministry must maximize how long those assets are in use. There is 230 kilometres of repaving to be done all over the province and other work is being done to more than 600 kilometres to extend the life of those highways, Cockrill said.
The growth Cockrill sees in the province is exciting and investing in infrastructure is an important factor in that growth. The economic prosperity has allowed the government to invest in twinning highways, safety improvements and northern roads while providing support for municipalities – all while paying down the provincial debt. The growth is attracting people to locate in Saskatchewan, Cockrill said, because of the province’s opportunities and affordability.
Cockrill and Prabha Ramaswamy, the CEO of the Saskatchewan Chamber of Commerce, were asked questions by some in the crowd during the conference. Cockrill was asked what was being done with Saskatchewan’s transportation network to ensure the agriculture and mining sectors remain competitive.
He emphasized the importance of safety improvements, including passing lanes that allow producers to move equipment while others commute between communities. The government is advocating for more prairie voices on the board for the Port of Vancouver because so much of what is produced in this province must be exported through that port, Cockrill said. He also pointed to his government receiving intervenor status after gateway improvement fees were introduced at the Port of Vancouver, saying those fees unfairly penalize bulk shippers in the province.
Finally, Cockrill was asked what the provincial government is doing to promote sustainable transportation. He again pointed to the investment in northern Saskatchewan, saying many northern communities have a single road to get in and out. Recent fires in that part of the province demonstrate the need for people to be able to get out when they must. Investing in flood mapping is another way the province helps prepare communities.
As for electric vehicles, Cockrill pointed out that the gas tax is a source of revenue for the province to be able to maintain highways, although what is spent on highways exceeds what is collected. The government implemented a fee to ensure that as drivers transition to EVs, the revenue generated by the fuel tax was replaced. The private sector is stepping up to add charging stations along highways, he said.
Someone else asked about innovative construction materials for highways and roads. Cockrill described a surface treatment for gravel roads, but said for highways, there doesn’t appear to be a silver bullet. That being said, they continue to work with consulting engineers to ensure highways are built properly so they last longer.
