April 24, 2024 | The Willows, Saskatoon, Sask.
Photos by Keith Hershmiller Photography
SHCA Northern Golf Tournament
Thursday, May 30, 2024 | Dakota Dunes Golf Links | Whitecap, Sask.
Photos by Keith Hershmiller Photography
Member Benefits
How to play the game – and win!
Football fans know that the view of the game is much different up in the stands compared to what you can see on the sidelines of the field.
Football coaches know this even better. The value of having an eye in the sky to have a view of the entire field can be exactly what some coaches need to figure out a way for their team to win. Having someone in the booth to call plays based on that vantage point can make a big difference in the outcome of their team’s game.
Getting a different view of the field can be advantageous when running a business, too, but that can be easier said than done. Running a business can take up so much time and attention, and it can be hard to find the occasions and resources to get an accurate perspective about what is happening beyond the business.
However, it is crucial for the success of the business to pop your head up, look around and observe, to get a view of what is happening on the field. Seeing beyond what is immediately going on can give the perspective a business owner needs to find solutions to overcome current challenges and recognize issues that are on the way.
The easiest way to get an in-depth view beyond the day-to-day activities of a business is to be a member of an industry association, such as the SHCA. An industry association has a view of the broader industry and more, and is set up to share that outlook with members to help them be more successful.
Industry associations provide important context to their members who are trying to understand and cope with the forces and challenges each of them encounters in business. Those forces and challenges could be understanding evolving customer interests, navigating human resources and labour issues, securing valuable partnerships or any one of the many complex and evolving situations a member might find themselves in.
Getting a team on the field
SHCA members run businesses that are about more than building roads and infrastructure. These businesses contribute to building the economy. Collectively, the businesses that make up the heavy construction industry add more than $6 billion to Saskatchewan’s gross domestic product, supporting tens of thousands of jobs and providing $1.5 billion of income.
These figures come from the most recent economic impact analysis that was done by Praxis for the SHCA. Research like this benefits the industry and members by establishing the scale and significance of the work they are doing.
Collectively, the businesses that make up the heavy construction industry add more than $6 billion to Saskatchewan’s gross domestic product, supporting tens of thousands of jobs and providing $1.5 billion of income.
Research lends added credibility to members’ interests and experiences, but it also serves customers of the industry by helping them better understand it and the businesses that form it. Other research, such as collecting and analyzing data that can help the industry come up with answers and propose influential solutions for major economic challenges, is also important.
An example of this was the work done to produce the Canada West Foundation (CWF) report titled From Shovel Ready to Shovel Worthy: The Path to a National Trade Infrastructure Plan for the Next Generation of Economic Growth. That work was done through a collaboration between the Canada West Foundation and the Western Canada Roadbuilders and Heavy Construction Association (WCR&HCA), along with other national industry associations and business organizations.
Having access to the major leagues is possible through a membership with the SHCA. Becoming an SHCA member automatically provides an integrated membership to the WCR&HCA as well as the Canadian Construction Association (CCA), both of whom were a part the Shovel Worthy report and advocacy.
Getting in the game
The Shovel Worthy report was developed to get it in front of and be seriously considered by the federal and provincial governments as a plan for how Canada can return to its place in the top 10 of global trade infrastructure rankings, which is needed to restore the confidence of Canada’s trade customers.
Getting in the game and playing the best game possible is more likely when one deeply understands the sport. All governments have competing interests and concerns that must be addressed, as well as their own policy priorities. They have a process for advancing priorities and those who can best engage in the process will have their voices heard. Those who choose not to engage will have no say in decisions that could fundamentally impact their ability to do their job.
There is more success to be found playing as a team than going solo. The SHCA brings a voice on behalf of its members to key stakeholders and decision-makers. The association advocates on behalf of members who in turn benefit when their businesses grow.
The SHCA currently has several active working groups with the Ministry of Highways and the Water Security Agency, the Association of Consulting Engineers of Saskatchewan, the Saskatchewan Association of Rural Municipalities, the Saskatchewan Urban Municipalities Association, including: the Roadway Technical Committee, the Contract and Specification Committee, the Safety Committee, the Best Value Procurement Committee, the Bridge Construction Committee, the Urban Committee, the Rural Committee, and the Sand and Gravel Committee.
The SHCA has also been on the board of the Saskatchewan Common Ground Alliance, where the association joins the ranks of the major Crowns as well as major mining and development companies. The SHCA also participated on the board of directors for the Saskatchewan Center of Excellence of Transportation and Innovation at the University of Saskatchewan. Once a year, the SHCA also meets with the federal members of parliament to talk about the importance of infrastructure on a national level.
Learning the sport
There are also opportunities for players to learn to play at a higher level and find more opportunities to put points on the board. Each player in the game is going to perform better when they dedicate themselves to learning the sport. This begins with knowing the most current information and status of government regulations, specifications and legislative changes affecting the industry.
The SHCA provides all current members with updates with the most recent information available. Delivered daily are e-news and tender information notifications. These notifications include information about the association events, news updates and technical notices for all members.
Strong players know who is who and what is what when it comes to their sport. The SHCA produces a popular rental rate guide, which is the definitive reference tool used by both the user and purchasers of SHCA’s members’ services. This guide can be accessed electronically, which makes it even more useful. While it comes out annually, the SHCA knows people are using it daily to inform and connect them to the people and services they require.
At least five times a year, members are invited to gather and network with others in the industry. At these events, such as the annual general meeting and the new Infrastructure Summit, speakers share valuable knowledge and viewpoints that will help members as they consider and conduct their own business. Each year, the calibre of speakers and events keep increasing.
Think BIG also continues to be a great tool for getting the industry’s messages out to the people and government. Through this publication, the SHCA promotes their vision, mandates and services, providing members with information related to what’s happening not only in Saskatchewan, but around the world.
Between Think BIG issues, the association’s social media accounts keep members and the public up to date about the latest industry developments. Follow SHCA’s Facebook and LinkedIn accounts to be notified about training opportunities and events, and see the industry and the people working in it celebrated.
Being a member also provides access to networking opportunities. At least five times a year, members are invited to gather and network with others in the industry. At these events, such as the annual general meeting and the new Infrastructure Summit, speakers share valuable knowledge and viewpoints that will help members as they consider and conduct their business. Each year, the calibre of speakers and events keep increasing.
It is important to consider who else attends these events. The SHCA has formal opportunities to listen to and be heard from, such as the panel of guests hosted from SaskBuilds, Priority Sask and the Ministry of Highways at SHCA’s 2024 spring meeting to talk about capital budget planning and procurement.
There are informal opportunities as well. Governments and key stakeholder groups often have their representatives attend SHCA events, such as the annual industry summit, giving members an opportunity to meet and casually discuss their interests.
Developing players
High-performing players also need to be strongly skilled and well-conditioned. That is where education and training come into the picture in helping members become high performers. The SHCA works with those who develop and provide education and training opportunities, so members and their employees have the skills and knowledge they need to be at the top of their game.
For example, the SHCA collaborates with the Asphalt Institute, which provides full days of training, such as the paving inspector certification session. Ministry of Highways officials have attended those sessions to explain why the ministry is making such training a mandatory requirement for paving crews working on their projects.
Think BIG also continues to be a great tool for getting the industry’s messages out to the people and government. Through this publication, the SHCA promotes their vision, mandates and services, providing members with information related to what’s happening not only in Saskatchewan, but around the world.
Watch SHCA’s social media to learn of upcoming opportunities to participate in training sessions. In June, SHCA’s sessions provided information and insight into procurement and contracting, contract law and risk management as well as Construction 101, which is training for introducing people interested in construction to the industry.
The SHCA also shared and supported opportunities for longer training courses to qualify people for careers in the industry. For example, there is the 36-week Heavy Equipment & Truck & Transport Technician Certificate program available through Southeast College in Estevan, which gives participants basic training in two high-demand mechanical trades at the same time as a heavy-duty equipment technician or transport mechanic.
To continue to develop players, coaches must keep adding people to the roster. They must send the message to those not yet in the game that they would enjoy playing and be welcomed onto the team. The SHCA actively encourages people to consider careers in the industry, working to demonstrate that heavy construction is a viable option for women, new Canadians and others who may wonder if they are a fit.
Practice how you play: how members can get make the most of their membership
How you practice is how you play. Approaching practice as an opportunity to strategically develop technically, mentally and socially will prepare SHCA members to play a stronger game. The benefits and resources offered by the SHCA empower members to stay competitive, adapt to industry changes and thrive in their market.
Those who are in business know they must invest money, time and energy to give the business the best chance at success. Investing time and effort to participate in what the association has to offer will also return a result.
There are many functions and services provided to the membership. Several have already been described, but another to take note of is SHCA’s affinity program. There are several opportunities for members to benefit from discounts on office supplies, work site supplies, shipping services, tires, and access to communication services and meeting facilities.
However, for the association to be as strong as it can be, members need to be active, engaged and involved. It takes a strong team to come together to bring forward ideas and information to formulate plans and put them into action. It requires people showing up in person to engage with one another to build the relationships needed to advance the industry’s interests.
The Industry Beyond Road Building
What falls under the category of heavy construction?
Highways, roads and parking lots are just a portion of the list of infrastructure being built by the heavy construction industry, which means there is a significant opportunity for the SHCA to grow its membership.
The SHCA is over 200-members strong, but there are more businesses out there that the association would like to reach and welcome. Broadening the scope of members to represent businesses in all aspects of the industry will help build more connections in heavy construction, which is necessary to ensure the continued vitality of the association.
The board of the SHCA as well as its president, Shantel Lipp, are discussing the opportunity that exists to grow the membership. They are interested in hearing from businesses about the value of their SHCA membership, and are determining how to broaden and promote the appeal of being a SHCA member.
When a new commercial or industrial site needs to be prepared and excavated, that falls within heavy construction. So does the construction of sidewalks, curbs and gutters. Being clear about the types of work being done by those in the industry will be important to be able to attract and represent a broader membership.
To identify what types of businesses form the heavy construction industry, the association looks to Statistics Canada information as well as the road construction and earthwork rate code used by the Saskatchewan Workers’ Compensation Board.
Dirt, gravel, concrete and asphalt often come to mind with heavy construction, but what about water, trees, air and more? There is work around water infrastructure, such as dams, irrigation structures, hydro-electric and water diversion tunnels, water and sewer lines, water drainage and irrigation ditches, minor bridges and ice harvesting, all of which is considered heavy construction.
Logging and silviculture operations as well as businesses in landscaping, tree trimming, park development, tree thinning, compost, land reclaiming and lawn sprinkler installation are all within the WCB R code that classifies heavy construction. Land clearing, brush cutting and stumping are in there too, as are peat moss production and hauling.
Airports and airfields are another type of project done by heavy construction companies. There are those using cats and bobcats to do dirt work as well as backhoes to excavate cellars, basements and foundations. Those who work in gravel – crushing, hauling and stockpiling it – as well as claypits would qualify as well.
Then there are wires, pipes, cables tanks and more that is underground to think about. Trenching for wire conduits, plowing and directional drilling to install cable line falls into this code. Horizontal or augering services and boring services do too, as does septic tank installation. Pipeline construction, including gas lines and maintenance, repair, testing and stringing is heavy construction. Powerline and telephone line construction, maintenance and removal (other than the provincial government and SaskPower) qualify too.
Painting roads and parking lots falls in the WCB’s R code, as does maintaining, sanding and scarifying parking lots and roads. Equipment rental and incidental maintenance with operators, including cranes, as well as pneumatic concrete pumping and mudjacking are in the code too.
Moving buildings and shredding tires might not be obvious, but they are a part of heavy construction. Corral and feed lot cleaning as a business, as well as manure spreading, mowing of the right of way and custom rock picking are there too. So is railway construction and removal.
The SHCA is member-driven, so even before these future members have joined, their interests are being considered so the association can provide the best representation, advocacy and services to the industry as a whole. These future members can be located anywhere in Saskatchewan and can be large or small companies.
Those who are looking for an association to join to find someone to represent their interests, advocate for them and offer services that benefit their business are invited to contact the SHCA to learn more about how the association can benefit them and to share what they would like to gain from being part of an industry association.
From Hamlet to Big City
McDougall Auctioneers: successful auctions, liquidations and consignment sales across North America
The hamlet of Langbank was the backdrop of what would eventually become one of the largest auction houses in the country. In 1982, brothers Terry and Loren McDougall began holding farm auctions in their hometown in southeastern Saskatchewan, and before long, they were doing 30 farm auctions a year. In 1985, Loren decided to move to Regina to pursue commercial auctions as well as farm auctions.
Today, McDougall Auctioneers has upwards of 90 employees with facilities in Regina, Saskatoon, Brandon, Winnipeg, Edmonton, Toronto and Montreal. It is one of the leading auctioneering and appraisal companies in Saskatchewan and has developed a solid reputation for reliable appraisals and for successful auctions, liquidations and consignment sales.
Chad Guay, vice president of sales, says the company stems from humble origins, with consignment sales in various industries and has grown and developed into a broad spectrum of categories ranging from commercial equipment, business inventory and liquidations to real estate and industrial equipment.
“Regina is still our headquarters, and I would say that a lot of our sales still come from the Regina office. We just started Alberta about two years ago. Does Alberta have the potential to surpass Regina? It might someday because there’s much more equipment. That being said, Toronto has a lot of equipment, so that could become more important. But as of right now, Regina is still the predominant leader in our locations,” said Guay.
He says that McDougall is pleased to be an SHCA member and has managed numerous auctions of heavy equipment in the province. Most construction auctions are usually in the $6 million to $7 million range, but the company has had sales of up to $20 million. However, that large of a sale is rare, as a company with that value of equipment would likely be merged or acquired into an existing company rather than sold piecemeal.
Online auctions provide the company with the option to sell equipment where it sits. This enables McDougall to serve customers in remote locations as well as urban centres, regardless of whether or not McDougall has a physical location there.
The biggest change in the industry has been the development of online auctions. Guay says McDougall was a pioneer in this development and introduced its own software in 2011. At that time there was no commercially-available online auction software, so the company had to develop its own, which McDougall maintains.
“Loren was the first one in Canada to use online bidding,” said Guay. “He always jokes around that he should have patented it, as he ended up paying for the software, which made quite a big difference. There are lots of other auction houses out there that use software that is not their own and there will be thousands of companies using that software. We use our own bidding software on our own website.”
Online bidding has continued to increase in popularity since its inception and the COVID-19 pandemic accelerated this approach. As each generation becomes increasingly attached to virtual events, the demand of in-person auctions has diminished. In fact, Guay says McDougall has not held an in-person auction since 2018.
“It’s hard to get people to commit to an entire day for a sale, let alone a five-day sale,” said Guay. “Right now, we are prepping for a five-day sale and it’s almost impossible to get people to commit to attending a sale that is that long. People just don’t have the time or attention to attend that long of an event.”
Online auctions provide the company with the option to sell equipment where it sits. This enables McDougall to serve customers in remote locations as well as urban centres, regardless of whether or not McDougall has a physical location there. In the case of heavy construction equipment, which can come with a steep price tag, Guay says the company makes every effort to ensure that buyers have every tool at their disposal before making a decision. That means providing photos, pertinent information and, if necessary, buyers can still come in-person to see the equipment first-hand.
“We take about 75 pictures per asset, and we also have video. Obviously, our video of a backhoe is the backhoe driving forwards, backwards and lifting, but it doesn’t show it digging a hole or a ditch, but you can see if it works or not,” he said.
The other recent significant issue for the heavy construction industry has been high prices due to supply chain issues. As new equipment was difficult to obtain, the demand for used equipment has grown considerably, leading to increased prices at auction sales. Although this appears to be levelling off, Guay says that the numbers will likely remain strong for the coming months. With oil and gas prices remaining high, and U.S. shale oil production on the rise, the demand for equipment should continue.
With online bidding now the norm, the number of international buyers has also been increasing. Even with shipping costs, Guay says the company is selling equipment to buyers from as far away as Pakistan and the United Arab Emirates. McDougall will help facilitate the shipping, but the buyer is ultimately responsible for making their own arrangements. Although there are a number of auction houses in the province, Guay says that McDougall stands apart because of its transparency.
“Anyone can be an appraiser, or sales broker or an auctioneer,” he said. “However, not everyone is transparent, or they won’t back up their appraisals with proposals. We pride ourselves on doing that. When we jot a number down, we’ll back it up.”
Guay says that the company also provides plenty of advice and counselling to customers, especially those who have not gone through an auction process before. There are also various issues and circumstances that can come up and customers often turn to McDougall for their suggestions. “We pride ourselves on providing an answer. A lot of people don’t know what to do in certain situations, so we like to consult as best as we can with the skill sets we have available,” he said. Over the years, the company has been involved in several unique auctions. For example, it auctioned vehicles from the popular television series, Corner Gas, and it sold the giant Saskatchewan Roughriders sign that was removed from the old Mosaic Stadium in Regina.
As for the future, Guay says the company intends to concentrate on expanding its Alberta operations, increasing its presence in Ontario and Quebec, strengthening its market share of the agricultural sector on the Prairies and potentially expanding into the U.S.
Labour Shortages: The Saskatchewan Problem
Building the Workforce for a Growing Economy: The Saskatchewan Labour Market Strategy lays out the province’s response to its ongoing labour shortage
More people are working and living in Saskatchewan than ever before, and the province has experienced significant growth in sectors including agriculture, mining, energy, construction and manufacturing.
However, this growth has also led to workforce shortages and skill mismatches, which are obstacles to the province’s sustained economic development. A recent report calculates that the cost of 4,000 unfilled jobs in Regina alone represents close to $500 million in lost GDP each year.
Building the Workforce for a Growing Economy: The Saskatchewan Labour Market Strategy, announced by Premier Scott Moe this past March, was developed by the Government of Saskatchewan to set out a framework for addressing these labour market challenges in the province’s rapidly expanding economy, outlining how the province is addressing these challenges.
Premier Moe introduced the strategy with his own one-page summary and message:
With record capital investment and one of the most sustainable and highly competitive business environments in the world, Saskatchewan is growing at its fastest rate in the last century…. This remarkable growth, fuelled by tens of billions of dollars in new investment and explosive growth in the value of Saskatchewan exports, has led to the creation of tens of thousands of new jobs and one of the lowest unemployment rates in the country. As the provincial economy continues to thrive, it is important to have a workforce that aligns with the needs of Saskatchewan’s labour market. The number one challenge employers are facing as a barrier to the continued rate of growth in our province is developing a labour force that maintains pace with the opportunities our economic success is creating…. To address the immediate and critical workforce shortages, the labour market strategy provides a blueprint to ensure we capitalize on the existing and emerging opportunities.
The 32-page document describes strategic investments, partnerships and broad policy interventions, and lists dozens of specifically targeted programs and the money being spent to implement them, recognizing the need for a skilled workforce across diverse industries to meet the province’s evolving economy. It focuses on the need for collaboration among government, industry, educational institutions and other stakeholders to enhance workforce skills, promote inclusive economic participation and align labour supply with demand to foster economic growth and prosperity.
Tailoring programs to equip workers with the skills they need
The strategy begins by summarizing current labour market trends, including demographic shifts, technological advancements and industry-specific demands, noting that by understanding these trends, the province’s policymakers are better able to tailor programs that will equip workers with the skills they’ll need for emerging industries. Programs include vocational training initiatives, apprenticeship support and lifelong learning opportunities.
The strategy emphasizes that collaboration with industry stakeholders is essential, and that fostering partnerships between education providers and industry to identify current skill gaps, inform curriculum development and facilitate work-integrated learning opportunities will ensure that graduates are equipped with the skills the labour market needs.
It recognizes the need to attract and retain skilled talent both from other parts of Canada and internationally, and acknowledges the need for advancing credential-recognition services, so that newcomers to Saskatchewan can work in their chosen professions and in the jobs they’ve been trained to do.
Another priority of the strategy is to remove systemic barriers to employment for underrepresented groups in the workforce. By emphasizing training initiatives, upskilling opportunities for in-demand jobs and other supports for First Nation and Métis communities, women, newcomers, persons with disabilities and the unemployed and underemployed, the strategy aims not just to promote inclusivity and diversity, but also to tap into a broader talent pool to alleviate the labour shortage.
“When you read through the report, it sounds very optimistic, but when you go and talk with employers, I don’t see it connecting as much as it should be.”
– Rosalie Hughes, Hughes Recruitment
Recognizing that programs and policies that create a supportive ecosystem for innovation and entrepreneurship will help to diversify and grow the province’s economy, it also includes initiatives to support startups, attract investment and commercialize research and development. The strategy, emphasizing the importance of regional development, includes targeted initiatives to support economic growth in rural and remote communities, as well as some that specifically address the challenges faced by particular regions.
It notes the importance of establishing key performance indicators that track the effectiveness of its various programs to assess outcomes related to skills development, employment and economic growth, and make informed decisions and adjust its approach as needed.
Too many talented people are unemployed or underemployed
Although targeted supports are available to help Saskatchewan employers recruit, train and retain their employees, including the Saskjobs.ca job board, “there still needs to be a better bridge between the programs and employers for them to feel the effects of them,” said Rosalie Hughes, founder and CEO of Hughes Recruitment, a Saskatoon-based executive search, trades, labour and high-volume project recruitment and consulting firm. “When you read through the report, it sounds very optimistic, but when you go and talk with employers, I don’t see it connecting as much as it should be.”
There are provincial supports for various demographic segments of the population, but too many talented people are still unemployed or underemployed, she says. “Saskatchewan is not as progressive as some other provinces” in terms of flex-work, for example, adding that “a significant proportion of the province’s labour shortage is due to its aging population.”
About 700,000 of the four million Canadians who work in trades are set to retire by the end of the decade, according to Employment and Social Development Canada. However, people who have retired or are nearing retirement might want to work part-time, she says, and parents of young children may have “half-time availability” if they could find suitable daycare arrangements.
“There’s still a huge gap,” Hughes says, to be bridged between provincial accreditation and newcomers with out-of-province or international education, credentials and experience. “There’s a lot of great talent out there,” said Hughes, “and companies in the province are becoming more understanding of the backgrounds of people coming into the workforce – international, Indigenous, women.”
She says she is starting to see employers offering part-time work as well as paid parental leave for both women and men in formerly male-dominated industries like construction, “which wasn’t as much a consideration in the past,” and training and encouragement for previously underrepresented groups much earlier in the school system for trades, construction and mining.
“People in Saskatchewan are very passionate about mentoring in these areas,” she said. “There has also been a lot of headway made in the province on what reconciliation means as a commitment, even in employment practices.” Many of Hughes’ own clients have participated in the Saskatchewan Indian Institute of Technology’s work-shadowing program.
Headway made on what reconciliation means in employment practices
The labour shortage is impacting all businesses, but especially smaller contractors, who don’t have as much flexibility,” said Hughes. “Ideally, we look locally first [when recruiting], but now talent comes from all across the country. It’s creating a lot more travel to execute the projects on time, which has a huge impact on the budgets. Companies now may have a strategic relationship or joint venture with someone who might have been a competitor before, just to be able to staff a project.
“Candidates are looking for something out of the experience, as well. People don’t just want to work for a company anymore, they truly want to work for more purpose. Compensation is important, but it’s pretty standard across industries, so it’s the little perks and little pieces of flexibility that go a long way. Companies that are doing well have a clearly defined employer value proposition, speaking about their values and drawing people into their values.
Small businesses that can create that culture and genuinely care for their employees don’t have as much trouble attracting real talent because they treat people well and their employees tell everyone about that.”
Safe Spaces
Making changes to ill-fitting PPE and workplace culture benefits both men and women in construction careers
There has been much dialogue regarding women in construction and advocating for changes in the industry, especially when it comes to personal protective equipment (PPE) and workplace culture.
What if improvements in both these areas were long overdue regardless of gender?
PPE
Updated 2023 legislation in Ontario states, “Personal protective clothing and equipment that is provided, worn or used shall be a proper fit, having regard to all relevant factors, including body types.” This legislation was introduced with women in mind, but wearing proper fitting PPE is in everyone’s best interest. Think about this regarding safety glasses, fall protection harnesses, gloves, ear plugs and more.
It is common to find “one-size-fits-all” PPE on a project site, but all men are not six feet tall and 200 pounds, either. It isn’t just about donning the safety equipment, but protecting the worker from the hazard of the task at hand.
Safety protection is not one-size-fits-all, yet often the gear on site is one size only.
Have you ever spotted someone with safety glasses sliding down their nose, harness shoulder straps falling off, gloves that are too big or ear plugs falling out while they work? Each one of these scenarios creates its own safety hazard. Safety protection is not one-size-fits-all, yet often the gear on site in one size only.
How do employers end up with ill-fitting PPE on site? Most often, the culprit is lack of education. In many situations, the person who is tasked with ordering the company’s PPE may be doing this as “another duty as assigned” and has never been properly trained in its requirements. If this sounds familiar, don’t hesitate to reach out to a health and safety firm to wade through this unknown (and often confusing) territory.
Workplace culture
Construction culture has come a long way since the days of catcalling, hand gestures and politically incorrect comments directed at co-workers, but there is still some work to do. The construction environment has not always been kind or healthy to all men on site. Often, the people who are carrying out any “teasing” at work believe that it’s part of a “tough love” approach.
However, it’s 2024, and this “tough love” approach does not have a positive impact. For men who are on the receiving end of workplace teasing, ask them if they enjoy coming to work every day. Most often, their response is, “No, I [expletive] hate it.” When it’s projected that the Canadian construction industry will be short by almost 300,000 workers by the year 2032, does it really make sense to drive away the good talent it does have? The same applies to women on site.
When a male worker makes remarks to female workers such as, “Hey, get back in the kitchen,” or, “We’re the muscle, she’s just the eye candy,” please speak up. Become the ally who is needed to make this sector more inclusive. Men who notice that when sitting at the boardroom table, every time a female co-worker starts to speak, someone cuts her off, please be the ally who says, “Hold on, I’d like to finish hearing what Rose has to say and then we can move on to you.” As a man or woman who witnesses a man receiving unwelcomed comments, be the ally that they need.
People need to come together collectively to speak up about negative behaviour. Only then will the changes needed throughout this industry start to be seen. This can be difficult or uncomfortable to address, but what is accepted becomes the culture.
As an employer or supervisor, if this sounds familiar, it may be time to get the house in order. It’s expected that Canadian provinces will be ramping up legislation to address workplace harassment in the near future. There are many benefits to an inclusive workplace. How is better talent attraction and retention, higher employee engagement, increased innovation and creativity, and enhanced decision-making not good for business?
While addressing certain problems in the construction workplace may be framed as accommodating women in the industry, the fact is that these safety and cultural changes are what’s safe and healthy for everyone on a work site, regardless of gender.
Susan Carey is the president of BuildSafe – Construction Safety Services Inc.
Canada’s Construction Sector Rallies for Reform
Spotlighting current and potential issues in the industry
With an ongoing national housing crisis, the government’s prioritization of a low-carbon economy and the mounting workforce shortage, Canada’s construction industry is in the spotlight.
Representing more than 18,000 member firms, the Canadian Construction Association (CCA) is capitalizing on the political attention to advocate for strategic investment and policies that will support rather than hinder efforts to build a stronger Canada.
Building beyond housing: CCA’s advocacy push
While Canada’s Housing Plan formed the centrepiece of the 2024 Federal Budget, the industry was left disappointed by several significant missed opportunities, including:
- Next steps for the National Infrastructure Assessment
- Investment in corresponding infrastructure for every new home built
- A long-term plan to fill the gap in trade-enabling infrastructure
- Modernization of procurement strategies to support shared risk
- Meaningful collaboration with provinces, municipalities and industry
Estimates by the Federation of Canadian Municipalities indicate that each new housing unit requires $107,000 in public infrastructure investment, which means an additional $128 billion is needed to build, support and connect these homes to essential housing-enabling infrastructure. This represents a major shortfall in investment. The focus on measures to ease lending for homebuying and rezoning may only serve to exacerbate demand in the long-term with no real vision on how to increase supply.
CCA voiced these concerns at its Meech Lake meeting in May. This meeting is a chance for industry experts from across Canada to connect with senior federal government officials to discuss critical issues affecting the industry. By working together with the Government of Canada, the construction industry can continue building resilient and sustainable infrastructure for the benefit of all Canadians.
The second of these biannual meetings is scheduled for the fall to provide another touchpoint ahead of CCA’s annual Hill Day in November. Last year’s Hill Day was CCA’s most successful yet, with close to 100 industry experts meeting with parliamentarians from all parties and regions to champion construction, and reaffirm the value of the industry to Canada’s economic growth.
Awareness to action: construction’s progress on net zero objectives
CCA released an update to its 2021 Strength, resilience, sustainability white paper in June. This broader report highlights the progress made by industry, explores the links between climate risk and infrastructure decisions and discusses the path forward in confronting the climate crisis. It also serves as a springboard for discussions with government on the need for greater investment and supportive policies to not only achieve net zero objectives, but also protect Canadians and the infrastructure they depend on daily from the escalating threats of extreme climate events.
CCA’s recently published ICIC Construction Sector Quarterly Insights Report observed that the industry is making significant gains in sustainability practices. Despite its history as a contributor to greenhouse gas emissions, the sector is swiftly embracing measures to curb its environmental impact. There has been a notable decrease in emissions intensity across various infrastructure assets, and investments in clean technologies and materials are rising.
Continued work on trade-enabling infrastructure
The industry is gaining traction in its pursuit of a trade-enabling infrastructure investment strategy. Canada’s premiers called on the federal government to convene a First Ministers’ meeting dedicated to discussing the priorities of a strategic trade corridor infrastructure federal program, and its link to Canada’s economic growth and competitiveness.
CCA continues to work with its partners, including the Canada West Foundation and the Western Canada Roadbuilders and Heavy Construction Association, and is championing a long-term planning and investment strategy that prioritizes nation-building infrastructure.
Rebuilding Canada’s construction workforce
With an estimated 300,000 workers set to retire in the next decade and increasing construction demands, there is a real need to partner with the federal government on workforce development strategies. While progress has been made, there’s still much work to be done.
CCA achieved some headway with the federal government on rebuilding Canada’s workforce through immigration reform. Immigration targets were increased, and a new process was announced under the Express Entry program to welcome skilled newcomers with work experience in occupations considered a priority in Canada, including construction.
However, ongoing dialogue will continue as the government needs to create a more supportive environment to alleviate the labour choke points. This includes changing an outdated immigration point system and working with provinces to ensure better skills matching.
Stay in touch!
Count on CCA to be a collaborative partner to the SHCA, providing helpful tools, sharing best practices across the country and being a voice with the federal government.
Stay in the loop by subscribing to CCA’s newsletter at bit.ly/ccasubscribe, by following @ConstructionCAN on X or by looking up the Canadian Construction Association on LinkedIn.
Psychological Health and Safety in Construction
Workplace safety is evolving
In the bustling world of construction, where physical labour and stringent deadlines dominate the landscape, psychological health often takes a backseat. However, recognizing and addressing psychological health issues in the construction industry is not only crucial for the well-being of the workforce, but also for the overall productivity and safety of the industry.
Construction work is inherently demanding, involving long hours, physically strenuous tasks and often dangerous working conditions. Workers face constant pressure to meet tight deadlines, which can lead to high levels of stress. The nature of the job often requires employees to work in harsh environments, endure extreme weather conditions and operate heavy machinery, all of which contributes to physical and mental fatigue.
Moreover, the transient nature of construction projects can disrupt workers’ personal lives, leading to instability and a lack of consistent social support. Frequent relocations and time spent away from family can exacerbate feelings of isolation and loneliness, further impacting psychological health.
Global statistics paint a concerning picture of psychological health in the construction sector. The latest U.S. Bureau of Labor Statistics annual report on occupational injuries revealed a 7.7 per cent increase in construction fatalities and a 13.1 per cent increase in suicides in 2022 over 2021.
In Saskatchewan, from 2014 to 2023, the Workers’ Compensation Board (WCB) accepted 1,848 workplace psychological injury claims. In 2023, 235 workplace psychological injury claims were accepted, with 181 of those claims being time loss claims. Sadly, there was one fatality in the province, as a result of a psychological injury claim. These alarming trends underscore the urgent need for psychological health and safety awareness and support within the industry.
The implications of poor psychological health extend beyond the individual, affecting the overall efficiency, productivity and safety of construction projects. Psychological health issues can impair concentration, decision-making abilities and overall cognitive function. This can lead to increased errors, safety incidents and injuries on the job site, posing risks not only to the affected worker, but also to their colleagues.
Productivity also suffers when workers are grappling with psychological health challenges. Absenteeism and presenteeism (when employees are physically present, but mentally disengaged) can lead to project delays and increased costs. In an industry where deadlines and budgets are critical, the economic impact of untreated mental health issues can be substantial. One Prince Albert-based general contracting company has been focusing on building their psychological health and safety program.
“We see mental health in the workplace as the next logical step in our health and safety program,” said Keith Bird, internal operations manager at RNF Ventures. “We see this as an important part of the evolution of workplace safety. We just want to be part of it, if not out in front.” Bird says there are challenges to overcome in order to build an effective mental health program in this industry.
One of the biggest barriers to addressing mental health in construction is the stigma associated with it. The industry has long been characterized by a “tough guy” culture, where showing vulnerability is often seen as a sign of weakness. This cultural norm discourages workers from seeking help or even acknowledging their struggles.
“We see this as an important part of the evolution of workplace safety. We just want to be part of it, if not out in front.”
– Keith Bird, RNF Ventures
“I think there’s still a stigma out there. I compare a job crew to a sports team. The days of coaches ruling through fear and intimidation [have come] to an end,” said Bird. “We’re seeing the same thing in our industry. Workers aren’t afraid any longer to ask questions and challenge decisions. That helps eliminate the stigma.”
To combat this stigma, it is essential to foster an environment where mental health is openly discussed and prioritized. Employers and industry leaders must take proactive steps to create a supportive culture that encourages workers to speak up about their mental health without fear of judgment or repercussions.
“[Our] end goal would be that we’d have a situation in our workplace where we would have our guys feel comfortable with the people that they’re working with, or feel that it’s a safe enough space that if they’re having some difficulty, they could say, ‘Hey, you know guys this needs to change,’ or, ‘I need to do something different here.’”
Three years ago, WorkSafe Saskatchewan launched the psychological health and safety program on its website, worksafesask.ca. This program supports employer awareness and development of psychological health and safety knowledge.
In 2023, WorkSafe Saskatchewan launched its first community of practice for the construction industry in collaboration with Dr. Joti Samra of My Workplace Health and Merit Contractor Association. The group met every month in 2023 and used resources available through WorkSafe Saskatchewan to support RNF Ventures and another Saskatchewan construction company in developing an action plan to address key psychological health and safety issues in their organizations.
The WCB’s prevention team supported a research study in partnership with Ian Lewis, an occupational therapist and employee well-being practitioner based in Regina. The research published in Frontiers in Rehabilitation Sciences (frontiersin.org/journals/rehabilitation-sciences) in March 2024 identified powerlessness in a subtheme, “I’m not the same as I was, but I really don’t have a choice but to work.” One participant expressed this powerlessness as “my opinion and experience didn’t really factor in when I was on my road to wellness.” Study participants indicated that co-worker, supervisor and employer-level characteristics play an important role in helping workers return to work. Worker input into a return-to-work plan is critical to psychological well-being.
Bird says that the psychological health and safety program gives RNF Ventures a competitive advantage in the industry. “Our hope is that it makes our company better and … makes it a better place to work and … maybe that’s one of the reasons that we get a new hire,” he said.
The construction industry, with its unique set of challenges, cannot afford to overlook the importance of mental health. By breaking the stigma, implementing effective mental health initiatives and fostering a supportive work environment, the industry can not only improve the well-being of its workforce, but also enhance productivity and safety. It is time for the construction sector to build a foundation of mental health awareness and support, ensuring a healthier and more resilient future for all its workers.
“The communication alone that’s going on around mental health within the industry … it’s top of mind with lots of industry organizations,” Bird said. “You see people talking about it [and] that’s a big first step and I think I think we’re moving in the right direction.”
WorkSafe Saskatchewan is developing a mental health awareness campaign for the province, with a focus on supporting leadership to work toward reducing the stigma of mental health in the workplace. To learn more about the psychological health and safety supports that WorkSafe Saskatchewan offers, go to worksafesask.ca/resources/psych-health-safety-resource-centre.