The future of trade for Canada remains up in the air as the country’s biggest trading partner has imposed tariffs on what we export to the United States.
Many in the heavy construction industry may view this as a doomsday scenario for the Canadian economy. However, there are others within the industry who see this as an opportunity for Canada to wake up and do business differently.
Two-thirds of Canada’s national income comes from trade. With a vast land mass, Canada has had to rely on stable infrastructure to get its goods to market. This is a challenge, especially when it comes to getting goods out of remote areas within the country. Taking goods from the Canadian north to markets in the south and beyond requires a high level of co-ordination, relying on reliable infrastructure systems.
In 2010, Canada’s trade infrastructure was listed in the top 10 of all jurisdictions in the world. By the time 2019 came around, the country had dropped to 32nd place. Canada’s ability to be competitive drastically dropped during this period and requires a co-ordinated effort by sectors and government to get it back to where it was not that long ago.
Canada has not adequately co-ordinated between federal, provincial and municipal governments and the private sector to build a system of trade infrastructure that enables the economy to reach its full potential.
John Law, senior executive in residence with the Canada West Foundation and former Deputy Minister of Highways for Saskatchewan, was recently interviewed in the media on how it is necessary to build up our infrastructure to remain competitive in the world. Law stated in that interview, “If you can’t move it, you can’t sell it.”
Law also stated that there are three kinds of infrastructure projects. First is the “want” infrastructure, which includes hockey rinks, community centres and similar facilities. The second was the “need” infrastructure, which includes facilities such as hospitals and schools. The third and most important form of infrastructure build is trade and transportation. Trade and transportation infrastructure projects are the ones which help to pay for the “wants” and the “needs” by enabling the economy.
Law points out that Canada has not adequately co-ordinated between federal, provincial and municipal governments and the private sector to build a system of trade infrastructure that enables the economy to reach its full potential. Both the United Kingdom and Australia have created ways to help co-ordinate their long-term infrastructure planning to create a successful environment of trade.
We have to break the cycle of planning around elections to address our infrastructure needs. By planning long-term, we can identify the crucial projects that will help us as a province and a country meet the demands of our trading partners.
– Shantel Lipp, SHCA
Infrastructure Australia was established in 2008 to be the Australian Government’s independent adviser on nationally-significant infrastructure investment planning and project prioritization. Infrastructure Australia conducts independent analysis of all infrastructure needs which are then put on an infrastructure priority list. The United Kingdom has the Infrastructure and Projects Authority (IPA), which is classified as the government’s centre of expertise for infrastructure and major projects. The IPA works across government to support the successful delivery of all types of major infrastructure projects.
Both entities offer the government expert advice on the needs of infrastructure investment with the recommendations based on long-term needs that fall beyond the natural election cycles of the government of the day.
“This is something that is definitely needed here in Saskatchewan and here in Canada,” said Shantel Lipp, president of the Saskatchewan Heavy Construction Association. “We have to break the cycle of planning around elections to address our infrastructure needs. By planning long-term, we can identify the crucial projects that will help us as a province and a country meet the demands of our trading partners.”
If Canada is to explore new trading partners beyond the United States, then it must have the infrastructure backbone supported by long-term planning to meet the demands required by that diversity in trade.
Just because we’ve always done things one way doesn’t mean we shouldn’t consider alternatives.
That was the message from Glen Arthur, alternative delivery manager, Western Canada, for Kiewit Infrastructure Markets & Strategies in his presentation about procurement at the Saskatchewan Heavy Construction Association (SHCA) Infrastructure Summit and Trade Show, held in Regina late in 2024. Arthur explained progressive delivery models, which are an alternative to traditional procurement.
Progressive delivery projects involve collaborative teams where the client, engineer and contractor are integrated to collectively make decisions regarding projects, rather than the contractor and project designer working in silos. Arthur says progressive models deliver solutions for projects with complex design and phasing – with long lead times for materials – that are high risk, require in-depth research, involve multiple stakeholders, have local subcontractors and are time and budget sensitive.
Progressive delivery combines a project’s design and build stages. Instead of a transitive model where progress is passed from design to construction, this approach engages all parties from Day One to create collaborative solutions for projects and clients. Primarily originating in Australia, this model has now been used around the world, delivering approximately $90 billion of work worldwide.
“One of the problems we are seeing on large projects is that they are sometimes late and over budget – this is becoming a problem,” said Arthur, who points out that using a collaborative progressive delivery model may solve these problems. “You have a more efficient team, a more efficient timeline and all parties are engaged from Day One to create collaborative solutions.
Also, because the team is all sitting around the table together, you can discuss innovation – something you can’t do when you don’t work as a team. I believe bringing more innovation to projects will be one of the biggest advantages of this model over time.”
Arthur says this model is effective when a project has six main characteristics:
The project has risks that can’t be defined before tender
The cost of transferring risks is prohibitive
A collective risk-management approach will produce better outcomes
The owner can positively influence project outcomes by staying engaged
There is significant pressure to get started quickly
Traditional delivery models have produced poor outcomes on past projects, even resulting in legal or mediation activities
The key, Arthur says, is early stakeholder and local contractor engagement, and client collaboration. One example of this model is the Waaban Crossing in Kingston, Ont., a project that was awarded the 2020 Infrastructure Innovation Award by the Ontario Road Builders’ Association. Arthur says the City of Kingston had only $180 million for this project and knew it needed creative solutions to stay within its budget.
“Early collaboration between the integrated project delivery parties facilitated development of a constructible solution within the city’s budget,” said Arthur. “Key was bringing the steel supplier to the table early in the process since that was going a big part of procurement.”
Owner advantages
Arthur stresses one of the biggest advantages of this model is cost overruns were reduced by 50 per cent. Other advantages for the owner included:
Faster and less expensive procurement process
Significantly less spending on up-front advisers
No stipend costs
Early cost and schedule certainty
Reduced claims
All parties aligned in “best for project” decisions
Improved relationships and partnership between private and public sectors
Overall fastest delivery from project inception to shovels in the ground
Fewer boundaries to limit innovation
Contractor designer advantages
Advantages for the contractor and designer included:
Alignment of interests between all project parties
Constructability built into design
All parties aligned in “best for project” decisions
Direct collaboration with client
True collaboration leading to innovative solutions
Real-time stakeholder feedback
Canadian success story – Northwest Territories Tłı̨chǫ All-Season Road
Arthur stresses that good partnerships lead to innovation and success, and one of the best examples of a great partnership that used the progressive delivery model is Tłı̨chǫ All-Season Road, built in the Northwest Territories.
This 97-kilometre, all-season gravel Highway 3 links the remote northern community of Whatì with its neighbours in the Northwest Territories. It is the first P3 project in North America with an Indigenous government having an equity stake. The project is also notable for its unique approach to handling long-term risks related to climate change.
“This project had challenging terrain – muskeg, permafrost, extreme temperatures and it is just below the tree line,” said Arthur. “There’s sand, gravel, rock, wildlife, and you are working with traditions such as traplines and culturally important sites.”
The Government of the Northwest Territories worked in partnership with the Tłı̨chǫ Government to advance the project, which was funded jointly by the Government of Canada (25 per cent) and the Government of the Northwest Territories (75 per cent). The project involved replacing the southern section of an existing winter road so it would adapt to the impacts of climate change, provide uninterrupted access to Whatì and increase the winter road access to the communities of Gamètì and Wekweètì.
All-weather access reduces the cost of living for the region, enhances residents’ quality-of-life through increased social opportunities and will attract further interest from industry interested in exploration and development of natural resources.
The project is a 28-year, performance-based agreement to design, build, finance, operate and maintain this 97-km, all-season gravel highway, replacing a winter-only ice road. The owner of this project is the Government of Northwest Territories, and the capital ceiling was $200 million.
The model was Design-Build-Finance-Operate-Maintain (DBFOM):
Construction began in fall 2019 with a target date for substantial completion of Nov. 30, 2021, but the project finished a year ahead of schedule.
Arthur says one of the biggest advantages of the project is construction and maintenance meant significant employment and training opportunities for Tłı̨chǫ residents, supporting the development of a strong northern workforce. Fifty-five per cent of the labour was local, and many workers transitioned from construction to work on the ongoing maintenance of the road.
“This progressive model exceeded all requirements and expectations that the client had of us,” Arthur said.
Working in the deep foundation construction industry is not for the faint of heart. There can be intense demands and long hours, and balancing professional and personal lives can be challenging for men in these situations.
But Trevor Mayoh suggests that fostering a culture that supports work-life balance for men is being increasingly recognized as crucial for both well-being and productivity.
Mayoh is a principal consultant at Equity Leaders, the consulting arm of the not-for-profit organization Next Gen Men, which supports companies in building equitable workspaces. His experience working with firms of all sizes across male-dominant fields has shown that while the need for these initiatives is apparent, overcoming cultural and systemic barriers is essential.
One of the most significant barriers to achieving work-life balance is the deeply embedded notion of masculinity. There is often a “tough guy” culture in male-dominant industries, which promotes hard work with self-worth, pushing men to prioritize their jobs above personal well-being.
“There are these pressures to conform to traditional or really rigid ideas of what masculinity is,” Mayoh said. “These are norms that men have learned from various sources over the years, making it difficult for them to prioritize anything outside of work.”
This emphasis on traditional masculinity not only makes men reluctant to seek balance, but can also contribute to mental health struggles when they feel unable to meet these high, often unachievable standards. Mayoh says that while taking time off to recover from physical injuries is considered routine, men in construction jobs often face stigma around taking mental health or personal leave so they often don’t request it.
“If someone blows out their knee, we recognize they need time off. But when someone needs time for mental health, it’s often viewed as a vacation,” he said.
For many men in the industry, this stigma creates a significant hurdle to addressing personal well-being. Mental health leave or flexible working arrangements are often misunderstood or undervalued, leaving men to choose between appearing “weak” or pushing through challenges at the expense of their own health. Without role models who visibly balance work and personal life, men in junior positions often struggle to develop work-life balance in their careers. Senior leaders frequently model overwork, perpetuating a culture where long hours are seen as a badge of honor.
By offering programs that teach stress management, resilience and healthy communication skills, companies can help men feel more empowered to find balance.
Although some leaders tell younger employees to “do what works best for you,” their own behaviour often contradicts this advice. When leaders fail to demonstrate balanced approaches, younger workers may feel pressure to mimic their habits, so the cycle continues. Many male-dominant industries also create the perception that self-care is selfish, so they tend to prioritize work over personal health and time with family. As the main wage-earner in their families, they can feel that they primary role is to be the provider and their own needs become less important.
“They feel it’s selfish to invest in their health or energy when their number one priority is providing for their families.” Mayoh said.
This mindset makes it hard for men to justify a work-life balance, even when it benefits their long-term health. In a culture that equates masculinity with self-sacrifice, choosing self-care can feel like the wrong decision. Addressing these challenges requires companies to foster an environment where work-life balance is encouraged and normalized. One successful strategy Mayoh recommends is to develop flexible work arrangements.
Companies can explore flexible scheduling options or implement “mental health days” to give workers more control over their time. In industries where rigid schedules are common, even small shifts toward flexibility can make a significant difference. Allowing workers to manage their hours, perhaps through compressed work weeks or scheduled rotations, can ease the physical and mental demands of the job.
Mahoy says that role modeling from senior leaders is also crucial to change. When leaders practice and demonstrate balance in their own lives, it gives permission for others to do the same. He says there’s a need for leaders to go beyond verbal encouragement by setting an example.
“Even if leaders tell people to take breaks, their behaviour speaks louder than words. Employees look to their managers for cues, and that’s why the culture is set with them,” he said.
A structured program that encourages senior leaders to model balanced work habits could help reshape perceptions and practices. Setting explicit guidelines, like limiting after-hours emails, can reinforce these norms at all levels of the company.
hannatw/123RF
In collaboration with groups like Equity Leaders, companies can offer workshops on mental health and well-being, specifically tailored to the needs of men in male-dominant fields. By offering programs that teach stress management, resilience and healthy communication skills, companies can help men feel more empowered to find balance. Pairing these workshops with mentorship opportunities where experienced employees share their thoughts on managing work-life balance can also be valuable.
Mayoh says he has seen companies make significant strides by implementing these approaches. For instance, some construction firms have introduced mental health “toolbox talks” at the start of the workday, creating a routine space for open discussion. Others have instituted mentorship programs where senior leaders advise younger employees on balancing professional and personal concerns, helping to bridge the gap between generations.
However, Mayoh says that even well-designed policies can fall short without active engagement. For example, companies may offer workshops that address stress management, fatherhood and mental health. But if people within the organization don’t actively engage in conversations and mutual support, these policies often fail to make a real impact.
Mayoh suggests that leaders can play a crucial role in areas such as parental leave by shifting the conversation from “Are you going to take a leave?” to “When are you taking a leave?” This simple change in language normalizes the idea of taking leave, encouraging more men to take advantage of these benefits without fear of judgment or career repercussions.
This approach not only benefits male employees, but also contributes to gender equity. As more men take leave, organizations become better equipped to handle these absences, and women, who often take longer parental leaves, benefit from a more inclusive, balanced workplace environment.
When companies invest in work-life balance initiatives, both employers and employees experience measurable benefits. For organizations, inclusive and healthy teams have lower turnover, higher productivity and better collaboration, creating a positive return on investment. For employees, participating in these programs fosters stronger relationships with family and friends, better mental health and higher job satisfaction. In fact, engaging in such programs often aligns with career advancement, increased chances of bonuses and overall job satisfaction. Mayoh stresses that support for work-life balance in male-dominant industries should not only come from company leaders but also from within the workforce itself.
“Everyone knows someone impacted by addiction, mental health issues, or work-related stress,” he said.
By framing these initiatives around mutual care and support, companies can encourage employees to see these programs not as a sign of weakness, but as a way to “do right by” their colleagues and friends.
This article first appeared in Piling Canada magazine and is reprinted here with permission.
In the construction industry and trades, personal protective equipment (PPE) is essential to keeping workers safe and thriving on the job. Everyone on a worksite is mandated to have well-fitted, intact and site-appropriate PPE. So, why does the Canadian Assocation of Women in Construction (CAWIC) continue to hear of so many issues and concerns about the lack of availability and fit of PPE for women on the jobsite in 2025?
Beyond shrink it and pink it
CAWIC has heard from women about the lack of availability and choice for PPE in the marketplace. The repercussions of this issue are enormous. Women can feel pressured to walk onto the jobsite feeling unsafe and worried about injuries or even death. Some women may feel like they can’t speak up to ask for proper PPE in the workplace and proceed with doing their jobs in an unsafe and downright dangerous manner.
From helping identify workers to saving lives, PPE is one of the most important components of worker safety. For far too long, PPE for women was either a smaller version of a men’s size or something that’s marketed for women but not designed with them in mind. The “shrink it and pink it” idea was seen as the solution and a win for women in the industry. However, that was not enough. Today, the industry is making significant, positive improvements to providing women with PPE designed specifically for their needs.
PPE needs to be able to do its job
Individuals spend years training to enter their chosen trade, earning their place on the jobsite and the hard hat that represents their profession, whether it’s the red of an electrician, the white of an engineer or the classic yellow of a labourer or operator. Imagine putting in all that effort, only to find that the hard hat doesn’t fit. Neither do the gloves. Suddenly, everything you’ve learned about safety is dismissed, because the industry’s standard wasn’t designed with you in mind.
Many women take to altering PPE themselves to try and make something work.
If you are using smaller sizes without accounting for a differently shaped body, you may end up with loose sleeves, waist gaps, material splitting and lack of chest protection. Or, if you are working with something not designed with women in mind, you may end up missing key components, such as ease of removal, flaps for bathroom usage, extra pockets for remote site personal items or simply gloves designed in the right sizes.
Many women take to altering PPE themselves to try and make something work, either with duct tape and rubber bands or even spending their own money to have their PPE tailored. The other choice some women make is to simply forgo PPE all together, with the potential for life-altering consequences. PPE reduces injuries and fatalities, but for it to function at its optimal level, it must fit and be used properly.
Leading the way
According to research conducted by the CSA Group in 2022, “the three most common problems the Canadian women surveyed have with their PPE are that a. it does not fit properly (50 per cent); b. it is uncomfortable to wear (43 per cent) and c. the selection of women-specific PPE is inadequate (35 per cent).”
As the representation of women grows in the industry, continuing efforts to address these problems is paramount. The first step is to spotlight these issues and focus on developing new solutions, and that is exactly what the construction industry and the PPE sector are doing. The momentum to create new products and solutions is exciting and will drive greater innovations in PPE for women.
The momentum to create new products and solutions is exciting and will drive greater innovations in PPE for women.
While the construction industry continues to transform, so too does PPE. Whether it is appropriately sized PPE to impact-resistance gloves, solar reflective strips and high visibility materials to smart helmets and wearable sensors, innovations in PPE are rapidly evolving to keep women safer in the workplace. Many of the redesigns and updates for PPE won’t just benefit women, but everyone in the construction industry.
Some CAWIC members are leading the charge to help ensure women are safe on the jobsite and are building inclusive and women’s PPE lines. Everyone is welcome on the jobsite, and everyone must be safe on it.
When Larry Urick got his driver’s license in 1973, he went straight to work for his father, Peter Urick, driving crawlers, scrapers and trucks. The next year, his family purchased their first Mack truck, which started his life-long partnership with the company.
In 1965, Peter started his own construction and gravel hauling business in Saskatchewan. Larry was by his side and eventually took over the business, which evolved into Keelar Contracting Ltd. “We bought a Mack truck in 1974, and started hauling gravel. Things were slow back then, but we just kept going,” Larry said. Today, Larry works with his two sons to keep the business running strong. Larry takes pride in showing off family photos of his father and sons with a Mack truck in the background. He even met his wife of 44 years while driving a truck on a road construction crew.
Larry’s career started at the young age of seventeen. His family purchased their first Mack truck in 1974 and have owned 22 Macks since then. Redhead Equipment has been their local dealership since 1990, when they became the authorized Mack dealer in Saskatchewan. Over the last 50 years, Larry has seen every highway and knows almost every gravel pit in the province. His commitment to the business is evident in how he’s continued to carry the torch.
Larry Urick in 1974Keegan Urick in 1991
In 2006, his father passed away, but Larry and his sons Keegan and Logan continued to grow the business. Today, the company operates three trucks and trailers, with both of Larry’s sons actively involved. “The boys keep me motivated,” said Larry. “Logan’s been driving for 11 years, and Keegan has been a service tech at Redhead Equipment for over a decade. They’ve both carried on what my father and I started.”
Currently, the company gets most of their work from road construction crews like ASL Paving. Larry recalls that over the years he has seen a lot of change in the construction industry, with improvements and advancements to the equipment. With these improvements, he notes the rising cost of equipment as being one of the biggest challenges he’s faced, but having a strong professional relationship with Redhead has made for a lasting impression. Larry’s father, a skilled mechanic, always preferred Mack trucks, which led to a longstanding relationship with Redhead Equipment.
Larry Urick with his father Peter and son Keegan in 1991Keegan Urick and Grandpa Peter
“My dad always liked Redhead,” said Larry. This relationship has been pivotal for the Urick family, not just for reliable trucks, but for the consistent service provided by Redhead’s team. Over the years, Larry’s son Keegan would visit Redhead with his grandfather to pick up parts, a connection that has lasted to this day. “Keegan started working at Redhead over 10 years ago, and it’s nice to see how he’s continued that tradition with the team there,” said Larry.
In fall 2024, Larry decided he would take the winter off from driving but would be back at it by spring. He is still very involved in the business and is in the shop daily managing the day-to-day operations. “I may be 67, but I’m not retired yet,” said Larry. “I work 10 to 12 hours a day, especially in the summer months. I start in May and work through October. I’ve always been the kind of person who stays busy.”
Keelar Contracting in 1995Keelar Contracting in 2023
Through all these challenges, Larry’s dedication to his family, employees and the business remains unwavering. “I’m still working because I like what I do. I can’t just sit idle, and the work gives me purpose. When my wife retires in a couple of years, maybe we’ll slow down a bit,” he said.
Even as Larry continues to work, he still holds on to a sense of adventure. If he could drive anywhere in his Mack truck, he would choose the Alaska Highway. “I’ve always been intrigued by road building. The Alaska Highway, with all its history, would be a dream trip for me,” he said.
Imagine a construction site buzzing with activity. A new hire, fresh and eager, steps onto the scene. Without a proper introduction to the company’s safety protocols, he makes a mistake, causing an accident that not only halts the project, but also results in significant financial loss and harm to a fellow worker. This scenario, unfortunately, is all too common in the construction industry, where ineffective onboarding can have dire consequences.
In the construction industry, where the landscape is dynamic and projects are constantly evolving, onboarding isn’t just a formality – it’s a vital process that can make or break a project’s success. Poor onboarding or a lack of onboarding procedures can lead to accidents, decreased productivity and high turnover rates. The cost of ineffective onboarding is steep, both in terms of human and financial resources.
The Big Hairy Audacious Goal (BHAG) for onboarding
The BHAG for onboarding is simple yet profound: To create a seamless and comprehensive onboarding process that ensures every new hire in the construction industry is fully equipped, integrated and aligned with the company’s culture and safety standards from day one. Effective onboarding is more than just a checklist; it’s the foundation for a thriving workforce and successful projects.
The challenges of onboarding in construction
The construction industry faces unique challenges when it comes to onboarding. With project-based assignments and high turnover rates, establishing a strong foundation from the start is crucial. Additionally, construction sites are hazardous environments requiring thorough safety training and adherence to strict regulations. Without proper onboarding, the risk of accidents, injuries and legal liabilities increases exponentially.
By investing in a comprehensive onboarding program, construction companies can lay a solid foundation for success, ensuring a safe, productive and engaged workforce.
The cost of ineffective onboarding
Safety risks and legal liabilities: Inadequate safety training can lead to accidents, resulting in injury or even fatalities. The financial repercussions include medical costs, legal fees and potential fines, not to mention the human cost of harm to employees.
Reduced productivity: New hires who are not properly trained require constant supervision, which diverts experienced workers from their tasks, leading to project delays and increased labor costs.
High turnover rates: Employees who do not feel adequately supported and integrated are more likely to leave, leading to increased recruitment and training costs. High turnover disrupts team cohesion and can negatively impact project timelines and quality.
Inconsistent quality and standards: Without standardized onboarding procedures, new employees may receive inconsistent information, leading to varying standards and practices across the organization. This inconsistency can compromise the quality of work and the company’s reputation.
The benefits of effective onboarding
Investing in a robust onboarding program can yield numerous benefits for construction companies, such as:
Improved safety and compliance: Comprehensive safety training and adherence to regulations promote a culture of safety, reducing accidents and associated costs.
Enhanced productivity and efficiency: Properly trained employees can hit the ground running, minimizing downtime and allowing experienced workers to focus on their tasks without disruptions.
Increased employee engagement and retention: A positive onboarding experience fosters a sense of belonging and commitment, reducing turnover rates and associated costs.
Consistent quality and standards: Standardized onboarding ensures all employees receive the same training and information, promoting uniformity in quality and practices.
AMC Services
Building a comprehensive onboarding program
To reap these benefits, construction companies should implement a comprehensive onboarding program that includes the following:
Pre-boarding: Engage with new hires before their start date, providing essential information and setting expectations to reduce administrative burdens on the first day.
Orientation: Conduct thorough orientation sessions covering company history, culture, values, policies and procedures to help new employees understand the organization.
Job-specific training: Provide hands-on training tailored to specific job responsibilities, including equipment operation, safety protocols and job-site procedures.
Mentorship and buddy programs: Assign experienced employees as mentors or buddies to new hires, fostering a supportive environment and facilitating knowledge transfer.
Continuous learning and development: Offer ongoing training opportunities, workshops and resources to support employees’ professional growth and skill development.
Feedback and evaluation: Regularly seek feedback from new hires and evaluate the onboarding program’s effectiveness, adjusting as needed to ensure continuous improvement.
Embracing a culture of onboarding excellence
Effective onboarding is an ongoing process that requires commitment and collaboration from all levels of the organization. By investing in a comprehensive onboarding program, construction companies can lay a solid foundation for success, ensuring a safe, productive and engaged workforce. This leads to improved project outcomes, enhanced customer satisfaction and a competitive edge in the industry.
The Saskatchewan Heavy Construction Association (SHCA) was once again proud to host the Infrastructure Summit and Trade Show in Regina, Sask., on Dec. 4 and 5. This was the second year for the show that brings together contractors, suppliers, engineers and other professionals to discuss the latest innovations in infrastructure and transportation.
Presentations over the two days brought together leaders inside and outside of the industry to speak to the challenges and the solutions for our industry. I am pleased to say the Summit exceeded our expectations in terms of the content that was delivered and the quality of presenters. Add to that we had attendance that was much higher in 2024 than 2023.
The content we presented to the delegates had a lot of thought and care put into the subject matter for each technical session. It was interactive and additional professional development credits were provided, a benefit that was not available to delegates in 2023. We chose to make the Summit more of an educational experience rather than a networking and social event.
We had an array of amazing presenters who spoke on the emerging technologies that will have a large impact on how our industry does business in the future.
The 2024 Summit set the tone and we will use it as a template going forward. The importance of the subject matter presented cannot be overstated. However, the presentations were only one piece of the Summit. We were fortunate as well to host a trade show alongside the presentations that brought the delegates firsthand knowledge of many of the new technologies being used by our industry. After a very busy two days, delegates had the opportunity to join us for the 2024 industry awards and banquet, where the best of the best were honoured for their contributions to the heavy construction industry.
I am pleased to say there will be a third Summit. This year’s Summit will be our new standard. We see the potential of the Summit being a civil construction industry version of what Agribition brings to the ag sector. We also want to expand our reach beyond local contractors and local equipment people, and have delegates from around the globe attend.
I want to thank all our sponsors, exhibitors and delegates who were key to making this year’s Summit a great success. I look forward to seeing everyone in 2025 as we build on this year’s success for a bigger third Summit.
As president of the Saskatchewan Heavy Construction Association for nearly 17 years, Shantel Lipp has developed a reputation as a fierce advocator for the industry.
Barilla commends Lipp for the efforts she’s made to develop her network for the benefit of the association. “She has made amazing in-roads with government officials,” he said. “It’s nice to be able to text any MLA, including the premier’s staff, and get an immediate response. If the industry has issues, she has access to the right people to try to help with the situation.”
And, of course, the industry has had issues. With those issues, SHCA can point to advocacy wins that benefit not only SHCA members, but everyone working in heavy construction in Saskatchewan.
“Just after COVID hit and inflation started to go crazy, the diesel fuel prices started to climb,” said Lipp. “A lot of the suppliers – especially those producing the material to lay on the ground – use a lot of fuel in their operations. They were hemorrhaging cash. And the government said, ‘Well, that was your bid price. They were reluctant to provide any supplement to help offset the increased costs.’ But our members needed help, so we kept pushing and kept meeting with officials.
“I do my job like everybody else does theirs. You never do it thinking you’re going to get any kind of an award nomination out of it.”
Shantel Lipp
Finally, it got to the point where we were left no choice and took our plea to the radio, calling on the government to work with the industry, and to remind the public of how important safe, reliable transportation infrastructure is to the economy and to public safety. We asked the public to make their voices heard and to call their local MLA. We also shared this message with our members, and phones did ring.
“We were backed into a corner and had to poke them. That got their attention.”
But those efforts paid off. Officials came back to the table. “Together, we worked out what was reasonable,” said Lipp. “We said we understood that inflation was hitting everybody hard – not just us – and we weren’t asking for the moon. We asked to meet in the middle so that people could continue to work. Initially, they weren’t willing to do that, but sometimes you have to ruffle a few feathers to get the odd egg.”
In the end, SHCA worked with officials to revise industry consumption rates to reflect more realistic, mutually beneficial figures. The payment schedule was also changed to monthly instead of at the completion of each phase of a project. In another recent example of an advocacy win by SHCA, the Regina city council proposed a fair wage policy in 2022.
Lipp explained to city officials that a fair wage policy would hurt the heavy construction industry and was unnecessary given that competition for labour in the province was tight and, as such, employers already recognized the need to pay people well. Secondly, contracts awarded by the City of Regina are typically with a general contractor, who then enlists subcontractors. A general contractor would have difficulty providing wage information for the employees of its sub-trades. Third, mandatory apprenticeship requirements could not be applied to the industry, because heavy civil construction does not have apprenticeships or journeyman designations for occupations outside of heavy equipment mechanic positions.
Lastly, Lipp explained how employees in the industry are compensated, which is based on skill, training, experience and the type of work they undertake, and that those factors are also weighed against the market. Lipp’s submission to council ultimately led to the defeat of the motion.
Building relationships
Lipp says that her government relations strategy boils down to a common-sense approach. “It’s respectful conversation,” she said. “When we first go into a meeting, we never go into it confrontationally – it’s business. Sometimes we’ll disagree in a meeting, but you always need to maintain a level of respect, and if a conversation ever slides off the rails, it’s time to stop. Regroup and come back with a fresh perspective. I’ve tried hard to never be disrespectful, but I will make it known that I disagree, or I will give my opinion.”
Keith Hershmiller Photography
If she feels like her message isn’t being heard, she’s willing to escalate. “When [we feel] the government stops listening, that’s when you start to have a problem, and then you have to decide how you need to get your message out. Sometimes, you have to poke them – it’s very rare, and we don’t like to do that, but sometimes you just have to.”
Driven by passion
Lipp points to one thing that fuels her when it comes to fighting for the industry.
“The members,” she said. “If you stop and talk to anybody who belongs to the association – whether they’re a supplier or a road builder – they’re inspiring people. They’re all so down to earth and relatable, and very humble. They just want to do a good job. They make a good living doing what they do, and I rarely come across anyone involved in the industry who doesn’t feel the capacity to give back to the communities they work in or that they come from. They’re humble, hardworking people – and it’s really easy to advocate for folks like that.”
A seat at the table
When Lipp first started working at SHCA in 2008, she says there was an “acceptance period.”
“When I first started, SHCA was going through a change,” she said. “They had an executive director, who managed the office, but SHCA revised the role and created a president role, which would be a CEO. This still included running operations, but it also included advocacy to the government and being the ‘face’ of the association. I became the person the government went to when they need to consult, or the person members went to when they needed to deal with the government. That was a transition.”
“Shantel Lipp is one of those people whose work is all around us, yet is seldom appreciated. The roads and infrastructure we all use and that keep our Saskatchewan economy strong are due, in part, to her nearly two decades leading SHCA.”
Michael Kram, MP for Regina–Wascana
Despite the occasional head-butting during board meetings, Lipp says she’s never felt like she wasn’t listened to or that her opinion wasn’t valued.
“When I look across the board, or across Canada at the other heavy construction or road building organizations, they’re all led by men. I’m the only woman at the table,” she said. “And I’ve never once been made to feel like I can’t share my opinion. As a matter of fact, I’ve been encouraged to be more vocal and that my input is valuable. It’s been great to have these working relationships with my peers.”
Recognized for advocacy
In January 2025, Lipp was surprised to learn she was nominated for the King Charles III Coronation Medal and that she would be a recipient of the award. The medal recognizes people who have made a significant contribution to their community. “I was totally unaware,” she said. “It was a bit of a surprise!” More important to Lipp is the person who nominated her – Member of Parliament for Regina–Wascana, Michael Kram.
“I’ve been honoured to have a close working relationship with Shantel since I was elected,” said Kram. “She’s an inspiring figure in Saskatchewan industry. I’m pleased to see her recognized for her dedication with the King Charles III Coronation Medal.” Lipp is grateful that Kram put the spotlight on the industry.
“I’m more impressed about the nomination than the award!” she said. “The fact that it came from one of our federal MPs. Somebody was paying attention and listening to what we have to say. For SHCA, that there’s recognition this industry is important – it’s important to the province, it’s important to the cities, it’s important to the country. To be recognized for the work we do, it’s really, really important.”
Kram gives credit to Lipp for the work she’s done for Saskatchewan. “Shantel Lipp is one of those people whose work is all around us, yet is seldom appreciated,” said Kram. “The roads and infrastructure we all use and that keep our Saskatchewan economy strong are due, in part, to her nearly two decades leading SHCA.” Barilla agrees.
“This recognition is well deserved for the work she has done in our province,” he said. “Our members sometimes don’t grasp how instrumental Shantel and the association are in making big changes in our province – changes that benefit our industry and the people in Saskatchewan.”
Lipp received the medal in a ceremony at the Atlas Hotel in Regina.
“I do my job like everybody else does theirs,” said Lipp. “You never do it thinking you’re going to get any kind of an award nomination out of it. But it was really nice to be recognized – and more so from an industry standpoint, to have someone at the federal level acknowledge the efforts that I put forth on behalf of the association. It’s also recognition of the association and the industry overall, which is a bigger feather.”
