Artificial intelligence (AI) isn’t a buzzword anymore. It’s here to stay and construction professionals should embrace it as an important tool to improve their work and project management. This is according to Daniel Anvari, Ph.D., a presenter at the Saskatchewan Heavy Construction Association (SHCA)’s recent Infrastructure Summit and Trade Show held in Regina.
An expert in system dynamic modelling, predictive data analytics, business intelligence and machine learning, Anvari is primarily focused on AI startups and driving innovation in AI applications.
He has contributed to Toronto’s York University, the University of Saskatchewan, Saskatchewan Polytechnic, Kwantlen Polytechnic University and the British Columbia Institute of Technology. Speaking at the summit, Anvari stressed how AI is making construction more efficient and “smarter.”
“Don’t be afraid that AI will eliminate your job – it won’t. It will make your job easier and you will be more efficient,” said Anvari. He said three of the biggest areas to use AI in construction are:
Climate-resilient infrastructure
Advanced sensor networks for proactive maintenance
AI algorithms for sustainable urban planning
Anvari offers examples of how industry can use AI.
Predictive maintenance sensors: Internet of Things (IoT) sensors, devices that collect real-time data and are a key component of the IoT, are used on bridges, roads and utilities to predict failures and schedule timely maintenance.
Smart water and energy meters: AI-powered sensors that enable efficient resource management, leak detection and power load management.
Public safety and emergency response:
AI-enabled surveillance systems and sensors: For detecting accidents, fires and other emergencies, thereby allowing faster response times. AI sensors for safety and efficiency:
Wearable AI sensors: For monitoring worker safety, such as detecting fatigue and ensuring compliance with safety protocols.
On-site monitoring sensors: IoT sensors for monitoring equipment performance, construction progress and environmental conditions, such as dust, noise and vibrations.
AI tools for automation:
Autonomous construction equipment: AI-powered cranes, excavators and bulldozers that enhance precision, reduce human error and speed up processes.
Construction robotics: AI-driven robots for tasks like bricklaying, concrete pouring and welding.
AI planning software: Tools like PlanGrid and Procore use AI to manage project schedules, budgets and material supply chains.
“You will find AI particularly useful to manage schedules, budgets and supply chains,” said Anvari. “The technology is there now and it will help you.”
He used the example of government inspections as an area where AI will make projects more efficient. Calling government officials for inspections during construction can often cause delays, creating problems in meeting tight timelines. Using AI, someone can walk around a project with augmented glasses (that have the approved designs and plans pre-loaded), look at the project’s construction and progress, and AI will compare what you are looking at to the pre-loaded designs, letting officials know whether the work is compliant.
“Don’t be afraid that AI will eliminate your job – it won’t. It will make your job easier and you will be more efficient.”
Daniel Anvari, Ph.D.
Regarding future applications for AI, especially in construction, Anvari said applications are coming faster than ever. “When email was introduced, it took 10 years for wide adoption. When ChatGPT was released, 1 billion people were using it after three months. “Applications coming now, especially with the introduction of super computing, will come faster and faster,” he said.
Anvari’s recommendation is to start now. “You have data in your company. Make sure you are recording all your data. Then you will feed this data into your AI, and it will continue to gather more and more data as you use it,” he said. “The more data it gathers, it will get better and better in helping you with your work, and helping you make good decisions.”
Anvari compared AI to the maturation process a human goes through. “It takes a person 20 years to mature. AI matures quickly. The more data you incorporate into your AI technology, the better it gets, and it makes better decisions. So, record your data and get ready so you can make the best use of this tool in the future,” said Anvari. Rather than being afraid of AI, Anvari recommends embracing it. “You need to get trained and get on top of the technology. If you have the tools, there are many opportunities,” he said.
Shantel Lipp, president of SHCA, says her organization is working with Anvari and other experts in the AI field to offer AI training to heavy construction professionals.
“We are working to have short, accessible courses available, hopefully sooner than later, in 2025,” said Lipp. “We envision webinar courses that you take at your convenience and that will be broken up into small, easy-to-handle segments. We will also make sure the content is relevant to our members and what they face in the Saskatchewan economy.
“Stay tuned – we will have an announcement as soon as things are ready.”
The origin of tools began over 2.6 million years ago to help civilizations hunt and survive. In today’s world, the concept has not changed because we continue to use and develop tools to ensure we as a civilization continue to advance and survive.
At the 2024 Infrastructure Summit and Trade Show, attendees heard from John Law on a new tool that could revolutionize the planning and future forecasting of where to build infrastructure next. Law is the president of Lawmark International, which he founded in 2012 to provide integrated business development, logistics and regulatory support services to his clients in Western Canada.
In his presentation, Law showed the concept of a mapping system called the Prairie Regional Information Systems Map (PRISM) that takes data from multiple sources and layers it to produce a tool that tracks the movement of commodities across Alberta, Saskatchewan and Manitoba. In co-ordination with the three Prairie province transportation agencies and ministries, Law was able to build PRISM in three months.
In co-ordination with the three Prairie province transportation agencies and ministries, Law was able to build PRISM in three months.
“The development, in partnership with them, used a lot of their data sources and this was purposeful,” said Law. “The intention was to help the three of them work closer together. So instead of having your own provincial transportation system, you’ve got the whole regional transportation system. Instead of having commodities for one province, using forestry as an example, you now have a shared interest in forestry improvements and movements.”
To develop PRISM, Law took the data provided to him from the various ministries and agencies, and began layering integrated gross domestic product and commodity flow information with geographic information system-layered transportation corridors. PRISM is a tool that will allow industry and government to determine where trade infrastructure is best served to deliver commodities to the customer. It is also a tool that will help them find prospective partners and stakeholders who will see the value to investing in the region.
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Law indicated that PRISM for the three Prairie provinces can be expanded to other regions with the goal of applying it to a national plan. “The response is that this can serve as a bit of a demonstration; that this can serve as a demonstration of what we have been arguing for a long time, which is for a national strategy, a national plan,” said Law. “We did all of this in about three months. Three jurisdictions in three months. We could do the whole Maritimes in three months. The idea that we can start to move towards a national plan is one of the opportunities that the tool supports.”
Law used the Pembina-Emerson port in Manitoba as an example of how PRISM can be used to bring the federal government to the table to help with funding infrastructure projects that will improve our trade ability.
“The tool will show you that there is about $13 billion worth of products going through the Port of Emerson that originate in Manitoba, but about $9 billion are coming from Saskatchewan and Alberta,” said Law. “If I want to make an argument to Ottawa about the importance of the improvements to Emerson, I got all three provinces now with economic activity that I can point to with specific commodities and I can show which markets in the U.S. we are moving to.”
Although PRISM is still a concept and not a final product, it is yet another tool that has been developed which will help civilization survive and thrive.
In Saskatchewan, all workers are protected by three fundamental rights under The Saskatchewan Employment Act that are crucial for maintaining safety on the job.
The right to know
If you are employed in Saskatchewan, you have the right to know about any safety hazards in your workplace. Hazards in construction and trades can range from operating heavy machinery to working at heights. Being informed about these risks is essential to protect yourself and your fellow workers.
You also have the right to receive the necessary training, information and supervision to do your job safely. Before you start a job or begin work on a new project, your employer should ensure you understand how to work safely. Safety information, including training and instructions, can be provided online, in writing or in person. It might come from a supervisor, a co-worker or an external expert, but your employer must cover the cost of all job-related training.
Do not be afraid to speak up if you believe a task is too dangerous. Your safety and the safety of those around you are paramount. You cannot be disciplined or fired for refusing unsafe work.
Clear communication is key. Your employer must give you safety information in a way that you can understand. If any safety instructions are unclear, it is your right to ask questions until you fully understand how to perform your tasks safely. If you are unsure how to do a task safely, do not hesitate to ask for clarification or additional training. This right ensures that you can speak up whenever necessary, especially when you are assigned a new task, tool or material.
The right to participate
As a worker in heavy construction, you have the right to participate in your workplace’s health and safety activities. Your insights and observations can help make your workplace safer for everyone. There are various ways to exercise your right to participate:
Report any safety concerns that could cause harm to you or your co-workers to your supervisor or manager.
Offer suggestions to your supervisor or occupational health committee on how to improve workplace safety.
Join your workplace’s occupational health committee (if one is required).
Volunteer as an occupational health and safety representative if the opportunity arises.
The right to refuse
Construction sites and other trade workplaces inherently have hazards, but when a situation presents an unusually dangerous risk, you have the right to refuse to perform the work. An unusual danger could be something like:
Operating a crane or heavy equipment that hasn’t been properly maintained.
Working at heights without the necessary fall protection.
Undertaking a task for which you have not received proper training or where you do not have the correct equipment to do it safely.
This right allows you to refuse work that you believe is unusually dangerous to yourself or others. It is a protection enshrined in The Saskatchewan Employment Act, meaning you cannot be fired or penalized for exercising it. The right to refuse should be used when the other two rights – knowing and participating – have not addressed a safety issue. It is a serious step, but it is there to protect you and your colleagues when other measures have failed.
Clear communication is key. Your employer must give you safety information in a way that you can understand. If any safety instructions are unclear, it is your right to ask questions until you fully understand how to perform your tasks safely.
Do not be afraid to speak up if you believe a task is too dangerous. Your safety and the safety of those around you are paramount. You cannot be disciplined or fired for refusing unsafe work. If you decide to refuse unsafe work, follow these steps:
Stop the task and inform your supervisor about what you believe to be the unusually dangerous condition.
If you and your supervisor cannot resolve the issue, consult with your workplace’s occupational health committee.
If the issue remains unresolved, contact the Ministry of Labour Relations and Workplace Safety’s Occupational Health and Safety Division at 1-800-567-7233. An occupational health officer will review the situation and provide a written decision.
If you disagree with the occupational health officer’s decision, you have the right to appeal.
Each year, more than 21,000 workers in Saskatchewan are injured on the job. WorkSafe Saskatchewan is focused on ensuring the health, safety and well-being of all workers in the province, with the goal of working together to make Saskatchewan the safest place to work in Canada.
Whether it’s powering remote industrial sites or off-grid communities, the Saskatchewan Research Council’s (SRC) Integrated Energy Systems team provides customized resilient smart-grid solutions for those looking to lower their carbon footprint and increase reliability.
Since 2014, SRC’s Hybrid Energy Containers (HEC) have delivered custom decentralized energy solutions, delivering a combination of conventional and renewable power generation along with energy storage and remote monitoring and control.
“Depending on the application, the solution typically consists of a diesel generator, energy storage and renewable sources, including solar and wind power, integrated in a proven and reliable microgrid,” Integrated Energy Systems team lead Ryan Jansen said. “The system can be customized to withstand harsh climates and weather events without outages while maintaining reliable remote monitoring and control capabilities.”
Developing an energy efficient RTC for military missions
In 2023, SRC’s Integrated Energy Systems team joined forces with a group of tech companies to tackle the Innovation for Defence Excellence and Security Program – Pop-up City contest, held by Canada’s Department of National Defence. The goal was to demonstrate an improved Relocatable Temporary Camp (RTC) for the Canadian Armed Forces (CAF), with improved energy, water and waste management systems.
For this demonstration, Innocorps Research Corporation, a Saskatoon-based water-purification company with the mandate of delivering clean water to everybody, formed the Circular City Consortium, teaming up with Eco-Growth Environmental Inc., Harmony Desalination Corp., Southern Alberta Institute of Technology and SRC to take on this challenge. SRC was responsible for powering the camp and it fulfilled this obligation through a customized HEC for this project.
The Circular City Consortium won the competition following a demonstration of the RTC at the Canadian Forces Base in Suffield, Alta., in August 2023. According to Innocorps Research Corp., the central component to the victory was the world-first demonstration of a mobile direct potable water reuse system, which safely recycled wastewater back to drinkable water.
“The Pop-up City contest was the most complicated project that we have ever worked on. We greatly appreciate the hard work and dedication from SRC and its ability to deliver in short order to complete our microgrid subsystem with the seamless integration of the HEC,” said Innocorps Research Corp. CEO Aarya Shahsavar. “With that, we were able to successfully demonstrate how rapidly deployable solar panels and battery storage can be hybridized with diesel generation and used in military and remote applications to reduce fuel.”
Wall-to-wall technology and hybrid solutions provide reliable power
With nearly a decade of experience in customizing alternative power and energy containers, SRC had the knowledge and expertise to develop a container for the consortium that fits the project’s specific needs. “The basic building blocks are similar, but the amount of storage that you need for a project will depend on what the loads are, what your generation sources are and what the goal of the project is,” Jansen said.
Because this HEC was customized for a military application, Jansen says his team focused on ease of transportation and rapid deployment to fit the needs of the CAF.
“We had the container insulated to endure harsh climates, and we installed tilt-up solar panels arrays on both the top and side of the container. The idea was to make it rapidly deployable so you can move this on site, pop up your solar panels and you’ve got instant power at the site,” Jansen said. “Everything is pop up, it’s modular and ready to go.”
The inside of the HEC is wall-to-wall technology that’s broken down into three components: an integrated auxiliary power input, inverters and lithium-ion phosphate batteries with 135 kilowatts of power and pop-up solar arrays, which provide the backbone of the microgrid. “It’s enough to power an average household for about 10 hours,” Jansen said.
The Integrated Energy Systems team opted for a smaller battery storage capacity for this military demonstration, with the ability to boost the power and storage supply significantly depending on the application. “Had they needed something to power an RTC for two weeks, we would’ve delivered a HEC to do exactly that. We’d bring in another container and install additional batteries so it could sustain the camp much longer,” Jansen said.
Building a self-contained system that adapts to outside conditions
Jansen says his team integrated an advanced heating and cooling system so the HEC could efficiently supply power to a microgrid in the harshest environments. The HEC adapts accordingly in locations blanketed in extreme heat or stifled by a polar vortex. While the Pop-Up City contest didn’t specifically require the RTC to be able to withstand extreme heat or cold climates, Jansen says the team went above and beyond, delivering a microgrid with the ability to operate under both extremes.
The inside of the container adapts to the conditions outside, with air source heat pumps that can provide both heating and cooling. Custom forced-air fans can draw hot or cool air in to maintain the inside temperature without relying on more power-hungry options such as conventional air conditioning and electric heating.
“It’s controlled electronically by our programmable logic controller, which is the brain of the HEC’s system. It chooses which method of heating or cooling is most beneficial at the time and automatically turns on and heats or cools the container,” Jansen said. Allowances have been made within the temperature control system to utilize excess renewable energy to preemptively heat or cool the container to further increase the system’s efficiency. “If the batteries are full and there is excessive renewable power in cold weather, our system automatically turns on multiple heat sources to heat the container up to 30 degrees Celsius, even if it’s minus 40 outside,” Jansen said.
“SRC understands what it means to operate in austere environments, with past experience deploying HECs for northern Saskatchewan. We were able to work together to advance the HEC platform with new capabilities through this project that we hope can benefit a wider audience,” Shahsavar said.
Knowing the customized HEC helped elevate the Circular City Consortium’s pitch for a new and improved RTC, Jansen says he’s thankful Innocorps Research Corp. recognized SRC’s expertise and included them in the project.
“They came to us because they noticed, just like themselves, that we’ve got something novel. We have capabilities and capacities that complemented the project team, so I think they chose their team well,” Jansen said. “Ultimately, we all delivered on what we had promised to do, and what we had promised to do is make something that was novel, effective and reliable.”
Imagine starting your first day at a construction company with high hopes and enthusiasm, only to find yourself lost, untrained and unwelcomed. You’re handed a pile of paperwork, but given no guidance on how to complete it or what your role truly entails. You haven’t been introduced to anyone and when you ask questions, the responses are curt and unhelpful. Frustration builds as days turn into weeks and before the month is out, you decide to leave. This scenario isn’t just a personal setback, it’s a significant financial loss for the company, damaging its reputation and morale.
This story underscores the critical importance of proper onboarding in the construction industry. Effective onboarding isn’t just about introducing new hires to their roles, it’s about integrating them into the company culture, ensuring they understand their responsibilities and helping them build essential connections. At AMC Services, we believe that mastering onboarding is vital for the success of construction companies in Saskatchewan. Let’s delve into the Four Cs of successful onboarding: Compliance, Clarification, Culture and Connection.
Compliance
At the foundational level, onboarding must ensure that new employees are fully aware of legal requirements and organizational policies relevant to the construction sector. This includes educating them about safety regulations, project protocols and compliance standards that are essential for their roles.
Inadequate compliance training can lead to serious accidents, legal issues and costly project delays. Ensuring that all new hires understand these regulations protects the company and fosters a culture of safety. For instance, a worker who is well-versed in safety protocols is less likely to cause or be involved in an accident, thereby reducing the risk of costly work stoppages and legal ramifications.
Clarification
Beyond compliance, effective onboarding clarifies job responsibilities and expectations. New hires should have a clear understanding of their specific tasks, project objectives and performance metrics. This alignment is crucial for productivity and job satisfaction.
Without proper clarification, new employees can feel overwhelmed and confused about their roles, leading to mistakes and decreased productivity.
Without proper clarification, new employees can feel overwhelmed and confused about their roles, leading to mistakes and decreased productivity. For example, if a new project manager isn’t given a clear outline of their responsibilities, they may fail to meet deadlines or manage resources efficiently, impacting the entire project’s success. By clearly outlining job duties and expectations, companies can ensure that new hires are ready to contribute effectively from Day 1.
Culture
Central to successful onboarding is immersing new employees in the organizational culture. This encompasses both formal aspects, such as company values and mission statements, and informal norms prevalent within the workplace environment.
A strong cultural fit enhances employee engagement and retention. When new hires understand and align with the company’s values, they are more likely to feel a sense of belonging and commitment. For instance, a company that values teamwork and collaboration should introduce new employees to these principles during onboarding, fostering a supportive and cohesive work environment.
Connection
Finally, onboarding emphasizes the importance of establishing interpersonal relationships and information networks essential for success in the construction sector. Encouraging new hires to build connections with colleagues, supervisors and key stakeholders enables them to access support, resources and knowledge critical for their professional development and project performance.
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Lack of connection can leave new employees feeling isolated and unsupported, which can lead to early turnover. For example, if a new engineer isn’t introduced to their team or doesn’t have a mentor, they might struggle to integrate and perform their duties effectively. Building these connections from the start helps new hires feel valued and supported, leading to higher job satisfaction and retention rates.
The cost of ineffective onboarding
Ineffective onboarding has substantial costs. High turnover rates due to poor onboarding lead to increased recruitment and training expenses. The constant churn of employees disrupts project timelines and lowers team morale. Furthermore, the company’s reputation can suffer, making it more difficult to attract top talent.
A study by the Society for Human Resource Management found that organizations with a standard onboarding process experience 50 per cent greater new hire productivity. Additionally, employees who went through a structured onboarding program were 58 per cent more likely to be with the organization after three years. These statistics highlight the tangible benefits of investing in a comprehensive onboarding program.
Embracing a culture of onboarding excellence
Effective onboarding is not a one-time event, but an ongoing process requiring commitment 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, in turn, leads to improved project outcomes, enhanced customer satisfaction and a competitive edge in the industry.
At AMC Services, we bring over 30 years of construction-specific onboarding expertise to help you do it right the first time. Our easy-to-implement assessments, focus groups, and strategic solutions are designed to identify barriers and opportunities, ensuring that your team is equipped to excel from Day 1. By embracing effective onboarding practices, you’ll attract and retain top talent, foster a culture of safety and quality, and drive long-term growth and success.
Invest in your new hires with a robust onboarding program and watch as they transform into dedicated, productive team members who contribute to your company’s success. At AMC Services, we’re here to guide you through every step of the onboarding process, ensuring your construction company thrives in Saskatchewan’s dynamic industry landscape.
Representing more than 18,000 member firms, the Canadian Construction Association (CCA) is proud of its mission to inspire a progressive, innovative and sustainable construction industry. The key to CCA’s collective success is working with its valued partner associations like the Saskatchewan Heavy Construction Association (SHCA).
With an ongoing national housing crisis, the government’s prioritization of a low-carbon economy and mounting workforce shortage, CCA is capitalizing on the political attention to advocate for strategic investment and policies that will support our efforts to build a stronger Canada.
Investment in corresponding infrastructure for every new home built
A long-term plan to fill the gap in our trade-enabling infrastructure
Modernization of procurement strategies to support shared risk
Meaningful collaboration with provinces, municipalities and industry
Estimates indicate that each new housing unit requires up to $107,000 in public infrastructure dollars, so a significant investment is needed to build, support and connect these homes to essential vital services and amenities, like roadways, safe water and the energy grid. This represents a major shortfall in investment. Canada’s existing, not to mention aging, infrastructure is not prepared for the additional stress. One infrastructure failure can have many consequences.
CCA voiced these concerns at its Meech Lake meeting on Nov. 5, 2024. 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. The second touchpoint for discussions was CCA’s annual Hill Day on Nov. 19, where close to 100 construction leaders from across Canada had over 75 meetings with parliamentarians and key decision-makers to discuss issues and opportunities facing the construction industry, including the need for improved infrastructure investment, support for workforce development and modernized procurement. It’s not promises that build the economy – it’s construction.
Awareness to action: Construction’s progress on net zero objectives
CCA expects this report will serve 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.
Rebuilding Canada’s workforce
With an estimated 266,000 construction workers set to retire in the next decade and growing construction demands, there is a real need to partner with the federal government on workforce development strategies. The government’s recent decision to reduce immigration levels will come with challenges for the Canadian construction industry. CCA will continue to advocate for a balanced plan. Skilled workers are vital to meet the growing demand for infrastructure and housing. A well-balanced immigration policy that includes a re-evaluation of the current points system and considers the unique needs of our provinces can help ensure Saskatchewan fills the labour gaps in our sector and keep building Canada’s future.
It’s not promises that build the economy – it’s construction.
Member services at CCA
Through Best Practices Services, and the work of CCA’s National Advisory Councils, CCA has published its “Bid Go or No Go” guide and a reference document on mastering risk management in construction contracts. Look out for CCA’s most recent “Construction Playbook: Public Procurement Risk Allocation,” which outlines the fundamental principles of risk management in construction, highlights recent examples of risk transfer and offers practical mitigation strategies. These important documents reinforce CCA’s role as a thought leader and provide significant value back to its members.
CCA has launched its CONtact mentorship program for 2025, which will see an increase in mentees from three to five and an expanded presentation experience at the Annual Conference, demonstrating CCA’s continued commitment to innovation in construction. The CCA National Awards continue to celebrate excellence in the industry. The number of nominations received have consistently increased year over year, and staff are excited to begin the adjudication process for the 2024 Awards.
Simplifying contracts and guides
CCA is striving to make contract management simpler and more transparent for its members with its new contract management platform, SignaSurTM. SignaSur offers secure, digital CCA and CCDC contracts through its integrated partner associations. Many of CCA’s integrated partner associations have had a briefing on the service and are at various stages of adoption and launch.
Stay in touch!
Count on CCA to be a collaborative partner to SHCA, providing helpful tools, sharing best practices across the country and being a voice with the federal government.
In construction, we know the value of planning, adaptability and embracing change; it’s how we build for the future. That same approach is critical as we address a pressing challenge facing our industry: the workforce shortage.
The latest statistics from our industry highlight a pressing challenge: over the next decade, we’ll need more than 350,000 new workers. To put that into perspective, this need accounts for nearly 21 per cent of the current workforce. As an industry, we are struggling to meet the growing workforce needs, and this demand underscores the urgent need for real action and immediate solutions.
As we work to meet these workforce challenges, we must recognize that long-term success depends on building an industry that is truly inclusive and diverse. Currently, 86 per cent of nearly 1.6 million construction workers are men. By taking meaningful steps today, we can ensure that construction remains strong, innovative and sustainable. By attracting more women to the industry, we can access a diverse talent pool ready to drive significant change. Ensuring a diverse and inclusive workforce can provide fresh perspectives, innovative solutions and stronger collaboration, benefiting not just women, but everyone in the industry.
According to a study by McKinsey, companies with greater gender diversity are 21 per cent more likely to experience above-average profitability. Promoting women in construction can lead to stronger business outcomes and drive innovation, while addressing our need for more workers today and in the future.
The time is now to focus on attracting and retaining women and, ultimately, creating a more inclusive industry. Research conducted by the Canadian Association of Women in Construction (CAWIC) with members of the Angus Reid Forum across Canada underscored the importance of diversity, equity and inclusion in the construction industry. A significant majority, 69 per cent, of respondents believe these factors are crucial for the industry’s prosperity and growth. In addition, 73 per cent of women surveyed agree that more must be done to attract and retain women in construction. These findings show that the desire for change is there. Achieving this will lead to a stronger, more inclusive and unified industry that will thrive in the years to come.
We need to create a construction industry where women are fully represented, respected and empowered at all levels, leading to a more inclusive and unified future.
Challenges such as childcare, pay equity, equitable job titles and access to inclusive personal protection equipment are just a few of the barriers that continue to stop women from joining our industry, while at the same time cause women to leave the industry. Leaders across the construction landscape need to take bold action to solve these issues and create an environment where women can thrive. As the construction industry strives to facilitate the effective representation of women, mentorship and sponsorship, and the availability of such opportunities for women, are key factors in achieving this goal.
Immediate and effective action is crucial to attract women to the construction industry, and this includes breaking down traditional barriers; providing training, networking opportunities and resources; and, being continually focused on ensuring inclusion is the cornerstone of a company’s actions. With every step forward, we can all help women enter and advance in their construction careers.
By embracing diversity and inclusion, we not only meet the growing demand for workers, but we can also unlock the full potential of the industry. Women bring fresh perspectives, innovation and talent, which are essential for the continued success and growth of construction. Together, we can create an industry where we all succeed.
These are the findings of a survey conducted by CAWIC from Feb. 23-27, 2024, among a representative sample of 1,505 online Canadians who are members of the Angus Reid Forum. The survey was conducted in English.
Canada’s construction industry welcomes long overdue federal leadership on the National Infrastructure Assessment
After four years on the shelf, the federal government announced the council appointed to deliver the National Infrastructure Assessment. This initiative has long been a cornerstone of the Canadian Construction Association (CCA)’s advocacy, with representatives recently raising awareness of the issue on Parliament Hill in November, 2024.
The newly-appointed Canadian Infrastructure Council will prioritize housing-enabling infrastructure like water, wastewater, public transit, active transportation and waste management. While this is a promising first step, more action is needed. Infrastructure demands across the country also include transportation and trade-enabling projects, which are vital to strengthening Saskatchewan’s economy and connecting communities.
“We are thrilled to see the federal government finally take leadership in addressing the need for a long-term plan for Canada’s infrastructure,” said Rodrigue Gilbert, CCA president. “While the scope of the council is incomplete, we do appreciate the government finally listening to the industry responsible for building Canada’s infrastructure.”
While the industry is overall pleased with the announcement, the newly-formed Canadian Infrastructure Council lacks clear industry and financial representation. CCA has long urged the Minister of Housing, Infrastructure and Communities to appoint an independent representative from the construction industry to the council. Failing to consult with those that build the infrastructure Canadians rely on, and those that finance it, will create significant challenges. Without this input, there will be a lack of understanding on key issues, limitations, and opportunities that exist in building a strong and resilient Canada.
CCA will continue to monitor the development and progress of the Canadian Infrastructure Council, and welcomes further consultation with industry and the federal government.
WCB announces 2025 preliminary average premium rate
The Saskatchewan Workers’ Compensation Board (WCB) announced the 2025 preliminary average employer premium rate will remain unchanged from the 2024 rate at $1.28 per hundred dollars of payroll. The announcement was made at the WCB’s annual preliminary rate information meeting with Saskatchewan employers, workers and stakeholders on Oct. 31, 2024.
“Year over year, the WCB aims to uphold a balance between stable rates and a fully funded compensation system,” said the WCB’s chair, Gord Dobrowolsky. “The two key drivers of the 2025 preliminary average premium rate are claim costs and payroll. While we are forecasting claim costs to increase, we expect these to be offset by rising employer payroll. This is why we are proposing the 2025 preliminary average premium rate remain at $1.28.”
Workers’ compensation is a no-fault insurance system based on collective liability, where all employers share responsibility for workplace injury insurance. Employers are grouped together to form an industry rate code. Premium rates are set for each rate code based on the collective claims experience of employers within each industry rate code. All employers within an industry rate code start with the same industry premium rate.
With the 2025 preliminary rate proposal:
The overall 2025 proposed average preliminary premium rate will remain at $1.28 per hundred dollars of payroll.
Industry premium rates for approximately 76 per cent of Saskatchewan’s employers covered by the WCB will see a decrease or no change for 2025.
Industry premium rates for approximately 24 per cent of Saskatchewan’s employers covered by the WCB will increase this year.
The WCB works to uphold a balance between stable rates that ensure fairness, transparency, collective liability and predictability, and a fully funded compensation system.
“While we are proposing the 2025 preliminary average premium rate remain consistent with last year’s rate, we are seeing claims getting more costly, which coupled with inflation, is expected to put long-term upward pressure on premium rates,” said the WCB’s CEO, Phillip Germain. “By working together to reduce the number of serious injuries and fatalities in our province, we can help to minimize the impact of factors that are pushing premium rates upward.”
In 2024, the WCB completed an optimization of its investment strategy to improve the long-term expected return on its investments. Increased investment income benefits employers by reducing the premiums needed to operate the compensation system.
Additionally, employers can influence their individual premium rate through effective injury prevention and return-to-work programs. The degree to which employers in an industry work to eliminate workplace injuries also affects industry premium rates. Employers who have a fully functioning safety program and a solid return-to-work program can help prevent and manage work-related injuries.
In 2023, for the fourth year in a row, 90 per cent of employers in the province achieved zero injuries and zero fatalities in their workplaces. On an annual basis, serious injuries account for approximately 11 to 14 per cent of total claims and more than 80 per cent of claim costs in the system.
“The WCB will continue to work to prevent work disability through active worker and employer contact, and collaborative return-to-work plans with workers, employers and health-care providers,” said Germain. “Through all of these efforts, we can work together to reduce the number of serious injuries and fatalities that significantly impact individuals, families and communities.”
Outstanding achievement in the skilled trades honoured at the 2024 Apprenticeship Celebration Dinner
Nearly 350 people attended this year’s event, sponsored by more than 30 organizations. Held at the Conexus Arts Centre in Regina, the Apprenticeship Celebration Dinner brought together industry partners and stakeholders, training providers and employers who help build a successful apprenticeship system in Saskatchewan to recognize award winners and celebrate their achievements.
“Skilled tradespeople in Saskatchewan play an important role in building a growing province, and our government is committed to creating more skills training and education opportunities, as guided by the Saskatchewan Labour Market Strategy,” Deputy Premier and Immigration and Career Training Minister Jim Reiter said. “Congratulations to those being recognized tonight for their contributions to Saskatchewan’s apprenticeship and trade certification system.”
Thirty-one journeypersons who achieved the highest mark on their trade’s certification exams between July 1, 2023, and June 30, 2024, received the Outstanding New Journeyperson awards. Eleven additional awards issued by the SATCC included the First Nations and Métis Scholarship, the Scholarship for Journeypersons with Disabilities, the Outstanding Instructor and Employer awards, and the Apprenticeship Lifetime Achievement Award.
In addition to the awards from the SATCC, industry partners including training providers, industry associations, employers and unions also issued scholarships and awards recognizing the achievements of apprentices and journeypersons.
“We are proud to honour and recognize the people who demonstrate excellence in the skilled trades,” SATCC Commission Board Chair Bryan Leier said. “On behalf of the SATCC and the Commission Board of Directors, congratulations to all the award winners for your outstanding achievements that contribute to a strong and successful apprenticeship system in Saskatchewan.”
Canada’s construction leaders call on the federal government to address labour shortages, outdated policies and investment gaps
A strong and healthy construction sector is the key to a solid Canadian economy, but outdated procurement strategies, labour shortages and a lack of adequate investment are preventing the industry from realizing its full potential. On Nov. 19, 2024, construction leaders from across the country headed to Parliament Hill to advocate for urgent intervention from the federal government.
Invest in long-term infrastructure, with a focus on housing, transportation and trade-enabling projects.
Grow the construction workforce to address critical labour shortages.
Modernize procurement processes and cut unnecessary red tape.
Construction contributes $162 billion annually to Canada’s GDP and employs over 1.6 million Canadians. Supporting construction means supporting job creation, trade, critical infrastructure, productivity and growth.
“It’s not promises that build the economy – it’s construction. It drives growth, creates jobs and builds and maintains the essential infrastructure we all depend on,” said Rodrigue Gilbert, CCA president. “To secure Canada’s future, we need to invest in infrastructure, expand our workforce and modernize procurement. Together, we can build a stronger, more resilient Canada.”
Canada’s builders are asking for substantial changes in how the federal government approaches infrastructure investment, workforce development and procurement. By cutting red tape, collaborating on a long-term vision for infrastructure and addressing labour challenges, we can deliver the projects Canadians need for a stronger future.
Skilled Trade and Technology Week proclaimed in Saskatchewan
To celebrate the week, Skills Canada Saskatchewan hosted a networking breakfast, followed by a skills fair on Thursday, Nov. 7 at Campus Regina Public. Middle years and high school students were invited to learn about available post-secondary and career opportunities in these fields.
Careers in trades and technology provide many opportunities for Saskatchewan youth. Educators were invited to explore a number of activities with their students to learn more, including connecting with Skills Canada Saskatchewan to host Trade and Tech Days at their school, inviting apprentices, journeypersons and other industry representatives into their classrooms to deliver presentations or administer the Saskatchewan Youth Apprenticeship (SYA) program.
Developed and overseen by the SATCC, SYA enhances students’ understanding of apprenticeship and careers in the skilled trades through 12 activities, including researching and writing a report on a designated trade, interviewing a journeyperson and attending a career fair. Students who register as apprentices in Saskatchewan within five years of program completion receive 300 trade time hours and the waiver of their apprenticeship registration fee and Level 1 technical training tuition.
Two companies fined in workplace incident causing serious injury to a worker
Strathcona Resources Ltd. was fined for contravening clause 3-12 (a) (ii) of the Act. As a result, the court imposed a fine of $60,714.29 with a surcharge of $24,285.71 for a total amount of $85,000. One other charge was withdrawn.
Steel View Energy & Industrial Services Ltd. was fined for contravening clause 3-1 (a) of the regulations (being an employer failed to comply with the duties of an employer at a place of employment, including the provision and maintenance of a plant, systems of work and working environments that ensure, as far as is reasonably practicable, the health, safety and welfare at work of the employer’s workers, resulting in the serious injury of a worker).
The court imposed a fine of $39,285.71 with a surcharge of $15,714.29, for a total amount of $55,000. The charges for both companies stemmed from a single incident that occurred on Dec. 5, 2022, near Major, Sask., when a worker was seriously injured when they were struck by an ejection clamp.
It was a highlight of my summer to see crews out on worksites doing what it takes to repair or build a road, replace pipes and other infrastructure underground or prepare a site for a future building.
As you have been busy completing those projects, I have been hard at work – along with the board – on some of my own that I am excited to tell you about. You can read more about them in this issue of Think BIG. While those too are important highlights of this year, I say that seeing those crews at work is a highlight because that work is undeniable evidence of all that our industry does to support our communities and the provincial economy.
As I drive around – on roads SHCA members built – I look around to see so much other infrastructure that requires heavy construction to exist. The sidewalk where pedestrians can safely walk to get to a business. Those lots being developed so more houses can be built in a subdivision that will welcome many more families to live in our city in a new neighbourhood that will flourish.
Those kids playing basketball on a court using materials donated by one of our members. Families packed in a half ton truck that is pulling an RV headed out on the highway to a provincial park to make memories on a family vacation.
That rail line being used by that train carrying cars of agricultural commodities or manufactured equipment to other parts of the country where they will be used or to reach ports to export to other countries. I hear the planes coming into my city knowing they are going to land on the airport runway. I trust there will be a parking lot where I will park my vehicle when I arrive at my destination.
We built that. All of that, which is needed by others in our society. The members of our association are the ones who made sure high quality, durable infrastructure is constructed so other people living in our communities can enjoy a high quality of life.
This infrastructure makes travel easier and safer. Getting to school and work every day is possible in large part because of the infrastructure that our members build and maintain. It prepares for future stages of development so people have places to work and live. These are just a few examples of what our industry contributes.
While it is common to just get the job done and focus on all that is needed to ensure it gets done well, I think there is value in stopping to consider just how impactful that infrastructure is in our daily lives and how significant it is to our society’s functioning. There is so much for a person to notice and take pride in once we start looking for it. While we know it, let’s remind others of it, too.
Over the winter, remind people we built that. In Saskatchewan, we don’t like to brag, but it is valuable to share information about the work you are doing with others. You can tell family, friends, neighbours and associates about what our industry builds. Help them understand the direct benefit of this new infrastructure, but also the indirect benefit, such as the money spent in communities when a crew moves in for the duration of a project. That indirect benefit helps to support their jobs and income.
Telling people which projects we are working on helps others who are not in our industry see that it is real people – not simply dollars and documents – who make infrastructure happen. Reminding other people of exactly what our industry builds and maintains and how that betters the lives of our family, friends and neighbours is an important message to deliver so the value of our industry’s work is recognized and appreciated.
Governments pay attention to the public who vote them into office. Having the public value our contribution to our communities helps reinforce what we as an association say to politicians and bureaucrats we meet with to discuss our industry’s interests.
That is our intention when explaining to the public the three vital industry issues we want governments – provincial and municipal – to address as we communicate to all the importance of our industry to the new government. You can read more about those efforts.
You can also read about an exciting announcement by the SHCA. We have been working to develop an education portfolio for fall 2024 to add another way for the association to provide even more exceptional services to members and stakeholders. That education portfolio has been developed along with Darlene South of Darlene South Consulting Solutions and Jason Tratch of Proteus Waters.
I am looking forward to seeing people learning from these two at our office in Regina. The association views these education and training opportunities as essential in helping members build a sustainable workforce through improved recruitment and retention strategies.
So, this winter, reflect on all the hard work you have done and how meaningful that work is to our province, while you also decide who you would like to send to the training courses.
