by SHCA SHCA

Mary Van Buren Announces Her Spring Departure from the Canadian Construction Association

Mary Van Buren

After six successful years as the president of the Canadian Construction Association (CCA), Mary Van Buren has announced that she will be leaving the association in the spring of 2024.

As the first female president in the association’s long history, she has guided CCA into a new era that is digital first and inclusive. Her focus on modernization was critical in CCA’s ability to navigate the COVID-19 pandemic, while advocating on behalf of the industry and continuing to deliver member value in the face of a global crisis.

Under her leadership, CCA has developed an expanded focus on innovation and best practices, and is currently piloting a digital contract service which will roll out in early 2024.

One of the most significant achievements of her tenure has been the review of CCA’s governance model, and the restructuring that allowed the association to be more nimble in addressing member issues. Working closely with the board of directors as well as the governance and nominating committee, Van Buren’s commitment to governance effectiveness has seen the consistent evolution of the model and led to CCA receiving aGovernance Award from the Governance Professionals of Canada in 2023. 

While her impact on the association is evident, her unwavering commitment to engagement stands as the bedrock of her success at CCA. Through her steadfast dedication to collaboration, she has strengthened the relationship with CCA’s 62 partner associations and developed new strategic partnerships that have not only delivered more value to CCA’s 18,000 member firms but also elevated the profile for the national construction industry.

“The construction industry is essential to Canada’s economic success and quality of life, yet it doesn’t always get the credit it deserves,” said Van Buren. “I am so proud to have brought more attention to an industry that has such a profound impact on our country and affects positive change in our communities every day.

“To see the growth in member engagement in advocacy and the resulting effects that a strong, unified voice for the industry has, is especially rewarding. I am so fortunate to have an excellent team who are committed to advancing the industry’s interests across the services we provide.”

Brendan Nobes, chair of CCA, said, “The board of directors sincerely thanks Mary for her stewardship of the association over the last few years. Through her commitment to advancing member issues, she has raised the industry’s profile, and her legacy of leadership will be long lasting. While we are sad to see her move on, we understand she is interested in taking on new challenges and wish her all the best in this next stage of her career.”

A search process is underway with a goal of a smooth transition and continuing the positive momentum gained under Van Buren’s leadership.

by Shantel Lipp Shantel Lipp

SHCA Infrastructure Summit & Trade Show Takes Place Next Week

Shantel Lipp - Portrait

I am counting down the days until the first ever SHCA Infrastructure Summit & Trade Show takes place in Regina next week, and I can’t wait for you to see all that it will bring to the forefront.

First, you will see the importance and impact of the heavy construction industry within and beyond Saskatchewan reinforced. I look forward to seeing contractors, suppliers, engineers, government officials and other professionals coming together to focus on infrastructure and transportation for two full days on Nov. 29 and 30, 2023, at the Delta Hotel & Convention Centre.

You have heard me say that funding to develop and maintain that infrastructure can deliver a return when there is a strategy for investment. This event is another opportunity to deliver that message. The role of infrastructure in trade relationships and the need for long-term investment in infrastructure  to grow trade that will benefit our economy are why this event will be valuable to more than members.

I hope all who are there  will take in the panel discussion, which is in the agenda for Nov. 29. You will hear the panel discuss how trade and transportation infrastructure intersect in Canada’s economic growth strategy. The panelists will include: 

  • John Law, senior fellow with Canada West Foundation and co-author of From Shovel Ready to Shovel Worthy: The Path to a National Trade Infrastructure Plan for the Next Generation of Economic Growth  
  • Gary Mar, president of Canada West Foundation 
  • Mary VanBuren, president of the Canadian Construction Association
  • Kyle Toffan, Deputy Minister of the Ministry of Highways  
  • Jodi Banks, Deputy Minister of the Ministry of Trade and Export  
  • Chris Lorenc, president of the Western Canada Roadbuilders & Heavy Construction Association (WCR&HCA)  

Mar and VanBuren are involved in a coalition of national organizations that also includes the Business Council of Canada and the Canadian Chamber of Commerce. They are concerned about the current level of investment as well as the lack of coordination and planning on a long-term strategy and the state of the federal trade corridors fund.They have endorsed the WCR&HCA report by the Canada West Foundation, From Shovel Ready to Shovel Worth: The Path to a National Trade Infrastructure Plan for the Next Generation of Economic Growth.

This coalition is approaching the three orders of government to advocate for a nation-building strategy to invest in Canada’s trade corridors to harness trade-based economic growth. This summit is important for government because for decades the private sector has been asking for a long-term permanent plan to grow business investment.

I am excited about the opportunities you will have to deepen your knowledge  about infrastructure, equipment, labour needs, projects, investment and much more.

As projects become more complex and technology evolves, there is always a need to prepare for the future. At the summit, you will gain information through industry education sessions that can help you become an even better builder. Technological advancements within the industry will be highlighted through technical sessions across a broad sector of industry applications.

Valuable information on many different topics will be shared by Brandt Industries, Gerry Huber, Wirtgen Group, Water Security Agency, Asphalt Institute, SMS Equipment, SaskPower, Cenovus Energy and the Women of Asphalt. They will cover cold in-place recycling, how to use intelligent compaction, asphalt volumetrics, balanced mix design, AI advancements in roadbuilding equipment, new technology in tack coats, flood mitigation, the future of carbon capture and mining, and the inclusion and retention of women in the industry.

There will be opportunities to learn more about the production and processing of materials as well as troubleshooting asphalt plants and greener ways of paving. You can expect to see virtual reality being used to attract young people to our sector as well as to conduct safety training.

It is a time to develop personally as well as professionally. Speakers at the summit include Mark Nesbitt, who will discuss creating the next generation of construction leaders. There will be a presentation by Pamela Barnum, who will describe how to unlock the code of non-verbal communication. Also speaking is Bob Vaughn, who will cover projects becoming more complex and how to create a culture of success.

There will be so many people you will want to meet and interact with – whether it is at the innovative trade show  or the industry awards and banquet that will wrap up the event.

It will be a busy two days full of people embracing our industry and sharing what it means to this province we call home. I look forward to seeing you there to take part in all that activity to show you value a strong future for all who make up and support the heavy construction industry.  

by SHCA SHCA

Economy Moving into Next Phase

Entering upswing after seven-year slide

By Paul Martin, Martin Charlton Communications

For those who follow commodity cycles (and that is probably most of us living in Saskatchewan) we are entering the second phase of the current upswing. For example, veterans of the potash industry will tell you that we live 15-year cycles: seven up and then seven down with a short transition in between.

Sometimes called SaskaBoom 2.0, this cycle began in 2021, almost seven years to the day that the previous upturn reversed itself, pushing us into the typical seven-year slide. For those with good memories, you’ll recall that the price of both potash and oil fell off the cliff in November 2014, triggering the valley on the graph charting our progress.

However, Saskatchewan’s up cycles also tend to have two segments. The first is what I like to call the Income Statement boom – where strong commodity prices generate above-average cash flows for industry and government. It can be measured by the price of our commodities – grain, potash, oil or uranium – multiplied by the volume to derive an income or revenue figure. The price and output of primary products, such as oil and potash, are levelling out as, in the case of potash, Saskatchewan’s competitors are learning how to circumvent international sanctions spawned by the war in Eastern Europe.

The second half of the journey – and arguably the most important – is the Balance Sheet boom which we are now enjoying.

In short, this is all about investment. Capital inflows attract people, which is reflected in our recent population growth, higher levels of expertise and new commercial players. It also adds to the province’s net worth. For example, while the price of potash may go up or down and affect output, you don’t unbuild a mine once its completed, so it is a permanent addition to the overall economy regardless of how prices move. That’s the difference between an income-led boom and one sparked by investment capital.

That’s the curve we’re riding right now. Investment intentions are currently running between $10 billion and $15 billion, depending on who’s numbers you use. Either way, these are significant sums and are the catalyst for attracting further investment. A new mine or canola crush plant leads to increased demand for services and infrastructure, benefiting the entire economy. 

by Association of Equipment Manufacturers Association of Equipment Manufacturers

Culture in Construction

Why it matters and how to make it better

Portrait of a smiling mature woman in a hardhat on construction site
Portrait of a smiling mature woman in a hardhat on construction site

There is a labour shortage in the construction industry – and it’s not exactly breaking news. Headlines declare that “nobody wants to work anymore,” but is this explanation really at the root of what’s a longstanding, industry-wide issue?

Amid the “Great Resignation,” as Baby Boomers retire and Gen Z workers reject the long hours of the construction industry, it’s more important than ever to examine the causes of this unprecedented labour shortage and explore potential solutions. Numerous companies are feeling the pressure, especially in the skilled trades, and many have not yet been able to solve their workforce woes. After increasing pay and flexibility with little to no results, a lot of companies find themselves asking, “Is our company culture to blame?”

During an education session titled “Culture in Construction – Is It Really That Bad?” at CONEXPO-CON/AGG 2023, speaker and construction industry advocate Wally Adamchik walked through the reasons why the answer to that question is both yes and no.

The good news is that industry-wide survey results indicate the construction industry’s culture issue may not be so bad, according to the 2019 People in Construction Report, says Adamchik. In fact, 83 per cent of people say that they would reapply for their current position and 73 per cent of people say that they are happy at work.

However, these results are not good enough to sustain successful growth and project execution, according to Adamchik. In addition, there is a significant divide between project management in the office and field supervision on the job site. In the office, 81 per cent of employees say that they have a close friend at work; in the field, only 50 per cent of employees share that sentiment. On top of that, 75 per cent of office workers feel that they can maintain a reasonable work-life balance, while again only 50 per cent of field employees feel that they can maintain a reasonable work-life balance.

Rather than list off more statistics about the industry’s labour shortage, many leaders want information about creating a more long-lasting and motivated labour force. There are several concrete actions that can be taken to improve company culture and keep workers happy, and companies should act now to avoid losing more of their employees. The labour shortage isn’t exclusive to the construction industry, and these actions can be implemented in any workplace. Even organizations with good company culture can implement some of these changes to elevate employee experience:

Standards and values. Approximately 90 per cent of survey respondents agreed that ignoring the core values of their workplace would get them into trouble. This shows that workplace values still matter, and the most visible way to manifest this is to enforce standards across the board. There should be no double standard when it comes to values. Employees will take standards and values more seriously when they are a part of company culture, and see leadership being held accountable to the same standards as employees.

There are several concrete actions that can be taken to improve company culture and keep workers happy, and companies should act now to avoid losing more of their employees.

Creating lasting change. Three quarters of senior leadership (those who are supposed to be spearheading change in the workplace) say that their efforts fall short. Change requires organizational capacity and requires a significant personal investment from leaders. Creating a path for change with concrete steps to follow along the way will help companies maintain organization and encourage both employees and leadership to follow through.

Encouraging and participating in employee recognition. There are a multitude of opportunities to tell employees how much they are appreciated. Chances are that on a daily basis, there are numerous opportunities to give positive and relationship-building recognition. Companies that regularly participate in positive recognition are more likely to attract and retain loyal employees.

Amping up one’s referral program. About 84 per cent of employees surveyed say that they would recommend their workplace to a friend (but don’t). Furthermore, 83 per cent of employees say that they would reapply for their current position if given the chance. There are also several ways to increase the effectiveness of a referral program, including using an easy-to-use option, offering a mixture of incentives, announcing or re-announcing the program, and recognizing current employees for referring candidates.

Bridging the gap between teams and departments. In construction, there are several discrepancies between survey answers from field and office staff members that could be corrected with a little work. For example, creating teambuilding opportunities for one’s entire staff on a monthly or quarterly basis can go a long way toward building camaraderie.

While there are several improvements that would benefit the construction industry’s culture, and company culture in general, the survey results show that the situation may not be as bad as advertised. There are several actions that employers can take to improve company culture, from enforcing values to bringing employees together. Even small actions make a big difference, and there is no better time to start than now! 

by SHCA SHCA

Saskatchewan Research Council Helps Move Helium Forward

Helium liquefaction facility could help ensure the security of Canada’s health sector

By Erin Matthews, Saskatchewan Research Council

Critical minerals provide the materials needed for nearly every aspect of our day-to-day lives and are becoming increasingly important for growing a prosperous future. Canada’s recently announced Critical Minerals List highlights 31 minerals and metals that are crucial for green energy, technology, transportation and health care. Saskatchewan’s own Critical Minerals Strategy focuses on the critical minerals found in the province including potash, uranium and rare earth elements. The strategy also has a strong focus on helium, a unique addition to this list.

A colourless gas that’s lighter than air, helium is the only critical mineral that isn’t truly a mineral. It is a commodity with rising demand in a global shortage.

While gaseous helium is mostly known for its use in party balloons, it is a critical substance that rarely has a substitute in both industry and health care. When mixed with oxygen, helium can be used to help people with asthma and other respiratory ailments breathe easier. In the manufacturing industry, helium is often used as a shielding gas in arc welding and in the production of semiconductors.

When cooled down to -269 degrees Celsius, helium transforms into a liquid with superior cooling properties. Liquid helium is essential for MRI machines to function in running scans, allowing for crisp, clear images needed for diagnostics. Synchrotrons and particle colliders – like the Large Haldon Collider – require helium to maintain stable temperatures needed for experiments.

Helium is even used as a coolant in certain types of nuclear reactors.

While helium is the second most abundant element in the universe, it is one of the rarest on Earth. With Canada’s most significant helium reserves found in southwestern Saskatchewan, the province has the potential to be a leader in helium production.

Producing helium on the Canadian prairies

While helium is the second most abundant element in the universe, it is one of the rarest on Earth. With Canada’s most significant helium reserves found in southwestern Saskatchewan, the province has the potential to be a leader in helium production.

Naturally found in deposits of natural gas, helium was first discovered in Saskatchewan during hydrocarbon exploration in the 1940s. The province’s first facility for helium production was later commissioned in the early 1960s.

In 2021, the Government of Saskatchewan released their plans to grow the province’s helium industry with the goal of producing 10 per cent of the world’s helium by 2030. On behalf of the Saskatchewan Ministry of Energy and Resources, the Saskatchewan Research Council (SRC) investigated the potential of building a helium liquification hub in the province. This hub would be the first industrial-sized helium liquefaction facility in Canada and allow Saskatchewan to contribute towards ensuring the security of Canada’s health sector.

Led by SRC’s process development team – a group of client-focused chemical and electrical engineers, geologists and chemists – the study consulted stakeholders, examined the market, assessed environmental considerations and identified key infrastructure. The full report is available online.

Three scenarios for Saskatchewan’s helium liquefaction hub

The report concluded that building a helium liquefaction facility or a hub of several facilities would allow Saskatchewan to maximize the full value of this critical resource.

“A helium liquefaction plant could be instrumental in adding value to the province’s helium industry,” said Erica Emery, a senior research engineer on SRC’s process development team.

The report identified several options for expansion.

A liquefaction hub wouldn’t need to be located directly at production sites, but building a facility near to current or future sites would be ideal as transporting helium carries significant challenges. Weight restrictions limit the use of secondary highways, so designing liquefaction facilities with direct access to primary roads is key to establishing a successful helium hub.

Saskatchewan will need to ramp up production of helium to reach the goal of providing 10 per cent of global demand. SRC found that a single large-scale facility capable of liquefying 700 million cubic feet per year or 370 kilograms per hour of helium is one way to achieve this – providing the province with a lique­faction process model and an overview of challenges, potential solutions and the cost of a large-scale facility.

A mid-sized facility, capable of liquefying enough helium to reach half of the 2030 production goal was also proposed in the report. This facility would be able to liquefy 350 mmcf/y or 190kg/h of helium with a suggested location near Swift Current – the home of several historic helium wells. The nearby village of Mankota (150 km south of Swift Current) is currently home to a helium production facility.

Alternatively, SRC’s process development team offered a third option – the creation of a liquefaction hub consisting of two liquefiers that could be paired in a single location or split into two locations across Saskatchewan.

“If the province were to support two liquefiers there’s no reason they would need to be built at the same time,” said Emery. “In fact, there are many advantages to building them in a stage-gated fashion.”

The economic return of a large-scale facility was more attractive, but building two liquefiers in separate stages had several advantages for the province, including the ability to grow as the market develops and the ability to spread out capital expenditures over longer periods of time.

Providing unique support for industry and government clients

SRC’s process development team stands out from other business units across SRC with their unique ability to offer a wide range of services that tackle challenges faced by Saskatchewan’s key economic sectors.

“SRC has a long history of supporting innovation through research and technological advancement and the process development group helps our clients achieve economic and environmental solutions,” said Emery.

The group’s initial focus was on increasing the value of heavy oil by developing new processing techniques, which later expanded to biofuel, kaolin clay resources and alternative energy storage.

With over 40 years of expertise in the energy industry and decades of providing simulation and technoeconomic analyses, SRC’s process development team has the expertise needed to assist Saskatchewan’s growing helium industry. 

by SHCA SHCA

Construction Matchmaking

New program from BuildForce Canada creates opportunities for entry-level workers and employers

By Pat Rediger

BuildForce Canada has announced a new program called Construction Career Pathways (CCP) to create more opportunities for both individuals wishing to enter the construction industry and for employers looking for entry-level workers.

“We put together a program to encourage employers to take a chance on people who have never worked in the industry. Once they get in the door, we hope that most employees will stay with their employers. This would help supplement the overall labour force,” said Bill Ferreira, executive director of BuildForce Canada.

CCP launched in April of this year and has a one-year funding commitment from the federal government. Both employers and employees can access the program on the CCP website (ccp-pcc.ca).

Ferreira says the program consists of 16-week, entry-level, paid work placements on construction sites across the country. No prior industry experience is necessary for workers, and employers can access funding to offset the onboarding these employees require.

The program targets small and medium-sized businesses (fewer than 500 employees) with a total wage subsidy of up to $2,400 per employee at the end of their work placement. There are placements available for up to 1,000 workers with half of the program intake allocated to individuals from populations that are underrepresented in the construction industry such as women; members of Black, Indigenous and racialized communities; people with disabilities; newcomers; those who identify as LGBTQ2+ and young people wanting to get work experience.

“There are benefits for both the employers and the employees,” said Ferreira. “The benefits to the company are that they get access to individuals who are keen to work in the construction industry and for workers, they get their first opportunity to work in the industry. The funding itself is designed to help offset some of the costs that the employer would face. The benefits for the individual are not only the immediate employment, but also hopefully a career that they wish to pursue in the construction industry.”

He says the program addresses two key areas that typically concern both sides: the cost of training a new employee and the lack of first-job opportunities. The program is intended to bridge that gap so the employer has a financial incentive to take a risk on a new employee.

BuildForce Canada is a national, industry-led organization that represents all sectors of Canada’s construction industry. Its mandate is to support the labour market development needs of the construction and maintenance industry. It works with key industry stakeholders, including contractors, proponents of construction, labour providers, governments and training providers to identify both demand and supply trends that will impact labour force capacity in the sector, and supports the career searches of job seekers wanting to work in the industry.

How to register

Both the employer and employee must register on the CCP site to participate in the program and answer a few basic questions. Companies provide a description of the position that they are looking to fill and individuals looking for work complete an online profile. BuildForce has partnered with Magnet, a company started by Toronto Metropolitan University, to assist with the matches.

The employer is still responsible for interviewing the employee and completing the hiring process. Once a job seeker reaches an agreement with the employer, the individual is then encouraged to take BuildForce’s online construction safety awareness course to assist with the onboarding process. At the end of the work term, BuildForce will provide the funding to the company.

Ferreira says that the program is really for entry-level positions in the construction industry and is not for Red Seal positions. Employers in heavy civil construction, residential construction and other construction sectors that don’t hire Red Seal trades now have access to a new program that addresses their specific needs. The program does not overlap with the Canadian Apprenticeship Service, although a new employee may consider entering the apprenticeship program after completing their 16-week program.

The program is a key ingredient of addressing the labour shortage the construction industry is currently experiencing, which is only expected to increase in the coming years, Ferreira said. There are estimates that one in every five construction workers are expected to retire within the next seven years, leaving a huge gap in the labour market. This issue, combined with increasing demand for new housing and infrastructure projects, will con­tinue to put pressure on the industry to complete projects in a timely and cost-effective manner. 

by SHCA SHCA

Wildfires fill Saskatchwan air, concern construction workforce

Smoke inhalation can cause short and long-term damage to workers

By Jon Waldman

One of the biggest stories of summer 2023 in Canada, if not the biggest, was the increase in wildfires that burned throughout the country.

Record numbers of fires and hectares of land burned have resulted in evacuations of cities and towns, while smoke warnings arose in areas far away from the directly affected regions. As reported by Environment Canada, Saskatchewan smoke hours (which is when visibility is reduced to 9.7 km) shattered previous records. From May 1 to Sept. 5, Saskatoon had 282 hours of smoke, with the previous high being 185 in 1981. La Ronge, meanwhile, had 802 hours, with a previous record of 165 from 2015.

Not only can this be a great concern for citizens who might otherwise enjoy a warm summer outdoors, it also increased caution for some in the heavy construction industry. Working outside in summer, where heat be overwhelming in normal conditions, is already a concern during lengthy stretches. Now, smoke and other particle inhalation is a greater risk.

“It’s more important than people realize. Wildfire smoke, especially, has several chemicals associated with it. There’s a significant respiratory risk. Even people who are otherwise healthy, on days where it’s really bad and you’re working outdoors in particularly strenuous activity, there’s potential to notice some of the effects,” said Dr. Niels Koehncke, a professor in the Department of Medicine and specialist in occupational medicine at the University of Saskatchewan. 

“People who are otherwise at risk, who have pre-existing lung conditions like bronchitis and emphysema, pregnant workers, are at higher risk for exacerbation. It’s a concern in those circumstances, but on particularly bad days, people who otherwise would generally consider themselves healthy will definitely notice some effect.”

CBS News reported an example of how bad the effects can be in late June. At the time, writer Li Cohen shared information from the Environmental Protection Agency in the United States.

“The particulate matter within the smoke irritates the respiratory system, impacting the body’s ability to function even among those who are healthy, and even short-term exposure of just a few days can have serious impacts,” Cohen wrote. “‘Sensitive groups,’ including children, the elderly, pregnant people and those with pre-existing respiratory and cardiovascular issues, are most vulnerable to these impacts.”

In Cohen’s comments, she focuses on those who come outside for recreation. For those whose livelihoods and income depend on being outdoors, there is no option to move indoors. As such, repeated exposure can be dire, especially for those with already weakened systems.

“For people with pre-existing medical conditions, they might find that wildfire smoke worsens them and that worsening can turn into a medium to long-term effect, particularly if this (the fire situation) is not going away,” Dr. Koehncke said.

Part of what makes wildfire so concerning is that its composition is not pure smoke. Instead, as Health Canada explains, it’s a complex mixture of gases, vapour and particles. Contents include ozone, sulphur dioxide, nitrogen dioxide, carbon monoxide, volatile organic compounds and fine particle matter (also known as PM2.5). The latter is particularly concerning.

Working outside in summer, where heat can overwhelm the human body, is already a concern during lengthy stretches. Now, smoke and other particle inhalation is a greater risk.

“There is no evidence of a safe level of exposure for most of these pollutants. This means that smoke can impact your health even at very low levels,” the government agency stated on its website. “As smoke levels increase, your health risks increase. Air quality may be decreased even if you can’t see or smell smoke.”

Another wrinkle that comes into play for the construction industry is that exposure to hazardous materials in the air is already occurring, making the environment that much more troublesome to manage for construction jobs. “They (construction workers) are often exposed to a range of respiratory hazards. Sometimes it’s a crystalline silica layer,” said Jeannette Campbell, senior occupational hygienist with WorkSafeBC. “Layered on top, you have the exposure to substances that have long-term respiratory effects,” she said. “This is the stuff we’re still trying to wrap our brains around because it’s pretty unique.”

Campbell also points out that there is a gap in staff age, and those who have worked in these conditions for longer are more susceptible to illness and other effects from long-term exposure to contaminants and smoke.

“We have an aging workforce that, in some cases, has many years of exposure to respiratory hazards that are going to potentially make them more susceptible to the smoke,” she said.

“We have an aging workforce that, in some cases, has many years of exposure to respiratory hazards that are going to potentially make them more susceptible to the smoke.”

– Jeannette Campbell, WorkSafeBC

Preparation

Arming oneself and one’s staff against wildfire smoke inhalation can be tricky. In many situations, the best defence is personal protective equipment (PPE).

PPE for breathing was a lesson learned during the height of the COVID-19 pandemic, where recommendations were made to wear masks when venturing outdoors. In particular, N95-graded masks can be a defence against the elements when worn properly.

“One of the things you can do is get the N95 masks that are well fitted,” Yellowknife’s Dr. Courtney Howard, an emergency room physician, said in a CBC article. “You can tell that it fits well (because) when you breathe in, the mask kind of sucks into your face. If you can feel the air coming around the sides, then it’s not a good fit or you may need to mould it more to your face.”

However, this is the last step in the safety process. “If there are other ways to avoid that exposure, such as administrative and procedural controls, they should be considered,” Dr. Koehncke said, adding that owners and project managers should ask questions such as, “are there changes to procedures and plans for a day or two days that can minimize workers or groups of workers that are exposed to smoke?”

“People who are otherwise at risk, who have pre-existing lung conditions like bronchitis and emphysema, pregnant workers, are at higher risk for exacerbation. It’s a concern in those circumstances, but on particularly bad days, people who otherwise would generally consider themselves healthy will definitely notice some effect.”

– Dr. Niels Koehncke, University of Saskatchewan

Combating the effects of wildfire can also be accomplished through pre-emptive moves, such as developing an Exposure Control Plan (ECP). The Manufacturing Safety Alliance of BC drafted a guide for its members on how to properly build an ECP, which includes: 

  • A statement of purpose and responsibilities
  • Risk identification, assessment and control
  • Education and training
  • Written work procedures (when required)
  • Hygiene facilities and decontamination procedures (when required)
  • Health monitoring (when required)
  • Documentation and annual review (when required)

“Companies have a duty to protect their workers from exposure to wildfire smoke during construction activities that take place during wildfire smoke events,” The Manufacturing Safety Alliance of BC stated in the guide. “Effective controls are available to protect workers from exposure. A combination of control measures is required to achieve this objective.”

Forecasting can also help. Government organizations, in concert with meteorological groups, can aid in project planning by looking at weather patterns and results, as was the case in B.C.

“It was anticipated because last October was so dry and unseasonably warm that we were in a scenario where the soil didn’t have the moisture. So they were anticipating and we didn’t get the rains expected in June, and we have widespread drought conditions,” Campbell said. “It is anticipated that this is going to continue. The two fire weather forecasts I’ve listened to from committees I sit on were not looking at the seasonal shifts we get that bring in the rains in the fall. So, we’re in a wait-and-see scenario.”

While those conditions are still unfavourable, work has to start because of the damage incurred.

“As we move in these areas, as we move into the recovery phase, there’s still a lot burning and there will likely be additional fires,” Campbell said. “Those will now be in areas where we have construction workers going in and working.”

Another step in preparing for work in these new conditions is adapting heavy construction practices. Campbell sees preparation as being similar to dealing with higher temperatures.

“The piece is thinking of outdoor work in terms of how we manage it with heat – can we reduce the intensity with which that work is happening, can we take our breaks in cool places with clean air, using our vehicles as places of refuge,” she said. “Then we need to think of when we’re out there and in the environment of it, what those exposures are.”

In many situations, the best defence is personal protective equipment.

Recovery

The unfortunate reality is no matter how many preventative measures are taken, wildfire smoke inhalation is nearly impossible to avoid. 

Thankfully, treatment for smoke-related irritation has several options. In a blog for Hearthside Medicine Family Care’s website, Havilah Brodhead, FNP, listed several techniques, including using a saline-based nasal spray and eating ginger and other anti-inflammatories.

However, the simplest solution is to drink plenty of water. 

by SHCA SHCA

Paving the Way

The implications for Saskatchewan’s construction industry: Embracing diversity, technology and change

By Pat Rediger

In a rapidly evolving construction landscape, where optimism about the industry’s future co-exists with challenges that demand innovative solutions, the release of the How We Build Now: Technology and Industry Trends Shaping Canadian Construction in 2023 report by Procore Technologies, Inc. has significant implications for Saskatchewan’s construction sector.

As the province grapples with its unique set of circumstances, ranging from labour shortages to technology adoption, this comprehensive report sheds light on the road ahead, emphasizing the need for diversity and inclusion programs and the integration of cutting-edge technologies to navigate the industry’s transformation.

“Although Saskatchewan may be less of a hotbed compared to the total construction that is going on across the country, we see that the province is essentially experiencing the same issues as elsewhere,” said Brandon Lee, senior manager of customer success at Procore.

The report, a result of extensive surveys and analyses, underscores the industry’s overall positive sentiment. Out of the over 500 respondents, consisting of owner/developers, general contractors and subcontractors, nine out of 10 expressed confidence in the industry’s conditions for the coming year.

This optimism can be attributed to several factors, including the initiation of large-scale projects such as the Ontario Line subway and clean energy ventures in British Columbia. The growing immigrant population is also driving demand for housing and infrastructure. These factors, coupled with an existing labour shortage, are adding to the industry’s backlog of projects.

Lee says that despite industry optimism, the data indicates there is a clear call for embracing technology to address crucial challenges. The survey shows 27 per cent of the total time spent on a project is used for rework or rectifying issues.

Other findings revealed that almost half of all projects go over budget and over schedule, and over 30 per cent of respondents identified needing new technology to improve operational efficiency and cost controls amid economic volatility. In fact, paper remains a common medium for Canadian construction decision-makers. About a quarter of respondents still use paper-based records or non-digital processes as part of their workflows.

The construction sector has historically faced hurdles in integrating technology tailored to its needs, but the advent of technologies like smartphones and the internet has paved the way for software developers to create solutions that streamline on-field operations.

Data access

The report highlighted that 41 per cent of respondents believe real-time and historical data accessibility would enable them to make better decisions. They also believe they could save up to 12 per cent of their total spending on projects if they captured, integrated and standardized data more efficiently. Notably, a significant 17 per cent of project costs are spent on data and information searches, showing a pressing need for more efficient data management systems.

Lee says that the transition to new technologies isn’t a one-size-fits-all endeavour. The challenge lies in successfully implementing these changes across a company, particularly in organizations with diverse roles and responsibilities. To mitigate these challenges, the report advocates for proactive problem-solving approaches, emphasizing the importance of leadership at all levels to effectively navigate obstacles that may occur.

“Process change management takes time,” he said. “You also have to hold the project teams accountable to leverage the system so that the people who need to make decisions at any point in the company have that understanding of what they need to double down on, or where they are running into issues in a project. This is a more proactive approach to problem solving.”

One of the most critical issues facing the construction industry nationwide, including Saskatchewan, is the labour shortage. The report reveals that nearly 29 per cent of respondents faced challenges accepting new projects over the past three to six months due to the scarcity of skilled labour. With the impending retirement of many experienced workers, the industry faces an urgency to attract younger talent who are already tech-savvy. Lee says that these individuals will soon be at the helm of these companies, making it crucial to create an environment that appeals to their career goals.

Diversity, inclusion and sustainability

The report noted that labour shortages can be addressed through diversity and inclusion initiatives to attract women, minorities and historically marginalized groups. The report indicated that 38 per cent of decision-makers recognize the need for such improvements in construction workplaces.

One of the most underrepresented groups in the construction workforce is women, particularly in executive roles.

“If there is an underrepresentation of [women], not only at the field or the office levels, but more importantly, in the management chain, you’re going to struggle to find the right talent, and in a time of labour shortage, to be able to deliver those projects,” said Lee.

The industry is also keen to adopt more environmentally conscious and sustainable building practices. Approximately half of the respondents have started to focus on strategies like prefabrication and improved material selection to reduce the carbon footprint of their projects. Four in 10 are either currently tracking or plan to start tracking (within the next 12 months) carbon emissions on their construction projects.

As the construction industry grapples with these multifaceted challenges, the report offers a blueprint for progress. The five recommended steps include effective preconstruction practices to enhance productivity, diverse hiring strategies to alleviate labour shortages, streamlined data management for enhanced insights, proactive data management to improve payment processes and the use of construction platforms for a competitive edge.

Lee says that undertaking these steps won’t be easy and it will require company-wide acceptance to move forward.

“I think it’s really important to have a realistic understanding of the appetite for change within an organization, and what can actually be achieved through that effort from top to bottom,” he said.

Despite these challenges, Lee says he is encouraged to see the Canadian construction industry’s leaders express optimism as they look to consolidate and build on post-pandemic progress. In particular, this survey shows half of the respondents see a need to embrace greater collaboration in projects among stakeholders, and half of them are well on their way in their digital transformation journey.

Some also recognize the opportunity to leverage the massive amounts of data generated through the use of technology to make more data-driven decisions across every phase of the construction life cycle. Ultimately, smarter construction empowers construction businesses to have better control of their projects and deliver higher quality builds. 

All images courtesy of Procore Technologies Inc.