Here’s what to do if you receive a letter about an old WCB claim
By Clifford Gerow, Injury Solutions Canada Inc.
During this last year, Injury Solutions Canada Inc. has noted a trend in old claims being resurrected by different Workers’ Compensation Boards and being dropped on employers that, in most cases, do not even remember the claim or employee.
What do you do as an employer? How do you handle this sudden and unexpected letter from your respective WCB?
The one thing you can’t do is ignore it. Trust that when the WCB sends you a letter, they are looking for a response or they will continue with the claim and invoice you for all the costs. These costs can very quickly add up to a significant amount, impacting your premiums, safety record and your ability to be competitive in the bidding market.
Injury Solutions Canada strongly suggests you immediately look back in your records to find out everything you can about the alleged incident – was this person an employee of yours, first and foremost, and was an incident reported to your business on the date of the alleged claim? This is where you cross your fingers – do you have any records of the claimed injury?
In a perfect world, you can answer yes to all the above questions, and you can provide good, detailed information to the requesting WCB to answer their questions in sufficient detail that exonerates your business from any further financial risk, and you can move on because you, at the time, did everything as you should have.
Now, as it has been our experience, not all employers are able to answer those questions fully and completely.
In that case, what do you do? Roll over and take whatever is coming without putting up a defence? Of course not!
The one thing you can’t do is ignore it. Trust that when the WCB sends you a letter, they are looking for a response or they will continue with the claim and invoice you for all the costs.
We start from the very basics, beginning with your return-to-work (RTW) program. Provide the WCB with a copy of your documented RTW program that states your company is fully capable and willing to accommodate any and all documented restrictions for injured workers. Next, you will, if possible and available, provide any documentation of the injured workers onboarding from human resources/management that clearly states the worker was made aware of and understood the RTW program and their duties to mitigate their wage loss by cooperating with the RTW program and the duties of the employer to accommodate the injured worker and their restrictions at work.
Next, if this was not done at the time of injury, get as much information as possible about the incident from any employees who are still with the company. If there are none, we fall back on the documents that you have or the normal actions your company takes in all injuries to accommodate injured workers at work. This may take getting statements from other injured workers that have been accommodated in the past and from company executives stating that is normal practice for the company.
It is very important to make note in the response to the requesting WCB if accommodation was offered and the injured worker preferred not to accept or if he/she made mention of any previous injuries to the injured part of their body in the past for whatever reason. Previous injuries to the same general area of the body can be very important in an appeal process and can lessen your financial risk and at the same time does not lessen the benefits allowed to the injured worker.
Ensure when you respond to the requesting WCB that this allegation is addressed fully and with all the documentation you have and what you can gather. The more information your business can provide, the better-informed decision the trier of facts can make for everyone involved. Please do not leave it to just chance. Chance is not your friend.
Clifford Gerow is the executive director of Injury Solutions Canada Inc.
Line locates in Saskatchewan are now valid for 30 calendar days
By Shannon Doka, Saskatchewan Common Ground Alliance
When real life happens, it’s often people at the ground level who see the need for change first.
Consider Saskatchewan’s previous 10-day standard for locate expiry for underground facilities. In theory, it was meant to ensure that construction projects happen expeditiously and safely before markings got stale.
However, as Donna Gibson, a human resources consultant in workplace health and safety for the City of Regina, learned, the reality was different when it came to a common problem – multiple water leaks on multiple worksites.
Gibson recalls a situation where some 20 simultaneous water leaks in the city, combined with the unpredictability of mother nature, forced crews (as well as locators) to rapidly move from site to site. The goal was always to get the work done within 10 days but instead it was causing rushing, additional delays and potential safety risks.
“The crews were asking me, ‘Why do we have a 10-day limit?’ and then, ‘What happens if we do have real emergencies?’” said Gibson. “When we have multiple water leaks throughout the city, we need the ability to go to other sites, and the crews were asking for the flexibility of not having to deal with the 10-day requirement.”
From the industry perspective, Brook Andres of Triple A Directional Drilling cites the difficulty of “multiple locates being done by multiple locating contractors within 10 days.” This situation forced some operational challenges on his business.
“We had sent a crew up to a town six hours away to complete a project that had locates requested the week prior,” said Andres. “The crew arrived to find one set of locates done, but the other locates were not. The locator said he had been too busy, but he would stop by periodically over the next week on his way to other jobs to give updates on when he could do the locates.”
After a lost week of wages, hotels and meals for a crew of three men – more than what the project was worth – the crew ended up having to do the locates themselves.
Knowing that other jurisdictions like Alberta (30 calendar days) and Ontario (60 calendar days for most utilities) had longer locate expiry deadlines and wanting to be responsive to stakeholders, the Saskatchewan Common Ground Alliance (SCGA) investigated a more practical solution.
Metal smelting is one of the key parts of the rare earth element (REE) supply chain that is currently being developed by the Saskatchewan Research Council (SRC). While the process of metal smelting is not a new concept or practice, its use for REEs – especially in North America – is fairly recent.
Dr. Jack Zhang, associate vice-president of strategic initiatives at SRC, describes his journey into the practice of metal smelting.“Metal smelting is one important part of extractive metallurgy. I have been working in extractive metallurgy for more than 15 years,” he said. “However, most of my work has focused on mineral processing and hydrometallurgy. It was not until 2018 that I started to work on metal smelting technology, including both equipment development and process development.”
Since Zhang and his team began their work in metal smelting, they have made significant progress and have developed expertise in this niche area. In August 2022, SRC announced that it produced the first rare earth metal ingots in Canadian history at its under-construction Rare Earth Processing Facility using metal smelting technology. To date, 100 kg of NdPr (75 per cent neodymium, 25 per cent praseodymium) metal ingots have been produced. The facility is the first of its kind in North America and includes three key stages of the REE midstream supply chain: concentration, separation and metal smelting. The facility looks to be commissioned and fully operational in 2024.
What is metal smelting?
Metal smelting is a technology that falls under the pyrometallurgy umbrella of extractive metallurgies. Extractive metallurgy is the name for a group of technologies that extract the desired metals from mineral concentrates. There are two types of extractive metallurgies: hydrometallurgy and pyrometallurgy.
As the names suggest, hydrometallurgy is where solution chemical reagents like acid or cyanide are used to extract metals from mineral concentrates into a solution where they then move into downstream processes like precipitation or electrowinning that pull the “metals-in-solution” (or metal ions in solution) out into solid metallic form.
Pyrometallurgy describes processes that use heat in the presence of other chemical agents to enable metals in mineral concentrates to be both extracted from the concentrate and converted to metals.
Pyrometallurgy generally includes processes like calcining (thermal decomposition of a material), roasting (most commonly using heat and oxygen to oxidize sulphidic ore to oxides for further hydrometallurgical treatment), smelting and refining.
Smelting and refining both involve thermal reactions with molten phases. Smelting is different from melting – melting is the process of liquefying a solid substance by heating, like butter in a pan. Smelting is the process by which a metal is obtained at temperatures beyond the melting point and therefore includes both the melting of ore and the extraction of metals from ores in their purest form.
The process involves using chemical reducing agents (e.g., fluxes), as well as heat to achieve this. Refining generally refers to processes that take a smelted “product” and further purify and separate the metals in it. Both the smelting and refining of mineral concentrates have two outputs from their processes: purified metals and waste slag.
What is the metal smelting process?
There are two steps in the metal smelting process:
Decomposition (also called roasting in different metal smelting processes): to remove unwanted components, like carbon and sulphur, to make a pure oxide.
Reduction: to convert the oxide to element metal. A reducing agent is normally used to react with the oxygen.
Where does metal smelting fit within the REE supply chain?
The supply chain for REEs is quite complex and includes several stages. Within that mining-to-magnet chain of processing, metal smelting is fifth:
Mining
REE concentration
Hydrometallurgy
Separation
Metallization
Alloy making
Magnet powder production
Magnet making
How was SRC able to become experts in metal smelting?
The metal smelting process is not new and has been known for hundreds of years. However, there are currently no commercial-scale REE metal production options in North America. China has dominated this market since the 1990s, driven largely by two factors: low prices and state-backed investment in infrastructure and technology.
SRC is looking to change that with the skills, expertise and knowledge it has gained over the years from both literature and hands-on experience through its research and development work in REEs and other industries.
What are the challenges?
Zhang says the biggest challenges in the metal smelting process are two-fold: how to get the specialized equipment built and how to develop the skills to operate it.
“The process, in theory, is very simple,” he said, “but the operation requires skills and experience. As with many REE processes, including the hydrometallurgy and separation processes, the technologies themselves are well known and documented.
“However, there are a lot of techno-economic gains to be made with how they are operated and how to minimize the capital expenditure with the equipment. The process is also very labour intensive. But as SRC has done with other projects in the past, in-house ingenuity is heavily supported.”
SRC is investigating ways to automate the process to reduce operating costs and boost safety conditions.
What other ways will SRC’s process be different?
SRC’s metal smelting operation aims to have the highest safety standards, to be energy efficient and to achieve consistent product quality control and as much automation, as possible.
For more on SRC’s metal smelting services and its under-construction Rare Earth Processing Facility, go to www.src.sk.ca/ree.
The last few years have been tough for small-medium business owners, and experts are predicting some challenging years ahead. If you’re thinking about exiting your business and handing over the reins to a successor – whether to a family member or an individual in management – it’s important to start a succession plan as soon as possible.
You’ll need to consider who will take over when you step down, how they’ll manage the company and whether this person is willing and able to do so.
BDO Canada’s Jeff Noble, director, Private Wealth, has four tips to help you transition your private company from one generation of leadership to another.
Plan ahead
It’s inevitable that you will, at some point, exit your business. There are two ways that can happen, voluntarily (e.g., retirement or other lifestyle choices) or involuntarily. An involuntary exit could involve an untimely death, disability (either the business owner or their family member), disenchantment, disagreement or divorce.“
Unfortunately, an involuntary exit happens a lot more than we would hope,” said Noble. “My biggest piece of advice to owners is to plan ahead. The longer you wait, the fewer options you will have.”
A detailed succession plan is an integral part of a well-managed company. It should be an ongoing process that not only determines who should take over your company if you retire or pass on, it also identifies and prepares future leaders within the organization. A successful plan involves an integrated approach to transition:
Management
Leadership
Ownership
And control
Having a plan in place will make the transition smoother for you, your family, your successor and the business.
Choose your successor
It’s important to start thinking about who will take over your business well in advance of when you’re ready to retire or exit. If you don’t have anyone in mind, start by mapping out the skills and experience needed for the successor to succeed.
“When choosing a successor, founders and business owners tend to default to someone who looks, sounds and acts just like them,” said Noble. “The idea being, they’ve been successful thus far, so they need someone with the same skills, knowledge and attitude to continue that success.”
In reality, business owners should choose a successor based on the needs of the business going forward. What knowledge, skills and habits are needed for the business to succeed in the next 25 years? Where is the business is in its lifecycle? Where is the industry headed? Where is the potential new owner in their lifecycle?
Once you’ve identified a prospective successor who has the qualities needed to succeed, a key next step is communicating that decision to them and making sure they are ready and willing to take over the business.
Additionally, choosing the successor will have cascading consequences, especially if they occupy a key leadership role in the company. You’ll also need to identify someone who can assume the successor’s role as they transition to take over your position.
Mentor your successor
Once you’ve determined the skills needed for your business to succeed in the future, identify any knowledge gaps between what your successor has now and what they’ll need going forward.
From there, develop a mentorship plan. The sooner you start, the better. Mentorship is something that should be done intentionally and, by definition, takes time.
“It’s different than coaching – you’ll be on the same side of the desk versus opposite sides. It involves the owner spending a lot of time actively speaking with and actively listening to the chosen successor,” said Noble.
The successor will need to understand everything about the business, including:
Marketing
Sales
Finance
Human resources
Systems and processes
The business model
Vision and strategy
Training and mentoring will involve job shadowing your role and other roles within the organization, regular check-ins or meetings, external educational opportunities and sharing your experiences.
Mentorship is not just a one-way street. The owner should also be willing to learn from their successor and take on board any feedback that they offer. This can help ensure the business continues to grow in the right direction.
“I also recommend that successors become involved in conversations with the business’s professional advisors, accountants, lawyers and bankers. The new owner should have an opportunity to learn how to work with these advisors because they’ll be relying on them for help,” added Noble.
Create a financial and tax plan
A well thought out financial and tax plan will help ensure a smooth succession. You’ll likely start with a business valuation. Both owner and successor will need to know what the business is worth.
Alongside the valuation process, the owner and successor will want to create comprehensive financial plans. For the new owner, this will outline how they intend to pay for the business and over what period of time. Will they get outside financing?
Business owners should choose a successor based on the needs of the business going forward. What knowledge, skills and habits are needed for the business to succeed in the next 25 years?
The current owner will need a financial plan so they know they can live out their life based on the purchase price and terms of repayment. Will they hold a vendor take-back note? Additionally, there needs to be a plan in place to prevent a liquidity crisis in the business, since funds will likely come from within the business.
On the tax front, a transaction structured to minimize your tax liability will ensure owner and successor get the most out of the deal. You may want to consider an estate freeze. This tax strategy is widely used by Canadian Controlled Private Corporations (CCPC) in contemplation of internal succession. An estate freeze can be used to restructure the ownership of your corporation by capping the value of your assets and transferring future growth and incentive to the next generation of owners.
The recently passed Bill C-208 also provides another opportunity for genuine intergenerational transfers of shares of small businesses.
For a business to be successful in the future, its founder must plan ahead and make sure that the company will continue operating after they’re gone.
“Business owners need to think about what their life will look like once they are no longer a part of the business. I often see this hold people back, they don’t know what they are going to do next, so they procrastinate planning,” said Noble.
This article was originally published on BDO.ca and is republished with permission.
Careers in the trades need to get on the radar as young people explore options for their futures
By Jack Roberts
The global construction industry finds itself in a rather odd situation. It is caught in a storm of conflicting trends pulling at the very threads that hold a construction firm together: the ability to find and keep skilled, dependable workers.
On paper, it ought to be easier than ever for contractors and OEMs to attract young workers to their companies. Construction machines today are technological marvels with features that would have dazzled operators a decade ago.
Powerful new semi-autonomous guidance systems with 3D graphics combined with interactive, in-cab display screens now put precision control and high production within reach of even the most inexperienced operators.
And these very same systems can supercharge the capabilities of experienced operators – allowing them to post daily production numbers that would have been unthinkable on older machines.
The “office” operators work in has also evolved tremendously. Most modern machine cabs feature ergonomically laid-out interiors, with 360-degree views, comfortable seats, heat, air and even stereos.
Hydraulic control systems reward an operator with a feather-light touch, and modern coupler systems mean that operators rarely have to leave the cab to change attachments.
The work is out there, too. Construction markets worldwide today are generally robust with plenty of work available.
Markets have seen strong growth, thanks to government investments in new infrastructure as well as renewal and repair. To meet these demands, construction firms are happy to pay good wages for skilled, dependable operators.
Attracting younger workers to construction
Despite this, young workers with the ability and desire to learn are hard to come by. Even in normal times, this would be a worrisome problem.
But by an odd quirk in demographic timing, this young worker shortage is hitting the global construction industry at a time when older workers and highly skilled operators are beginning to retire in large numbers, leaving owners with a vacuum in knowledge and skills.
“Naturally, this is a bigger problem in some global markets than others,” said William Chimely, senior director, North America and global training and publications, Komatsu.
“In Asia, for example, operating a machine is seen culturally as a more revered, honoured role in a company. So, it’s difficult for a young person to get the training required to move into the cab of the machine.
“The bigger issue is that technical education for young people has fallen off all over the world. Trade schools and public schools used to provide elementary training for a career in trades. But we’ve migrated away from that with more of an emphasis on four-year degrees. So that talent pipeline that the industry used to depend on for new workers has dried up.”
Operating construction equipment can be glamorous
This sentiment is echoed by Jason Hurdis, global market professional, Caterpillar Global Construction and Infrastructure.
“We have done amazing things to make the machines easier and more attractive to young people. But we now face numerous other challenges that are complicating things,” he said. “The basic issue is simply attracting young people to this industry. That means finding a way to make it more glamorous. And really, that shouldn’t be hard to do. Because you can make a good living in skilled trades. The problem is young people aren’t aware of that reality. We need to change that.”
Cat has been proactive in working to raise awareness about operating construction machinery.
In 2019, Cat debuted its Global Operator Challenge, which allowed operators from all over the world to compete for cash, prizes and the honour of being named the top equipment operator in the world.
“We’ve got to raise awareness out there,” said Hurdis. “And Cat believes this global competition is a great way to do that.”
What are the benefits of a career in construction?
The operator shortage problem is one that will not resolve on its own – the industry needs to re-establish a talent pipeline.
But, given the dire state of affairs, it’s also time to begin looking for new ways to reach out to younger employee prospects as well.
“For companies, the key piece to this puzzle is recruiting,” said Chimely. “You have to find a person before you can even think about training them. And the sad fact is that our industry is not even on the radar screen for many young workers. We’re battling to catch their attention, and we have positive things we can point to.”
For instance, Chimley notes, construction offers a degree of versatility that is uncommon in many other occupations. Worksites change regularly.
Operators get to work outside and build things they can point to with pride later on. While the days of cold, wet workers shoveling away have largely disappeared, that image is still fixed hard and fast in the minds of many young people.
“What you have to do is get out in front of these young people and tell them your story – the industry’s story,” said Chimely. “Start looking for new places to do that. A contractor in Kansas recently set up a booth at a job fair and came away with five new operator hires. You have to go where the workers are.”
“There’s a certain type of young person who is going to be inclined to be a machine operator,” Hurdis adds. “Kids who like racing, ATVs, custom cars and motorcycles, for example. So go where they go. Set up booths at country fairs. Set up booths at car races, antique car shows or ATV races or motorcross events. Customers I’ve talked with tell me they’ve found great candidates in places like those.”
At the same time, Chimely argues that you’d do well to look beyond venues like that and seek out new prospects in unlikely places.
“Out of sheer habit, many contractors naturally look for certain types of people who have traditionally been attracted to construction machinery,” he said. “In [North America], that generally means white, rural, farm kids. But that demographic is not large enough now to fulfill our manpower needs. Construction globally needs to reach out and touch a new, diverse, future workforce. In many cases, this can mean inner-city children. Many of them are good gamers. And the ‘gamifcation’ aspect of operating modern construction machines fits in perfectly with those abilities.
“We just need to reach out to these young people and make them aware that construction offers them a viable career option using those skills. We can’t just keep fishing the same old pond forever. It’s time to diversify.”
Can education reduce the skills shortage?
Perhaps the biggest stumbling block to bringing new talent into construction is the lack of training to prepare young workers for even entry-level operating jobs.
Fixing this problem will be a long-term effort, requiring outreach to trade and tech schools on a local level from contractors, OEMs and dealers alike.
Another way to internally nurture talent is via the use of apprenticeship programs, notes Thomas Lee, product manager, Doosan Infracore North America.
“We are aware of apprenticeship programs available in North America for aspiring operators,” he said. “We encourage construction companies to partner with these apprenticeship programs and give new operators the opportunity to cut their teeth on the latest heavy construction equipment.”
Lee adds that dealers play a role in continuing education of heavy equipment operators.
“We are aware of dealers within our organization who regularly work with their customers to provide not only equipment operation training, but the dealers also train operators on how to properly service the equipment. Much of this training is done during the company’s off season or slower times of the year,” he said.
New ways of training workers are having a tremendous impact on quickly providing untutored young people with the skills needed to be an effective machine operator.
Among the most powerful of these new teaching aides are machine training simulators.
“Every equipment operator, regardless of skill level and experience, comes to the table with different strengths and weaknesses,” said Alan Limoges, product manager construction, CM Labs Simulations. “The key for employers in battling the labour shortage is to meet those people where they are.
“Construction equipment simulation is one way to both onboard entry-level operators and cross-train, benchmark, re-train or upskill existing operators.”
Limoges says that today’s simulators are data- and analytics-driven, which is essential to optimizing training time and correcting unsafe behaviours.
This means that training techniques move away from a checklist approach, and instead target specific skills that make people safer and more efficient.
“Companies and trainers now can use data collected for each student to analyze past behaviour and then apply that information to create specific learning paths that develop the most appropriate skills,” he said. “This approach also makes training more personal. With data analytics, training can tackle skill deficiencies for each person, which elevates their individual skill sets to a much higher level, rather than applying a single learning objective across an entire classroom.”
Mentorship programs in construction
Once an employee has been identified as a promising prospect and received some basic training to get them started on a machine, Reome says providing them with an older, experienced partner who can act as a mentor is one of the simplest, yet most powerful, training tools available at virtually every construction company in the world.
“Establishing a mentorship program is so important,” he said. “Because that’s how you impart passion about the industry and the work to a young employee. It’s a simple way to set a young person on a positive career path and keep them on it.”
There is a final – yet critical – aspect of finding employees that cannot be overlooked: pay.
“Wages and salaries are leading indicators for how well an industry can recruit workers,” said Chimely.
“Construction has been lagging behind other industries. We’re in a hot global job market right now. A rising tide lifts all boats. And workers – quite simply – are going to go where the money is.” Construction has a bright future to offer new workers – what is vital is that the sector ensures that this message is heard.
This article was originally published in International Construction magazine and appeared on CONEXPO-CON/AGG 365. It is reprinted with permission.
New training offered to SHCA members helps construction crews communicate more effectively with motorists
By Martin Charlton Communications
Motorists who are patient and cautious while driving through a work zone are appreciated and necessary.
So, too, is the training that Wade Hoffman provides to heavy construction employees, who are taught to communicate with drivers as they pass through a work zone while also learning all the other information they need to be effective traffic accommodation supervisors (TAS) in work zones.
Hoffman is the lead instructor at Traffic Training and Consulting (TTAC), his own business that is working with the Saskatchewan Heavy Construction Association (SHCA) to make members aware of his training. His own course is in work zones, and he will provide the Heavy Construction Safety Association (HCSAS)’s course in flagging.
Clearly communicating with motorists can make them less hazardous as they use the route established for them to transport people and goods through the area. Hoffman says the brightly colored personal protective equipment (PPE) as well as the signs in a work zone are a few ways to communicate necessary information to drivers.
“We’re putting ourselves in harm’s way by being out in traffic,” said Hoffman. “The only way to try and protect ourselves is to let the traffic know that we’re there. So that first sign tells them we’re there.
“The rest of the information is asking the motorists to slow down, change lanes, stop – whatever we need them to do so that we can get the work done safely and that they can travel through the work zone safely and not have any incidents.”
He sees this training as relevant to anyone involved in road construction, whether they work on a provincial highway, a municipal road or for a Crown corporation.
Any heavy construction company working on a provincial highway must have a TAS on the work site and that person must have a current training certificate from a vendor approved by the Ministry of Highways. It is a condition of their contract with the ministry. The ministry has issued a detailed list of course objectives that the training is expected to deliver. Someone working in traffic accommodation supervision must update their training every five years.
Those working on municipal roads don’t have that same requirement, but Hoffman sees a benefit to them being trained with a similar program developed for their needs. That is something he can offer.
“The fundamentals are all the same. You just get into a few different logistics,” said Hoffman.
The person acting as the TAS can vary from company to company, Hoffman explains. In one company, it could be the foreman of the crew. In another company, it may be the person running the water truck because they have the time in their day to check the signage between loads of water.
Larger companies could have a role exclusively handling traffic accommodation supervision with that person responsible for monitoring signage, supervising flag people and handling related documentation. Sending more than one person from a company for the training provides the employer some flexibility because they have someone to fill in if their primary person gets sick or needs to be away from work for some other reason.
During the training, Hoffman teaches participants what they need to know about the law, their responsibilities and their authority under the law.
“We go through the Ministry of Highways manual, so everybody is aware of the information,” said Hoffman.
Some more of what he covers includes occupational health and safety matters as it relates to the TAS as well as traffic control plans that are to be developed to protect workers.
“The last half of the manual is the sign plans and they’re generic – typical situation plans that are supposed to be modified,” said Hoffman.
He then gives participants the opportunity to apply that knowledge to a situation they could encounter on the job.
“I bring in some fairly complicated scenarios, have them walk through [those] and get them to learn how to do a sign plan. [Then, I] give them some guidance as to how to set it up safely,” said Hoffman.
He wants those taking his training to understand what they are trying to accomplish so that they can determine if they have succeeded. He recognized this was missing in most training programs when he began to provide training.
“I try to give them working knowledge and understanding so that they can take the principles and apply them in any situation that they come into,” said Hoffman. “Hopefully this training will equip them better out in the field so they’re not just trying to memorize stuff and apply it, but actually understand it and then apply it.”
Zero incidents are not the only measure of success. From Hoffman’s perspective, motorists should be able to pass through the work zone efficiently, with that being another indicator of success. This is a perspective he developed as he gained experience through various roles with the Ministry of Highways and worked with people with different perspectives – not just in Saskatchewan, but throughout North America and even Australia.
“We’re putting ourselves in harm’s way by being out in traffic. The only way to try and protect ourselves is to let the traffic know that we’re there.”
– Wade Hoffman, Traffic Training and Consulting
“If a motorist feels that they’ve been taken care of, they’re a lot more compliant with what we’re asking them to do. They do slow down more. They do pay attention more going through the work zone,” said Hoffman. “It works best for everybody. It will hopefully keep the motorists happier, but it’s also safer for us in the work zone.”
He also helps those in his training to understand how to verify their due diligence through documentation. Being able to effectively document their thought process when determining their plan will benefit them if they are audited or investigated, he explains.
The day-and-a-half of training concludes with a quiz. Those who complete the training successfully receive a certificate as well as a card for their wallet.
Hoffman is flexible about where and when he provides the training. It is typical for construction companies to want their employees to participate in training after the new year but ahead of the construction season in the summer. He can travel within the province to meet with groups who invite him. He is also set up to provide training to those who travel to Regina for scheduled dates. He can work with larger employers who want him to provide their team’s training at their workplace. He can even provide training on weekdays or weekends, depending on the need of employers.
To find out about registering for Hoffman’s training – either the flagging course or the work zone course – he can be contacted by phone at 306-537-9648 or by email at wadehoffman.ttac@gmail.com.
Growing the economy with trade-enabling infrastructure
By Martin Charlton Communications
There is a saying that goes, “If you want to go fast, go alone. If you want to go far, go together.” Going together requires coordination. That coordination can happen when an objective is set and information is shared. Others can decide what they need to do now and along the way to support the group getting there.
A government wanting to grow the economy achieves that objective with others. An economy that depends on trade – like Saskatchewan and Canada’s – needs to move commodities and people through the country and out to other parts of the world. Moving goods to and from other countries makes up two-thirds of this country’s income (as compared to just over a quarter for the U.S. and 45 per cent for Australia, according to World Bank figures).
“I think that there is a growing recognition by premiers right across the country that we need to focus on growing the economy,” said Chris Lorenc, who is part of a coalition encouraging governments to see how investing in trade-enabling infrastructure can contribute to achieving that objective. Lorenc is president and CEO of the Manitoba Heavy Construction Association (MHCA), and president and CEO of the Western Canada Roadbuilders & Heavy Construction Association (WCR&HCA).
What he and others are encouraging government to see down the road is a Canada that has a more effective system of trade-enabling infrastructure to move commodities through the country and beyond its borders to make it more competitive in the world trade market.
If a government in this country has an objective of growing the economy, then Lorenc wants that government to know others with a role in fulfilling that objective need a longer look down the road. The heavy construction industry has such a role. A longer look down the road is provided through annual and five-year projections of strategic investing to create and maintain an effective system of trade-enabling infrastructure.
In Manitoba, Lorenc has found the current provincial government receptive to the message. In Manitoba’s last provincial budget, that government announced a $2.4 billion three-year capital plan. The plan commits to investing a minimum of $500 million per year into highways. While he is grateful for the three-year plan, Lorenc says looking five years ahead would be even better.
“We’ve been saying to successive provincial governments that what they need to be doing is moving towards an annual and a five-year program,” said Lorenc. “You (as a government) cannot expect efficiency and productivity, and therefore competitive bidding if you (as a contractor) can’t look down the road to see where your opportunities are and what the level of investment is projected to be, which then shapes your business priorities, your business plans, your choice to make investments and your choice to go after emerging market sectors.
“You can’t do that when you’re blind to the priorities of an important purchaser of your services (which is government).”
That annual and five-year projection would be useful to not just the heavy construction industry, but those who supply the industry. Lorenc points out, for example, that those in design and engineering, materials, fuels, aggregates, oils and equipment supply could also better organize themselves to be prepared for the level of investment to be made.
But the point of projecting investment in infrastructure assets five years into the future is not to support the heavy construction industry and the construction of highways. Lorenc explains it is to support a bigger objective for the country, which is to grow the economy by making Canada more competitive in global trade.
“Highways are the instruments that enable trade. It’s like you can talk about health care, but the instrument that enables it is a hospital,” said Lorenc. “Trade is the objective. The enabling instruments are trade gateways and corridors, whether air, rail, marine or road – and let’s remember that the last mile is always on the road.”
It is also a message to Canadian citizens and current and potential trading partners that Canada has a plan that is critical. Some suggest planning budgeting this far into the future limits a government, but Lorenc says it is an opportunity. It builds the country’s reputation in the global trade market as being reliable and competitive while signalling to voters that government investments are purposeful and strategic and will deliver a return.
That return can support other areas of a government’s budget. The economic growth would provide governments growing revenue to support areas such as health care, education and social programming. The federal and provincial governments are encouraged to look at these investments in terms of the return they will deliver that will allow them to achieve more – at home and in the world.
“The three foundational pillars of budget construction from our perspective are growing the economy, being socially progressive and environmentally responsible,” said Lorenc. “But you can’t do the social and the environmental if you’re not successfully growing the economy.
“And if you’re talking about growing the economy, your highest ROI to GDP is trade enabling infrastructure investment.”
Canada is regarded as a key source and provider of fuel, fertilizer and food to meet essential needs in the world. However, the infrastructure needed to reliably move those “three Fs” to market is where the country’s reputation is weak.
“Canada has what the rest of the world needs,” said Lorenc. “Why would we not position ourselves to be the enabler of global economic growth through trade and, in the process, enhance and strengthen our domestic fiscal power? It’s an investment in nation building. It’s an investment in enhancing our fiscal power. Its an investment that supports our national security.”
Other governments in the world are making the investments to ensure their countries remain competitive. This includes the U.S., where in 2021, the Senate passed the $1.3-trillion infrastructure bill to invest in roads and bridges (as well as fund new climate resilience and broadband initiatives). That commitment was made after the World Economic Forum’s ranking of countries based on the quality of their overall infrastructure showed the U.S. slipped from ninth in 2008–09 to 13th in 2019. Canada’s slip was much further – from 10th to 32nd, just ahead of Azerbaijan.
“Highways are the instruments that enable trade. It’s like you can talk about health care, but the instrument that enables it is a hospital. Trade is the objective. The enabling instruments are trade gateways and corridors, whether air, rail, marine or road – and let’s remember that the last mile is always on the road.”
– Chris Lorenc, Manitoba Heavy Construction Association
Canada can improve its global competitiveness by investing in infrastructure that enables trade. That will take a lot of coordination for the country to go far, but that coordination has begun. Restoring Canada’s global reliability reputation rankings is critical and will require a leveraging coordinated investment commitment of the municipal, provincial and federal government partnering with the private sector. Lorenc is part of a coalition of five national organizations led by the Business Council of Canada, the Canadian Chamber of Commerce, the Canadian Construction Association, the Canada West Foundation and the WCR&HCA. They are approaching the three orders of government to advocate for a nation building strategy to invest in Canada’s trade corridors to enable and harness trade-based economic growth.
“The coalition is basically saying to the premiers and to the federal government: we are a trade-based economy. Our history is based on trade. We rely on trade to give us our economic wealth, fiscal power and standard of living. Those trading relationships are at risk.”
It is hoped their advocacy will help persuade the federal government to make a commitment in budget year 2024 to a national plan for trade corridor infrastructure so that Canada “can begin the necessary reinvestment in the very assets that have shaped who we are as a country and can continue to improve upon who we are as a country,” Lorenc explained.
City of Regina implements Indigenous procurement policy
Regina City Council has approved the city’s new Indigenous procurement policy.
Regina is committed to reconciliation and this policy, which outlines a minimum goal of 20 per cent Indigenous procurement, is a step along journey to economic reconciliation. Effective immediately, the procurement policy puts tools in place to foster greater success for Indigenous-led business growth and development within Regina and surrounding areas.
The Indigenous procurement policy has been developed in collaboration with the Indigenous Procurement Advisory Committee (IPAC), who graciously provided insight and support to help Regina move forward together in reconciliation. The IPAC will continue to meet and provide guidance to support implementation of the Indigenous procurement policy to its fullest.
“Economic fairness is imperative for our collective future,” said Regina Mayor Sandra Masters. “It requires us to understand where barriers exist and to collaborate with, and learn from, Indigenous partners to find solutions. We are grateful for these partnerships and their guidance through this process.”
“The City of Regina’s Indigenous procurement policy is a step in the right direction to create economic prosperity for Indigenous-owned businesses and our community,” said Thomas Benjoe, president and CEO, FHQ Developments. “The work of the IPAC was critical in helping to shape the policy with Indigenous perspectives to ensure that there are appropriate supports and accountabilities established in the processes. This commitment to a minimum 20 per cent total spend is historic and will benefit not only our Indigenous business community but our community at large through the reinvestment that most Indigenous businesses make in supporting our local economies.”
Currently, Regina spends approximately $200 million on procurement per year, with 0.15 per cent procured through Indigenous business, which equals approximately $300,000. At current procurement levels, a minimum 20 per cent Indigenous procurement value would be at least $41 million worth of goods and services procured through Indigenous businesses.
The city’s Indigenous procurement partner has recently been hired and is settling into their role connecting with stakeholders and providing support to administration to affect the rollout of the Indigenous procurement policy. As part of the rollout and to ensure effective implementation of the policy, training and support will be provided to all areas of administration.
Visit Regina.ca/procurement for more information about the Indigenous procurement policy.
Canada and Saskatchewan invest in infrastructure projects to strengthen communities.
In February, Dominic LeBlanc, Minister of Intergovernmental Affairs, Infrastructure and Communities, and Saskatchewan’s Government Relations Minister Don McMorris announced more than $19.7 million in joint funding for 25 infrastructure projects across the province.
The construction of new facilities at the First Nations University of Canada’s Land-based Learning Centre in Regina is included in this funding. The centre will serve as a place for Indigenous teaching and learning on the land. It will include overnight facilities such as cabins, shower and washroom facilities, a mess hall with a kitchen, water and wastewater infrastructure, along with a permanent sweat lodge structure and an outdoor learning centre.
Funding will also provide improvements to Estevan’s Leisure Centre to enhance the quality of facilities for residents. This project will include the rehabilitation of its rooftop for increased sustainability and the replacement of the heating, ventilation and air conditioning systems to reduce the building’s carbon footprint.
Several rural areas will also see infrastructure improvements including bridge replacements in the rural municipalities of Big Stick No. 141, Biggar No. 347 and Laurier No. 38, which will improve the transportation system. In addition, funding will support the decommissioning of five landfills for the villages of Climax, Ceylon, Harris and the towns of Lumsden and Milestone to help protect the environment.
By investing in infrastructure, the Government of Canada is growing our country’s economy, increasing the resiliency of our communities and improving the lives of Canadians.“
The investments announced today will create opportunities for Saskatchewanians to build a better future for themselves, their families and their communities,” LeBlanc said. “We will continue working with our partners to support rural and Indigenous communities across Saskatchewan.”
“Our government is investing nearly $9 million in provincial funding toward these 25 vital infrastructure projects,” McMorris said. “These investments will increase Indigenous cultural learning opportunities, provide recreational opportunities, improve our rural transportation system and support our environment. We will continue to build a stronger Saskatchewan that is home to a strong economy, strong communities and strong families.”
Procurement begins for Regina General Hospital Parkade
The Government of Saskatchewan has issued a Request for Qualifications (RFQ) to find a proponent to deliver the Regina General Hospital (RGH) Parkade project. The proponent will be hired under a Design-Build-Partial Lease (DBPL) agreement, which means that the selected team will be responsible for designing, constructing, financing, maintaining and operating the new parkade. The Saskatchewan Health Authority (SHA) will lease 800 stalls from the chosen proponent.“
The parking situation at Regina General Hospital has been a long-time concern and I am very pleased to see this project moving forward,” Health Minister Paul Merriman said. “Staff and visitors deserve the safety and convenience a nearby parkade will provide.”
The new parkade at RGH will be built in the northwest portion of the existing visitor parking lot and will provide a minimum of 800 stalls, a net increase of at least 566 parking stalls.“
The Government of Saskatchewan is taking action to address parking at the Regina General Hospital,” Regina Walsh Acres MLA Derek Meyers said. “Once completed, the new parkade will improve safety, accessibility and productivity for staff, patients and visitors.”
The SHA is actively working alongside SaskBuilds and Procurement to help ensure patient, staff and visitor perspectives are being reflected in the design process of the parkade.“
The new parkade is a vital addition to Regina General Hospital that will help alleviate ongoing parking pressures,” Saskatchewan Health Authority acting vice president of infrastructure information and support Michelle Mula said. “The SHA’s interim parking plan will ensure minimal disruption to parking services during the construction of the parkade.”
The proponents shortlisted through this RFQ will proceed to the second stage of procurement for the project: a Request for Proposals (RFP). The RFP is expected to open this spring, and each of the shortlisted proponents from the RFQ stage will be invited to participate in the RFP and to submit a proposal for the project.
Saskatchewan cities feeling pinch of PST on municipal construction projects
As municipalities finalize their municipal budgets and prepare for the 2023 construction season, Saskatchewan’s hometowns are continuing to feel the pinch of PST on municipal construction projects. Cities are paying millions of dollars in PST on infrastructure projects designed to improve the quality of life for their residents and surrounding areas.“
Local governments are responsible for approximately 60 per cent of public infrastructure,” Mayor Gerald Aalbers, chair of the SUMA City Mayors’ Caucus and vice-president of cities for SUMA, said. “Our hometowns largely build and maintain that infrastructure through government grants like the Municipal Revenue Sharing program. But one-quarter or more of our Municipal Revenue Sharing dollars are being returned to the province in the form of PST on construction projects.”
Based on data gathered by SUMA, medium-sized cities in Saskatchewan returned 24 to 39 per cent of their total Municipal Revenue Sharing grant back to the province in the form of PST on construction projects in 2021. The City of Yorkton paid approximately $1 million in PST on their infrastructure projects, and for the City of Prince Albert, the total was $2.8 million. Through Municipal Revenue Sharing, the cities received $3.2 million and $7.1 million, respectively.
When the exemption of PST on construction projects was removed in 2017, Saskatchewan’s hometowns raised concerns over the additional costs, requesting an exemption. With inflation, costs have increased drastically, further impacting the already limited budgets of Saskatchewan’s municipalities. For those cities undertaking major infrastructure projects, like the City of Prince Albert, the percentage of funding returned to the province through PST on construction projects is anticipated to rise substantially.“
We truly appreciate the funding provided to our communities through programs like Municipal Revenue Sharing,” Mayor Aalbers said. “But we are returning a significant portion of this funding through PST on municipal construction, funding that could instead be used to enhance municipal services and limit property tax increases.”
The impact of PST on infrastructure projects in Saskatchewan’s cities was discussed during the virtual SUMA City Mayors’ Caucus meeting on Feb. 9. SUMA’s City Mayors’ Caucus brings together representatives from Saskatchewan’s 16 cities to discuss issues of common concern and project a strong, unified voice on the most pressing and important local and provincial issues facing Saskatchewan’s cities.
Saskatchewan seeks leave to intervene against new Vancouver port fees
Saskatchewan, along with Manitoba, appeared virtually before the Federal Court earlier this year to seek leave to intervene in a judicial review of the Vancouver Fraser Port Authority’s new gateway infrastructure fees.“
As a province that depends heavily on exports, Saskatchewan wants to ensure that the full impact of new port fees on key sectors of our economy is taken into consideration,” Justice Minister and Attorney General Bronwyn Eyre said. “These fees could significantly increase costs for Saskatchewan goods moving through the Port of Vancouver and diminish Canada’s overall global competitiveness.”
The Vancouver Fraser Port Authority announced it was implementing new fees in the fall of 2022, which came into effect on Jan. 1, 2023. The fees range from eight to 40 cents per tonne for bulk, non-containerized cargo, including potash and grain, depending on the terminal through which the export is being processed. In response to this increase, a number of companies, including Viterra Canada Inc., are seeking a judicial review of the decision.
Saskatchewan will provide a public interest perspective on the interpretation of what constitutes a fair and reasonable fee, based on a provision under the Canada Marine Act, which requires that the Vancouver Fraser Port Authority Board have representation from the prairie provinces, and the large amount of Saskatchewan exports processed through the Port of Vancouver.“
As a landlocked province, Saskatchewan relies on a fair and competitive transportation network to get our goods across Canada and around the world,” Highways Minister Jeremy Cockrill said. “Our producers can compete with any in the world, as long as they are treated equitably.”
The Port of Vancouver is critical for Saskatchewan exports. In 2020, approximately 44 per cent of all Saskatchewan exports went through it, which represents a total value of $12.2 billion. This includes over $8 billion in agriculture and agri-food products and $2.9 billion in potash and potassium-based fertilizers. Approximately 22 per cent of the collective metric tonnage of goods that went through the Port of Vancouver in 2020 were made up of Saskatchewan exports.“
Port of Vancouver is trying to impose new gateway infrastructure fees that in our view places an unfair and unnecessary burden on bulk terminal operators like grain,” Parrish & Heimbecker CEO John Heimbecker said. “Given that a significant portion of those costs will inevitably be borne by prairie grain farmers, it’s only right that the Government of Saskatchewan would intervene to protect their interests and we’re thankful to the Premier and his ministers for doing just that.”
Redhead Equipment has been appointed as EvoQuip’s Canadian distributor for the province of Saskatchewan. Along with sales opportunities, Redhead Equipment’s factory-trained technicians will provide parts, service and warranty support for EvoQuip’s crushing, screening and conveying equipment for the region.
Andrew Lawrence, EvoQuip sales director, said “EvoQuip already has a strong presence in Canada and this new appointment will improve the level of customer support we can offer. This is a hugely important region for us, so it was important that we partnered with an experienced company that has the skills to further develop the EvoQuip brand in Canada. We believe we have found the right partner in Redhead Equipment.”
With a long history stretching back to 1948, Redhead Equipment has since established eight locations across Saskatchewan where they supply agricultural, construction and truck and trailer equipment.
Speaking of the new partnership Gary Wilson, corporate sales manager for Redhead Equipment, explained, “This is another big step for us. Over the years, we’ve gained a lot of expertise in dealing with construction equipment, so adding compact crushing and screening to our portfolio was the next logical step. We’re excited to be able to bring these products to our customers.”
Ontario preparing students for jobs of the future.
The Ontario government is implementing a new high school graduation requirement to help better prepare students across the province for the jobs of tomorrow. Starting with students entering Grade 9 in September 2024, all students will now be required to earn a Grade 9 or 10 Technological Education credit as part of their Ontario Secondary School Diploma.“
I am proud to announce another step forward to ensure all students learn the critical skills necessary to succeed and get a good paying job,” said Stephen Lecce, Minister of Education in Ontario. “By requiring students to take at least one Technological Education credit in high school, we are opening up doors and creating new pathways to good jobs in STEM and the skilled trades. All students will benefit from a greater emphasis on hands-on learning experiences and technical skills in the classroom so they can graduate with a competitive advantage in this country.”
This new learning graduation requirement will expose Ontario’s students to at least one Technological Education course that could guide them to a future career in the highly skilled workforce, including the skilled trades. With more than 100,000 unfilled skilled trades jobs right now, it is critical Ontario attracts more young people to pursue a fulfilling, good-paying career in the trades.
The Technological Education curriculum covers a broad range of sectors, including construction, transportation, manufacturing, computer technology, hospitality and communication. In Ontario, men make up more than 70 per cent of workers in trades-related occupations. The exposure to these career pathways as a mandatory graduation curriculum requirement will ensure more young women make the choice to pursue a career in the trades.
While almost 39 per cent of Ontario secondary school students were enrolled in a Technological Education course in 2020–21, nearly 63 per cent were male students. With this graduation requirement, more young women will have an opportunity to explore the trades. This new requirement means a student may be introduced to programming learning in Grade 9, explore the apprenticeship pathway further and may ultimately decide to become an aerospace manufacturing technician, for example.“
For Ontario to succeed, we need more women and girls to pursue fulfilling careers in the skilled trades. I am proud our government is taking action to ensure students across our province have the tools and skills they need to build a new generation of prosperity in Ontario,” said Charmaine Williams, Associate Minister of Women’s Social and Economic Opportunity. “
This mandatory graduation requirement means a brighter future – not just for women and girls – but for our entire province.”This new graduation requirement builds upon other actions taken by the government to bolster its Skilled Trades Strategy, including developing an accelerated Grade 11 to apprenticeship pathway for students to get into the skilled trades faster.
“Ontario is facing the largest labour shortage in a generation, which means when you have a career in the skilled trades, you have a career for life,” said Monte McNaughton, Minister of Labour, Immigration, Training and Skills Development. “That’s why our government is taking an all-hands-on deck approach to attract and train our next generation of skilled trades workers for better jobs and bigger paycheques for themselves and their families.”
Brandt named exclusive Canadian dealer for Sleipner products
Brandt is now the exclusive Canadian dealer for the complete line of heavy equipment mobilization products from Sleipner Finland Ltd., which are used in the mining, quarrying and construction industries to improve efficiency and reduce the carbon footprint of operations.
Sleipner products are proven to deliver travel-time reductions of up to 85 per cent when transporting tracked or wheeled equipment in tonne-class sizes from 30 to 570, including front shovels, large dozers, excavators, wheel loaders, trucks, drills and more.
“By transporting equipment more quickly and easily, you use the equipment better, and are able to do more work and eliminate waste,” said Jim Thompson, Brandt vice president of sales, Mining.
Producers will see multiple benefits by enhancing the mobility of their production-class equipment. This includes safety, productivity increases of up to 20 per cent, lower overall operating costs due to reduced fuel and maintenance costs and a measurable reduction in carbon emissions.
“Partnering with Brandt was a natural fit for Sleipner as we expand our frontline presence in the Canadian market,” said Sleipner CEO Jukka Koponen. “Our customers deserve the very best, and Brandt’s long-term industry experience, parts and service infrastructure and reputation for customer support are unmatched.”
A full range of Sleipner products, along with replacement parts and service personnel, will be accessible through Brandt’s coast-to-coast dealer network.
SARM aims to attract the next generation of rural government
The Saskatchewan Association of Rural Municipalities (SARM) has been the voice of rural Saskatchewan for over 100 years and has worked with generations of rural elected officials representing their member RMs. As more young families are calling rural Saskatchewan home, recruitment of the next generation is vital to maintaining a healthy rural municipal government. There are countless young people living in rural Saskatchewan who would be a valuable addition to RM councils – they just need to be encouraged to participate.
“We see many advantages to having diverse demographics among rural councils, particularly the younger generation just starting out. The future of Saskatchewan’s rural communities depends on young people stepping up to join municipal politics. SARM is starting the conversation with current members to identify ways we can ensure the next generation knows how to get involved and knows how much we really need them. We want to plant the seed in RMs, encouraging those interested in having a say about their RM to step forward and consider a pathway in municipal politics,” said Ray Orb, president of SARM.
SARM is calling for more young people to join rural municipal government to help shape the future for the next generation living in rural Saskatchewan. The need to attract young RM members is in the forefront of this conversation, and SARM is asking members to give thought to flexible council meeting times, developing a mentorship plan for new councillors, and perhaps even hosting an open house at the RM office to welcome those interested in local politics to come and learn more about it.
There are countless young people living in rural Saskatchewan who would be a valuable addition to RM councils – they just need to be encouraged to participate.
“I chose to be in municipal politics to get an understanding of how grassroots politics worked and try to have a positive impact for our rural community. I also wanted to advocate for positive change in rural Saskatchewan and for our future generations to keep rural communities growing and succeeding,“ said Shawn Kramer, Councillor for the RM of Maple Creek. “Over my past two terms, I have learned a lot about rural municipal procedures and governance, and also how to work with other communities and levels of government to work towards a common goal. There is always more to learn from past community leaders and the future leaders as well. I look forward to continuing learning and working for our rural community in my third term.”
The opportunity to get together with others in the industry is always time well spent and I can say that some very good time was spent together at the #WCRStrongerTogether2023 conference.
Hundreds of delegates from across Western Canada gathered in Waikiki, between Feb. 5 and 9, where they listened to industry speakers, attended networking events and learned – a lot.
It was enlightening to hear about the future of equipment in the industry and how green technology can best be incorporated. Knowing how this equipment must perform in our industry, it was clear we will need to continue to rely on diesel together with alternative energy sources, including batteries, to fuel machines that must run for long hours doing energy-intensive work. It was also interesting to hear how equipment is becoming more autonomous, reducing the need for human labour and improving efficiency on worksites.
Many speakers shared their perspectives on the role of the industry in supporting Canada’s economy. A highlight for me was the keynote address by former Alberta cabinet minister and now Canada West Foundation president, Gary Mar.
You will recall the report that was developed by the Canada West Foundation last year, From Shovel Ready to Shovel Worthy. He shared the ideas that report delivers – that Canada has been spending on one-off projects rather than investing in strategic trade routes that will deliver a return on that investment. Other nations have implemented long-term investment strategies prioritizing infrastructure projects based on their ability to meet criteria. That difference is causing Canada to become less competitive in global trade markets.
But Mar also reminded those listening about the difference between national and federal. He pointed out that there can be a national initiative led by provinces working with industry, which has expertise to know how to accomplish what is needed, while also partnering with municipalities and First Nations to move towards strategic investment in infrastructure rather than simply spending on it. That was a powerful message to hear and consider.
Panels discussions covered how our industry supports trade, which helps to grow Canada’s economy with speakers such as Brad Wall, the former premier of Saskatchewan, Perrin Beatty, president and CEO of the Canadian Chamber of Commerce, and Mary Van Buren, president and CEO of the Canadian Construction Association.
It was heartening to hear our industry recognized for what we contribute to the strength of this country’s economy, not just in terms of what is built, but also the knowledge and experience members such as yourself possess that can help inform decisions about investment.
It was heartening to hear our industry recognized for what we contribute to the strength of this country’s economy, not just in terms of what is built, but also the knowledge and experience members such as yourself possess that can help inform decisions about investment. Speakers reminded us that our industry generates far more than the projects we build. As Wall told those listening to the panel, “There’s a lot of long-term job creators in this room and I don’t think you’re thanked enough by government.”
We were also reminded how important it is for government to hear from those working in the industry to better understand and benefit from it. Politicians need to know the skill and experience of those working in the industry when we are explaining our labour needs. They need to have it explained how details in the procurement process impact and even burden industry. They need to be reminded of how efficient and effective relationships with industry generate results more quickly.
Those in attendance were reminded that they don’t have to wait for formal invitations to meetings with politicians to share their perspective. As Rod Gilbert, the VP of procurement for the Canadian Construction Association, pointed out, you can have these discussions out in the community, where you might encounter someone in the government.
The same is true for those of us in the industry talking to one another. Anyone who was unable to attend the conference who would like to know more can get in touch and I’d be happy to discuss with you what was shared by the speakers and learn how these issues relate to your business. I’m sure the new chair of the WCR&HCA, Carmen Duncan, would also not mind hearing from you as well. These are weighty issues that have tremendous importance when looking at the future of our country, so we need to keep them moving ahead by talking about them and how we make progress on them.
These events are important to help nurture these conversations. If this sounds like an event you’d benefit from attending in the in future, I’d encourage you to watch for information about the next conference, which is scheduled for 2025.
