Normally this space is reserved for conversation or discussions about building or upgrading things or as Shantel Lipp likes to say: when the earth moves, it’s us. But it has been hard these days to ignore another form of construction – nation building.
With legislatures in Regina and Edmonton being asked to consider bills designed to assert the authority of provincial governments, anyone who was around 40 years ago is feeling like we’ve seen this movie already.
Back then it was Pierre Trudeau on one side of the table, facing off against Saskatchewan’s Allan Blakeney, a politician many considered the intellectual equal of the Elder Trudeau, and Peter Lougheed elegantly projecting gravitas and authority from Alberta.
Today, while the cast is different – Trudeau the Younger on the federal side squaring off against Scott Moe and Danielle Smith representing their respective provinces – the script is the same. Saskatchewan and Alberta are seeking respect at the national table.
Reasonable observers would probably think it fair to assume that after 40 years, things should be sorting themselves out but, in fact, it is showing no sign of improvement as the list of grievances dividing the parties seems to be growing and positions hardening.
The good news is that last time round, in the ’70s and early ’80s, Canada survived, although bruised and divided. The West suffered severe economic damage and decades of resentment over the imposition of the National Energy Program while the entire country found itself repatriating a constitution that a key player in the nation refused to endorse.
Four decades later, the same issues still capture us as multiple attempts to find solutions – olive branches from the West (remember The West Wants In?) to hard-line positions such as demands for Parliamentary reform for elected and equal Senate representation – have failed to bring us closer together. In fact, irritants such as anti-pipeline sentiment outside the prairies have stifled resource development, pouring salt on the wounds.
The one difference between the head butting of old and today’s version is television. Back in Pierre’s day, we got to watch federal-provincial First Ministers meetings live from coast-to-coast. Today, with no First Ministers meetings, having the arguments waged in social media 30 words at a time is what passes for progress.
Canada’s economy has slowed down in the last few years, and companies, now more than ever, are worried about staying afloat in these changing times. Has your company considered how it will navigate the future? Is your company ready for when the economy turns around? Will it have a competitive edge from planning?
When the economy improves, you best be ready to hit the ground running. If you want to take advantage of this time and prepare, there are several things your company should do. The following questions will help you get ready.
Do you have a safety management system and/or are you COR certified? If not, your safety association should be able to assist you. If you do not work with a safety association, there are many private companies that can help. Why? A safety management program allows your company to be competitive in the bidding process. With it, you can set a safe example.
Do you have a fully functioning return-to-work program? The WCB Act of 2013 requires that all employers in Saskatchewan have a return-to-work program in place. The program must be documented and formal, not an informal binder or loose “practice” for employees returning to work.
As part of the program, all stakeholders, such as your staff and management, should be knowledgeable of the process and their respective responsibilities. It is also best practice for staff to refresh their knowledge on your company’s program regularly. Your company can accomplish this by going over expectations during orientation, posting it and talking about it in toolbox meetings.
Documentation throughout the process is also crucial. If you do not feel qualified to undertake this responsibility, Injury Solutions Canada can assist. Managing any injury claims, no matter what the source, is vital to your employees and company’s well-being. We do not recommend leaving it to the insurer.
Do you have measures in place to resolve absenteeism issues and off-site injuries should they happen? A good return-to-work program can eliminate the Monday/Friday frequent flyers. It also works well with other types of injuries that may not have occurred at work and can take employees away from the workplace.
However, these types of injuries may still impact your bottom line through sick time and short or long-term disability programs. If you are unsure of what modified work duty tasks these employees can complete, canvass your staff. They will likely have great ideas for accommodation.
When the economy improves, you best be ready to hit the ground running.
Have you looked closely at all of your WCB cost statements? Look closely at the statements; if there are any costs you are unfamiliar with, inform yourself, and if there are any costs related to older claims, do your due diligence. Do you know who to ask for assistance? Unknown costs such as these can lead to you being eliminated from the potential to bid on large projects and increase your premium rates – be conscientious of them.
If you are a member of an association such as the Saskatchewan Heavy Construction Association (SHCA) or a safety association such as the Heavy Construction Safety Association of Saskatchewan (HCSAS), are you familiar with their offerings? If not, get to know the benefits and become involved.
For example, the primary focus of SHCA, as stated on its website, is “advocacy and lobbying government on behalf of the organization and [its] members.” Access to networking with peers is also a benefit. Have you been to a SHCA event? Take advantage of the exposure and chance to connect.
When you are hiring new staff, spend time upfront properly screening them using a documented system or policy that is equal and fair to all. This process eliminates potential problems before they become your employee. Ensure new staff go through a clear onboarding process which includes informing them of your return-to-work policy as well as expectations on sickness and injury. If you do not have this process in place, or it is not documented, Injury Solutions Canada can help you develop one catered to your company’s needs.
The steps given above can put your company on a healthy and safe path that will pay dividends when you are in a bidding competition. Other benefits include: your WCB premiums decreasing, your ability to bid more competitively increasing and having a safe and productive workplace.
As electric vehicle (EV) technologies advance and the energy transition continues, the demand for critical metals keeps rising. However, the primary resources for battery metals are not able to meet the growing demand.
“The supply and demand for major metals, such as lithium, nickel, cobalt and copper, shows that demand will outpace supply in the next few years,” said Dr. Jack Zhang, associate vice-president of strategic technologies in Saskatchewan Research Council (SRC)’s mining and minerals division. “We may be facing a shortage of critical metals for batteries.”
Critical metals are essential to telecommunications, computing and clean energy. They are a valuable export commodity and vital to Canada’s technology sector and our supply chain.
Critical metals at work
Lithium-ion batteries (LIBs), first invented in 1985 and commercialized in 1991, power EVs, renewable energy storage, consumer electronics, power tools and more. Metals such as lithium, cobalt, nickel and copper are required to build LIBs and are found around the world.
“However, the current supply chain is vulnerable because the majority of refining takes place in one spot,” said Dr. Zhang. Right now, that one spot is China. “It’s important for us to develop a more balanced supply of refined metals in North America.”
At the end of their working life, LIBs end up as waste.
Batteries clog landfills, with significant disposal issues due to their toxic components leaching out over time. Concurrently, the demand for critical metal supply is increasing, posing its own environmental concerns for mining jurisdictions around the world. The technologies that require these new batteries, (and the metals that power them) are developing faster than industry and governments are finding solutions for the waste.
What if there was another way to source critical metals and address the environmental concerns around spent LIBs?
Enter urban mining
The term urban mining may sound like a buzzword, but the idea behind it is simple; what if we recycle the usable elements of spent LIBs, thereby reducing their environmental impact and addressing the growing need for more critical metals?
The idea of recycling batteries is not a new one. It’s been happening for years, but it’s been focused on the “front end,” meaning diverting batteries from the landfill and disassembling the battery into individual components.
Urban mining takes battery recycling one step further, metals are extracted from these parts, thereby making them available for battery and other product manufacture. This mining activity can help meet the growing need of new batteries and technologies. Plus, it generates value from what was previously considered “waste,” and removes environmental contaminants from landfills.
Urban mining also reduces the need for new mining operations that have a large environmental footprint. Recycling and refining previously used metals are far better than creating a new mine, from both economic and environmental perspectives.
Let’s recycle
Drawing on their specialized expertise in lithium recovery processing and technologies, Zhang and his team at SRC are developing a direct recycling process of LIB metals that will help industry meet the growing demand for critical metals and divert batteries from landfills.
EV batteries and batteries from electronics, such as cellphones and computers, are valuable for their components (e.g., aluminum, copper, nickel and lithium), and recovery processes are designed to maximize the critical metals from end-of-life (EoL) batteries.
How it works
EoL batteries will be dismantled in SRC’s lab through an automated process that produces minimal waste residues while carefully preserving the critical metals. These components – such as nickel, cobalt, lithium, aluminum and copper – are extracted at high purity and recovered for immediate reuse.
“Battery recycling is complex because of all the types of batteries and their varied composition and chemistry,” said Zhang. “But it’s not impossible. With the appropriate sorting and recycling processes in place, battery recycling can become a viable source for critical metals and minerals that addresses both the market demand and environmental concerns.”
SRC can facilitate the development of the refining process for organizations interested in battery recycling.
SRC lithium battery recycling services
SRC’s direct recycling of LIB technology aims to provide an alternate source for critical metals and support the value chain of the EoL battery recycling industry. Zhang outlines the following benefits as core factors to SRC’s approach:
Reduces environmental footprint
Increases significant secondary resources of LIB metals
Develops new recycling technologies
Creates a secure supply of critical metals for high tech and supports industry’s energy transition
Zhang also points to SRC’s state-of-the-art labs and facilities and his team of experienced professionals as essential in developing and commercializing the proposed technology for industry. With these advancements, powering up will be more sustainable in the future.
Companies are looking for candidates who can communicate and take initiative
By Barb Feldman
Matt Erhard, managing partner at Summit Search Group (right), Jessica Willis, partner and senior recruitment consultant (middle) and Gail Eckert, director recruitment (left) Photo courtesy of Matt Erhard
Almost one and a half million Canadians were earning a living in the construction sector in 2021 – approximately one in every 13 working Canadians, according to BuildForce, a national industry-led organization representing all construction industry sectors. Today the number of people in the labour force has almost reached pre-COVID-19 levels. But the number of qualified workers is not growing nearly as quickly as the number of available jobs. For the first quarter of 2022, Statistics Canada recorded 81,500 job vacancies in the construction sector, an all-time high and more than double what it was in the first quarter of 2020, before the pandemic began.
The labour market has been particularly tight in Ontario, Quebec, British Columbia and Nova Scotia, which all experienced investment increases in residential and non-residential construction. The shortage is widespread in almost all trades, from labourers (up 97 per cent) to plumbers to electricians to carpenters (up 149.1 per cent).
It’s partly a problem of demographics: although more Canadians are working, due to the aging of the population, there are 13,000 fewer 15-to-24-year-olds in Canada than the 600,000 people they might replace who are retiring. This demographic shift, part of a worldwide phenomenon in the global north, has coincided with the pandemic, its strain on supply chain systems and the pent-up demand for construction after a two-year pause. Moreover, as emergency measures have been lifted, many older workers approaching retirement age have been slow to return. At the same time, the pandemic has complicated the training and certification of new workers. All these factors have combined to produce an unprecedented worker shortage. And this shortfall is about to get even more severe. Over the next decade, 259,100 workers – more than 20 per cent of the current construction labour force – will be retiring.
Employment and Social Development Canada estimates that the construction industry will need to recruit 309,000 new workers by 2032, 216,800 just in the next three years. This astounding number is already affecting many of Canada’s 150,000 construction companies. Ninety-nine per cent of these are small businesses with fewer than 100 employees, and most are considerably smaller.
Attracting young people to the industry has been a problem for decades. Today, with unemployment rates at a 50-year low, companies need to take a broader approach to market their organizations, says Matt Erhard, managing partner of the Summit Search Group in Winnipeg, a recruitment agency that also has offices in Vancouver, Calgary, Edmonton, Regina, Toronto, Ottawa and Halifax.
“When candidates are approached for a job, they do so much research now – they check Glassdoor, they check general reviews and comments on that company, and they check the company website out,” said Erhard. “So, the website needs to be the first thing that companies look at–is it current? Does it showcase what it does? Is it just focused on clients, or is there a spot for potential employees to get to know the company?”
Construction workers need to know how to communicate, take initiative and collaborate, aside from their technical skills giggsy25/123rf
Increasingly, construction companies attract candidates by highlighting what they’re doing outside of work, so companies must make sure their online presence is active, he says. In addition to promoting the company’s business, social media platforms should showcase employee engagement initiatives like employee appreciation events or giving back to the community.
Erhard advises employers to use as many job-search sites as possible, including Indeed, “where a lot of construction people go to look for jobs,” and LinkedIn Jobs, which immediately shares the job with qualified candidates. “Further to that, making sure that LinkedIn is really built out,” and encourage current employees to be active on it, he says, “because people check LinkedIn to see who they’re going to be working with,” taking note of current employees’ personal interests and looking for connections or commonalities.
He says internal referral programs are becoming much more common in the construction industry and are “still the no. 1 way that people hire these days – who do your good employees know who might be interested in coming in? Perhaps they’ll get a bonus of some sort if they’re successful in finding someone.
“And, of course, a recruitment firm can manage that entire process, especially for more hard-to-fill positions,” said Erhard. “We’re finding that we need to reach out a lot more than just posting a job and hoping that people will come and apply – we share job opportunities far and wide and go out and uncover everybody who’s available in the marketplace.
These days, flexibility, taking initiative and communication skills are critical even for technically or physically demanding positions.
“We’re getting a lot of requests from employers in the construction space for diversity and inclusivity in the process. That’s prominent with large and small companies. They want to be sure that we’re sourcing people of different genders, races and background experiences, making sure to access any candidates who might be out there.
“People don’t seem to be applying for a lot of positions like they once were,” he said. “They want to hear how this company did during the pandemic and hear about their culture and work-life balance, are they having fun at work – those kinds of things, versus just seeing a static job description.”
Given the last couple of years with the COVID-19 pandemic, employers are looking for people “who aren’t afraid of change,” whether that means learning a new technology or working from home, says Erhard.
He says historically, technical skills have been emphasized in the construction industry. “For obvious reasons – it was more about ‘Can they do the job?’” But these days, flexibility, taking initiative and communication skills are critical even for technically or physically demanding positions.
“Everyone is busy, so they want somebody who doesn’t need a lot of handholding – maybe who doesn’t know everything but can find out where to go to get that information,” he said. “They don’t have to be as outgoing as a salesperson might be, but they need to be able to communicate.”
Representing over 20,000 member firms, the Canadian Construction Association (CCA) is proud of our mission to inspire a progressive, innovative and sustainable construction industry.
The key to our success is working with valued partner associations like SHCA. We are powered by your engagement. Together, we are driving change on key issues that make a real impact, not only for the industry but for all Canadians.
Smart infrastructure plan backed by investment
As the industry’s national advocate, CCA has been working to help shape a long-term plan for sustainable infrastructure investment. CCA understands that one size does not fit all. Every region and municipality, including our Indigenous communities, have different needs and priorities.
Working with our partners at the WCR&HCA, we released a report, From Shovel Ready to Shovel Worthy, to strengthen our case for a national trade-enabling infrastructure plan. It identifies key trade gateways and corridors across the country, including Western Canada, that will link resources to industry, people to jobs and products to market. We are also supporting a media and government relations outreach campaign to create more momentum and support for this initiative.
Workforce an urgent priority
Members from across Canada have told us they need a skilled workforce to deliver on the many infrastructure projects underway or in the pipeline.
Even the best laid plans can be derailed without the workers we need to keep us on track. There are over 81,000 open jobs in construction that the industry is struggling to fill nationwide because of baby boomer retirements, pandemic aftershocks and, quite simply, a public misconception about careers in construction.
CCA has been very public about the need for an overhaul of the current immigration points system – one that does not value skilled trades, or many civil sector workers who are skilled, but not considered trade workers. The Temporary Foreign Worker program could also be utilized to address the need for seasonal labourers.
The Canadian construction industry recognizes the benefits of a diverse, inclusive and equitable work culture. In 2020, we launched our Talent Fits Here initiative, a national public awareness campaign designed to attract workers by positioning construction as a career of choice. Afterall, “[construction] is the foundation of our world.”
We are also thrilled to be partnering with the Canadian Apprenticeship Forum on a federal government initiative offering financial incentives to employers who hire first-year apprentices in 39 Red Seal trades. This program will provide support to employers wanting to hire apprentices and promote the skilled trades as a first-choice career for youth, women, Indigenous peoples, LGBTQ+, immigrants and foreign workers.
Fair procurement
CCA’s semi-annual Meech Lake meeting with government leaders resulted in a commitment to establish a working group on procurement and project delivery methods. We also embarked on a fact-finding mission last summer to learn first-hand from members about their challenges with current procurement practices. Dubbed the Standard Practices Tour, CCA visited Vancouver, Edmonton, Winnipeg, St. John’s and Montreal in June 2022.
As outlined in our report, we intend to educate owners on the challenges identified by our members. Procurement needs to adapt to encourage innovation, account for long-term value and sustainability, promote the use of alternative delivery models and support shared risk. Too often contractors take on the risk of project costs and delays due to the shortage of workers, materials and supply chain disruptions.
Action-backed policies to support green infrastructure
As a result of the united advocacy of CCA and our integrated partner associations, federal procurement strategies are on the agenda. We all know that construction has a major role to play in achieving Canada’s net zero targets, and the federal government must act now to support businesses’ decarbonization efforts over the coming decade.
This includes updating building codes, providing incentives for businesses, sharing climate data and creating a list of approved “green” materials.
We say, if the earth moved, it was us. This statement helps those not in the industry understand the work done by members of the Saskatchewan Heavy Construction Association.
When there is movement on an issue affecting those members, President Shantel Lipp, along with SHCA staff and the board, represent, advocate and serve all SHCA members.
Understanding the work Lipp and the others do can best be understood by reviewing the progress made on recent issues. A look back on last year shows some of the issues pertinent to the industry which evolved in 2022, and others that built up over years. The work done by Lipp, the staff and the board on the following has benefited members by leading to thoughtful improvements and holding others to account.
Improving members’ cash flow
One word kept popping up again and again during 2022: inflation.
An economic impact analysis done for the SHCA found that the industry was expected to face a further $426.7 million in new costs. Given that the industry typically profits $670 million per year on sales of $9 billion, those additional costs would reduce profits to $243.4 million – more than half – which would make it difficult for many companies in the industry to survive, and would cut the number of jobs by more than half.
One of the costs members faced was the increased price of diesel, which was estimated to have climbed 69 per cent from the time the contracts with the Ministry of Highways were signed, making it a crucial issue for the association to resolve. The situation was not sustainable for the industry, and the future of many members depended on the climbing diesel costs being addressed by government.
In the beginning of the year, the Ministry reviewed prices and policy and explored options for updating the policy and the budget impacts of possible updates. A standard practice bulletin was posted in late March that directed interim diesel fuel adjustments be calculated and applied monthly. Midway through the year, industry was invited to review options for updating and expanding the diesel fuel adjustment. The Ministry of Highways presented SHCA with some proposed adjustments to the fuel escalation clause, including expanding the scope to include additional types of work.
The Ministry also looked at the consumption rate and applying the existing consumption rates more broadly in some areas of work and better options to address fuel consumption for haul. There was also the issue of payment. The Ministry is now using a monthly adjustment to apply interim adjustments in advance of a final calculation.
Lipp and the board provided the Ministry figures and examples of how the industry has been impacted by the escalation in diesel fuel. They also asked for compensation for members who provide asphalt concrete products that go into making the binder materials for crushing, micro-surfacing, paving and more.
There were other types of work that consume diesel fuel that the Ministry didn’t include in its presentation, such as rock excavation and hauling used for dirt excavation. Lipp and the board brought these to the Ministry’s attention. Finally, they worked with the Ministry to revise the industry consumption rates to reflect more realistic figures – the aim was to be reasonable and fair to both industry and government.
Numerous changes were made to help members with their cash flow. There were updates included in fall tenders – specifications for bid requirements and conditions, measurement and payment (which includes details on payment for extra work, partial payments, final payments and diesel fuel adjustments) and site occupancy, which were incorporated into all contracts with a tender close date of Sept. 19, 2022, or later. The payment schedule was also changed to monthly instead of at the completion of each phase of the project. Lastly, a dating error was corrected in the Weekly Diesel Fuel Prices document.
“All members benefit from this greatly,” said Allan Barilla of Morsky Construction, a director on SHCA’s board. “It needed to be updated because it hasn’t been updated for 20 years.”
All costs are increasing for members and Barilla knows members are looking for ways to relieve that pressure. To address the issue, Barilla says it was important that the association commit to the work necessary to help members looking for ways to manage their fuel costs in an industry that uses significant amounts of fuel.
Trevor Nabe, a previous board director of SHCA, appreciates that the changes were applied retroactively to existing contracts, (a move that is not often made by government). The existing contracts created a risk for members – the changes rebalanced the risk, which Nabe says is good for members, but also government because it relies on members to provide it services.
Pushing for long-term investment
SHCA closely monitors government spending on infrastructure, such as roads and highways ready to be built. This spending is a reaction to SHCA championing investment in infrastructure that supports trade. Investment brings business opportunities to Saskatchewan and requires thoughtful planning. This investment would provide a return on spending by improving Canada’s supply chain competitiveness.
Released last year, a report by Canada West Foundation drives this message home. The report, From Shovel Ready to Shovel Worthy: The Path to a National Trade Infrastructure Plan for the Next Generation of Economic Growth, pulled together compelling data to prove the case for long-term investment.
SHCA joined several industry and trade groups across the country and in Saskatchewan and they all shared why that report matters to Canada’s future. Though the WCR&HCA helped initiate the report, a number of associations and organizations and numerous stakeholders were involved in preparing and releasing the study. These stakeholders include Saskatchewan Trade and Export Partnership, Business Council of Canada, Canadian Chamber of Commerce, Canadian Construction Association (CCA) and Export Development Canada.
Relationships with other industry associations play a big part in how these reports are produced and promoted. Reports such as these create the narrative for industries like ours to have a conversation with elected officials and industry leaders at all levels about working together to capitalize investment into trade corridors.
The WCR&HCA has been working with CWF and the CCA to get the report considered by the federal and provincial governments. They want governments to know that shovel-worthy projects – those that make Canada more competitive – belong in a national plan that has a long-term view and is continuously updated. With such a plan, Canada could return to its place in the top ten of global trade infrastructure rankings and could restore the confidence of the country’s trade customers.
While the CWF report proposes a national plan for trade infrastructure, Lipp continues to remind the provincial government of the need to invest in Saskatchewan’s infrastructure and the commitments it has made. The contents of the report will be discussed at meetings with Saskatchewan’s new Minister of Highways, Jeremy Cockrill, as well as the Chief of Staff, Brayden Fox.
If you can’t move it, you can’t sell it; that’s a message that resonates with everyone. Saskatchewan is being asked to produce even more. Two of the world’s largest agricultural producers are at war, potash producers are ramping up production to meet the needs of agricultural producers, oil and gas production is affected by the conflict and Saskatchewan saw greater interest in drilling here after the 2021 April auction for drilling rights bringing in 10 times the revenue generated in the previous year.
The most recent provincial budget again referenced the Saskatchewan government’s 10-year Growth Plan, which came out in late 2019 and covers the decade between 2020 and 2030. One of the goals the plan detailed is to build and upgrade 10,000 kilometres of highways.
During the 2020 construction season, more than 1,030 km of improvements were made. During the second year, more than 1,350 km of improvements were made. (In the 2021 Fall Tender Plan, $157.3 million was budgeted for new highway projects. The 2021 Spring Tender schedule outlined new projects with an estimated value of $85.4 million.)
With nothing new last spring, the provincial government has to average near 1,300 km a year during the remaining six years in the plan to meet its target. Lipp recognizes the industry has the capacity complete the work, but she is putting pressure on the province to ensure that level of investment occurs.
Nabe is pleased the association is pushing for more sustainable and predictable investment in the province’s highways, noting that it is important to remind government that the work of the heavy construction industry supports the transfer of goods through the economy. Our support of other sectors helps strengthen the overall economy.
Inconsistent and uncertain funding burdens the industry, which Lipp is bringing to the government’s attention. Inconsistency makes it difficult for members to prepare for the future when, from one year to the next, the amount of capital investment can swing up and down by tens of millions of dollars. Unreliable investment expectations also make decisions about investing in equipment difficult and affects employers’ ability to create jobs and retain employees in the industry.
Explaining and encouraging employment
Finding employees was a challenge in 2022, and Lipp worked to help members employ workers they needed for their businesses. For example, she has been working with the Ukrainian Canadian Congress, Employer Services and others connecting Ukrainian immigrants to companies for employment opportunities.
SHCA has worked with Andrii Stakhov, employment liaison with the Saskatchewan Provincial Council of the Ukrainian Canadian Congress (the Council). The Council has an employment form on its website where employers can post jobs to support those displaced by the war in Ukraine. Stakhov reviews the applications and identifies what kind of employment is most suitable for each candidate, depending on their backgrounds and credentials, including their ability to speak English.
During 2022, it also became necessary to explain more about heavy construction employment to the City of Regina, when a motion about local procurement and economic recovery came up for debate by Regina City Council. In that motion was a call for a fair wage policy for all construction, maintenance and service contracts.
SHCA took the position that a fair wage policy should not be implemented at this time. Through a submission to council, Lipp explained competition for labour was extremely tight, so employers recognized they needed to pay their people well. Second, contracts awarded by the City of Regina are usually with a general contractor (GC), who enlist sub-contractors. A GC would have difficulty providing wage information for employees of sub-trades. Third, a mandatory apprenticeship requirement could not be applied to the industry because heavy civil construction does not have apprenticeship or journeyman designations for occupations outside of the heavy equipment mechanic positions.
Lastly, she explained how employees in the industry are compensated, which is based on skill, training, experience and the type of work they are undertaking, and that these factors are also weighed against what the market will bear.
Council voted on the motion that would bring about a fair wage policy on Aug. 17, 2022. The vote was split 5-5, meaning it was defeated. Mayor Sandra Masters was quoted in the media: “the information that was shared with council is that we are providing a solution for a problem that may not quite exist right now.”
Backing industry’s responsibility for safety
Year after year, safety continues to be important to the members of SHCA. That dedication is clear to Thomas Archer, CEO of the Heavy Construction Safety Association of Saskatchewan (HCSAS). HCSAS has a strong connection to industry because of how the association is structured. It, like all the safety associations in Saskatchewan, is a not-for-profit organization, governed by a board comprised of workers and employers who are in Class R, known as Road Construction.
Board members approve HCSAS’ strategic plan and budget, as well as associated grant requests. They oversee operational activities, evaluate the effectiveness of the association’s programs and initiatives and are 100 per cent accountable to their association’s membership. HCSAS is funded through premiums paid by those in Class R. The premiums are paid to the Workers’ Compensation Board (WCB) and are used to form a grant provided by the WCB to the HCSAS.
A change proposed by the WCB in 2021 would have blurred the lines between its role and the role of the safety association’s board. Unfortunately, industry was not provided an opportunity to consult or collaborate on it.
The change was to the funding agreement and reporting requirements between safety associations and the WCB. It would expand the WCB’s control and management of the safety associations’ operating budgets, strategic plans and operational workplans. The new agreement would make safety associations accountable to the WCB – not the industries funding them. “That would essentially put all control of the safety associations in the hands of the WCB when it was supposed to only administer the funding,” said Barilla.
Barilla encourages members to pay attention to this ongoing situation to understand the implications of it going unresolved.
Lipp has been working with safety associations in Saskatchewan to address this concern, as industry is most qualified to identify current hazards in workplaces that could lead to injuries and to determine best practices to prevent injuries. Workplaces are supported by safety associations. These associations develop and deliver practical and relevant training for industry, as well as provide advice and support. Safety associations engage members of industry to develop their training and services.
A member of SHCA’s board was able to convince the minister responsible for the WCB, Don Morgan, to agree to an independent mediator to intervene. There will continue to be meetings between the safety associations, SHCA and the WCB with the mediator to resolve this issue. Additionally, the safety associations were able to negotiate their most current funding agreements. Meanwhile, SHCA keeps a close eye on safety training being developed and delivered in the province to determine if it is relevant to industry’s needs.
Strengthening the industry
The work done to build and maintain relationships can help members feel confident in the strength of the industry and their place in it. It takes a stream of meetings with officials and representatives to work through the issues presented in this year’s review. SHCA also works to nurture partnerships and stay in close contact with members. Events held each year – such as the annual SHCA convention and the MLA reception – allow members to connect with one another as well as those in office to make themselves, their concerns and their successes known.
Taking part in these types of events and having conversations with ministers and MLAs who attend them is an opportunity that Barilla believes should not be taken for granted. He reminds members how fortunate they are to be in a province with a government whose ministers are willing to meet and hear from industry.
“You have to realize the access we have here [to] all ministers of the provincial government compared to other provinces, like Manitoba and B.C., where that is never going to happen,” said Barilla.
On a daily basis, SHCA staff members assist association members with claims, serve as Commissioners of Oath to sign documents for them, act as retailers for Standard Construction Documents for the Canadian Construction Documents Committee (CDCC), participate in debrief sessions with government and join them in other meetings to signal the strength of the industry.
All of this work helps to strengthen the heavy construction industry, which serves an important role in Saskatchewan’s economy.
The principal responsibilities of the Saskatchewan Heavy Construction Association are to advocate for our specialized industry and serve our members. SHCA acts as the voice of the heavy construction industry with President Shantel Lipp as its spokesperson, bringing issues to the forefront.
Construction is a diverse industry with many specialties, including heavy construction. SHCA’s responsibility extends past educating the public and politicians on what type of work is considered heavy construction; we ensure those connected to the industry understand its challenges and successes.
Knowing the size and strength of the industry is important to be able to advocate for it. Hundreds of members belong to SHCA, creating strength in numbers to gain the attention and commitment the industry needs to thrive.
Heavy construction spending builds economy
Last year, Praxis completed economic impact analyses on behalf of SHCA, which provide good evidence of our industry’s effect on the province. The firm explains, “a comprehensive economic impact study is…critical to gain an understanding of how the industry benefits the provincial economy in terms of job opportunities, other economic activity and government revenues.”
Praxis took its first step to producing the study by defining the scope of the industry. The heavy construction industry encompasses more work than highways, roads and parking lots. The work includes excavating and preparing commercial and industrial sites, as well as water infrastructure work, such as dams, irrigation structures, hydroelectric and water diversion tunnels, water and sewer lines, water drainage and irrigation ditches and minor bridges. Based on that definition, we established some key facts about the direct, indirect and induced impact of the industry in the province. In the analyses, Praxis accounts for the heavy construction industry supply industries and how that activity trickles down into spending by households in the province.
Praxis determined that the spending on local goods and services as well payments to labour and business profits was over $14 billion in 2021. A breakdown of that figure shows that more than half – $8.4 billion – was spending by the heavy construction industry. The study also quantifies spending strictly within Saskatchewan because of the heavy construction industry. Heavy construction added $6.2 billion to Saskatchewan’s GDP.
Heavy construction creates and maintains jobs
Praxis’ study also includes what this economic activity means for jobs and labour income in the province. In 2021, the heavy construction industry and the industries that supply it created and maintained a total of 47,816 jobs in Saskatchewan. Of those jobs, more than 22,000 jobs were within the heavy construction industry, with those people earning $1.5 billion in income. This figure includes wages, salaries and employer contributions to pensions and benefits packages.
Prioritizing industry advocacy
Regardless of the size of their business, there are issues SHCA members face. Lipp brings member concerns forward to the people who need to respond. A province over, her counterpart, Chris Lorenc, president of the Manitoba Heavy Construction Association, describes the approach involved in advocating for an industry.
“It is important to remember that advocacy is a marathon, not a sprint,” said Lorenc. “It takes years and sometimes decades to shape both public perception and government opinion. It requires determination and sustained effort.”
Hundreds of members belong to SHCA, creating strength in numbers to gain the attention and commitment the industry needs to thrive.
The Government of Saskatchewan – and, in particular, the Ministry of Highways – is one of SHCA members’ largest business partners in the province. Kelly Gallagher, vice-president of Martin Charlton Communications and a government relations professional, explained why having a relationship with the government matters.
“Governments often operate in a vacuum with little awareness as to how a regulation or a new piece of legislation will impact stakeholders outside of government,” said Gallagher, who encourages industry, business, associations, municipalities and non-profit organizations to have a government relations strategy.
Staying in constant contact with government – through meetings and correspondence – keeps an industry visible as the government considers its decisions and the impact of those decisions. Providing information to politicians and officials about the industry, difficulties it is facing and solutions being proposed can prompt the government to adjust.
Rising costs put a strain on members
An issue the government could address is the impact of rising costs affecting our industry, which was detailed in the Praxis report. The study shows it was costing members more to pay for fuel, fabricated metal products, professional services and computer/electronic products.
The heavy construction industry is expected to face an additional $426.7 million in new expenses because of these rising costs. According to Praxis, the industry’s profits are $670 million a year, meaning that this increase in costs reduces those profits to $243.3 million. With their profits cut in half, some businesses may not survive, and the drop in profits could also mean reduced job numbers.
As one of the industry’s largest partners, it is important for the provincial government to know and acknowledge the stark reality of rising costs – not only to be a better partner, but also to protect its own interests. The Praxis study states various taxes associated with the heavy construction industry add $676 million to the provincial government revenues.
SHCA advocates for members
In 2022, the price of diesel climbed substantially, leading to difficulties for members with existing contracts with the Ministry of Highways. The ministry presented SHCA with proposed adjustments to the fuel escalation clause, and members of SHCA reviewed the proposal. They also provided additional improvements they would like to see. Lipp advocated for those improvements in her meetings with the ministry.
Her advocacy resulted in updates included in fall tenders – updates to the specifications for bid requirements and conditions, measurement and payment (which includes details on payment for extra work, partial payments, final payments and diesel fuel adjustments) and site occupancy, which were incorporated into all contracts with a tender close date of Sept. 19, 2022 or later.
More advocacy needed
Following the victory Lipp secured for the industry, she continues to discuss other issues with government. On an ongoing basis, SHCA participates in the pre-budget consultation process and continues to stress the need for ongoing, predictable investment in the province’s transportation and infrastructure system to provide stability to the industry so it can manage its labour and capital investment planning.
Gallagher explains that once some organizations have an issue addressed by government, they believe there is no need to further interact with politicians and officials. But he encourages them to maintain a relationship through a government relations strategy to keep the organization visible. Any future issues that arise will benefit from that visibility and get prompt attention. Otherwise, an association will need to start from scratch initiating and building the relationship before it gets its concern addressed.
Federal and municipal advocacy
Advocacy by SHCA extends to other levels of governments too – municipal and federal. Municipalities also contract work to members of SHCA, meaning it is important they understand the industry.
Recently, a motion proposing a fair wage policy came before Regina’s city council. This motion could have affected the ability of members to secure work with that municipality. Lipp advocated for the industry by explaining how employees are trained and compensated and how requirements being proposed in the motion would exclude members from bidding on work. Her submission to council ultimately defeated the motion.
In 2021, the heavy construction industry and the industries that supply it created and maintained a total of 47,816 jobs in Saskatchewan.
At the federal level, SHCA champions for long-term investment into trade infrastructure through its relationships with organizations such as the Western Canada Roadbuilders & Heavy Construction Association (WCR&HCA), the Civil Infrastructure Council and others, including the Canada West Foundation (CWF).
Strong relationships with industry associations lead to the production and promotion of influential reports, and these analysis reports develop a narrative for industries to hold discussions with elected officials and industry leaders. In mid-May of last year, CWF released a report titled From Shovel Ready to Shovel Worthy: The Path to a National Trade Infrastructure Plan for the Next Generation of Economic Growth.
CWF’s report pulled together compelling data to prove long-term vision and investment in the country’s trade infrastructure will benefit Canada. In addition to circulating From Shovel Ready to Shovel Worthy to stakeholder partners and political offices, the WCR&HCA is working with CWF and the Canadian Construction Association (CCA) to get the report in front of and seriously considered by the federal and provincial governments.
“As a group, we coalesce around issues we share in common to not just benefit the region, but the entire country, to advance public policy that grows the economy,” said Lorenc, who is also the president of the WCR&HCA. “We are promoting the importance of the federal government leveraging sustained investment in trade gateways.
“Growing the economy is job no. 1 for every level of government. That is how we fund our quality of life in this country that produces more than we can consume domestically.”
Connecting with others and advocating for those who share common interests is important work for an industry dedicated to being heard. Members are encouraged to bring forward their issues and ideas so that SHCA can appropriately fulfill its role, with Lipp at the helm.
The Western Canada Roadbuilders & Heavy Construction Association (WCR&HCA) will be hosting an unforgettable event in Waikiki, Hawaii, from Feb. 5–9, 2023. Don’t miss this opportunity to connect with your peers and learn from industry speakers while soaking in “Waikiki’s widest and most spectacular white sand beach as well as Waikiki’s only saltwater lagoon.”
Plus, Air Canada and West Jet offer conference attendees 5 to 10 per cent discounts dependent on their selected fair.
For more information, head to the event website: https://wcrhca.com/wcrhca-conference/.
CWF policy brief proposes solution to skilled worker shortage
Canada West Foundation (CWF) recently released a policy brief addressing the shortage of skilled workers in Canada. The proposed solution? On-the-job rapid employee upskilling and reskilling.
A shrinking talent pool, lack of quality skills training programs and youth reluctant to enter the skilled trades are some of the factors creating a shortfall with no end in sight.
CWF proposes an innovative solution to help employers build the workforce they need now and in the future. The company’s latest What Now? brief, Rapid Employee Upskilling and Reskilling, provides principles upon which to build on-the-job skills training programs that meet the needs and interests of employers and job seekers.
Although employers have been reluctant to invest in training their employees because of a fear they would leave or be poached by the competition, CWF notes that attitudes are shifting. The wide-spread demand for workers has employers recognizing the need to invest in their own staff.
To be successful, training programs should meet the needs of both employers and employees. Steps to ensure successful outcomes include:
Working with curriculum developers to define the technical and non-technical competencies required for in-demand jobs,
Ensuring job seekers are a good fit for jobs, and
Employers playing an active role in delivering on-the-job training.
Visit cwf.ca to read the full brief.
Success for First Nations and Métis contractors
Saskatchewan’s Accelerated Site Closure Program (ASCP) has led to strong participation in two provincial programs, the First Nations Stewardship Fund (Stewardship Fund) and the Indigenous Business Credit Pool (Credit Pool). Announced in January 2021, these programs have leveraged $80 million in ASCP funding for First Nations and Métis contractors and for site closure work on Reserve lands across Saskatchewan.
“The ASCP has created additional opportunities for oil and gas producers to engage with Indigenous contractors and communities,” Energy and Resources Minister Jim Reiter said.
“We know that Indigenous contractors have expanded their service offerings and that producers and communities have built strong relationships. We hope to see this continue on as a legacy outcome of the program.”
The Credit Pool made ASCP funding available to participating oil and gas producers to engage eligible First Nations and Métis contractors to complete site closure work. The Credit Pool completed operations on Oct. 31, 2022, supporting over $28 million in spending on 34 eligible Indigenous contractors. The Credit Pool has facilitated the creation of new partnerships between non-Indigenous and Indigenous oil and gas service companies.
“The federal government is pleased to have helped Indigenous contractors in their efforts to close sites on Reserve lands across Saskatchewan. These funds supported Indigenous workers in uncertain times, while concurrently helping to clean up the environment,” Canada’s Minister of Natural Resources Jonathan Wilkinson said. “I would like to thank all those who participated in the program, including the Government of Saskatchewan for working together on this important initiative.”
First Nations and Métis contractors have also seen success in the program outside of the Credit Pool. As of Nov. 28, 2022, Indigenous oil and gas service companies had completed an additional $22 million in site closure work, bringing the total for First Nations and Métis contractors to $50 million under the ASCP.
“The federal government is pleased to have helped indigenous contractors in their efforts to close sites on Reserve lands across Saskatchewan. These funds supported Indigenous workers in uncertain times, while concurrently helping to clean up the environment.”
– Jonathan wilkinson, minister of natural resources in canada
“The ASCP program has been an opportunity to showcase and build skills with the utilization of Indigenous companies and on-the-job training,” said General Manager of Beretta Pipeline Construction, Darrell Carter. “In addition, it has enabled many Indigenous workers to earn an income in uncertain times. The results have produced an excellent finished product for customers that we otherwise may not have had exposure to. We can all be proud of our accomplishment under the program.”
As of Oct. 31, 2022, the Stewardship Fund, which directs up to $30 million in ASCP funding to complete site closure work in First Nations communities with inactive oil and gas wells, had issued over $29 million in work packages on Reserve lands, with over $24 million in site closure work completed or underway. The Fund is set to conclude on March 15, 2023.
The administration of the Credit Pool and Stewardship Fund is co-led by the Saskatchewan First Nations Natural Resources Centre of Excellence and is supported by a collaboration agreement with the Saskatchewan Research Council.
“The ASCP has provided opportunities for many Indigenous companies across Saskatchewan. We thank the Government of Saskatchewan for the partnership and the inclusion of our EXPORT Database platform, which has helped to connect Indigenous contractors and workers to the program, delivering upwards of $80M in site closure work to Indigenous companies and communities,” President and CEO of the Saskatchewan First Nations Natural Resources Centre of Excellence Sheldon Wuttunee said. “We look forward to finding continued opportunities for Indigenous service companies following the conclusion of the ASCP.”
The ASCP is a $400 million stimulus program for Saskatchewan-based oil and gas service sector companies and workers and is funded through the federal government’s COVID-19 Economic Response Plan. As of Oct. 31, 2022, the program has paid out $338 million to over 850 Saskatchewan-based service companies, supporting an estimated 1,556 direct full-time equivalent jobs.
The ASCP has seen the completion of 7,409 well abandonments, 3,422 flowline abandonments, 61 facility decommissions and more than 11,900 site remediation and reclamation activities. The program is set to end on March 15, 2023.
Saskatchewan Chamber of Commerce hosting business summit in 2023
On Nov. 28, 2022, the Saskatchewan Chamber of Commerce (SSC) announced it will be hosting the first-ever Food, Fuel, and Fertilizer Business Summit (FFFBS). This unique event takes place Feb. 14–15 at Prairieland Park in Saskatoon, Sask. The FFFBS is being put on in partnership with the Manitoba, Alberta and British Columbia Chambers of Commerce.
“Western Canada has 85 per cent of the nation’s farmland and rich reserves of oil, uranium, and potash,” said Prabha Ramaswamy, CEO of the SCC. “Our world has changed dramatically because of COVID-19 and the Russian occupation of Ukraine. Western Canada is positioned to stabilize supply chain issues and support the world food insecurity crisis.”
The FFFBS positions Western Canada as a major powerhouse in the global economy, especially as it relates to food, fuel, and fertilizer. Businesses across Saskatchewan will benefit through increased jobs and the need for goods and services.
Over the two-day business summit, the advantage Western Canada has will be showcased as its capacity to engage in the global economy. The Business Summit will also identify opportunities for investment attraction, trade and attracting global brands. The event will also be used to create a Western Canadian network to develop a plan for global positioning.
“Western Canada currently accounts for 40 per cent of the country’s GDP. Enabling greater access to global economies benefits every business from those that are export-reliant to smaller businesses that provide support services of all kinds. We are stronger when we work together,” said Ramaswamy.
“Our world has changed dramatically because of COVID-19 and the Russian occupation of Ukraine. Western Canada is positioned to stabilize supply chain issues and support the world food insecurity crisis.”
– Prabha ramaswamy, ceo, scc
STARS president and CEO retires this year
Andrea Robertson
President and Chief Executive Officer
The Board of Directors of Shock Trauma Air Rescue Service (STARS) and president and CEO, Andrea Robertson, announced Nov. 7, 2022 that Robertson intends to retire from her position later in 2023 following a smooth transition.
“It is with very mixed emotions that the Board of Directors received Andrea’s news of her intent to retire,” Helen Kasdorf, STARS board co-chair said.
“She has been a passionate and inspiring leader in the delivery of safe and timely critical patient care for more than a decade, and we will miss her.”
Since 2011, Robertson has worked to foster long-term relationships with federal, provincial and municipal governments, private sector partners and donors, in order to serve the people across the prairie provinces and beyond.
Robertson’s tenure included leading the organization through a period of monumental change, with the expansion of STARS into two new provinces and the complete replacement of its helicopter fleet. Supported by strong executive leadership, the exceptional team at STARS will continue to seamlessly provide the critical care for which the organization is renowned.
The board of directors has begun the search for a new president and CEO, while Robertson and the STARS team continue to focus on the work of delivering life-saving missions wherever and whenever they are needed.
“The board has every confidence in Andrea’s continued leadership through what will be a careful and thoughtful transition process over the next year,” STARS board co-chair said Kasdorf. “STARS is a terrific organization in a very stable operating and financial position, thanks to Andrea’s leadership.”
“Working with STARS has been the great privilege of my career,” Robertson said.
“I am excited for the future and believe a new leader will bring fresh ideas to the important work of continuing to improve patient care for people across Western Canada and wherever the future may take us. I will be working closely with the board and the new president and CEO to ensure a smooth transition.”
Tiny homes project gives Indigenous apprentices experience in the skilled trades
Thirty-two brand-new homes stand in Indigenous communities thanks to more than 130 apprentices and students who took part in the Saskatchewan Apprenticeship and Trade Certification Commission’s (SATCC) tiny homes project.
The project, launched by the SATCC in 2021, with funding from the Government of Saskatchewan, aimed to give Indigenous apprentices experience in the skilled trades through hands-on learning, while bringing new housing opportunities to Indigenous communities. Apprentices and students worked alongside experienced journeypersons to build tiny homes in their communities.
“They helped out with everything right from the foundation and framing to the exterior and interior finishing. They even helped the plumbers,” said Matthew Lerat, owner and operator of EW Construction, a partner and contractor for the tiny homes build on Ochapowace Nation, where four homes were built with a group of nine students and apprentices. Lerat is a member and newly elected Headman of Peepeekisis Cree Nation.
The SATCC invited Indigenous stakeholders such as economic development authorities, housing agencies, Indigenous communities and employers to apply for funding for the building of tiny houses, or similar single unit dwellings, in Indigenous communities in Saskatchewan. Applications were accepted in 2021 with the hope of building at least 10 tiny homes by mid-2022.
By the end of the project, 32 tiny homes had been built in 22 Indigenous communities.
“Everyone really enjoyed the program,” said Lerat. “They liked building the homes right in their community and being able to work on the Nation.”
The project was embraced by communities, partners and participants, with all involved seeing the positive benefits. Communities welcomed the new housing and skills training opportunities. Students and apprentices learned valuable skills in carpentry, electrical and plumbing and experienced work in the skilled trades.
“We had support from the leadership and support from the community,” said Lerat. “I think it brought the community together for sure.”
Thirty-five apprentices contributed to the work on the tiny homes across the province along with 98 secondary students. Some participants continued their journey in the skilled trades following the project and indentured as apprentices, with apprentices continuing to be signed up as residual project work finished.
One of those apprentices now works with Lerat at EW Construction, joining the First Nations home builders after Lerat saw her work on the Ochapowace Nation tiny homes build.
“She showed up and worked hard every day,” says Lerat. “She was excited to learn and excited to be part of the team.”
According to Statistics Canada data from the 2021 Census, 17 per cent of Saskatchewan’s population self-identifies as Indigenous.
Chris Stubbs, director of innovation and inclusion at the SATCC, says the Commission continues to pursue opportunities working with Indigenous communities in Saskatchewan.
“We want to ensure we’re facilitating a diverse, inclusive apprenticeship system,” said Stubbs.
“Projects like the tiny homes continue this work – strengthening relationships, providing training opportunities and helping meet the needs of the communities.”
Each year, the SATCC oversees and administers the Indigenous Apprenticeship Initiative (IAI) program, which funds initiatives that aim to increase Indigenous people’s awareness of, and participation in, apprenticeship training and the designated trades. Past projects have included apprenticeship and upgrading training, job coaching and mentoring and courses aimed at high school students.
Looking forward, the SATCC will fund an innovative Indigenous Welder training program on Ochapowace Nation. The program will offer pre-employment training with the goal of training and indenturing Welder apprentices.
“The tiny homes showed the impact that a project like this can have on young people, providing them with experience in the trades and the tools to succeed in their future careers. We’re excited to continue work like this,” Stubbs said.
As we welcome in the new year, now is a good time to reflect on the events and progress of 2022, and delve into what we can expect moving into 2023.
I am watching two developments that I expect will soon be clarified. The first is project carryovers. I’ll be watching to see what impact they will have on the 2023–24 budget. You may recall that, much to my disappointment, last year’s budget did not include money for new projects. The province reported it was dedicating $453 million in the budget to capital projects, but virtually all the work available from the ministry had already been tendered before the spring tender was out.
Last year, numerous projects were completed for the Ministry of Highways, including paving work on Highway 1 west of Moose, Highway 6 south of Naicam and Highway 37 in the Shaunavon and Gull Lake area. Passing lane projects on Highways 7, 12 and part of 16 also wrapped up. There were also many resurfacing projects, including ones near North Battleford on Highway 4 and west of Humboldt on Highway 5 as well as south of Kindersley, on Highway 21. The fall tender was slightly smaller than is typical, but we understand the ministry will be releasing schedules throughout the winter – projects such as small span bridges, crushing and hauling and trapline jobs in preparation for the spring.
Meanwhile, there are highway construction projects continuing. Through the winter, some work can be done, including hauling heavy materials in preparation for next season. As that work moves ahead, I will maintain my relationship with Highways Minister Jeremy Cockrill, making the case that Saskatchewan must continue to spend on its infrastructure to continue its economic momentum and encourage investment in this province. I will also look to gain information from the ministry to share with members.
The Saskatchewan First Act was introduced in November of last year to assert the province’s legislative jurisdiction over exploration for non-renewable natural resources as well as developing, conserving and managing non-renewable natural and forestry resources and operating sites and facilities for generating and producing electricity.
Saskatchewan’s historic legislation
The second development I am monitoring is what the provincial government called “historic legislation.” The Saskatchewan First Act was introduced in November of last year to assert the province’s legislative jurisdiction over exploration for non-renewable natural resources as well as developing, conserving and managing non-renewable natural and forestry resources and operating sites and facilities for generating and producing electricity.
This legislation will also create an Economic Impact Assessment Tribunal, its purpose for “conducting economic impact assessments in relation to federal initiatives.” The members of the tribunal will be appointed by the Lieutenant Governor, who will refer them any federal initiative that could cause economic harm to Saskatchewan.
The tribunal will also complete an assessment and report its findings and recommendations to the minister. Those recommendations could be about the nature of the economic impact on projects, operations, activities, industries, businesses and residents in the province. It could also include steps to minimize unintended consequences.
While there has been plenty of discussion about friction in the relationship between the provincial and federal governments around policies such as the carbon tax, The Saskatchewan First Act is still new and many are in the process of reviewing it, including me.
You may recall a white paper, Drawing the Line: Defending Saskatchewan’s Economic Autonomy, being released in October of 2022, which provides some insight into the government’s introduction of this legislation. In that paper, it is stated that the Government of Saskatchewan is exploring all its options and has an objective to protect this province’s economic future so that natural resources can continue to be extracted and developed responsibly, trade corridors can be expanded to provide the world what it needs and the residents and businesses are protected from “harmful” federal policies.
SHCA has an interest in this province’s trade corridors and continues to discuss this matter with the provincial government. I am interested to see how this legislation and these objectives could impact our members. I would also be interested to know what you think of this white paper and this new legislation.
