Feature

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. 

“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.

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. 

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.”

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.

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.