Civ July 2013

CONSTRUCTION
IN VANCOUVER
July 9-15, 2013
VRCA news supplement
www.vrca.bc.ca
Syncra sends Canada soaring VRCA names

Tons of steel fed through opening in convention hall ceiling
new president
Fiona Famulak has been appointed the
new president of the Vancouver Regional
Construction Association, B.C.s largest
regional construction industry association
Syncra Construction/Charlie Seaborn
The back-view of FlyOver Canadas half-spherical theatre screen that needed precision installation with
Wesbridge Steelworks doing its framing, plus framing for the rides seats and reinforcement of the floor at the
new Canada Place theatre. The 19-metre screen had to be trimmed to a 16-metre dimension to fit the theatre.
Ride manufacturer Brogent Technologies sent installers to assemble the panels over a six-week period. The
panels had to be aligned within strict tolerances to ensure that the cup-like screen did not distort images
By Jean Sorensen
yncra Construction Corp.

has sent Canada soaring.
The construction management company finished in June
a conversion of the old IMAX theatre at Canada Place, transforming it into an entertain ride called
FlyOver Canada, a concept similar
to Disneys Soarin Over California

ride found at its Anaheim and Florida theme parks. FlyOver Canada,
though, is uniquely Canadian.
Its like being in a hang-glider
and soaring over Canada, said Syncra principal John Polglase. Known
as a simulator ride, an illusion of
flying is created through the use of
a huge cup-like screen displaying
aerial scenes while viewers, in seats,
are suspended in air.

Aside from Disneys rides, no
other similar ride exists in North
America, said Soaring Attractions
COO Andrew Strang. Soaring
Attractions LP, which developed the
attraction, is a partnership involving two tourism entrepreneur Stephen Geddes and Strang plus the
Aquilini Investment Group, owners
PCL Constructors Westcoast Inc.

Suite 310, 13911 Wireless Way Richmond BC V6V 3B9 | TEL: 604 241 5200
See Syncra, page C2
amulak will assume her new

duties in September when
she takes over from interim
president Jan Robinson, the VRCAs
director of finances and administration who has assumed the role since
longtime president Keith Sashaw left
to head up the Association of Consulting Engineering Companies of
British Columbia, (ACEC-BC) in
early 2013.
The VRCA board of directors
made the announcement. After a
comprehensive nationwide search,
the VRCA board of directors is
pleased to welcome a new leader
who will guide the construction
See VRCA president, page C2
New president Fiona Famulak of the

Vancouver Regional Construction
Association will take up her duties
in September
Inside
construction in vancouver
John Hart project to impact

Lower Mainland skills
C3
Safety estimates on projects
need to be thorough
C3
Seven costly mistakes that
can scuttle corporate change
Visionary leaders and effective
managers are key to change C4
Provincial View
10
City urging net-zero energy

Technology already exists
to build efficient structures C11
Constructive Comment C12
Pre-fab construction can
help future skill shortages
Factory environment draws
broader range of workers C13
VRCA 25th anniversary

awards event
C5
Underhill celbrates 100

years of surveying
Construction failures linked

to reacting too late
C14
C6
Manning the Fraser

Port Mann opens
C7
Ford introduces Canada's

first bi-fuel pickup
F-Series truck drove 800 miles
on approximately $100 C15
List: Biggest construction

companies
C8
Legal Specs
C9
New members list
C16
Next issue: October 2013
Watch us build at PCL.com
C2 VRCA News Supplement
Business in Vancouver July 915, 2013
Syncra: Project took $18 million and over three years

CERTIFICATE
OF RECOGNITION:
INJURY
MANAGEMENT:
Becoming
BCs
Calling
HOW
TO
IMPROVE
CERTIFICATE
OFSafety
RECOGNITION:
Card
for Construction
YOURSafety
RETURN
TO
Becoming
BCs
Calling
Card for Construction

WORK
CERTIFICATE
OF
RECOGNITION:
id you know that some jobs
in B.C.
already have COR certification
D
as a requirement to bid? Did you also know that many prime conBecoming
BCs
Safety
Calling
tractors
have already made
COR mandatory
for their
sub-trades?
idputs
you
that some
jobs in B.C.
already
COR
certification
By Mike
McKenna,
Executive
Director
COR
aknow
comprehensive
company
health
andhave
safety
program
in
D
BC Construction
Safety
Alliance
asalong
a requirement
to bid? Did you
also Annual
know that
many
primeinsight
conCard
for
Construction
place
with
a corresponding
manual.
audits
provide
By Mike McKenna, Executive Director,
BC Construction Safety Alliance
By Mike McKenna, Executive Director,
tractors
have
already on
made
mandatory
for theirtosub-trades?
into what
is working
theCOR
ground.
It isnt enough
have a health
COR
puts
asystem
comprehensive
company
and safety program
in
By Mike
McKenna,
Executive
Director,
and
safety
on paper,
it needs tohealth
be implemented
and followed.
Management
programs are based
on the
philosophy that
manyinsight
injured
BCnjury
Construction
Safetycorresponding
Alliance
place
along
with
manual.
Annual
provide
Companies
oftenafind
the observations
they
recordaudits
and interviews
they
workers
can
safely perform
during their
recovery.
Having
into
whatvery
is working
on
the productive
ground.what
It work
isnt
enough
to
have
a health
conduct
useful
in
determining
is
working
and
what
needs
iman
Injury
Management
program
helps
prevent
long
term
disability.
Research
id yousystem
know
that
some
jobs
in B.C.
already
have COR
and
safety
on paper,
it needs
to be
implemented
andcertification
followed.
provement.
With
COR
a
companys
health
and
safety
program
complies
confirms
peoplefind
who
never
lose you
timealso
fromknow
work
have
better
outcomes
as
athat
requirement
to
bid?
Did
that
many
prime
Companies
often
the
observations
record
and
interviews
they
with
national
standards
giving
themwork
thethey
opportunity
to
bid on
andcontake
than
people
who
lose in
some
time
from
isAmerican
College
of needs
Occupatractors
have
already
made
COR
mandatory
for
their
sub-trades?
conduct
very
useful
determining
what
working
and
what
imwork
in
other
provinces.
tional
and Environmental
Sept
2006.and
COR
puts
a With
comprehensive
company
health
and
safety
program
in
provement.
COR aMedicine,
companys
health
safety
program
complies
With national
COR
employers
corporate
imageaudits
can
enhanced
and
place
alongcertification
with
a corresponding
manual.
Annual
provide
insight
with
standards
giving them
the opportunity
to be
bid
on and
take
Having
a culture
game plan
for dealing
withultimately
injuries is operationally
important for
ainto
strong
of safety
created,
attracting
what
is working
on the
ground.
It isnt enough
to safety
have aconscious
health
work
in other
provinces.
any
company.
If you
dont
haveSafety
a process in place
then you
be
left out
workers.
Assystem
the
saying
goes:
with
CORcould
thisfollowed.
is actually
and
safety
on paper,
it needspays,
to be and
implemented
and
of
the COR
loop when
it comesemployers
to knowingcorporate
about andimage
assisting
worker withand
With
certification
canyour
be enhanced
true.
Companies often find the observations they record and interviews they
their
injury.
Here of
aresafety
some created,
helpful steps
employers
can follow
when
developa strong
culture
ultimately
attracting
safety
conscious
conduct
verymanagement
useful in determining
what is working and what needs iming
an isinjury
plan:Safety
COR
a As
onethe
of saying
a kind goes:
incentive
program
that with
encourages
companies
to
workers.
pays, and
COR this
is actually
provement. With COR a companys health and safety program complies
implement health and safety management systems that exceed regulatrue.
with 1:
national
standards giving them the opportunity to bid on and take
Step
First Response
tory requirements
and maintain them through annual auditing standwork
in aother
provinces.
COR
is
one
of
a kind
incentive
program
encourages
companies
Your
companys
first
response
is toemployers
ensure thethat
injured
receives
first to
ards. It recognizes
and
rewards
with
up worker
to a 15%
incentive
implement
health
andThe
systems
that
exceed
regulaaid
as COR
soonthat
as
possible.
firstmanagement
aid attendant
will
either
assess
and treat
the
payment
reduces
asafety
companys
WorkSafeBC
base
assessments.
This
With
certification
employers
corporate
image
can
be enhanced
and
tory
requirements
and
maintain
them
through
annual
auditing
standworker
at culture
work,
orofassess
and
stabilize
the
worker
and
refer
them conscious
towith
further
equate
to over
$4800
dollars
for
a COR
certified
company
an
acan
strong
safety
created,
ultimately
attracting
safety
ards.
It recognizes
and rewards
employers with up to a 15% incentive
medical
aid.
assessed
annual
payroll
of $750,000.
workers.
As
the saying
goes:
Safety pays, and with COR this is actually
payment that reduces a companys WorkSafeBC base assessments. This
true.
The equate
money
is
but
protecting
the
well-being
of workers
is the
Step
2: Stayto
atincentive
Work
or Return
tofor
Work
plan
can
over
$4800
dollars
a COR
certified company
with
an
right
toable
do
and
will
help
to
foster
and
maintain
culture
of to
Is
the thing
worker
to
stay
at
work
and
return
to
regular
duties? aIfcompanies
so, monitor
COR
is a annual
one
of apayroll
kind
incentive
program
that
encourages
assessed
ofalso
$750,000.
safety
and during
cooperation
onIfthe
job siteneeds
a win-win
for
everyone.
the
worker
shift.
a management
worker
to
leave work
give
them
a return
implement
healththe
and
safety
systems
that
exceed
regulaThe
money
is incentive
but include
protecting
thetowell-being
of workers
is the
to
work
package,
which
a letter
worker,
a letter
to physician,
tory
requirements
and may
maintain
them
through
annual
auditing
standTheaBCCSAs
Recognition
(COR)
is afounded
on
right
thing to Certificate
doStay-At-Work/
and willofalso
help to foster
andprogram
maintain
culture of
and
Form.
ards. physicians
It recognizes
and rewardsReturn-To-Work
employers withPlanning
up to a 15%
incentive
evidence
statistics over
thejob
past
years that
creating and
safety andand
cooperation
on the
site50-60
a win-win
forshows
everyone.
payment that reduces a companys WorkSafeBC base assessments. This
adhering
to healthTemporary
and safety management
systems improves workplace
Step
3: Determine
Limitations
can
to Certificate
over $4800of
dollars
for a COR
certified
company
with an
The equate
BCCSAs
Recognition
program
isimprovement
founded
on
safety.
Annualreport
audits
help
companies
to (COR)
identify
areas
formay
A
physicians
may
outline
temporary
limitations,
you
want to ask
assessed
annual
payrollover
of $750,000.
evidence
and
statistics
the
past
50-60
years
that
shows
creating
and
within
their
company
operations
certification
compathe
worker
which
tasks or
job dutiesand
theyCOR
feel they
can do, ormakes
you can
call
adhering
to health
andan
safety
management
systems improves
workplace
nies
eligible
to
receive
annual
incentive
payment
from
WorkSafeBC.
TheWorkSafeBC
money is incentive
but protecting
of workers
is the
the
Construction
Nurse Linethe
andwell-being
they can provide
you with
the
safety. Annual audits help companies to identify areas for improvement
right thingfor
totypical
do andlimitations.
will also help to foster and maintain a culture of
guidelines
Contractors
make
a
strong
statement
about
worker
safety
when
they
within their company operations and COR certification makes compasafety and cooperation on the job site a win-win for everyone.
take eligible
steps toto
develop
and
implement
healthpayment
and safety
systems
that
nies
receive
an annual
from
WorkSafeBC.
Step
4: Establish
a Modified
Workincentive
Agreement
meet
a recognized
industry
standard. COR
certification
shows
an emThe employer
BCCSAs
Certificate
ofa Recognition
(COR)
program
is afounded
on
The
should
make
written
offer
to
the
worker
using
modified
Contractors
make a strong
statement
about worker
safety the
when
they and
ployers commitment
toover
workplace
safety
to reducing
human
evidence
statistics
the past
50-60and
years
that
showsa modified
creating
and
work
offerand
form.
Collaborate
with
the injured
worker
to create
take
steps
to
develop
and
implement
health
and
safety
systems
that
financial
costs
of
workplace
injuries.
adhering
to health
and
safety
management
systems improves workplace
work
agreement
that
is
mutually
beneficial.
meet a recognized industry standard. COR certification shows an emsafety. Annual audits help companies to identify areas for improvement
What is commitment
the cost of becoming
COR safety
certified?
the BCCSA
training
ployers
to workplace
andWhile
to reducing
the human
and
within
company
operations and COR certification makes compaStep
5: their
Monitor
Progress
and services
areofthe
free,
the costinjuries.
of becoming COR certified is in the time
financial
costs
workplace
nies eligible to receive
an annual
incentive
payment
from
WorkSafeBC.
Communication
is spend
key between
an injured
worker
and
their
supervisor
andon
a company must
to establish
a health
and
safety
system
(both
What
is
the
cost
of
becoming
COR
certified?
While
the
BCCSA
training
should
be
consistent
and
regular
throughout
their
recovery.
Regular
face-topaper, and inmake
the field)
if it does
not pre-exist,
put ansafety
employee
Contractors
a strong
statement
about worker
whenthrough
they
face
contact
with
worker
canofeliminate
misunderstandings
and
services
are the
free,
the cost
becoming
CORan
certified
isorainconfusion.
the time
2 days
of BCCSA
Auditor
andhealth
conduct
auditsystems
of
certain
take
steps
to develop
and training,
implement
and safety
that
anumber
company
mustannually
spend toasestablish
a health
and
safetyFor
system
(both on
of sites
part of their
COR
process.
Large
meet a recognized
industry standard.
COR
certification
shows
anCOR
emStep
6:and
Documentation
paper,
in
the is
field)
if it does
not
pre-exist,
put an
employeeanthrough
companies
there
thetocost
for an
external
auditor
to conduct
auditand
ployers
commitment
workplace
safety and
to reducing
the human
Throughout
all
of
the
steps,
it
is
important
to
document
communication
2during
days of
BCCSA Auditor years.
training, and conduct an audit of a certain
non-maintenance
financial
costs of workplace
injuries. work agreement as your guide, record
between
Using the
number all
of parties.
sites annually
as modified
part of their
COR process. For Large COR
the
workers
progress
on
a
daily
and/or
weeklyauditor
basis,
intothe
the
communication
The
BCCSA
is
BCs
non-profit
construction
industry
funded
safety
asWhat
is thethere
cost of
certified?
While
BCCSA
companies
is becoming
the cost forCOR
an external
conduct
antraining
audit
log.
Document
allfree,
conversations
you
have
the workers
or
sociation
working
to reduce
injuries.
Wewith
provide
no cost physician
training
and
services
are
the cost
of
becoming
COR
certified
is in theand
time
during
non-maintenance
years.
rehabilitation
provider
and
WorkSafeBC
This in
communicaservices
to over
40,000
employers
and
theirrepresentative.
180,000
workers
B.C.s on
a company
must
spend
toany
establish
a health
and safety
system
(both
The
BCCSA
isaggregate
BCs non-profit
construction
industry
funded
safety
astion
must
bein
maintained
a confidential
file.sectors.
Items
you
to
have
filed:
construction,
ready-mixed
BCCSA
Regional
paper,
and
the field) as
ifand
it
does
not pre-exist,
put
anneed
employee
through
sociation
working
to
reduce
injuries.
We
provide
no cost
training
and
Letter
to
Physician,
Letter
to
Worker,
Stay
at
Work/Return
to
Work
Planning
Safety
Advisers
are
on
hand
to
work
with
companies
to
establish
a
2 days of BCCSA Auditor training, and conduct an audit of a certain
services
to over
40,000
employers
their
180,000
inbecoming
B.C.s
Form
Section),
Copy
of and
WorkSafeBCs
Guidelines
for
Modified
health(Physicians
and
safety
system
and
walk
through
theworkers
steps
to
number
of sites
annually
as part
of them
their COR
process.
For Large
COR
Work,
Modifiedaggregate
Work Agreement,
and Communication
Log. Regional
construction,
and ready-mixed
sectors. BCCSA
COR
certified.
companies there is the cost for an external auditor to conduct an audit
Safety Advisers are on hand to work with companies to establish a
during non-maintenance years.
Organizations
with
an effective
safety
culture
have
realised
that
by will
makHopefully,
implementing
some
of these
tips
and
tools
your
health andby
safety
system
and
walk
them
through
the
stepscompany
to
becoming
be
able of
toBCs
keep non-profit
workers
even demonstrable
after anindustry
injury. results
ingbetter
an
asset
safety,
brings safe
positive,
The
BCCSA
is
construction
fundedthroughout
safety asCOR
certified.
their
business.
To start
being injuries.
rewarded
safety contact
the BCCSA
sociation
working
to reduce
Weforprovide
no cost training
and
Organizations
with
an effective
safety
culturesafety
have
realised
thatThe
by makThe
BCCSA
is the
industry
fundedcor@bccsa.ca,
construction
association.
today
at to
1-877-860-3675,
email
or visit
us at https://www.
services
over
40,000
employers
and their 180,000
workers
in B.C.s
ing
an asset of safety,
brings
positive, demonstrable
throughout
Supervisors
in Injury
Management
handbook
a results
free hands-on
guide
bccsa.ca/COR.html?.
construction,Role
aggregate
and
ready-mixed
sectors.isBCCSA
Regional
their
business. To
start being rewarded
for
safety
contact
the BCCSA
for
construction
your
copy
today
at info@bccsa.ca
Safety
Adviserssupervisors.
are on handRequest
to work
with
companies
to establish a or
today
at information
1-877-860-3675,
email cor@bccsa.ca, or visit us at https://www.
for
more
visit www.bccsa.ca.
health
and safety system
and walk them through the steps to becoming
bccsa.ca/COR.html?.
COR certified.
The BCCSA provides free safety programs, training, resources and consultaOrganizations
with an effective
safety
culture
have
by maktions
to help construction
employers
improve
safety
forrealised
workers.that
Access
our
injury
consultation
service demonstrable
today by callingresults
1.877.860.3675
or
ing anmanagement
asset of safety,
brings positive,
throughout
email
info@bccsa.ca.
For
morerewarded
information
www.bccsa.ca.
their business.
To start
being
forvisit
safety
contact the BCCSA
today at 1-877-860-3675, email cor@bccsa.ca, or visit us at https://www.
bccsa.ca/COR.html?.
I
D
Continued from page C1
of the Vancouver Canucks.

We developed and conceived
the digital [film and theatre] concept for Canada, said Strang, an
effort that took three and a half
years and $18 million in investment,
and involved capturing seasonal
images from across Canada through
cameras mounted on Learjets and
helicopters.
Strang said the idea was sparked
by the Disney attraction, but Vancouvers attraction offers its own
Canadian flavour. It is also the reason the company is being housed in
Canada Place, which was looking for
a new tenant to promoted Canada,
after IMAX left in 2009.
While capturing the images of
a country that is almost as big as
Europe was a challenge, the construction of the 60-person entertainment ride was just as demanding.
Construction crews had to work
in a constrained area, deal with
security issues, plus a busy cruise
ship and tourism season. At no time
could the construction impact the
scheduled conventions occurring
below the theatre. That was no easy
task, when the only way to bring
steel into the theatre initially was
through the ceiling of the conventional hall.
The i-Ride system (by Taiwanbased Brogent Technologies) consists of three tiers of seating over
three storeys, beginning from the
theatre floor. More than 300 tonnes
of steel was installed to reinforce the
theatres floor, the i-Ride seating and
theatre screen.
From our perspective, it was a
difficult job, said George Sze, Wesbridge Steelworks project manager
for the site. Wesbridge faced the
challenge of threading heavy beams
and tons of steel through convention
hall Cs ceiling where the nine-metre
hole was cut.
Because it involved the
convention centre, we were on a

very tight schedule, he said. When
the conventional hall was closed to
crews because of bookings, the crews
had even less access.
We had only an eight by eight
foot (2.4 by 2.4 metre) door to go
through, said Sze.
Some of the theatre components
weighed up to 2,268 kilograms, such
as sections of seating. No large lift
equipment could pass through
the exterior corridors and the theatre was located at the far end of
the building, which bordered on
ocean.
Its like being in a hang-glider

and soaring over Canada
John Polglase,
principal,
Syncra Construction
Smaller hydraulic lift equipment

was able to access the area, but were
not able to handle the heavier pieces
that had to be lifted inside the theatre to the correct tier level 18 metres
above the floor.
Thats were it became tricky,
he said. The solution was to use
old-school lift techniques such as
using some erected components and
building supports to lift materials
into place.
While the rides framework and
seating was being installed, the large
cup-like dome screen was also being
pieced together and built into place.
The panels for the screen took six
weeks to assemble on site after
being trimmed to fit the theatres
dimensions.
The steel framework to hold the
panels took another six weeks to
complete. It was a logistics challenge, said Sze. There wasnt a lot
of room to work in.
In total, 30 rail cars of steel were

used in the rides construction and
reinforcing the floor.
Ken Seidel, Syncras construction manager, said scheduling also
impacted activities outside the theatre during the year-long project.
We had to work around cruise
ship season, which sees major Alaskan cruise lines in port from May
through to October, he said, with
pedestrian traffic milling Canada
Place walkways. We also have a
working port office right next to
the theatre area, he said, plus a U.S.
customs office.
This poses all kinds of constraints when the cruise lines are in,
he said. Also, Port Metro Vancouver
Authority offices have secured areas
with security clearance required for
those work areas, such as when Syncra installed a new three-level escalator on the buildings exterior.
Syncra project manager Dan
Graham agrees that meeting all
the work schedules, plus port and
convention site requirements were
a major challenge. We jumped
through a lot of hoops, he said.
For example, a false wall was built
in convention Hall C so that no one
would see the construction crews
working through the ceiling cut-out.
We had to return the area exactly as
we found it even after upgrading the
mechanical and the electrical. We
started in June and ended October
31, he said.
Its been a challenge, said
Graham, but I was thrilled to be
involved and I definitely hope the
project does well.
Other companies involved in the
project were: Benchmark (drywalling), Wolfgang (painting), Kone
(escalator), Flynn Canada (exterior waterproofing), Houle (electrical), Broadway (mechanical), 3R
Demolition (removal of the IMAX
theatre), Burrowes Huggins (architect) and Read Jones Christoffersen
(engineering).
VRCA president: Previously with KPMG Deloitte

I am excited to be part
industry association forward and

ensure the industry and its members across the Lower Mainland
and Fraser Valley grow and thrive,
said VRCA board chairman Rick
Wagner.
Famulak has held various senior
executive positions with the Whistler Chamber of Commerce, Indigo
Initiatives, Kyber Developments
and KPMG Deloitte in Asia.
Her skills include organizational
leadership, government relations,
member relations, and financial
accountability. She has a track
record of driving change that supports growth and innovation.
The VRCA is a highly effective
and respected organization, said
of one of B.C.'s most

important, dynamic and
successful industries
Fiona Famulak,
incoming president,
VRCA
Famulak. I am excited to be part

of one of B.C.s most important,
dynamic and successful industries.
"I look forward to working
closely with the board and the association members and stakeholders
to deliver effective and positive
change for the industry and the
Lower Mainland.
I have enjoyed immensely the
opportunity to act as interim president during the executive search
process and look forward to welcoming our new president to the
VRCA family, said Robinson.
The VRCA represents more
than 700 members and is the largest and most influential regional
construction association in British
Columbia.
The membership includes businesses of all sizes, ranging from small
entrepreneurial companies to large
multinationals, and includes general
contractors, specialty trade contractors, manufacturers, suppliers and
all other professionals that deliver
services to the multibillion-dollar
construction industry.
VRCA News Supplement C3
John Hart project to impact Lower Mainland skills

$940 million project BC Hydros largest capital expenditure
hen BC Hydros $940

million John Hart generating station replacement project kicks off in late summer
near Campbell River, it is expected to
pull skilled labour from the Lower
Mainland as it will average 400 jobs
per year over a five-year construction period, peaking in 2014 with 500
jobs.
That number will ebb and flow,
said Stephen Watson, BC Hydros
project spokesman. The John Hart
project is the largest the utility corporation has undertaken in terms of
a capital expenditure. It is almost a
provincial project, said Watson.
Watson said BC Hydro has worked
hard with the local groups and skills
in the Campbell River region and feels
there is a good supply of skills locally
available. But, he said, the sheer size of
the project and the specialized skills
required for some phases will mean
It is almost a
provincial project
Stephen Watson,
John Hart project spokesman,
BC Hydro
that the impact will be felt on the

Lower Mainland labor market.
Three groups are short-listed for
the contract with a winning team
picked this summer. They are: the Elk
Falls team consisting of the Ontario
Pension Board/Brookfield Financial,
Flatiron Construction Canada Ltd.,
Fiera Axium Infrastructure, Connor, Clark & Lunn Gvest Traditional
Infrastructure LP/ Gracorp Advisors
Ltd., Bouygues-Graham, Knight
Piesold Consulting and ALSTOM
Power & Transport Canada Inc.; the
second team of SNC-Lavalin Inc. and
IMPSA; and the third team Salmon

River Hydro Partners consisting of
Bilfinger Berger, Acciona, Barnard
Construction, Klohn Crippen Berger,
Voith Hydro, F&M Installations,
HMI Construction and Siemens.
The replacement project will bring
the generating station site up to new
seismic standards, replace the six 21
MW units that have combined capacity of 126 MW but are operating at 121
MW and declining, and ensure there is
adequate water flow into the Campbell
River, an important salmon river.
The Hart dam and generation station, along with the Strathcona and
Ladore sites, are three facilities in the
Campbell River hydro electric system
that generates about 10-20% of the
electricity demand for Vancouver
Island.
The John Hart replacement project
consists of two components. The first
is the water conveyance system, which
will see the replacement of the existing

three 1.8-kilometre-long pipelines that
run between the dam and the station
with a single new 2.1-kilometre, 6.58-metre diameter tunnel. The second
is the construction of a new generating station and the installation of new
generators.
Each of the three teams is currently
working on their own design with BC
Hydros engineering team providing a
reference design and performance targets that are to be met. The design will
play a critical role in terms of payback
for the winning team selected to do
the design-bid-build-rehabilitation
(DBBR) project for BC Hydro.
Under the terms of the project, the
successful DBBR team will carry the
bulk of the financing.
We will supply 40% of the financing, said Watson. The other 60% will
be repaid over a 15-year period to the
successful DBBR consortium.
Like many of todays private public

partnership (P3) style deals forged in
B.C., payments are tied to meeting the
set performance standards.
This is the first time we have
carried out this type of procurement model, said Watson. Although
Partnerships BC is helping with the
procurement process, Watson said
BC Hydro is not calling it a P3 project although there are similarities. BC
Hydros staff will carry out all maintenance and operations at the new
facility.
Once a team is chosen, Watson
said an open house would be held in
Campbell River to allow trades and
suppliers to meet the winning group.
The Campbell River Chamber of
Commerce is also working to assemble
a housing directory for the influx of
short and long-term workers that are
expected to arrive starting at summers
end.
he cost of safety on the work

site should be factored into
an estimate for a contract and
should include all facets of the work,
including any specialized training
required and professionals needed on
site, a safety workplace consultant told
members attending the Vancouver
Regional Construction Associations
second annual construction learning
forum held at Whistler recently.
You need to understand safety
as a business risk, said Mary Jo
Wilson, Vancouver Island regional
safety adviser for the BC Construction Safety Alliance. Failure to plan
work safety into a project when estimating can result in downstream costs
caused by work stoppages and claims
injuries, she said. The little company
that doesnt grow is often the same
company that doesnt understand
safety as a business risk.
She said first-aid should not
The little company that doesnt

grow is often the same company
that doesnt understand safety
Mary Jo Wilson
Vancouver Island regional safety adviser
be confused with safety planning.

First-aid is when safety has failed,
she said.
One impediment to carefully considering what special needs (safety
training, certified professionals, equipment or planning) might be required
on a site when making a job estimate
is todays lack of good estimating
software that takes into consideration
these issue. There is often just one
line in estimating software, she said.
There is nothing to guide the mind
to put a dollar value on safety.

Estimators, she said, need to
coordinate with site management to
ensure they are covering all the safety
needs on site.
As well, she said, safety costs may
be seen as an item that competes with
a project bonus and downplaying the
cost will increase the project bonus
paid out at the end of the project.
Wilson said a means of ensuring
that safety is not jeopardized on site
by squeezing the safety budget to
ensure larger bonuses is to remove it
from the realm of the bonus program
altogether.
Accidents should be viewed as
uncontrolled risks, she said, adding
that accidents are not random, but
are caused by a lack of proper planning. By putting dollars into safety
planning, you are reducing causes and
reducing accidents on site, she said.
She said that a contractor
Jean Sorensen
Safety estimates on projects needs to be thorough
Mary Jo Wilson, Vancouver Island regional safety adviser, left, and

Alicia Brady-Deaust, communications manager, from the BC Construction
Safety Alliance at the VRCAs Construction Learning Forum held at
Whistler recently
sustaining a severe personal injury or

fatality claim may have direct costs
that are only a fraction of the claim,
NEVER UNDERESTIMATE
THE IMPORTANCE OF A COMPREHENSIVE

ROOF GUARANTEE
See Safety, page C12
All roofing guarantees are not created

equal.Case in point: a non-prorated RoofStar
Guarantee by RGC is good for five- or ten-years
and completely covers all labour and materials.
RoofStar is also the only one that includes a
comprehensive inspection schedule overseen
by independent, third-party inspectors who
monitor the installation process and follow-up
inspections at pre-determined intervals.
All of which is comforting. Because the only
thing more determined than a raindrop is
our commitment to make sure none of them
ever go where they dont belong.
OR THE STUBBORN DETERMINATION

OF A SINGLE RAINDROP TO GO WHERE
RoofStar: New name.

Same great guarantee.
IT DOESNT BELONG
View with
ENVIRONMENTAL CONSULTANTS
604.882.9734 | RoofStar.ca
File: 333BIV_VRCA_3.8x3_Raindrop-RCABC.indd
design one
Client: RoofStar (RCABC)

Size: 3.8 x 3
Seven costly mistakes can scuttle corporate change

Visionary leaders and effective managers are key to driving change
By Jean Sorensen
Jean Sorensen
orporate change doesnt

simply happen, but is driven
forward by a business leader
with vision and managers with good
people skills, said a business consultant speaking on the seven most common mistakes that derail corporate
change.
The major mistake is allowing
complacency, said Cori Maedel, chief
executive officer of Jouta Performance
Group, who addressed delegates
attending the Vancouver Regional
Construction Associations second
annual construction learning forum
in Whistler recently.
Establish a sense of urgency, she
said, adding that most people dont
enjoy change and wont change unless
there is a reason. If there is no sense
of urgency, there is no real reason to
change, she said, but if employees
realize that competition or a changing environment is placing their future
jobs at risk, change is easier to effect.
The second major mistake is not
creating a powerful coalition of people to drive the change. That includes
finding the right individuals to lead
the change, creating trust though
open dialogue and group meetings,
Cori Maedel, CEO of Jouta Performance Group, says change needs to be

driven by corporate teams within an organization
If there is no sense of urgency,

there is no reason to change
Cori Maedel,
chief executive officer,
Jouta Performance Group
and also ensuring that those managers

at the employee level share the common goal of the leader towards change,
she said.
Who are the cheerleaders? said
Maedel, adding these are individuals
who will carry the flame when the

leader is not present.
Not communicating the vision
is the third most common mistake.
The vision is one of the most critical
features. Where are we going and why
are we going there? she said. Good
communications has messages flowing
constantly before the managers and
employees. Maedel said vision is one
percent and carrying out the vision
through effort and communications
is 99% of change. Learn by repeating and repeat, repeat and repeat, she
said.
Communications has to be down
through the chain right to the employees impacted by change. Employees
need to know how change will impact
their job position, create new opportunities and advancement, but also the
expectations the company has of those
employees under the change.
The fourth most common mistake
is allowing obstacles to block vision.
Maedel gave the example of two site
supervisors, senior individuals who did
not really buy into change in a company she consulted for. They wanted
to ease into retirement doing the same
thing for their remaining few years.
They were not advocating change
to the personnel that they supervised,
she said. A solution was found in using
the men as mentors and consultants
who went to various job sites fixing
problems that cropped up. She said the
two men were happy with their new
roles and didnt have to participate in
the changing environment.
If you see an obstacle in the way,
determine what is it and over-come it,
she said. Its wise to do one last check
with the team before implementing
phases of change just to ensure all
obstacles are dealt with.
Change can take years to effect and
therefore short-term wins are needed.
Not creating goal posts, where employees and managers can see results, is the
fifth most common mistake.The wins
can be anything, she said, but they
have to clearly related to the change
effort.
Declaring victory too soon is the
sixth most common mistake.
Dont let up before the plan is
done, said Maedel, adding that in
one experience she was involved in, it
meant foremen had to let go of their
favored employees to allow them to
advance into an enhanced job role.
For us, that was a victory it was
huge, she said. The foremen soon realized it was in the best interest of the
individual and the company. Be clear
from the outset what victory looks like
and ensure that everyone understands
what that means.
The last fatal mistake the stymies
change is not anchoring the change
in the corporate culture, she said.
While the leaders with vision may leave
the company through retirement or for
other reasons, it should still dominate
the corporate culture.
She said it also provides a clear path
for individuals who want to ascend
into management in terms of education and work experience.
They know exactly what is needed
to succeed, she said.
Looking for employee benefits?
Stop here!
Were working for the construction

industry and were working for you.
Congratulations to Soaring Attractions LP

We are proud to have been part of your team to make the
Fly Over Canada experience a reality.
Lets chat.
BCCA Employee Benefits
BUILDING IN SYNC
www.syncraconstruction.com
1 800 665 1077

1 604 683 7353
www.bccabenefits.ca
info@bccabenefits.ca
VRCA planning 25th anniversary awards event

New anniversary Awards of Excellence trophies will be unique
he Vancouver Regional
Construction Association
(VRCA) Awards of Excellence mark a silver anniversary this
year commemorating 25 years of
honouring contractors and subcontractors who have built some of
B.C.s most distinctive buildings.
It is exciting to be able to celebrate the 25th anniversary of this
special event, said Jan Robinson,
interim president of the VRCA. The
event has grown to become recognized as a prestigious achievement
in the construction sector for those
winning an Award of Excellence.
She said that today companies
need to use every advantage possible to compete for projects and
being selected as a VRCA Awards
of Excellence winner is definitive
recognition of a members ability
to excel on projects, often in the face
of many challenges.
Its a great opportunity for
our members to showcase their
work which promotes excellence
through safety, innovation and
sustainability.
VRCA members can expect a
gala evening event to celebrate the
silver anniversary.
We are planning a special
awards night this year for members,
said Lia Spidlen, acting events coordinator for the awards, which
has realized more than $1 billion in
projects entered. The award finalists
will be honoured at a gala dinner
and awards presentation October 17,
2013, at the Vancouver Convention
Centre West.
A new award trophy, by Andrew
Watson Design, will carry forward
the silver anniversary theme with a
silver front plate that in after years
will be substituted with a blue plate.
The silver anniversary award trophies will be unique and the new
design will not be unveiled until the
October evening event.
We are using beetle-kill wood
and silver [and later blue] anodized
aluminum for these special trophies, said Spidlen. We thought the
combination of the two materials
was a strong representation of the
various materials used in construction to create a masterpiece.
The special anniversary event is
expected to draw in a packed room
of industry members in one of the
citys largest venues. It stands as a
marked contrast to the award events
when it first started 25 years ago as a
joint-venture between the Journal of
Commerce and the VRCAs predecessor the Amalgamated Construction
It has grown to over

30 awards annually
Brian Martin,
chairman,
VRCA Awards of Excellence
Association.
It involved a single award for a
general contractor, said Brian Martin, chairman of the awards committee. Since then it has grown to
over 30 awards annually.
The number of awards given to
recipients varies as not all categories
are awarded annually, such as the
Heritage and Landmark Awards,
which honour special buildings.
The awards pace how the public
has come to value the structures in
which it is housed, with the Heritage
Award added recently to reflect the
growing recognition of the regions
history and the role construction
companies play in the preservation
of historical structures.
Twenty-five years ago, an old
building was just that and would
likely be torn down to make way
for a new one, Martin said. But, in
preserving them very often the new
and the old worlds come together.
These structures incorporate the

latest in energy utilization, mechanical and electrical systems, but the
heritage features of the building
remain intact.
An example we saw last year was
the Georgia Hotel, he said, while
this year another iconic heritage
structure, the Hudson Bay store is
being refurbished.
Martin, along with Joe Burnett
and Dolph Hoffman, are award
committee members who have volunteered to help with the awards
program since its inception, visiting hundreds of projects over the
years.
One of the most enjoyable
aspects of touring the competing
projects and dealing with the men
and women involved in them is seeing the pride these people take in
their workmanship and their buildings. Each project becomes a very
personal challenge for the people
involved, said Martin.
Tony Everett, chair of the judging
committee, said the dollar volume of
this years project is slightly down
from last year, which was marked
several large dollar projects.
We dont have the big megaprojects like BC Place this year but
some of our members have veered
off into infrastructure and industrial

projects.
As well, another noticeable trend
is a greater number of buildings
are built to various sustainability
standards.
Its impacted the mechanical
and electrical elements of structures
today. There is a revolution going
on the mechanical and electrical
trade with much of the technology
becoming more compact and efficient, he said. We continue to be
amazed at the technical advances
with a lot of it happening in Europe
and finding its way here.
While the deadline for projects
to be entered into the awards has
passed, the nominations are open
for a number of individual awards.
Nominations close August 1
for anyone vying for the Lifetime
Achievement Award, Educator of
the Year, Outstanding Woman in
Construction, the Safety Award,
Construction Workplace Health &
Safety Innovation Award, Member
of the Year Award, Sustainable Construction and Innovation Award and
the U40 Excellence in Construction
Award. Information and nomination forms can be found on the
VRCA web site. Individuals can
self-nominate.
Fuel solutions
for todays fleets
Natural gas is abundant, less expensive than other
transportation fuels1 and better for the environment.
And its ideal for return-to-base fleets, like waste
haulers, tractor-trailers and buses, and marine vessels.
At FortisBC, were fuelling the future one fleet at a
time. And, with our customized solutions, converting
fleets and vehicles to natural gas is now easier.
Having natural gas trucks in our fleet helps us reduce
transportation-related emissions, ultimately improving air
quality while reducing fuel management expenses.
Fred Zweep, President, Vedder Transportation Group
Learn more at fortisbc.com/ngt or email us at

ngt@fortisbc.com.
Based on comparison of fuel costs of diesel and FortisBC Rate 6 ( fuelling station) from 2000 to 2011.
For more historical petroleum price data, see M.J. Ervin and Associates:
www.kentmarketingservices.com/dnn/PetroleumPriceData.aspx.
FortisBC uses the FortisBC name and logo under license from Fortis Inc. (13-043.21 06/2013)
13-043.21_CNG_BusinessInVancouver_ad_FOR518_PRESS.indd 1
7/2/2013 11:42:37 AM
Underhill celebrates 100 years of surveying

By Jean Sorensen
They were tougher men then,

than we are today
Chris Cryderman,
president,
the Underhill Group
a glimpse of camp life in the bush.

You open a journal and find a dead mosquito, said Cryderman. Or, in the back of the
book, there are bridge scores.
Inclement weather often forced men inside
for days on end. Theres even a recipe for making wild cherry homebrew, a measure of the
mens resourcefulness as they spent months
away from civilization.
The First World War suspended the survey firms work, as young men including five
Underhill brothers went to the front. The two
partners and a third brother returned. The
business rekindled and grew, and new partners
were added.
When the two brothers returned, they
were on the ground, mapping the coast, and
the mountains of B.C., Cryderman said. They
received Dominion Land Surveyor and professional engineering status.
J.T. Underhill climbed the environs of
Mount Waddington, B.C.s tallest peak, and
became the first to determine its height at
4,019 metres. Before aerial surveys, they did
topographical mapping of the mountains on
the ground, Cryderman said.
Langley Events Centre.

Mercedes-Benz Terminal Avenue.
Ritchie Bros. Auctioneers head office.
Canadian Tire Southwest Marine Drive.
The Westerleigh Retirement Residence.
Mountain Equipment Co-op head office.
What do those buildings have in common?
Theyre all Ventana Construction projects.
Weve been working with our clients since 1987
to help them build the commercial, industrial,
multi-unit residential and retail buildings that
meet their unique needs and expectations.
Contact us today and add your project to that list.
VentanaConstruction.com
604.291.9000
ventana
ventana
s the Underhill Group celebrates its

100th anniversary this year, the field
journals, maps and notes made by
its earlier owners and land surveyors form a
colourful portrait of how B.C. and Western
Canadas northern regions were shaped.
Its like a history of western civilization,
said Chris Cryderman, president of the 1913founded survey company Underhill & Underhill started by brothers James Theodore (J.T.)
and Frederic Clare Underhill, sons of Vancouvers first medical health officer.
Those early field journals and maps show
the impact of the two world wars, the Great
Depression, mapping the coast region, infrastructure development such as transmission
lines for BC Electric and dams, new mine
development, railway development, native
land claims and the growth of cities such as
Vancouver.
They were tougher men then, than we are
today, said Cryderman. The early surveyors
were like professional adventurers exploring
many of the areas on foot or by horseback.
Survey teams would head out for six
months when moving into areas such as the
Yukon, catching a boat to Prince Rupert, train
travel to New Hazelton and then using pack
horses over the Yukon Telegraph Trail.
You hunted your own food, he said, as
well as finding food for the horses.
The field journals show more than the survey work Underhill crews carried out but also
Photo courtesy of the Underhill Group
Professional adventurers battled wilderness, weather and wars
Brothers Clare and James Theodore (J.T.) Underhill founded the 100-year-old land survey
company, but the whole family played a pioneering role in B.C. In photo (circa 1950) are five
of the seven Underhill brothers. From left: William Leslie (Bill), Richard Walter (Dick), J.T.,
John Edward (Jack) and Clare. Clare, J.T. and three brothers Capt. Reginald R. Underhill, Lt.
Charles B. Underhill and Bill all served in the First World War, with Reginald and Charles
killed at Frances Battle of Somme
J.T. and his crew were also credited with the

first ascents of Whitecap (2,918 metres) and
Birkenhead (2,506 metres) mountains.
Others write books about their climbs,
said Cryderman, but these early crews simply
made modest notes in their field journals and
moved on.
The surveyor generals instruction of the
day was if it didnt have a name, give it a
name and thats how Underhill Island, near
Bella Bella, and Clare Island came about, Cryderman said.
The 1920s also had the roar of prosperity and much of the corporate work revolved
around surveying the Coast Mountains as well
as mineral claims in Atlin and Central B.C.
By the 1930s, the depression had hit but
gold prices remained solid and there was a
renewed hunt for ore-rich properties. Underhill carried out mineral claim surveys for
Bralorne, Pioneer, Little Gunn, the Hedley
Mascot Mine and also at Zeballos on Vancouver Island.
The Second World War again drew the
Underhills into service, with Clares son killed
in Italy.
Out of the war came a new tool for surveyors, the Curta portable hand-cranked
mechanical calculator. Underhill was quick
to adopt this tool invented by Curt Herzstark,
a prisoner in Buchewald concentration camp.
It would remain a steadfast tool until the electronic devices were added in the 1970s.
Underhill has always been a leader in
adopting new technology, said Cryderman,
who has spent hours researching the company
and putting together a historical timeline on
its website.
The 1950s saw the flush of post-war development with Underhill surveying new projects
for BC Electric (later BC Hydro), new schools
and new transportation infrastructure.
The 1960s realized continued economic
growth but radical change in how surveyors
worked with the introduction of electronic
measuring devices and computers.
Underhill marketed its new technological
services outside B.C. into Alberta. New geodimeter technology was used to map the path for
the Port Mann, new Second Narrows, Arthur
Lang and other Lower Mainland bridges and
transmission lines. A new company Underhill Geomatics offered survey engineering
services.
The 1970s offered a stalled economy and

Underhill struggled with survey work, focusing mainly on larger cities, infrastructure projects and in northern areas such as the Yukon.
By the 1980s, the economy quickened with
Underhill carrying surveys for Expo 86 and
the Tumbler Ridge coal project, but also it
was the beginning of northern Canadas First
Nations land claims.
Underhill dominated the survey work in
land claims. The first contracts for the Inuvialuit Final Agreement came in 1986 and by
1989, Underhill completed seven contracts in
the Paulatuk, Inuvik and Tuktoyaktuk land
selections.
More hydro projects followed along with
industrial development in B.C. IBM introduced personal computers and total station
survey instruments. GPS positioning also
revolutionized the industry.
By the 1990s, more land claims work was
performed with 54 contracts in the Yukon.
During the 1980s and 1990s, Underhill completed approximately 40% of all surveys contracts for Natural Resources Canada.
When you go to places like Whitehorse,
a lot of the clients that we have, plus our
competition, used to work for the company,
said Cryderman, as surveyors trained at
Underhill.
We really grew our clients.
In terms of land claims, he said, Underhill now has a legacy of 25 years working in
Canadas northern territories. We have probably been involved more than any company in
Canada, he said.
From 2000 into the present, large infrastructure projects, including facilities for the
2010 Winter Olympics, dominated the work
carried out as larger cities grew with increased
population. It is difficult to find a city block
in Vancouver that does not have the name
Underhill on it relating to a survey, Cryderman said.
Today, Underhill has offices in Kamloops,
Whitehorse and Vancouver. While the last
member of the Underhill family retired three
years ago, Cryderman said there is no plan to
change the companys name which is intertwined into the historical roots of B.C. and
Canadas north.
People see the Underhill name on a document and they know exactly who we are, he
said.
Dont be
caught off
guard
By Don Schouten, WorkSafeBC
Manager of Industry and Labour
ServicesConstruction
courtesy of BC Government
Manning the Fraser

Destined to be the worlds widest bridge, the 10-lane Port Mann now has eight lanes open to traffic. View from
the top shows the new bridges connection to Highway 1 and the old Port Mann span. The two additional lanes
will be added when use of the old bridge is discontinued. The project will be substantially complete this year.
Removal of the old bridge will continue through 2014. The Transportation Investment Corporation (TI Corp) is
a public agency established by the Province of British Columbia in 2008 to implement the Port Mann/Highway
1 Improvement Project. TI Corp will deliver and operate the Port Mann/Highway 1 Improvement Project, with
Kiewit-Flatiron General Partnership as the design-build constructor. The complete Port Mann/Highway 1
Improvement Project (PMH1 Project) includes construction of the 10-lane Port Mann bridge, 37 kilometres of
highway widening from Vancouver to Langley, including 30 kilometres of new HOV lanes and the replacement
of nine highway interchanges.
Power Sweeping
Power Scrubbing
Power Washing
Call us now for your Spring clean up
We Dont Cut Corners

...We Clean Them!
We clean all concrete and asphalt surfaces

A trusted name in business since 1994
www.valleypowersweep.com
1-888-423-8003
Lower Mainland: 604-221-8003

Fraser Valley: 604-792-8003
valleypowersweep@telus.net
obody likes to be blindsided, especially at work.

Thats why its so important
to be aware and cautious of
struck-by hazards on a work
site they have a nasty
tendency to catch workers
off guard and inflict serious
injuries. Unfortunately in
construction and renovation
work, these types of incidents occur far too often.
Struck bys refer to injuries
that are caused by something
hitting or falling on workers.
In the last three years, there
were 173 powered hand
tool claims and 246 solid
building material claims.
On average, these claims
cost $8,000 to $14,000 and
resulted in the workers being
off work anywhere from 38
to 52 days. But these numbers pale beside the personal
toll injuries take on workers,
coworkers, friends, and family, which is why we must be
diligent.
A large number of struck-by
incidents involve building
materials falling on workers,
which can cause devastating
injuries. We also see numerous injuries from the improper use of nail guns and
power saws. Sadly, workers
are not only injured; theyve
even been killed in these
situations.
With careful planning and
preparation, these incidents
can be prevented. When
planning for safety on site,
its important to be sure all
workers are provided with
the proper information,
training, and equipment for
each of the tasks they have
to do. When it comes to
power tools, check that each
one is well-maintained and
that workers are trained to
use them safely.
Every task will have different hazards and may require
different personal protective

equipment (PPE). Because
flying objects can strike you
on any part of your body,
youll want to ensure your
workers are wearing regulation PPE that protects their
eyes, ears, face, head, feet,
and hands depending on
the task at hand. This will
protect them from falling or
flying objects, or anything
they might bump into.
Encourage good housekeeping on the worksite this
can prevent loose material
from falling and potentially
injuring a worker. Keep
storage areas tidy from any
tripping hazards and secure
all materials so they do not
shift, lean, or fall. Youll also
want to be sure the storage
area is free from any tripping, fire, and explosion
hazards.
Its also vital that workers
have sufficient supervision. Not only will this put
someone on the ground
floor to keep an eye on the
tasks performed, but it will
allow workers to ask questions if they have a safetyrelated question or concern.
Supervisors are the eyes and
ears in the field and are a
great asset in helping protect
workers from injury.
Struck-by incidents can often
come out of nowhere and
catch you by surprise. But if
you recognize potential hazards and make an active effort to reduce them, you can
help to make your workplace
safer. Planning for safety will
help everyone get home safe
and sound, and get the job
done.
Please let me know what you
think of this or any construction safety issue. Call me at
604 214-6989 from the
Lower Mainland, toll-free
elsewhere at 1-888-621-7233.
Or email Don.Schouten@
worksafebc.com. Id like to
hear from you.
Biggest construction companies in B.C.

RANKED
BYconstruction
| 2012 B.C. billings companies in B.C.
Biggest
Rank '13 Company
Top local executive(s)
Notable projects
Ledcor Group of Companies

Rank '13 Company
Davelocal
Lede,
chair and CEO, Cliff Lede, vice-chair, Ron
Top
executive(s)
Stevenson, COO
IKEA Richmond,
1947/founded/ Total
$621,200
Estimating/SOCE
Notable
projectsSFU UniverCity childcare facility, UBC Pharmaceutical Science
Year
B.C.
building, 215 West 2nd Avenue, 1601 West 7th Avenue
Vancouver/
$547,300
2 Media: Business
in Vancouver
Head
office/
billings
'12/'11
1,417
(Glacier)
Total B.C. staff (000s) 1
13 Ad
Name:
Construction $268,080
PO#:
A2013-0002B
NP
1906/
Estimating/SOCE
IKEA Richmond, SFU UniverCity childcare facility, UBC Pharmaceutical Science
1947/
$621,200
4 Size: 1.8 xEdmonton/
1.5 (lug)
$268,0801
25 Media:
in Vancouver
building, 215 West 2nd Avenue, 1601 West 7th Avenue
Vancouver/
$547,300
Colour:Business
Black
NP
(Glacier)
1,417
6 Comments:
Langley 200 office building, Aberdeen Mall expansion, 80th Street pump37station
1926/
$220,000
PO#:
A2013-0002B
Artwork
Deadline:
Jun 28$268,080
2013 1
NP
1906/
Calgary/
$170,000
4 Size: 1.8 x 1.5 (lug)
Edmonton/
$268,0801
100
5 Colour: Black
NP
Morgan Creek, four-laning Highway 7, Highway 15, Highway 1 and 202nd 6 Comments:
1948/
$108,000
Langley
200
office
building,
Aberdeen
Mall
expansion,
80th
Street
pump
station
1926/
improvement, Highway 10 widening, Coast Meridian overpass
Surrey/ Jun 28$220,000
$86,000
7 Artwork Deadline:
2013
Calgary/
$170,000
238
100
NP
1988/
$107,000
1
Morgan Creek, four-laning Highway 7, Highway 15, Highway 1 and 202nd
1948/
$108,000
Surrey/
$98,000
improvement, Highway 10 widening, Coast Meridian overpass
Surrey/
$86,000
480
238
Oak Bay Beach (Five Star) Hotel (Victoria), Riverport Flats Four Condo Development, 1985/
$100,000
NP
1988/
$107,000
(Richmond)
Surrey/
$100,0001
Surrey/
$98,000
50
480
2
Oak Bay
Beach (Five
Hotel
(Victoria),
Condo Development,
1985/
$100,000
North
Vancouver
CivicStar)
Centre,
University
of Riverport
the FraserFlats
ValleyFour
(Chilliwack),
Fort St.
1911
/
$99,000
(Richmond)
Surrey/
$100,000
Johns Hospital, BCIT Tenant Improvement, Yukon Corrections Centre, & Broadway Calgary/
$209,000
50
Tech 4.
160
BC Place roof, Royal Jubilee Hospital, Vernon Hospital, Mica Dam
1973/2
$95,000
North Vancouver Civic Centre, University of the Fraser Valley (Chilliwack), Fort St.
1911
/
$99,000
Coquitlam/
$90,000
Johns Hospital, BCIT Tenant Improvement, Yukon Corrections Centre, & Broadway Calgary/
$209,000
450
Tech 4.
160
COHO condominiums, Southpointe Academy, Atlas Roofing, BC Hydro Maple Ridge, 1998/
$90,988
BC
Place
roof,
Royal
Jubilee
Hospital,
Vernon
Hospital,
Mica
Dam
1973/
$95,000
SGS Canada, BC Hydro Surrey Campus
Vancouver/
NP
Coquitlam/
$90,000
138
450
COHO condominiums, Southpointe Academy, Atlas Roofing, BC Hydro Maple Ridge, 1998/
$90,988
SGS
Canada,
BC Hydro
Surrey
Vancouver/
NP
Layfield
Plastics,
Jordans
FineCampus
Furnishings, Columbia Fiat, MINI auto dealership,
1971/
$90,000
138
Blackthorn Distribution, the Church Richmond
Burnaby/
$74,000
60
UBC Earth Sciences Building BC Place Roof GTAP - Police Headquarters - Surrey
1999/
$75,000
Layfield Plastics, Jordans Fine Furnishings, Columbia Fiat, MINI auto dealership,
1971/
$90,000
Surrey/
$72,000
Blackthorn Distribution, the Church Richmond
Burnaby/
$74,000
400
60
The Healing Lodge, Halton Community Housing, Centre for Digital Media, St. John's 2002/
$70,000
UBC EarthLakeview
SciencesLodge,
Building
BC PlaceHealth
Roof GTAP
- Police Headquarters
- Surrey
1999/
$75,000
Hospice,
Creekside
and Housing
Centre
Abbotsford/
$39,900
Surrey/
$72,000
30
400
Kruger Products , Kuzco Lighting, Neovia Logistics Services, Aidrie Spec Building
1954/
$69,000
The Healing Lodge, Halton Community Housing, Centre for Digital Media, St. John's Burnaby/
2002/
$70,000
$37,200
Hospice, Lakeview Lodge, Creekside Health and Housing Centre
Abbotsford/
$39,900
91
30
Vantage (Surrey Golf Course) Charlton Highgrove
2000/
$50,503
Kruger Products , Kuzco Lighting, Neovia Logistics Services, Aidrie Spec Building
1954/
$69,000
Langley/
$67,899
Burnaby/
$37,200
30
91
Musqueam Community Centre, UBC Main Mall, Southlands Residence
2005/
$43,575
Vantage (Surrey Golf Course) Charlton Highgrove
2000/
$50,503
Vancouver/
$29,665
Langley/
$67,899
35
30
East Fraser Lands, Surrey Memorial Hospital Excavation and Civil Works, Maple
1988/
$38,000
Musqueam
UBCtransit
Main Mall,
Southlands
Residence North Surrey Langley/
2005/
$43,575
Ridge
GVRDCommunity
water main,Centre,
Hamilton
centre,
Genstar subdivision,
NP
Vancouver/
$29,665
interceptor sewer
120
35
Pacific Palisades, Crofton House old residence, Fairview Green, Westcoast Reduction 1959/
$30,864
1988/
$38,000
East Fraser Lands, Surrey Memorial Hospital Excavation and Civil Works, Maple
Vancouver/
$43,000
Ridge GVRD water main, Hamilton transit centre, Genstar subdivision, North Surrey Langley/
NP
28
interceptor sewer
120
Pixar Canada head office, RCMP Richmond, Providence Health Care head office, Port 1984/
$26,200
Pacific
Palisades,
CroftonVancouver
House oldcourt
residence,
Green,
$30,864
Coquitlam
court house,
house,Fairview
Starbucks
headWestcoast
office, KleinReduction
Lyons, 1959/
Vancouver/
$27,000
Vancouver/
$43,000
BC Cancer Agency, Children's and Women's health centre redevelopment
47
28
Kwantlen Polytechnical University Health Studies building, Langley Campus,
1985/
$23,500
Pixar
office,Centre
RCMP(Chilliwack),
Richmond, Providence
Care(Richmond),
head office, Port 1984/
$26,200
Eagle Canada
Landinghead
Shopping
Leslie RoadHealth
Carwash
Surrey/
$20,300
Coquitlam
court house,
Vancouver
courtPetSmart
house, Starbucks
headCarls
office,Jr.Klein
Lyons, Vancouver/
$27,000
Langley Crossing
Renovation
(Langley),
(Richmond),
(Chilliwack)
NP
BC Cancer Agency, Children's and Women's health centre redevelopment
47
Boston Pizza head office, Cactus Club, Tim Hortons Double Drive Program (BC/AB), 1994/
$20,000
KwantlenMark's
Polytechnical
University
Health
Studies
building, Langley Campus,
1985/
$23,500
Zumiez,
Workwear
House program
project
management
Abbotsford/
$19,000
Eagle Landing Shopping Centre (Chilliwack), Leslie Road Carwash (Richmond),
Surrey/
$20,300
50
Langley Crossing Renovation (Langley), PetSmart (Richmond), Carls Jr. (Chilliwack) NP
Boston Pizza head office, Cactus Club, Tim Hortons Double Drive Program (BC/AB), 1994/
$20,000
Zumiez, Mark's Workwear House program project management
Abbotsford/
$19,000
50
RANKED BY | 2012 B.C. billings
1067 Cordova St W Suite 1200, Vancouver V6C 1C7

P: 604-681-7500 F: 604-681-9700 www.ledcor.com
PCL Constructors Westcoast Inc
Anibal Valente, vice-president, Sean Brock, district
Ledcor
GroupWay
of Companies
Dave Lede, chair and CEO, Cliff Lede, vice-chair, Ron
13911 Wireless
Suite 310, Richmond V6V 3B9
manager
1067
Cordova St WF:Suite
1200, Vancouver
V6C 1C7
Stevenson, COO
P:
604-241-5200
604-241-5301
www.pcl.com
P: 604-681-7500 F: 604-681-9700 www.ledcor.com
Graham Construction & Engineering Inc
Wayne Henderson, vice-president, commercial west, Bill
PCL
Anibaldirector
Valente,major
vice-president,
Sean Brock, district
7216 Constructors
Brown St, DeltaWestcoast
V4G 1G8 Inc
Frost,
infrastructure
13911
Wireless WayF:Suite
310, Richmond
V6V 3B9
manager
P: 604-940-4500
604-940-4502
www.graham.ca
P: 604-241-5200 F: 604-241-5301 www.pcl.com
B&B Contracting Group
Gary Bailey, president
Graham
Engineering Inc
Wayne Henderson, vice-president, commercial west, Bill
3077 188thConstruction
St, Surrey V3S&9V5
7216
Brown St, Delta
V4G 1G8
Frost, director major infrastructure
P:
604-539-7200
F: 604-539-7230
www.bbcontracting.com
P: 604-940-4500 F: 604-940-4502 www.graham.ca
Mainroad Group
Peter Ashcroft, president
B&B
Group
Gary Bailey, president
17474Contracting
56th Ave, Surrey
V3S 1C3
3077
188th St, Surrey
V3S 9V5 www.mainroad.ca
P: 604-575-7020
F: 604-575-7045
P: 604-539-7200 F: 604-539-7230 www.bbcontracting.com
Metro-Can Construction Ltd
Don Voth, CEO, Carlos Rios, director of operations, Derek
Mainroad
Peter
10470 152ndGroup
St Suite 520, Surrey V3R 0Y3
Pilecki,Ashcroft,
director ofpresident
pre-construction, Mark Macaulay,
17474
56th Ave, Surrey
V3S 1C3 www.metrocanconstruction.com
P: 604-583-1174
F: 604-583-3321
director of construction, Bryan Reddekopp, director of
P: 604-575-7020 F: 604-575-7045 www.mainroad.ca
finance
Metro-Can
Construction
Ltd
Don
CEO, branch
Carlos manager,
Rios, director
operations, Derek
Stuart
Olson
Dominion Construction
Ltd
WillieVoth,
Joubert,
B.C. of
division
10470
152nd St Suite
Surrey
0Y3 V6V 2X3
Pilecki, director of pre-construction, Mark Macaulay,
13777 Commerce
Pkwy520,
Suite
300,V3R
Richmond
P: 604-583-1174
director of construction, Bryan Reddekopp, director of
604-273-7765F:F:604-583-3321
604-273-7719 www.metrocanconstruction.com
www.sodcl.com
finance
Western Pacific Enterprises Ltd
David Fettback, president
Stuart
Olson
Construction
Ltd
Willie Joubert, branch manager, B.C. division
1321 Ketch
Crt, Dominion
Coquitlam V3K
6X7
13777
Commerce F:Pkwy
Suite 300, Richmond
V6V 2X3
P: 604-540-1321
604-540-1390
www.wpe.bc.ca
P: 604-273-7765 F: 604-273-7719 www.sodcl.com
Omicron
Bill Tucker, CEO, Tim Loo, COO, Angus Beattie, viceWestern
Pacific
Ltd V7X 1L4
David
Fettback,
president
595 Burrard
St fifthEnterprises
floor, Vancouver
president,
operations
(B.C.), Andy Kohler, vice-president,
1321
Ketch Crt, Coquitlam
V3K 6X7www.omicronaec.com
P: 604-632-3350
F: 604-632-3351
construction, Korey Roberts, director, construction, Matt
P: 604-540-1321 F: 604-540-1390 www.wpe.bc.ca
Piry, director, construction, SiuKee Wong, chief estimator,
DonTucker,
Fraser,CEO,
general
Omicron
Bill
Timsuperintendent
Loo, COO, Angus Beattie, vice595
Burrard
St
fifth
floor,
Vancouver
V7X
1L4
president,
operations
Andy Kohler,
vice-president,
Wales McLelland Construction
Doug Scott, president,(B.C.),
Jim Skirda,
manager
of operations,
P:
604-632-3350
F: 604-632-3351
construction,
Roberts,
director,
construction, Matt
5489
Byrne Rd Suite
166, Burnabywww.omicronaec.com
V5J 3J1
Sonny
Wong,Korey
director,
Tony Vigini,
vice-president,
Piry, director, construction, SiuKee Wong, chief estimator,
P: 604-638-1212 F: 604-638-1211 www.walesmclelland.com
development
Don Fraser, general superintendent
LMS Reinforcing Steel Group3
Norm Streu, president and COO, Ron McNeil, CEO and coWales
McLelland
Construction
Doug
Scott,
Jimdirector
Skirda,ofmanager
6320 148th
St, Surrey
V3S 3C4
founder,
Ivanpresident,
Harmatny,
corporateof operations,
5489
Byrne Rd Suite
166, Burnaby V5J
3J1
Sonny
Wong,and
director,
Tony Vigini, vice-president,
P: 604-598-9930
F: 604-598-9931
www.lmsgroup.ca
development
co-founder
P: 604-638-1212 F: 604-638-1211 www.walesmclelland.com
development
VanMar Constructors Inc 3
Art Van Maren, president, Jeff Marin, vice-president,
LMS
Reinforcing
Steel
Group
Norm Tessarolo,
Streu, president
and COO,
McNeil, CEO
30701 Simpson Rd Suite 101B, Abbotsford V2T 6Y7
Geoff
controller,
CodyRon
Voorhorst,
chiefand co6320
148th St, Surrey
V3S 3C4
founder, Ivan Harmatny, director of corporate
P: 604-882-0700
F: 604-882-0770
www.vanmarconstructors.com
estimator
P: 604-598-9930 F: 604-598-9931 www.lmsgroup.ca
development and co-founder
Beedie Group
Keith Beedie, CEO, Ryan Beedie, president
VanMar
Constructors
Art Van Maren, president, Jeff Marin, vice-president,
3030 Gilmore
Diversion, Inc
Burnaby V5G 3B4
30701
Simpson RdF: Suite
101B, Abbotsford
V2T 6Y7
Geoff Tessarolo, controller, Cody Voorhorst, chief
P: 604-435-3321
604-432-7349
www.beediegroup.ca
P: 604-882-0700 F: 604-882-0770 www.vanmarconstructors.com
estimator
Vesta Properties Ltd
Kent Sillars, president
Beedie
Group
Keith Beedie, CEO, Ryan Beedie, president
9770 196A
St Suite 101A, Langley V1M 2X5
3030
Gilmore Diversion,
Burnaby V5G
3B4
P: 604-888-7869
F: 604-888-7895
www.vestaproperties.com
P: 604-435-3321 F: 604-432-7349 www.beediegroup.ca
Syncra Construction Corp
John Polglase, Ken Seidel, Les Jorgenson, principals
Vesta
Properties
Ltd V6A 2K9
Kent Sillars, president
658 Evans
Ave, Vancouver
9770
196A St SuiteF:101A,
Langley V1M
2X5
P: 604-298-3303
604-298-3304
www.syncraconstruction.com
P: 604-888-7869 F: 604-888-7895 www.vestaproperties.com
Matcon Civil Constructors Inc
Ron Amos, president, Kirk Guse, vice-president
Syncra
John Polglase, Ken Seidel, Les Jorgenson, principals
4481 232Construction
St, Langley V2ZCorp
2S2
658604-530-1402
Evans Ave, Vancouver
V6A 2K9www.matconcivil.com
P:
F: 604-534-1900
P: 604-298-3303 F: 604-298-3304 www.syncraconstruction.com
Haebler Group
Roland Haebler, president
Matcon
Civil
Constructors
Ron Amos, president, Kirk Guse, vice-president
46 3rd Ave
E, Vancouver
V5T Inc
1C3
4481
232 St, Langley
V2Z 2S2
P: 604-874-0777
F: 604-874-0841
www.haeblerconstruction.com
P: 604-530-1402 F: 604-534-1900 www.matconcivil.com
CDC Construction Ltd
Warren Gotch, president, Chris Holman, vice-president
Haebler
Group
Roland Haebler, president
233 6th Ave
E, Vancouver V5T 1J7
46604-873-6656
3rd Ave E, Vancouver
V5T 1C3 www.cdc-construction.com
P:
F: 604-873-3160
P: 604-874-0777 F: 604-874-0841 www.haeblerconstruction.com
n. Wallace & Company Ltd
Brent Baxter, Kelly Klassen, partners
CDC
Warren Gotch, president, Chris Holman, vice-president
17675Construction
66th Ave UnitLtd
8, Surrey V3S 7X1
233
6th Ave E, Vancouver
V5T 1J7 www.nwallace.ca
P: 604-576-0999
F: 604-576-0982
P: 604-873-6656 F: 604-873-3160 www.cdc-construction.com
Pacific RIM Services Ltd
Dwayne Stewart, Phil Goddard, partners
n.
Wallace
& Company
Ltd1, Abbotsford V2T 6Z1
Brent Baxter, Kelly Klassen, partners
30435
Progressive
Way Unit
17675
66th Ave UnitF: 8,
Surrey
V3S 7X1
P: 604-504-0988
604852-2571
www.pacificrimservices.ca
P: 604-576-0999 F: 604-576-0982 www.nwallace.ca
Sources: Interviews with above companies and BIV research. Other companies may have ranked but did not provide
Pacific
ServicesNRLtd
updated ranking
criteriaRIM
information.
Not ranked NP Not provided 1 - 2010 figure 2 - Stuart Olson wasDwayne
founded inStewart, Phil Goddard, partners
30435
Progressive
Way inUnit
6Z1Mainland Steel
1939; Dominion
Construction
was founded
19111,3 Abbotsford
- Also known asV2T
Lower
P: 604-504-0988 F: 604- 852-2571 www.pacificrimservices.ca
21
23
43
45
65
67
87
98
109
1011
1211
1213
1413
1415
1615
1617
1817
19
18
20
19
20
Sources: Interviews with above companies and BIV research. Other companies may have ranked but did not provide
updated ranking criteria information. NR Not ranked NP Not provided 1 - 2010 figure 2 - Stuart Olson was founded in
1939; Dominion Construction was founded in 1911 3 - Also known as Lower Mainland Steel
New CertifiCate iN CoNstruCtioN estimatiNg

Learn more
at bcit.ca/estimating
New
CertifiCate
iN CoNstruCtioN estimatiNg
Learn more at bcit.ca/estimating
1 Ad Name: Construction Estimating
2 Media: Business in Vancouver (Glacier)
3 PO#: A2013-0002A
4 Size: 9.8 x 1.4
15 Ad
Name:
Construction Estimating
Colour:
CMYK
26 Media:
Business in Vancouver (Glacier)
Comments:
Year founded/
Head office/
Total B.C. staff
1 Ad Name: Construction
Total B.C.
billings '12/'11
(000s)
Business in Vancouver makes every attempt to publish accurate

information in the List, but accuracy cannot be guaranteed. Researched
by Emma Crawford, lists@biv.com.
Its your career.

Get it right.
Its your career.
Get it right.
Legal Specs
Streu
Timelapse Capture and Jobsite Monitoring
Hirst
Good paper trail can

derail legal claim
he very thought of being involved in

a lawsuit sends a chill down the spine
of most.
Unfortunately, if you are involved in construction, you are likely to eventually find
yourself in a lawsuit no matter how careful or
reasonable you may be.
Recognizing that claims are a reality, the
question is then what should you do to prepare yourself?
First, read and understand your contract
documents. Both parties and their project personnel should know the important terms of
the contracts so that deviations can be detected
early on and investigated at once.
Second, keep your bid documents. This
should include materials and calculations that
support the assumptions the bid is based on.
Many claim situations will involve comparisons between the conditions expected at the
time of bid and what was actually encountered
on site. The failure to preserve bid documents
and the assumptions upon which a bid was
based can be fatal to a claim.
Third, document the construction as you
go. Accurate and thorough documentation
of construction is critical. Project diaries are
probably one of the most important documents in this regard. Parties that have instituted procedures to document project conditions, costs, and problem areas will be able to
address what specific costs were encountered
due to what specific conditions. The absence
of such information leads to vulnerability in
the prosecution or the defence of a claim. Daily
logs recording information such as progress on
site, equipment and labour usage, extra work
and unusual problems, are also essential.
Photographs provide excellent documentation when properly maintained. To be truly
useful however, photographs and videos
should be accompanied by a brief narrative
n Capture a special
documenting who took the photo, when,

where and why.
Project participants should also document
important notices, project developments, and
claims in letters and memorandum. Those
documents should be maintained in a sensible
and accessible filing system.
Cost accounting records are also critical.
Contractors in presenting claims are required
to prove the material, labour and equipment
costs arising from a claim. Accordingly, an
accurate accounting of all costs incurred will
more often than not support a successful
claim.
Conversely, owners are well advised to monitor a contractors activities, labour, equipment
and materials when a claim is on the horizon.
An owner who fails to take this step leaves himself vulnerable to inflated claims.
Finally, maintaining scheduling information is crucial. Keep accurate, thorough and
regularly updated schedules as to the progress of construction. Analyzing what actually
happened during the project is almost always
the first step in a claim. Reconstructing the
schedule after the fact is an extremely difficult,
expensive, time consuming and occasionally
fanciful process in the absence of detailed
scheduling information that was accurately
maintained during construction.
Your chances of success in such a claim
will increase dramatically if you ensure that
accurate record keeping and document management strategies are adopted at all levels of
your organization.
Norm Streu is president and chief operating officer of the LMS Reinforcing Steel Group and former chair of the Vancouver Regional Construction Association. Chris Hirst is a partner and the
leader of the construction and engineering group,
Alexander Holburn Beaudin & Lang LLP.
project for a
promotional video
n Create dynamic
presentations for
shareholders or press
releases
n Digital SLR cameras
used for the highest

resolution in the
industry
Any Environment Any Location

TimeLapse Digital
Contact: Rene Beland | 604.644.3359
info@TimelapseDigital.com
CONSTRUCTION
MARINE
Global Ability, Made in Canada

REAL ESTATE
CMW Insurance Services

700 - 1901 Rosser Avenue
Burnaby, BC V5C 6R6
MANUFACTURING
Telephone: 604-294-3301
Toll Free: 1-800-263-3313
www.cmwinsurance.com
BIV : 1/4 page junior (4.8W x 6.2H) CMYK - May 22, 2012 - Version 1
Provincial View
Manley McLachlan
BCCA hoping for era of collaboration with new government
n an open letter to B.C. Premier

Christy Clark, following her
re-election, I suggested that the
hope and expectation from the B.C.
construction industry is that we are
entering a new era of collaboration
and partnership with the provincial
government.
If we can strike a good balance
right out of the gate, chances are
we will be able to clear any hurdles
that come our way over the next few
years.
There is still much work to be
done on our provincial procurement process, trades training, and
in achieving regulatory reform all
of which are critical components of
building a strong economy for all
British Columbians.
In the area of public procurement, the British Columbia Construction Association (BCCA) will
continue its effective communication with government on behalf of
the industry. Having successfully
established the deputy ministers
industry infrastructure forum with a

team of major players from industry
and the key capital ministries, we will
be making some significant strides
in the right direction. The forum
kicks off this summer, with a focus
on maximizing opportunity for B.C.
businesses and ensuring taxpayer dollars are used fairly and effectively.
Skill shortages and trades training
go hand in hand. For the construction industry, training means apprenticeship, which in turn requires
qualified journey persons on site to
mentor those apprentices qualified
journey persons who are becoming
increasing hard to come by in many
key trades.
The provincial government has
agreed that it needs to work closely
with all stakeholders to identify pathways to support our apprenticeship
system pathways, which yield more
apprentices without compromising the standards that our industry
and the general public rely upon for
building excellence.
This may not be the path of least

resistance and may require some
tough choices and compromises on
the part of stakeholders. But, we all
have the same goal solid, worldrenowned trade qualifications that
attract the best students and provide
our industry with the skills we must
have. We should all be able to support the decisions made.
Part of the solution is to open up
immigration to B.C. Given current
shortages in some trades (particularly in the North) and the retirements looming on the horizon, we
must welcome highly skilled journey persons from other countries.
They will add to our pool of skilled
workers and assist in maintaining
the high standard of onsite training
for Canadian apprentices.
Minimizing red tape is always
welcome in an industry that is
incredibly burdened with regulation,
but we stress the need for responsible regulation as opposed to simply
less.
For example, for many years,

our industry has advocated for
more responsible regulation around
locating underground facilities. Digging in the ground is an unavoidable activity in the construction
industry.
Current regulations around locating distribution gas lines, however,
do not require that the gas company
physically locate it to ensure that it is
properly marked to avoid a hit. Contractors are forced to rely on maps
that may not be correct in order to
find those lines.
B.C. appears to be the only jurisdiction in North America that does
not require gas companies to take on
this obligation. We believe this is not
responsible regulation, and brought
this to the premiers attention at our
summit meeting in January.
Our BC One Call system is not
mandatory, which exacerbates the
issue this means not all facility
owners participate. The result? When
a contractor calls before he digs, he
often receives only partial information on what lies below the ground.
This is a situation that must be remedied. We have been fortunate in B.C.
to not have any fatalities as a result of
gas line hits, but given the increased
level of construction in the province
we must not be relying on good luck
to keep that record clean.
The premier has repeatedly stated
that she intends to go out and find
new business for B.C. We are completely behind her on this and continue to work with her government
to support those efforts.
Managing our labour force,
ensuring good process and developing and maintaining responsible regulation while getting rid of
unnecessary red tape will go a long
way towards attracting that new
investment. Lets make it happen
together.
Manley McLachlan is president of
the BC Construction Association in
Victoria.
We believe that
we dont just
build structures,
we create working
environments.
TRANSPORTATION MANAGEMENT CENTRE, COQUITLAM, BC
NOKIA Office Building - Burnaby, BC
WPE provides Commercial & Industrial Electrical

Contractor Services in Western Canada
High Voltage Substations Commercial & Industrial Building, Distribution,
Lighting, Fire Alarm, Data, Security
T.604.638.1212
F.604.638.1211
www.walesmclelland.com
City urging net-zero-energy buildings by 2020

Technology already exists to build highly efficient structures
By Jean Sorensen
he construction industry
can expect to see more
energy conservation measures in building design as the City
of Vancouver is determine to push
towards its net-zero energy use for
new buildings by 2020, but also
expects to bring forward new energy-use standards this fall for new
construction.
We are net-zero ready, said
Mark Hartman, manager of the
citys green building program,
during his speech at the Canada
Green Building Councils national
annual meeting held in Vancouver
recently.
The capability to build net-zero
buildings already exists and these
building are emerging. One of the
2010 Olympic Village condominium
buildings is net-zero. (It uses some
energy but at points of the year puts
energy back into the grid from its
solar panels.)
It is a carbon-neutral building that is not using fossil fuel, he
said.
Hartman said he sees greater use
of passive building design, more
use of solar energy, energy districts,
better insulated envelopes, higher

levels of insulation, better windows
and building air tightness.
Passive building designs use very
little energy because of dense walls
and air tightness while the next
generation in sustainable design is
the Living Building Challenge such
as Vancouvers VanDusen Botanical Gardens Visitors Centre and
UniverCity Childcare Centre in
Burnaby.
Many consider the Living Building Challenge the ultimate in sustainable design. It not only requires
buildings to create their own energy
and treat their own sewage on site,
but it also requires the structure to
be built without using a long red
list of materials that are harmful to
the environment, said Hartman,
responding to an email query following his speech.
The city has used the ASHRAE
standard as a referenced for energy
performance in its building bylaw
since the early 1990s but the more
recent versions 2007 and 2010 of the
ASHRAE standard have focused on
improvements in energy performance. Hartman said that the proposed standard being brought forward to the citys council this fall for
adoption is the ASHRAE 90.1 2010
which is a 15% improvement (on

average) as compared to the 2007
version. The city, though, has been
encouraging new building design to
meet the 2010 ASHRAE standard,
he said.
We are net-zero ready

Mark Hartman,
green building programs manager,
City of Vancouver
Hartman said he expects there

will be yet another bylaw addition
needed beyond this falls ASHRAE
adoption by council and reaching
the 2020 goal. The benchmark used
is still under consideration.
It is not known at this time
if we will reference ASHRAE, the
national building code, or perhaps even a specific energy target
in 2020, said Hartman. The citys
Vancouver Building Bylaw (VBBL)
is a collection of city bylaws added

to the provincial building code,
with the B.C. code based upon the
national building code
The city found that greenhouse
gas (GHG) emissions from the
citys buildings contribute 56% to
the carbon contributions. The city,
said Hartman, has worked to introduced, or plans to introduce, a number of initiatives that will encourage
reduced emissions from new and
existing buildings.
The latest strategy was integrated
into the citys newly-passed policy
relating to large sites. The rezoning
policy for sustainable large developments applies to all new developments over 500,000 square feet.
It has a list of items including zero
waste planning and researching a
low carbon energy supply, said
Hartman.
Hartman also pointed to the
citys amended 2011 higher-building policy provides higher-density
incentives for those developers that
surpass the 2010 code energy performance standard by 40%-50%.
The city is also using its 2011 LEED
gold rezoning policy, which requires
developers to build to a LEED gold
standard on rezoned sites.
The standard is higher than
current city bylaws, Hartman said.

For example, the current version
requires six energy points, which
is 22% better than ASHRAE 90.1
2007 according to the LEED tables.
If an update to ASHRAE 90.1 2010
is approved by council this fall, then
we will likely ask council to update
the policy to a certain amount better
than ASHRAE 90.1 2010. However,
we are currently consulting with
industry if the policy should reference LEED or ASHRAE in regard to
efficiency requirements, he said. He
said the citys goal is to improve the
energy performance of all existing
buildings by 20% by 2020.
This means we need to work
with partners such as utilities to
offer a wide range of incentive programs for all building types including multi-family, commercial, retail
and industrial, he said. The city
is currently working on a building
renewal plan that may include 20
or 30 different actions to help homeowners and businesses reduce the
energy use in buildings, Hartman
said.
Past programs have already
impacted emissions with todays
GHG being below what was measured in 1990, although the city has
increased in population.
Constructive comment
Jan Robinson
Substance abusers have poor

workplace safety attitude
Abusers five times more likely to file WorkSafeBC claim
ubstance abuse on construction work sites has been

around for many years, but
today contractors are feeling more
and more pressure to find solutions
for dealing with the consequences of
the problem.
Consequences include the obvious,
such as health, safety and performance
of the companys team. Plus, a company can incur increased costs due
to absenteeism, increased employee
turnover, loss in effectiveness and productivity, damage to equipment and
injury at work.
Studies indicate that typical substance abusers have a poor attitude
toward safety issues, exhibit risktaking behavior and communicate
very badly, if at all, with management
and co-workers. Often they are having
financial problems, difficulty in relationships and blame others for their
A company of any size could

be overlooked for a contract
if having a good incident
free record is a criterion
mistakes and problems.
Employers must also consider
the impact on co-workers, who often
report having been put in danger,
been injured or have had to work
harder, re-do work or cover for a coworker due to that co-workers substance abuse. Substance abuse also
has an effect on ones family as well
as co-workers. That is a price you just
cant quantify.
There are close to 400,000 people
in British Columbia that have problems with addiction and substance
abuse, according to a BC Medical

Association report entitled Stepping
Forward: Improving Addiction Care
in British Columbia. It states that these
individuals come from every socioeconomic, geographic, cultural and
age demographic within our province
and that, in 2006 it was estimated that
substance abuse costs British Columbia more than $6 billion a year.
In addition, according to WorkSafeBC, an individual that abuses
alcohol or drugs is five times as likely,
compared to a non-abuser, to file a
workers compensation claim; three
times as likely to be absent from work;
and three times as likely to be late for
work.
These statistics may serve as a
wake-up call, especially in a time when
many companies are running barebones operations and increased productivity is a must. Small businesses
are particularly vulnerable, as they are

less likely to test for substance use. As
well, a company of any size could be
overlooked for a contract if having a
good incident free record is a criterion and the companys safety record
is scrutinized.
As important as it is to create and
follow a substance abuse policy, it is
equally critical to ensure supervisors
are provided with the tools and knowledge required to implement the policy
in order to create workplaces that are
safe, healthy, productive and free from
substance abuse impairment.
An employer should never be
the tester or collect samples due to
the risks associated with chain-ofcustody issues, said Dave Earle of
the Construction Labour Relations
Association of BC.
A third party should be contracted
to perform this function and report
on the core issue which is whether or
not the employee was impaired. That
is all the employer needs to know in
order to implement the next step in
the procedure.
Earle went on to point out that
B.C. law is very clear in stating that
impairment can be caused by drugs,
alcohol and other causes. Therefore,
fatigue, lack of attentiveness, stress
and personal issues can also cause
impairment.
The employee may be taking a prescription medication that is affecting
that persons ability to perform their
duties. Thats why its important that
supervisors be trained to have constructive conversations with employees in order to detect possible impairment of any type.
One of the difficulties with
detection and follow through with

remedial plans is the transient nature
of the construction industry. A person
using drugs can stay under the radar
for some time by moving from job
to job and, due to privacy legislation;
this element of the employees work
record cannot be shared amongst
employers.
At the recent Construction Learning Forum held in Whistler, hosted
by the Vancouver Regional Construction Association and partner
BC Construction Safety Alliance, a
panel discussion entitled Managing
Substance Abuse in the Workplace
was presented. Topics discussed
included:
The issue of identification
Having that difficult conversation
with the employee
Appropriate assessment
Components of primary
treatment
Accepted standards for follow-up of
substance dependent workers safety
The session was very well attended.
The post-session comments made us
realize that there is a strong appetite
amongst our members to get more
information on the topic. We are
planning to hold the panel again in
the fall and will also be looking at possible seminars or workshops we can
create to further support members
in developing tools to deal with this
important issue.
Jan Robinson is the interim president
of the Vancouver Regional Construction Association, the largest regional
construction association in B.C. and
a member of the BC Construction
Association.
Safety risks: Don't underestimate safety on the job site

but the indirect costs to his company are the

major part of the expense. The largest impact
may come from the crew where morale is
impacted, which affects productivity. Reputation may be impacted and gaining further work
can become harder for contractors who have
incurred higher rates of personal injury.
For every one direct cost, you will have four
indirect costs or higher, she said.
Another way that lacking a thorough safety
plan for construction on site can impact profits
is through unforeseen costs. A safety inspector
may turn up on site and indicate that machinery is working too close to power lines and they
need to be located at a higher elevation. That
cost could run $7,000 or more and its not in
the plan, she said. As well, the work has to stop
in the area until the power lines are safely relocated. These are costs that the contractor will see
coming out of his bottom line.
These direct and indirect costs will limit a
companys ability to grow, she said. They keep
the smaller companies from going forward.
In order to ensure that the estimate contains
the right safety costs, Wilson recommends that
contractors sit down with their safety advisor

and go through the various phases of the work
and the conditions expected to be incurred on
the work site. Superintendents for the various
phases should also be looking at the plan to
determine if there are further areas that need
contingency planning, she said. This would
include any special expertise needed on site
(including training), first aid attendants, support structures and equipment.
Should demolition need to be done on site,
a contractor needs to consider possible downstream safety costs related to the removal of a
building, she said. She advises asking the demolition contractor for a safety plan before the tender
is in.
Theres the question of hazardous materials who takes responsibility? she said, adding
that this can relate to known materials on site
and those unexpectedly cropping up.
The safety plan is actually a means of mitigating the risk on site. Not just to people but to the
construction companys bottom line. And, its the
estimator who plays a key role in determining
the financial viability of a company and whether
it will grow or remain small, she said.
grow
Centre your business in a strong,
liveable, healthy community
HIGH TECH BUSINESS PARKS
MAJOR POST SECONDARY INSTITUTIONS
Go to Burnabys Economic Development Strategy

2020 online www.burnaby.ca/eds2020 or contact the
Planning Department at 604.294.7400 to learn more.
Pre-fab construction can help

future skill shortages
Factory environment draws broader range of workers
By Jean Sorensen
here is a growing awareness among

construction companies that pre-fabricating construction units off-site to
be used on-site can increase productivity, but
pre-fabrication may also play a future role in
supplementing expected skills shortages.
Modular plants are providing a work environment for individuals who may not want
to or cannot work on the job site in all types
of weather or travel to remote job sites. PCL
Constructors Inc., which is believed to be the
first general contractor in Canada to open a
modular construction division with a plant in
Mississauga, recently conducted a survey of
construction sites that showed how the labour
force has the potential to expand.
Mark Taylor, PCLs vice-president of the
new permanent modular construction division started eight months ago, said that job
sites had a ratio of 95:5 men to women.
It then looked at manufacturing plants. In
manufacturing plants, it is closer to 50:50, he
said. Moving construction off-site and indoors
has the potential to increase that 5% ratio to
50% with female workers (a 900% increase)
into the construction workforce. It can also
provide job opportunities for older construction workers or individuals with disabilities
unable to physically work on site, he said.
Why cant a person in a wheelchair work
in a plant? he said, adding that while the construction industry would like to hire those
with disabilities, the on-site environment is
often too hazardous. But, a plant where the
individual is mainly a stationary equipment
operator holds a realm of new potential.
The new PCL division is using pre-fabrication in two ways. It can either pre-fabricate
components for installation in a contract built
by traditional means or it can undertake the
whole project in a modular construction
style.
Right now we are building a $1 billion
hospital in Toronto and our division is supplying 400 patient bathrooms and 500 head
walls [the wall behind the patients bed that
There are limited numbers of people

who want to go into construction today
Mark Kaustinen,
consultant,
modular building systems
contains the room controls], said Taylor.

The pre-fabrication off-site will ensure better quality control and speed the timeline for
construction, he said
Taylor said that where it is impractical to
ship components or units to PCL contracts
from the Missassauga plant, the company will
attempt to source locally. We would work
with companies such as Britco, Taylor said.
But, he said that PCL is also working with
trades and encouraging them to find ways
of pre-fabricating components that might be
used in large-scale projects.
Off-site construction cannot only expedite a contract, but also ensure quality control, increase productivity, and work around
site limitations such as restricted access for
delivery vehicles or tight lay-down areas for
materials.
John Scott, president of Scott Construction, is an early adopter of modular construction in B.C., and used modular as early as 1983
to build Whistlers Gondola Village. He said
that pre-fabrication works best for the contractor when there is repetition in a contract.
Scott has used pre-fabricated bathrooms in
projects such as hotels.
We have been doing that for years, he
said, adding that plumbing-fixture suppliers,
such as Delta out of the U.S., have operations
in place to work with contractors modular
requests. Scott also used pre-stressed wall
panels fabricated off-site for a Lower Mainland YWCA this past year, which provided
a timeline saving as the site work and panel
work could be done simultaneously.
When we do work today in our company,
we are looking more and more for ways to
make modular part of it, especially if the work
is out of town, he said.
www.mackay.ca
We see the bigger picture
Tom Faliszewski, Britcos corporate manager for special projects, said the need to build
in rural areas where skills are limited or costly
to import has rekindled contractor interested
in prefabrication. His company is fielding
inquiries from a number of major general
contractors on proposed liquid natural gas
projects on B.C.s coast. All are utilizing preconstruction modular units for the residential
facilities, he said.
Faliszewski said Britco has been able to
encourage First Nations individuals to work
in its plants. About 10% of our employees are
First Nations, he said. It wasnt something
that was planned. It is something that just
worked out that way.
Britco, though, has been forging agreements with First Nations groups in B.C. Faliszewski said the company considers them
valued employees. They are very reliable and
always show up, he said.
The factory environment is different from
the job site, he said, adding the ability to move
heavy materials more easily on the factory
floor than a job site makes it conducive to
employing older worker or those with disabilities. Britco has also employed those who
have retired from a current job site but still
want to remain in the industry.
Mark Kaustinen, a Burnaby-based modular consultant specializing in building systems,

said the larger international construction
companies now coming to Canada and used
to dealing with modular construction in areas
such as Asia and Europe will only deepen the
modular industry in Canada.
There are limited numbers of people who
want to go into construction today and yet
there is still a high expectation of quality in
construction, he said. The only way to meet
that shortfall as the talent pool diminishes is to
have pre-fabricated components available.
VRCA interim president Jan Robinson
said: This is one part of the solution and one
means by which todays industry is working
towards meeting the skills shortage. But, we
need more contractors to adopt modular
construction and utilize prefabrication in
construction.
B.C. companies will be competing against
the larger international companies who are
used to dealing with modular construction
and the industry needs to know how to be
more competitive.
She said the VRCA is aware there is a gap in
knowledge on the topic and is planning education and breakfast seminars that members
can attend.
Bringing you a new year of
Great Service!
for aerial lifts,

construction heat & power,
& general line equipment
Were your guys!

(604) 451-WEST (9378)
www.WesternOne.ca
WesternOne Rentals & Sales Inc Centres Across BC
Port Coquitlam
1156 Kingsway
604 945 5004
MacKay
LLP
11001177 West Hastings Street

Vancouver, BC V6E 4T5
(604) 687-4511591-6181
Victoria
2946 Bridge Street
250 386 1371
Saanichton
2200 A Keating X Road
250 652 2311
Comox Valley
662 Anderton Road
250 339 4518
Burnaby
5744 Byrne Rd
604 451 9378
Red Deer
#105-6439 67th St
403 343 2000
Edmonton
1110 78 Ave
780 497 8222
WesternOne Rentals & Sales Inc Centres Across Alberta

Calgary (Heat & Power)
4380 104 Ave SE
403 236 1666
Calgary (Aerial Lifts)

4915 43 Street SE
403 247 3300
Lethbridge
110 13th St S
403 329 1998
Construction failures linked to reacting too late

Good record-keeping can be key to resolving disputes
Jean Sorensen
he fastest way to down a project is to

wait too long to react to problems
when they start to appear on the job
site, a panel of consultants told delegates
attending the Vancouver Regional Construction Associations second annual construction
learning forum held at Whistler recently.
The session What to do when a construction project goes sideways drew a packed
room of contractors and sub-contractors
who came to listen to lawyer Chris Armstrong, with McLean & Armstrong LLP,
bond adjuster and chartered accountant Jamie
OConnor with BBCG Claim Services Ltd.,
and Michael Jobson claims adjuster with Cunningham and Lindsey.
OConnor said that the construction industry is known to be high risk with statistics
indicating that it only trails behind restaurants as the leading business to fail. Knowing that the industry is high risk should cue
those responsible for a work site to ask which
contractors or sub-contractors are bonded,
OConnor said, adding this provides some
recourse in the event of a problem.
Im the cleanup guy, said OConnor,
describing the role he often plays on derailed
projects. When he looks at past mop-ups, the
common mistake he sees is that contractors
have delayed too long before taking action.
Just do something write a letter or send
an e-mail, he said, but dont assume the
affected parties will sort the issue out in time.
A packed room of contractors and subcontractors, attending the VRCAs second annual
learning forum held at Whistler recently, came to listen to three consultants tell them what
to do when a project goes wrong. Advice came from (l-r) claims adjuster Michael Jobson,
lawyer Chris Armstrong and bond adjuster and accountant Jamie OConnor.
Time doesnt heal a problem in the construction business it will only get worse.
Seek out help, OConnor said. About 50%
of what I do is helping with the cash-flow and
The Industry Leader Through Customer Choice
Construction
Security Systems
Building Controls
Data Networks
4000 Seymour Place, Victoria BC
Thompson Rivers University, Kamloops BC
Industrial Sector
Power Quality
24-Hr Emergency Service
Helping to Build
Excellence since 1944
resolving problems. Clients are often reluctant to contact him for fear their bond will be
pulled. Maybe it will, he said, adding that if
the bonding company does take that action it
is only to prevent the contractor from getting
deeper into a bad situation.
Another reason for keeping on top of problems is that the claim on the bonded company
needs to be filed within 120 days. OConnor
said he often hears that a claimant wanted to
give the bonded company a chance to make
restitution. However, when that fails and a
claim is made, it lands outside the claim period
and the contractor loses out.
OConnor said his experience has shown
underlying factors that most often lead a company into trouble. They are: a history of being
unable to resolve disputes except through
expensive legal channels, unrealistic growth or
expansion, excessive overhead, non-business
related payroll expenses, loss of control of cash
flow and how it relates to a project, borrowing
profits from a good job to cover losses on a
bad one, and failing to have a good accounting
process in place.
Its often a combination of causes that lead
to a project failing. It is rarely one event, he
said. When a problem occurs, he said, react by
communicating the problem, seeking advice,
and attempting to resolve the issue as soon as
possible with the parties involved.
When disputes are not resolved, lawyers
become involved, said Armstrong, who is
also a geotechnical engineer. The first thing
a lawyer will ask for in resolving a dispute is
back-up documentation, he said. Without the
property documentation, claims cannot be
sustained.
Armstrong said good record-keeping
or a work site journal should involved the
following:
who is on site and the work completed;
statements by owners, inspectors, any site
problems (causes and resolutions);
paperwork completed on a project;
equipment on site, the number of hours
worked, work completed and any mechanical
problems;
weather and temperature;
change orders (who issued them whether
they were verbal or written);
drawings reviewed and any problems;
training that occurred and details;
progress of the work, plus delays (cause and
resolution), extra costs incurred;
work site damage;
accidents and claims; and
a signatory from an owner or senior manager on the daily journal entries.
Record everything you can, said Armstrong, adding that todays smartphone technology with built-in recorders offer the ease
of recording discussions.
Put it in the middle of the table during
the meeting, he said. Documentation will
not only help in a legal dispute but it can also
help to resolve disputes between the various
parties in mediation or by the individuals
themselves.
Armstrongs advice is to notify everyone
that you feel the project is going sideways and
then discuss the problems, arrange to meet,
and discuss it further. Break the issue down
and listen to what the other side is saying, he
said. Follow the meeting up with the resolutions agreed upon.
Jobsons insurance advice is dont delay in
reporting claims when a problem occurs on
site. He said the insurance is a contract setting
out certain provisions of coverage. In order
for a claim to move forward, the insurance
company has to verify the claim is within the
bounds of the agreement.
Time doesnt heal a problem

in the construction business
it will only get worse
Jamie O'Connor,
bond adjuster/chartered accountant,
BBCG Claim Services
The company would assign an individual

to gather information. If a contractor attempts
to fix damage or the problem on site, or has
his work crews in the area, the scene is altered
and that needed information to sustain a claim
may be destroyed.
Another reason why projects go sideways
and a company can fail, he said, is that contractors do not fully recognize or adhere to
the policy guidelines. Jobson gave the example
of a roofer who failed to properly supervise
his crew.
The roofer was required to watch a site for
four hours after welding or torch work has
been performed. The employee left the site
and a fire broke out with $9 million in damage resulting. This roofer is going to have to
fold up, he said, as everyone is going to want
to sue him.
Jobsons advised builders to consider how
their project would unfold from start to finish
and ensure that coverage extended to all facets
of the project and that contractors were fully
aware of potential hazards that could occur
during each phase of the construction project
and obtain adequate coverage.
Ford introduces Canadas first bi-fuel pickup

F-Series pickup drove 800 miles for approximately $100 in CNG costs
There is no downside they continue
By Jean Sorensen
to own the vehicles and there is also

a government grant available
Steve Carmichael,
sales representative,
Chelsea Natural Gas
Photos courtesy of Westport Innovations
ord is introducing Canadas first bifuel pickup truck, with the vehicle
being built in the U.S. and a second
fuel system for compressed natural gas (CNG)
installed at an eastern Canadian plant.
The 2014 F-Series Ford Super Duty trucks
(F250, F350, F450 and F550) were made available for ordering in Canada starting in the
first week of July, said John Howell, the North
America marketing director for Westport
Innovations Inc. Westport, which is based in
Vancouver, is the technology company installing the CNG systems and working with Ford
dealers.
This is the first one for Ford under its
qualified vehicle modifier program, said
Howell.
Westport manufacturers the Westport
WiNG technology that allows the vehicles to
run on either fossil fuel or CNG. There are
other natural gas vehicles in Canada, he said,
but they are after market vehicles that are
purchased by owners and converted through
private outlets. Westport and Ford deliver a
truck to the customers dealer key-ready.
Westport, which uses technology originated by a University of B.C. mechanical
engineering professor, has been forging agreements with major manufacturers and engine
manufactures around the world and is today
traded publicly.
The Ford F-series trucks are produced in
the U.S. before being transported to Fords
Oakville, Ontario, plant where they then go
to Westports Windsor plant for the second
fuel system installation. They are returned to
Oakville before going to the dealer.
Howell said his company has been adapting Ford trucks in the U.S. but cant take Ford
trucks with the U.S. installed CNG systems
across the border without incurring customs
problems. The company made the decision to
open the Windsor plant instead.
Greg Crothers, in fleet and commercial
sales at Hallmark Ford Sales and a Vancouver
Regional Construction Association member,
said the vehicles are drawing interest because
of the low cost of CNG. (VRCA members
wanting more information on the pickups
can contact Crothers at gcrothers@hallmarkford.ca.)
Nicole Adams, Westports senior communications manager, said she recently did an
800-mile road trip in a new pickup, travelling
from Detroit to New York on CNG only. She
kept the receipt from the first fuel-up. It was
$40.46, she said, with a second fuel up occurring later. We topped up in New Jersey, she
said, adding the trip cost approximately $100.
The vehicles have a bi-fuel range of approximately 1,050-1,125 kilometres, while CNG use
can range from 520-560 kilometres depending
on the size of the tank installed.
Horsepower loss is minimal using CNG,
said Howell. It is about 10% but that horsepower rating is only when the throttle is wide
open, he said, adding that to get extra power
the driver increases throttle. The loss occurs
at the top end. How often do you drive with
the pedal pushed to the floor? he said.
Anther distinctive feature is the starting
mechanism. Other manufacturers have introduced bi-fuel CNG pickups in the U.S. but
Built in the U.S. and adapted in Eastern Canada with a

second fuel system, the Ford F-Series are the first bi-fuel
pickups in Canada to be offered by a manufacturer. The
F-Series vehicles, available with a full range of bed
sizes, are equipped with Westport technology to use
compressed natural gas. The pictured Ford demo truck
was in B.C. recently at Westports offices. Inset photo
shows the adapted engine
they start on fossil fuel, then switch to CNG.

However Howell said his companys system
allows for a CNG startup because of proprietary technology. For more information:
www.wingpowersystem.com or see Westports
website.
gas storage tank in the companys yard as well.

Carmichael said there is no downside they
continue to own the vehicles and there is also
a government grant available.

Carmichael said Chelsea is also looking to
put in 22 CNG outlets throughout the Okanagan, Lower Mainland and Vancouver Island.
More information will soon be available at
www.chelseacng.com.
One company that Chelsea is working
with is Excel Fuel Installations
and Autocare in Langley, which
has done after-market propane
and CNG conversions for 28 years.
While the construction industry has
been slow to catch onto the fleet use
of CNG, Excel manager David Winklehorst said he is currently in talks
with a major Canadian construction
company to prep the engine heads
of five Ford Transit Connect vehicles
to use CNG.
Winklehorst is an advocate of
natural gas, citing the grants available and also the rising cost of fossil fuel.
There are some great incentives in place.
It makes total sense, he said.
CNG conversions
CNG conversions through after-market sales
have been gaining momentum in B.C. with
FortisBC promoting them through incentives for both individual purchases and fleets.
Details of incentives are posted on the Fortis
website www.FortisBC.com.
The after-market conversions usually consist of two components with the company
choosing the desired conversion kit from a
number of manufacturers and then finding
an installer. We liaison with groups to help
guide them through the process, said Michael
Allison, corporate communications adviser
at FortisBC.
In March 2013, FortisBC handed out $6
million in grants that allowed fleet owners
to purchase vehicles with the end result that
placed another 150 new CNG vehicles on the
road.
The funds were part of the 2012 announced
program by the B.C. government as it offers
$104.5 million to effect heavy-duty fleet conversions with funds distributed over the next
four years.
CNG is also being promoted through a
company called Chelsea Natural Gas Ltd.,
represented by Steve Carmichael. We have
relationships with natural gas producers and
natural gas equipment suppliers and we are
working with these groups to take their products and services to local businesses in B.C.,
he said.
Chelsea is looking to sign five-year contracts with companies.
We cover the cost of the conversion
[including the equipment costs], he said, adding that his company can put a CNG natural
Building Science
centre of excellence
Advance your research with BCITs testing facilities and computer
models for technologies in building science. Our research infrastructure
supports your R&D needs with exceptional abilities to test innovative
materials, components and systems.
Learn more at commons.bcit.ca/bsce
Its your career.

Get it right.
OPT 2
The VRCA welcomes new members

Allied Service
Balfour Beatty Investments
678, 999 Canada Pl, Vancouver V6C 3E1
P: 604-641-1300
lmadruga@bbcgrp.com
Developer and investor in large-scale
infrastruction projects globally with a focus on
public-private partnership transactions across
all sectors.
Fleetmatics
800, 1600 E Golf Rd, Rolling Meadows 60008
P: 866-844-2235
chelsey.carlson@fleetmatics.com
www.fleetmatics.com
Fleetmatics is a leading global provider of fleet
management solutions for small and mediumsized businesses delivered as software-as-aservice (SaaS).
UCIT Online Security
6441 Northam Dr, Mississauga L4V 1J2
P: 905-405-9898
sjangalee@ucitonline.com
WWW.UCITONLINE.COM
UCIT provides customers with cost effective
security solutions that reduces both the
security cost and onsite losses. UCIT also provides
customes with customized solutions for remote
access control, video concierge, video system
installation and video management software.
General
contractor
Altro
1, 6221 Kennedy Road, Mississauga L5T 2S8
P: 905-564-1330
agellatly@altro.com
BC Coastal Projects Ltd
19662 Joyner Place, Pitt Meadows V3Y 2S3
P: 604-459-3211
phil@bccoastalprojects.com
www.bccoastalprojects.com
Whatever the size, complexity or location of your
project, we have the experience to deliver your
project on schedule, within budget and to the
highest standards of safety.
BRK Enterprises Ltd
2259 E 5th Ave, Vancouver V5N1M7
P: 604-317-6334
don.nishimura@gmail.com
Carefree Greenery Ltd
649 W 16th St, North Vancouver V7M 1V2
P: 604-773-8683
don@carefreegreenery.com
carefreegreenery.com
Landscape construction, supervision, indoor
plants, planting, irrigation, low-voltage lighting,
paving stones, rock, Allan block, maintenance,
gardening, water features, gazebos, concrete
forming, fencing, demolition.

China Railway Construction 19th
Division Co, (Canada) Ltd
249 515 West Pender St, Vancouver V6B 6H5
P: 604-345-2368
kin@concordchinamgt.com
This company is newly registered in BC
Canada and its parent company is one of the
big construction companies in China namely
China Railway Construction Corp. Ltd The
major business operation are different type of
infrastructure construction.
Chris Bell Construction Ltd
PO Box 62005, 147-4255 Arbutus Street
Vancouver, BC V6J 1Z1
P: 604-290-2363
chrisbellconstruction@shaw.ca
General contractor: commercial projects /
tennant improvements / high-end residential
/ design-build.
Dayton Mills Construction Ltd
110, 7201 72nd St, Delta V4G 1M5
P: 604.940.8824
dpicard@daytonmills.com
www.daytonmills.com
B.C.-based general contractor and construction
manager, Dayton Mills Construction, specializes
in helping commercial clients develop or expand
their operations in Western Canada.
G. & E. Contracting LP
17474 56th Ave, Surrey V3S 1C3
P: 855-656-3159
dcrilly@gecontracting.ca
www.gecontracting.ca
G&E Contracting LP specializes in civil and
bridge infrastructure services and has a wide
range of construction expertise. G&E has been
servicing the construction industry since 1979
having established a successful reputation
in commercial, residential, institutional and
industrial projects.
JFR Concrete Repair and
Waterproofing Ltd
3910 248 St , Aldergrove V4W 2B3
P: 604-607-7673
jfrjames@shaw.ca
www.jfrconcreterepair.com
Structural concrete repair, traffic deck coatings,
expansion joint installation, epoxy and urethane
injection concrete leak repairs, tower and
parkade restoration.
Murphy Construction Corporation
PO Box 576, Pemberton V0N 2L0
P: 604-894-2435
info@murphyconstruction.ca
Murphy Construction Corp. is a progressive
and dynamic company offering valueadded: construction management, project
management, commercial construction,
insurance restorations, renovations, envelope
remediation and design build services.
Raahi Construction
212, 8322 30 St, Surrey V3W 8J9
P: 604-783-4248
tenacityconstruct@gmail.com
www.raahiconstruction.com
Tango Management
2288 Manitoba St , Vancouver V5Y 4B5
P: 604-734-6416
lreilly@tangomanagement.ca
Tango provides project and construction
management through integrated project
delivery. Our team has 75 years experience
working on projects for public and private
sector owners.
Nucor Canada Products Group, Inc

202, 15388 24th Ave, Surrey V4A 2J2
P: 604-531-0133
paul.lewberg@nucor.com
www.murphyconstruction.ca
We estimate, engineer, detail and manufacture
open web steel joists and deck for direct sale to
steel fabricators.
Sound-Rite Inc
200, 4170 Still Creek Dr, Burnaby V5C 6C6
P: 604-642-0505
d.terpstra@sound-rite.com
We supply and install various acoustical and
architectural products.
TriSun Designs Inc

3273 Godwin Ave , Burnaby V5G 4L8
P: 604-649-2973
trisun@shaw.ca
www.trisundesigns.com
A design build company where retail and
commercial construction is our prime business.
We do alot of retail chain work along with
restaurants and resort upgrades.
Spears Sales & Services

3586 Commerical St, Vancouver V5N 4E9
P: 604-872-7104
merlin@spearssales.com
www.spearssales.com
W. Friesen Construction
4432 Wilson Rd, Chilliwack V2R 5C5
P: 778-808-3929
wfriesenconstruction@gmail.com
www.wfriesenconstruction.com
We are a general contracting company
whose focus is on planning, budgeting, trade
supervision and project completion. We are
able to take on all types of projects ranging from
commercial, multi-family residential to industrial
construction. We have reliable and professional
trades that can help keep you on budget.
Avinu Design & Construction Ltd

5456 Julmar Rd, Sechelt V0N 3A7
P: 306-380-3606
avinudesign@gmail.com
Avinu Design & Construction Ltd focuses on
precise, complicated finishing carpentry on
residential and commercial construction. Our
worldwide accomplished finishing carpenters
are highly trained and have been specialized
in joinery.
Maple Reinders Inc (Vancouver)

216, 9440 202nd St , Langley V1M 4A6
P: 604-546-0255
glens@maple.ca
www.maple.ca
We are a general contractor with 45 years of
experience in water and wastewater plant
construction, heavy civil, commercial buildings
and institutional construction including design
build.
Manufacturers
and Suppliers
Collicutt Energy Services Corp.
101, 7 Burbidge, Red Deer T4P 3R4
P: 403-309-9250
hans.schaefer@collicutt.com
www.collicutt.com
Distributor of Kohler industrial and residential
standby emergency power generation
equipment including generators, switchgear
and automatic transfer switches. We also
provide complete service, packaging and rebuild
services for Kohler, Cummins and Caterpillar
generators.
Trade contractor
Baos Mechanical
41552 Cottonwood Road, Brackendale
V0N 1H0 PO Box 622
P: 604-849-5070
baosmechanical@gmail.com
C3 Integrated Solutions Inc
12220 Vickers Way, Richmond V6V 1H9
P: 604-277-9777
imtiaz.ibrahim@c3is.ca
www.c3is.ca
Restoration of building and structures; deep
foundations.
Danamac Concrete Systems
23386 34A Ave, Langley V2Z 2H6
P: 604-533-0837
dan@danamac.ca
www.danamac.ca
Decorative interior concrete mainly concrete
polishing and overlays. Concrete grinding,
surface preparation, joint filling and coatings.
Groupe Piche Construction
(Ontario) Inc
2337 Townline road, Unit 17, Abbotsford
V2T 6G1
P: 604-751-5826
pbarns@groupepiche.ca
www.groupepiche.ca
Hi-Tide Shoring &

Foundations (2012) Ltd
725 Short Rd, Abbotsford V2S 8A8
P: 604-519-9099
ken@hitide.ca
Offering two decades of experience in excavating,
shoring; installation of mini, micro, giwi,
strand, bar, hollow core and titan pile/ anchors;
structural/seismic upgrades, wet/dry shotcrete,
pressure/cementious grouting, estimating,
scheduling and project management.
InterCoast Building Solutions Inc
474, 800 15355 24th Avenue, Surrey V4A 2H9
john@icbuildingsolutions.com
www.icbuildingsolutions.com
The leading provider of green construction and
building solutions to the Canadian architectural
and development market.
Key Industries Ltd
4, 3967 Bond St, Burnaby V5H 1E7
P: 604-537-3811
keyindustries@shaw.ca
Paint City Services Ltd

209, 98 Laval Str, Coquitlam V3K 6S9
P: 778-865-4107
alan@paintcity.ca
We are a big painting company, specializing in
large projects.
Production Drywall Inc
3324, 1396 Richards St, Vancouver V6B 3G6
P: 604-323-1905
lars@productiondrywall.com
www.productiondrywall.com
Expereinced in commercial, residential,
renovation drywall work. Services range from
steel stud, insulation, accoustical ceilings,
drywall, service work and paint.
Resolute Construction Enterprises Ltd
4538 Cherry St, Yarrow V2R 5G4
P: 250-558-9030
davidpalmer@hotmail.ca
Concrete and framing contractor.
Safway Services Canada ULC
11211 Twigg Pl, Richmond V6V 3C9
P: 604-294-2753
jeremy.weeks@safway.com
www.safway.com
Safway has been a leader in reliable access and
scaffold solutions since 1936.
M.O.T. Millwork Contracting

486 Arnold Rd, Abbotsford V3G 1S4
P: 604-504-5838
marcel@motmillworkcontracting.ca
www.motmillworkconstructing.ca
Macs II Agencies Ltd
100, 1851 Brigantine Dr, Coquitlam V3K 7B4
P: 604-540-6646
pcleary@macsii.com
www.macsii.com
MACS II Agencies representatives call on all
electrical distributors, electrical consulting
engineers, designers, national accounts,
industrial end users, government offices,
utilities and electrical contractors operating
within British Columbia.
Orca Roofing Limited
120, 19358 96th Ave, Surrey V4N 4C1
P: 604-371-2505
warde.shearing@orcaroofing.ca
www.orcaroofing.ca
Providing low-slope roof repair, maintenance
and replacement services to residential, strata,
commercial and industrial market segments.
Pacifica Steel Inc
85 Electronic Ave, Port Moody V3H 2R9
P: 778-355-1515
gm@pacificasteel.ca
Pacifica Steel provides fabrication of all structural
items, project price estimates; we guarantee
early submission of our prices to allow time
for your bid submission, engineer stamped
drawings for connection designs, and delivery
and installation at the client's project site, if
requested.
Seagate Consulting Ltd

64, 20449 66 Ave, Langley V2Y 3C1
P: 604-240-1119
raustin@seagateconsulting.ca
www.seagatestructures.ca
Fr aming, f or ming, timber f r aming,
renovations.
Seymour Painting Ltd
6941 Hastings St, Burnaby V5B 1S9
P: 604-299-0566
jrac@seymourpaint.ca
Interior/exterior painting, sandblasting and wall
coverings in both the commercial and residential
sectors.
Superior Signs
2225 Coquitlam Ave, Coquitlam V3B 1J6
P: 604-942-6636
marketing@superiorsigns.net
www.superiorsigns.net
Architectural sign: interior, exterior, custom.
Van Bower Construction Services Ltd
404 999 Canada Pl, Vancouver V6C 3E2
P: 604-641-1216
mbuness@vanbower.com
www.vanbower.com
We are a survey company using the latest
technology in survey gear and software to
enable us to provide a cost effective BIM friendly
product. We provide survey, drafting, 3D models,
equipment rentals and training.
Best practices guard against business fraud

By Lee Reynolds
usiness fraud is a concern

to any business owner or
operator. What can you do
to reduce the risk?
Just as it is wise to buy insurance
to protect your business property, it
makes good sense to also use best practices to protect your company against
loss from fraud. If a business owner
or operator understands the risks
and takes precautions to minimize
those risks, then positive steps have
been taken to control fraud before it
happens.
The first step is to review your
operations to identify any internal
control weaknesses that could create
opportunities for fraudulent activities. It is critical to evaluate the companys cheque-writing and clearing
processes, which can often be a target

for various forms of cheques fraud,
including forged endorsements, forged
signatures and alterations in the payee
name or cheque amount.
Some of the most effective fraud
management strategies that can be
adopted are basic such as reducing the
number of cheques written, verifying
cashed cheques daily and streamlining
the companys account reconciliation
process.
Other ways to stop fraud include
reducing the number of disbursement
accounts a company has, instituting
a debit-blocking service on all nondisbursement accounts and using the
speed and efficiency of a secure electronic banking platform.
These are some simple, convenient
and effective measures you can take to
reduce your companys risk of fraud.
You will want to catch any irregularities quickly. This can be done
through daily monitoring of the
companys bank account, easily done
online.
Also, enrol in electronic statement delivery. Once the statement is
delivered, you can query any cheque
by drawing it up online at no extra
charge. To make this process easier,
establish different accounts for different functions, a process that should
make reconciliation easier.
You will also want to have in place
clear guidelines for controlling access
to money-related transactions within
the firm. Good checks and balances for
writing or signing cheques, receiving
funds, making deposits, authorizing
transactions and reconciling statements will go a long way in deterring
fraud.
Monitor cheque usage and protect

cheque stock. Today, it is possible to
reduce paper-based banking transactions by electronic transfers of funds.
But, if using cheques, then try to
incorporate security features into the
cheque stock (such as embossing techniques) to help combat counterfeiting
and any other tampering.
Store cheques, deposit slips and
bank statements in a secure location.
Shred any cancelled cheques and old
statements not needed for tax purposes. When accessing financial information online, be sure that the site is
secured, such as those offered by banks.
Create an electronic paper trail. Pay
employees and suppliers electronically
with direct deposits into their accounts
to create an electronic trail that helps
you detect fraudulent account activity
quickly. Also, use direct payments to
collect receivables.
These are just a few simple, effective ideas that any business owner can
implement with minimal effort to help
prevent fraud. Busy times of the year,
like Christmas, are when fraud is most
prevalent. Monitor your accounts and
statements over holiday periods to
ensure that there has been no fraudulent activity and detect any unfavorable
activity early on.
This information was compiled by Lee
Reynolds, small-business specialist at
the RBC Royal Bank and is intended as
general information only. For specific
questions, contact Reynolds at 604-9275642 or by email at lee.reynolds@rbc.
com. Registered trademarks of Royal
Bank of Canada. RBC and Royal Bank
of Canada are registered trademarks of
Royal Bank of Canada.

Civ July 2013

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Civ July 2013

Hochgeladen von

Copyright:

Verfügbare Formate

CONSTRUCTION

VRCA news supplement

Syncra sends Canada soaring VRCA names

Syncra Construction/Charlie Seaborn

yncra Construction Corp.

to Disneys Soarin Over California

are suspended in air.

PCL Constructors Westcoast Inc.

See Syncra, page C2

amulak will assume her new

New president Fiona Famulak of the

John Hart project to impact

City urging net-zero energy

VRCA 25th anniversary

Underhill celbrates 100

Construction failures linked

Manning the Fraser

Ford introduces Canada's

List: Biggest construction

New members list

Next issue: October 2013

Watch us build at PCL.com

C2 VRCA News Supplement

Business in Vancouver July 915, 2013

Syncra: Project took $18 million and over three years

Card for Construction

Continued from page C1

of the Vancouver Canucks.

convention centre, we were on a

Its like being in a hang-glider

Smaller hydraulic lift equipment

In total, 30 rail cars of steel were

VRCA president: Previously with KPMG Deloitte

industry association forward and

of one of B.C.'s most

Famulak. I am excited to be part

VRCA News Supplement C3

Business in Vancouver July 915, 2013

John Hart project to impact Lower Mainland skills

hen BC Hydros $940

that the impact will be felt on the

IMPSA; and the third team Salmon

will see the replacement of the existing

Like many of todays private public

he cost of safety on the work

The little company that doesnt

be confused with safety planning.

to put a dollar value on safety.

Safety estimates on projects needs to be thorough

Mary Jo Wilson, Vancouver Island regional safety adviser, left, and

sustaining a severe personal injury or

that are only a fraction of the claim,

THE IMPORTANCE OF A COMPREHENSIVE

See Safety, page C12

All roofing guarantees are not created

OR THE STUBBORN DETERMINATION

RoofStar: New name.

Client: RoofStar (RCABC)

C4 VRCA News Supplement

Business in Vancouver July 915, 2013

Seven costly mistakes can scuttle corporate change

orporate change doesnt

Cori Maedel, CEO of Jouta Performance Group, says change needs to be

If there is no sense of urgency,

VRCA news supplement

New members list

C2 VRCA News Supplement

Business in Vancouver July 915, 2013

C4 VRCA News Supplement

Business in Vancouver July 915, 2013

C6 VRCA News Supplement

Business in Vancouver July 915, 2013

C8 VRCA News Supplement

Business in Vancouver July 915, 2013

C10 VRCA News Supplement

Business in Vancouver July 915, 2013