where she oversees the implementation of the next generation of metering ‘Grid Edge’ technology, “which is crucial for modernizing the grid in the face of electrification, climate change, and net-zero targets.”
Not surprisingly, female Powerline Maintainers were not common in the 1990s. During her fiveyear stint with BC Hydro, Shelley was the only female Powerline Maintainer in the province.
She recalls facing barriers that “required breaking through stereotypes and preconceptions”, but she credits diversity, equality, and inclusion programs for creating more opportunities for women in the skilled trades.
“Many companies, including Alectra, are well on the journey of enhancing support for women and other minority groups in our workforces,” notes Shelley, pointing to both informal and formal programs of coaching, mentoring, championing, and sponsoring; DEI programs and training; the promotion of fair hiring processes, and more.
Highlighting her own commitment to equality in the industry, Shelley is a board member of the Ontario Association of Certified Engineering Technicians and Technologists, where she chairs OACETT’s Diversity, Equity, and Inclusion committee.
“We cannot say that we’ve been successful in removing barriers to women and minorities until our workforce is truly representative of our communities; when every employee has a voice, and we have equal pay for equal work.”
The best thing about the Electrical industry, Shelley says, is that its people—electricians, maintainers, technicians, engineers, operators, analysts, and more—are doers.
“Like the grid—with its network of low-voltage, distribution,
The Niagara Health Foundation’s “Celebration of Lights”. The theme of the 2023 campaign—which was sponsored by Alectra—is “Celebrate recovery, support healing, honour someone special.”
transmission, and generation assets—all of these people and positions are connected and necessary to ensure the safety, integrity, and reliability of our electrical system.”
Shelley is particularly excited about all the innovation happening right now in the industry.
“Over my 32-year career, I have witnessed the evolution of technology, particularly in the metering department,” she says. “Metering has an exciting and foundational role in energy transformation. We’re thinking through the next generation of technology that is aimed at enhancing the intelligence and resiliency of our grid, reducing the frequency and duration of power outages, and providing new services and analytics to customers to support energy affordability.”
Recently, Shelley was recognized for “Excellence in Trades” at the Greater Niagara Chamber of Commerce’s Women in Business Awards (WIBA). This award is bestowed to a female tradesperson “who is a leader
in the field and an inspiration to women in or seeking to enter the skilled trades.”
“I have to say... receiving this industry award was such a wonderful moment for me,” Shelley says, gratefully. “It was such an honour to be recognized for my work and its impact in the field of skilled trades.”
For women considering a career in Electrical, Shelley says “Very few people can be successful on their own, so build your network and join support groups.”
“Find those wonderful people in your organization and across our industry to engage as mentors, coaches, sponsors, and champions. Identify your role models. You may be surprised at how many people want to see you succeed!”
And if you cannot find these people in your organization, then leave. “It’s likely not going to be a good fit; worse, it may not be a safe environment.”
She admits that, while it may not be fair, “As a woman, be prepared to work hard. Expect to always have a spotlight on you. Do your best work every day, and make the effort to ensure you have the knowledge, skills, and attitude to succeed”.
Part of that attitude for success involves being positive. “Positivity is infectious and helps keep challenges in perspective. For women interested in STEM careers, a job in the Electrical sector can lead to a fulfilling, interesting, and fabulous career.”
Shelley’s own career serves as testament to what can be accomplished. That said:
“I’ve never stopped to think about my life in terms of milestones or achievements. I don’t spend much time thinking about accomplishments. I’m happiest when I’m part of a team that is creating an improvement or building a project. There is always another hill to climb.”
This SPECIAL FEATURE is brought to you by Electrical Business Magazine in partnership with Electricity Human Resources Canada (electricityhr.ca).
Willing to step back so as to leap forward Virginia Pohler, Government of Nunavut
Like a tree, Virginia’s career path in Electrical involved many branches. Numerous achievements led to setting new goals until, eventually, she landed in her current role as Acting Chief Electrical Inspector with the Government of Nunavut, Dept. of Community & Government Services.
“My career came to me in stages,” Virginia recalls, who always had an interest in technical subjects and math. While in high school, she had thought about pursuing Engineering but, while selecting her Grade 11 courses (which again included Shop), Virginia started thinking about a career as an electrician—to which her guidance counsellor promptly said: “You’re too smart for that. Go to university”.
When post-secondary education came calling, however, “it was apparent I couldn’t afford to go to university”.
Not knowing what to do next, Virginia found herself in a boring, dead-end factory job, doing the same thing 800 times a day on rotating shift. “I moved into an apartment, and devoted more time to drinking and partying than I’d like to admit,” she grins.
But work at the factory slowed down, to the point where Virginia was out of a job. Thankfully, she qualified for up to 52 weeks of government-assisted job retraining.
“I knew this was a big opportunity, and I didn’t want to waste it,” she says. “I researched the labour market, and all indicators pointed to in-demand jobs in skilled trades and healthcare. At the factory, I was always interested in whatever the maintenance crew was doing, so I enrolled in an industrial electronics technician diploma program at Fanshawe College in January 2001.”
Toward the end of her program, Virginia had two job offers: robot-
Virginia Pohler, Acting Chief Electrical Inspector, Government of Nunavut, Dept. of Community &
Government Services.
Source: Supplied
ics technician or construction apprenticeship. She chose the latter.
“But I don’t want anyone to think that getting this entry-level position was easy!” Virginia says. “I sent out over 800 resumes and got only three interviews and two job offers.” (At one of the three interviews, the owner said he would not hire Virginia because she would be “a distraction to the guys on the job”.)
“I sent out over 800 resumes and got only three interviews and two job offers.”
Since she first entered the Electrical industry as a college student and apprentice, Virginia has amassed a number of career accomplishments.
“I have earned Certificates of Qualification as a 309A Construction & Maintenance Electrician and 442A Industrial Electrician,” she says proudly. “I am also a Master Electrician, Certified Canadian Electrical Inspector, and Certified Fire & Explosion Investigator—in addition to my college diploma as an Industrial Electronics Technician.”
Virginia competes in the 2006 Ontario Skills Competition. She wins Bronze for her electrical installation work. Source: IBEW CCO
In all of these pursuits, Virginia graduated at or near the top of her class. She was the valedictorian of her inspector training program earning, and won Bronze at the Ontario Skills Competition 2006 for her installation work.
Over the course of her career, she has worked for both unionized and non-union organizations in the construction, industrial, safety, training, and regulatory fields.
“There’s a lot to like about the electrical industry,” Virginia advises. “In general, the work is not repetitive; even boring jobs like plugging and switching a building, or digging a trench didn’t bother me. I knew that that portion of the job would only last until the last device was installed or the last shovel scooped—then it was on to something else, or another building.”
Even when times were slow, Virginia found a way to make the most of the situation.
“I’ve always been able to generate income, as there are so many branches within the industry to challenge me. In fact, the slow times are what propelled me forward; I took a step back financially, sure, but I leaped forward professionally.”
Recently, Virginia set a goal to have a “a seat at the table”—that is, a Voting Seat on the Technical Committee for the Canadian Electrical Code–Part I. At the end of last year, she achieved that goal.
“I now find myself mid-life and mid-career, trying to figure out what the next big goal is going to be,” Virginia says, enthusiastically. “If someone had asked me at the very beginning of my career journey where I thought I would be in 2024, I never would have thought I would accomplish even half the things I’ve done.”
Virginia’s recipe for success involves working under some great mentors and managers. But perhaps the most important factor behind her career achievements has been agility.
“I think the biggest determining factor in my career success has been a willingness to go to the next door when I realized the first door was closing; to take a step back financially to get the experience needed for future gains, coupled with an overall resilience to the negatives of working in this industry.”
Sadly, and shamefully, Virginia has experienced a lot of negatives along her career path.
“Aside from blatantly discriminatory hiring practices, the level of sexual harassment I have faced is appalling,” she says. “I’ve been groped, grabbed, cornered, and propositioned more times than I can count. I’ve faced a death threat, a gang rape threat, and have been told I’m taking work away from men who need to feed their families.”
She’s lost count as to the number of times she has been asked whether she really is an electrician. Once she confirms she is, in fact, a qualified professional, “I usually get a patronizing ‘Oh, good for you’ comment which, to me, is like nails on a chalkboard!”
Meantime, Virginia is ecstatic about her current role as Acting Chief Electrical Inspector in Nunavut.
“I now work in the most gender, religious, and culturally diverse workplace I have ever experienced, and it has brought me more personal fulfilment and satisfaction than anywhere else,” she beams.
Quoting Statistics Canada, Virginia says that women made up less than 2% of the workforce when she started in the industry. Almost 25 years later, that percentage has climbed to just 4.5%.
“That should be a sign that our efforts are not working and we need to shift gears,” she says. It’s not that women are uninterested or incapable of working in the industry, Virginia says. Far from! Instead, she feels managers need more training on how to lead gender and culturally diverse teams.
“The men who have helped me succeed in this industry are the ones who had the exact same performance expectations of me as they did for every other worker; that dealt with bad actors swiftly and decisively; and who hired or promoted me based on my skills, qualifications, and experience—knowing full well they will likely have to continue dealing with workplace harassment and discrimination.”
“If these types of managers were the norm, I believe at least a tenth of the workforce would be female by now,” Virginia says. “If we truly want women to succeed and excel in this industry, we must have workplace cultures that support them.”
This SPECIAL FEATURE is brought to you by Electrical Business Magazine in partnership with Electricity Human Resources Canada (electricityhr.ca).
Virginia’s office in Cambridge Bay, Nunavut. There are currently four members on the Electrical Inspection team—half of which are women. Source: Dean Rurak
Empowering Women in Power
Whether it is apprenticeships, wage subsidies, mentorship, or help with your Diversity, Equity, and Inclusion goals, EHRC offers programs and products sector. resource strategy, contact us today and help empower women in power.
info@ ehrc.ca 613-235-5540 www.ehrc.ca
IMARK CANADA CELEBRATES 10 YEARS
Recognizes its members and partners
It was 10 years ago that Electrical Business Magazine announced “You’ve heard the rumours, and now Imark Canada is officially open for business and accepting member applications”.
Fast-forward a decade, and the group celebrated its 10th anniversary during its annual meeting of distributor members and supplier partners, which took place in Ottawa. Capping off the meeting was the Recognition Awards dinner, where both members and suppliers were recognized across several categories. Congratulations to all!
In this Photo Feature, we showcase the award winners along with some candid shots during the Welcome Reception.
2023 AWARD HONOREES
Aurora Electric Supply Corp. (Aurora, Ont.) was recognized with the 2023 Member Purchasing Power award. From left: Jim Taggart, Imark Canada; Bob Meehan and Alecsandru Iancu, Aurora Electric Supply Corp. Runners-up included: Boz Electric Supply Ltd., EWEL, FuturPlus, Oscan Electrical Supplies Ltd., Paul Wolf Electric & Lighting Supply Inc.
Acuity Brands
Lighting Canada was recognized with the 2023 Supplier Sales Growth Achievement award. From left: Mark Killoran, Acuity Brands Lighting Canada; Jim Taggart, Imark Canada. Runners-up included Kidde, ReadyWire, Siemens, Southwire, Westlake Pipe & Fittings.
Mersen Toronto Canada Inc. scores the 2023 Supplier of the Year award. From left: Carl Lajeunesse, Sean Hanoman, and Tom Arbanas of Mersen Toronto Canada Inc.; Jim Taggart, Imark Canada. Runners-up included Kidde, Satco, NSi Industries LLC–Canada, Hammond Power Solutions, Priority Wire & Cable Inc.
Capturing the 2023 Member of the Year award was Oscan Electrical Supplies Ltd. (Oshawa, Ont.).
From left: Jim Taggart, Imark Canada; Enrico Osso, Oscan Electrical Supplies Ltd. Runners-up included Boz Electric Supply Ltd., Electromart Lighting & Electrical Supply, EWS Electrical Wholesale Supply, FuturPlus, Paul Wolf Electric & Lighting Supply Inc.
WELCOME RECEPTION
From left: Jamie Krohn, Oscan Electrical; Todd Stafford, Northern Cables; Enrico Osso, Oscan Electrical; Chris Scott and Shelley Bacon, Northern Cables.
From left: Oliver Clowe, North American Lighting Products Inc.; Tony DeCicco and Prateek Sharma, Intermatic; Jerry Knight, Imark.
From left: Lori Bagazzoli, Ledvance; Tammy Reilly and Paul Vaccher, Boz Electric Supply.
From left: Sylvain Boyer, Martin D aoust and JeanFrancois Despres, Futech Ottawa; Richard Comeau, Futech Montreal; Danny Larochelle, Futech Outaouais.
From left: Ken Power, Mississauga Electrical Supply; Tony Didiano, Paul Wolf Lighting & Electric Supply; Diane Orozco, ReadyWire–Electrical Cable Supply; Jimmy Siavelis, Leviton Lighting Canada; Leslie Clarke, Paul Wolf Lighting & Electric Supply.
From left: Kevin Haine and Roland Fuchser, National Cable Specialists; Vera Vandenbosch and Rick Vascotto, ReadyWire–Electrical Cable Supply.
From left: Chris Noah, Aptico Supply; Mike Welch, IPEX Electrical; Jesse Martin, Aptico Supply.
From left: Vince Antilope, Alliance Electrical Supply; Matt Rappaport, Futurplus; Armando Canzio, Alliance Electrical Supply.
From left: Prabhjot Minhas, Sakura Distributors; Rajesh Mittal, Assa Industrial; York Lee, Ameleco Electric; Jason Gadhri, Assa Industrial; Shanil Kumar, Sakura Distributors.
A SUCCESSFUL ENERGY STUDY STARTS WITH DEFINING THE PROJECT SCOPE
BY DR. MICHAEL WRINCH
Energy studies can vary significantly, depending on the facility and the client’s objectives, which is why defining a clear scope of work is crucial for success. When the scope is ill-defined, the result is typically a project that exceeds its budget or fails to meet its objectives... plus an unsatisfied client.
The energy study scope should be realistic and manageable while considering available resources and the complexity of the facility.
To help you navigate the project adeptly and meet the client’s needs and budget without compromising quality, follow these crucial steps for defining, managing, and controlling the scope of work throughout your energy project.
1. Identify and consult stakeholders
Before doing anything else, start by listing the key stakeholders who will be involved and/or engaged over the course of your energy study. Create a
RACI table from that list, designating the roles accordingly:
• Responsible: The engineer or technical team members who are doing the actual work.
• Accountable: The project manager or sponsor who is ultimately accountable for its success.
• Consulted: Stakeholders such as the funders, senior engineers, specialists or consultants who provide expert advice. (N.B.: the funder is not
always the sponsor or project owner. It could be a government agency, for example, that wishes to verify the work has been completed per the requirements of a specific grant.)
• Informed: The project owner, higher management such as the CFO or COO.
Each stakeholder group member will possess a different perspective on the project. Your task is to form a scope that aligns with the overarching goal, stays within budget, and achieves the stakeholders’ desired outcomes. It is important to periodically review the RACI table, especially after each major milestone or phase, change in scope, or personnel.
2. Establish clear objectives
Identify the primary goals of the energy study. This can include identifying areas for energy savings, reducing carbon footprint, conservation, compliance with regulations, improving energy efficiency or adding renewable energy assets. Setting clear, measurable objectives helps to both focus the study and measure its success.
3. Set boundaries for the study
Crucial to the study is the establishment of boundary conditions for both physical aspects and operations. For example, when a regulatory change prohibits the use of certain machines (e.g. coolants), a study may be required to assess efficiency versus cost versus incentives, specifically for cooling purposes in a major factory asset. It is important to decide whether the study will cover the entire facility or concentrate on specific areas, processes, or systems. This decision should align with the objectives and availability of resources.
For example, you have been tasked with assessing the viability of a rooftop solar array to produce electricity, dampen peak demand, etc., then someone suggests the possibility of replacing the existing rooftop units with new ones. It may not be a bad idea, but it is also indicative of scope creep, as it falls outside the boundary of the current study.
4. Create a risk register
Among your initial tasks will be the identification of any risks or constraints
that could impact the study, such as operational disruptions, safety concerns, or outright technological limitations. Once identified, these risks need to be addressed through mitigation or avoidance, or even a presentation to stakeholders (which helps them understand the risks, and could help you develop alternate solutions).
Have discussions with your RACI stakeholders about the study’s limitations and the impact of those limitations. In some cases, mutually agreed-upon, alternative approaches will achieve the same outcomes.
When the whole team has buy-in regarding the risks and solutions involved, you will be able to proceed with confidence.
5. Identify data gaps and associated collection costs
Without access to crucial data that’s needed for completing key objectives, the project’s scope is at risk of becoming inflated.
Assess the availability of data (are there any critical gaps?) and consider whether published assumptions, such as mathematical performance calculations, manufacturer claims for energy efficiency, or published technical papers can be made to improve the study’s validity. When special measurement equipment is necessary for gathering critical data, make sure you fully understand the equipment’s requirements i.e. 6- to 12-month monitoring period.
Evaluate utility bills and, based on project parameters, determine the necessary frequency for energy data collection (hourly or monthly), and gather equipment specifications. Understanding the gaps in data early in your study supports planning for data collection efforts later, if required. In some cases, published assumptions may suffice for demonstrating improved efficiency benefits.
6. Understand the facility’s operations
When providing a quote and initiating the project, ensure you have a thorough understanding of the facility’s operations. This includes the location, processes, equipment, fuel mix, and energy consumption patterns. Identify the equipment and/or systems that
Before doing anything else, start by listing the key stakeholders who will be involved and/or engaged over the course of your energy study.
consume the most energy. Determine whether existing energy management practices are in place.
7. Considerations for regulatory compliance
Investigate and identify any local, regional, or industry-specific regulations to which your project must adhere (as with the coolant example).
Grandfathered machinery, if modified in any capacity, may require full replacement. This will almost certainly impact the study’s scope and methodology.
8. Document your scope; review with RACI
Only now—after you have identified the stakeholders, established clear objectives, identified risks and any gaps in data, investigated pertinent rules and regs—can you create a proper scope document!
While outlining the key study elements, the document should be clear and easy to understand. There is no point in creating a document that bogs everyone down with excessive detail; the goal is to have a document that everyone can comprehend and begin the project.
The scope document is to be reviewed for alignment and commitment by key stakeholders, then signed-off by the relevant parties and funder(s).
As you can see, a lot of work goes into creating a well-defined scope, yet it is the foundation upon which a successful energy study is built, leading to actionable insights and tangible improvements in energy efficiency.
Dr. Michael Wrinch is the founder of Hedgehog Technologies, an electro-mechanical engineering firm with over 20 years of operations. Hedgehog is a team of diverse engineers that manage innovative projects across the world, including designing military-grade submarines and operating the first smart microgrid in Canada. Before founding Hedgehog, Wrinch served as a forest firefighter, fighting fires across Canada.
SARAH HODGES HELPS ANSWER THE QUESTION: When are you really ready for construction software?
BY ANTHONY CAPKUN
Digital transformation: a phrase that suggests something lofty, confusing, business-altering... and expensive. In some contexts, it may end up being just that. But let’s not forget that many transformations have already occurred, and we’ve embraced them... either by our own volition because we understood the value proposition, or because the choice was made for us. I’m thinking about:
• The fax machine.
• The personal computer.
• Email instead of snail (regular) mail.
• Excel spreadsheets instead of multiple pages of notes and files.
The construction industry has, in fact, been undergoing a digital transformation for many years, right alongside the rest of society. But whereas hardware may have once ruled supreme, the emphasis these days is on the software that runs on that hardware, and how it can help you better tackle and streamline business processes.
Which begs the question: how do you know you are ready for software that is specific to trade contractors? Do you have to be a contractor of a certain size (i.e. large) before you even think about this?
“I don’t think you have to be a large contractor to benefit from technology,” says Sarah Hodges, chief marketing officer with Procore Technologies. “In fact, I often think that smaller companies can benefit more than the large ones because technology can give them efficiency
“I often think that smaller companies can benefit more than the large ones because technology can give them efficiency gains that puts them in a category above their competitors.”
gains that puts them in a category above their competitors; it helps them perform better, and makes them look larger than they actually are, which can be very meaningful for winning new work.”
Technology buckets
Hodges is no stranger to the construction sector. Prior to joining Procore, she held several leadership positions at Autodesk, including leading strategy and marketing for the construction business line.
When it comes to the technologies that construction contractors use, she identifies three buckets.
The first is analog technology, which encompasses everything from pens and pencils to notepads and sticky notes.
“In most of our conversations with contractors—like, 9 times out of 10—we talk about moving away from these analog processes to something digital.”
(Like me, Hodges admits she still writes all her notes by hand, so she is not on a mission to eliminate pens and notepads!)
But shouldn’t vital business information be inputted somewhere other than just a notepad?
That’s when we get to her second technology bucket: general project management tools, which include things like Google Sheets, Excel, etc., “that add some sophistication to your workflow”.
“In fact, subcontractors use some of the most sophisticated Excel spreadsheets I’ve ever seen! I could never duplicate them!” she laughs. “They’re too complicated for me, but they work for those individuals.”
Now we arrive at the third bucket of “discipline-specific tools”, which include software designed specifically for the world of trade contractors. “Here is where you start to enjoy much more sophistication.”
Turning to discipline-specific tools
Because there are so many discipline-specific tools on the market, I was curious as to what typically drives subs to seek out solutions that go beyond Excel, Google Sheets, etc. Is it tracking hours? Estimating?
“Everyone has their own unique reasons, but what usually rises to the top is efficiency. Teams want to become more efficient; they want to manage time better, manage their budget and resources better... I mean, that’s where money is
won and lost, right? In the effectiveness and efficiency of your resources.”
Hodges cites one survey of subcontractors where respondents indicated that, on average, they spend 40% of their time on inefficient tasks, doing things they really shouldn’t be doing (or redoing) in the first place; things that end up having a negative impact on schedule and budget.
“So the most important things we hear from subcontractors? How can I be more efficient? How can I best manage my projects? How can I best manage my people, their schedules, and their budgets?”
And these efficiencies may be realized by simply having the right data at your fingertips, she explains, “like having transparency into a project to see where it is in terms of progress relative to schedule”.
“But efficiency could also involve identifying the tasks that are left to do, and assigning the right people to those tasks “because that’s their domain; that’s what they’re good at”.
Efficiency can also come from just having a better sense of where your resources are allocated. Have you deployed them well? Are you managing those resources as per the the original schedule?
“That’s where money is won and lost, right? In the effectiveness and efficiency of your resources.”
Predictability and attraction
“A lot of contractors talk about how they want to get to a place where they have greater predictability; a place where know whether they are performing as optimally as possible on any given project,” Hodges says. “They want to know whether they can complete things faster with fewer resources, but that’s very difficult to do without adding a huge degree of sophistication.”
And that tends to be the tipping point, she says, when contractors finally make the leap to discipline-specific tools.
“They want transparency and visibility into their performance, and that leads to seeking out solutions that can help them aggregate and structure data so that they can make meaningful decisions.”
Embracing the latest technologies can also serve as an attraction and retention tool for labour, Hodges says, noting that contractors want to be tech-savvy so that they are able to attract the next generation into the industry—and keep
them there. “That comes up a great deal in conversations.”
Finally, the decision to invest in discipline-specific tools may, ultimately, be made for you. “Owners are now regularly specifying the use of technology for the construction part of the project. They, too, want transparency, which puts pressure on general contractors who, in turn, push that pressure down to the subs.”
A growth mindset
Based on everything I was hearing from Hodges, one thought kept surfacing to the top of my mind: you know you are ready for construction-specific software when you have a growth mindset.
“Okay, I cannot believe that you just said that, because that was going through my mind just now, too!” Hodges laughs. “I absolutely agree. You have to have a change in mindset. You have to be open to doing things differently, to stepping outside of your comfort zone and adopt new ways of working.”
That said, all the various benefits you stand to gain will not be realized overnight. “You can’t just plug in a new technology and expect that you are immediately going to be efficient. For example, I can’t just wake up one day and say ‘I’m going to run a marathon’ and expect to be able to do it.”
Like any new tool, it takes time and flexibility—and buy-in, when others are involved—to get from zero to hero. It’s a journey.
But the results can be tremendous, Hodges insists, “for the individual and their team, and their company, in terms of productivity and efficiency, resource reduction and risk improvement in margins”.
And those discipline-specific tools are becoming increasingly sophisticated, with no signs of slowing. In fact, the areas of insights and risk analysis are only getting smarter.
“Just imagine a world where you can ask your software solution: ‘Tell me what this project might look like based on similar projects’,” Hodges says excitedly. “Imagine the power of that having that information in your hand before you even bid!”
Personalities
Roger Little has been appointed Rexel’s CEO for the United States (succeeding Brad Paulsen), and leader of the U.S.A.-Canada cluster. Little had served as CEO of Rexel Canada since March 2014. Jeffrey Moyle, meantime, becomes CEO of Rexel Canada, reporting to Little. Moyle joined Rexel Canada in 2016, holding positions in the cable and utilities businesses, as well as in supplier relationships and digital.
Source: Rexel
Lori Bagazzoli (top) has been named general manager for Ledvance, Canada Region, where she will lead the sales team across the country. “Lori has been with Ledvance since March 2021 as our Central Region sales manager, and has built a high-performing sales team,” said Jonathan Lubeck, CEO, Ledvance USC. Meantime, Linda Conejo (bottom) has been promoted to regional sales manager, Central Canada. She started with Ledvance in 2001 as a bilingual quotations specialist; her last position before promotion was business development manager, National Accounts.
Source: A. Capkun and Ledvance
Jennifer Eastman is the new president of Imark Canada, a marketing group for electrical and lighting distributors. She replaces Jim Taggart, who announced his retirement effective December 31. Eastman’s career spans over 35 years, with companies such as Legrand Wattstopper, Philips/Signify Lighting, RC Lighting, CSC Lighting, and Brady Canada.
Source: Imark
Nedco Ontario’s general manager, Gerry Drummond, has retired from Rexel Canada after 42 years of service. During his career, he held 13 different roles under the
Drummond welcomes guests to Nedco Electrifest XI.
Source: A. Capkun.
Nedco banner. Drummond led key initiatives, reports Adrian Trotman, vice-president, Nedco Canada, “that restored Nedco Ontario’s standing as a leading electrical distributor for small, medium, and large commercial electrical contractors”.
Alisha MacRitchie has been promoted to the position of sales manager, Ontario Region, at BeLuce Canada, while Vito Vetro assumes the position of contractor sales lead for the Greater Toronto Area (GTA). MacRitchie has demonstrated “her commitment and readiness for new challenges” said BeLuce’s Justin Arghittu, adding that Vetro “brings unparalleled knowledge and a steadfast commitment to mentoring our emerging sales team”.
Source: BeLuce Canada
Brady Canada’s SPC national sales manager, Roch Graveline (top), has retired after 34 years of service. He began his career with Brady Canada in 1989, assuming many positions until landing in his outgoing role. He is succeeded by Landon Keith (bottom), who reports to Jamie Button, country manager.
Landon joined Brady Canada in 2019 as a territory manager.
Source: Brady Canada
Mac’s II Agencies welcomed three new partners: Chris Brams, Andrew Wallace, and Derek Coueffin. Brams possesses 16 years of industry experience, says the company;
Mac’s II Agencies partners (from left): Wes Oliver, Derek Coueffin, Andrew Wallace, Chris Brams, Kyle Embley.
Source: Supplied
Wallace brings 13 years of experience to the table, while Coueffin offers his 10 years of experience to the agency.
Adam Roney has been named Ontario region manager, Electrical Division, at Techspan Industries Inc. He joined the company in 2010, and has been responsible for expanding the customer base and achieving sales growth across multiple regions in the province.
Source: Techspan
Shelley Parker, vice-president, Metering, at Alectra Utilities, was recognized for “Excellence in Trades” at the Greater Niagara Chamber of Commerce’s Women in Business Awards (WIBA), which is awarded to a female tradesperson “who is a leader in the field and an inspiration to women in or seeking to enter the skilled trades”. Parker started her electrical career as a powerline maintainer apprentice with Ontario Hydro in 1990. Her WIBA was presented by Kraun Electric, which has been serving the Hamilton, Niagara, St. Catharines and Burlington areas in Ontario for over 25 years.
Source: Alectra Utilities
Katherine Sparkes has joined Enwave as vice-president, Grid Solutions, where she will lead the launch of a new business platform focused on integrated grid solutions within Enwave’s district networks, customer sites, and the grid.
Before joining Enwave, Sparkes served as director, Innovation, Research & Development, at Ontario’s Independent Electricity System Operator (IESO), managing over 200 projects within the Grid Innovation Fund.
Source: Supplied
Salma Siddiqui has joined Legrand as director of sales, Canada, for the company’s Building Control Systems (BCS) division. Her experience in the electrical industry goes back over 10 years, when she served as district sales manager for TCP Lighting. Over the years, she also had stints with ReneSola, Stanpro, and Westburne.
Source: A. Capkun
Peter Dalton, president of Kingston, Ont.-based Daltco Electric (a member of Groupe Deschênes Inc.), has retired. He served in various industry leadership roles over the years, including board member of Electro-Federation Canada and chair of AD Electrical–Canada. Mark Rogers has been appointed to the position of general manager, assuming overall responsibility for the Daltco business, which will continue to operate as its own entity. He will report to Howie Pruden, vice-president and general manager of Ideal Supply Ltd. (also a Deschênes Group company). Michael Brown has been promoted to the position of manager, Projects, Vendor and Marketing. Andrew Thompson has been promoted to the position of sales manager.
David Eller has joined Westburne as automation manager for British Columbia. Prior to joining the distributor, Eller worked for Gerent LLC, a Salesforce integration company. Prior to that, he worked for Wesco/ Anixter as district sales manager (OEM Sales), and Grainger as senior national account manager.
After a 36-year career at the company, François Anquetil—president of Sonepar Canada—is retiring. He has served as president of Lumen, and vice-president of vendor relations
and chief financial officer for Sonepar Canada. He also served as president of two divisions at Sonepar France. He will remain as acting president through March as he transitions responsibilities to incoming president, George McClean, the former president of National Tire Distributors, who has spent his career at companies like General Motors and W.W. Grainger.
Rick Vascotto, executive vice-president of sales (Eastern Canada) with ECS Electrical Cable Supply, is retiring. His industry career started in the 1980s at Gerrie Electric Wholesale Ltd. In 1985, he moved to Canron Pipe (now IPEX), then spent about 26 years with Nexans. Vascotto then had stints at Southwire Canada and TE Connectivity before joining ECS in 2019.
Beth Beardsley has joined the BC Electrical Association as member coordinator, where she leads the Membership committee and handles any
member enquiries. BCEA is a provincial association of electrical contractors, distributors, agents, and related stakeholders.
The Canadian Renewable Energy Association welcomed Eric Muller as its new director for Ontario. Prior to joining CanREA, Muller worked in a variety of roles at Ontario Power Generation, QUEST Canada, and Ontario’s Independent Electricity System Operator.
Ideal Industries Inc. promoted Doug Sanford to chief operating officer (COO)—a new position in the company. In this role, he is responsible for the organizational strength and performance of the three global brands under the Ideal umbrella: Ideal Electrical, Anderson Power, and Enatel.
We’re limited by space here, but have plenty of room online! Read the news behind the news Visit EBMag.com and click “News”.
Adrian Steel ladder racks are designed to make loading and unloading ladders easier and more ergonomic, but their most important function is helping you make it safely home at the end of each day.
ProLiftTM elevates safety by lifting ladders with unique, patent-pending mechanical advantages and dampers. Ladders can be raised and lowered effortlessly. Requiring up to 50% less effort from you to do the job, ProLiftTM helps reduce back and shoulder injuries. With Adrian Steel, ladders stay put and you stay safe, it’s as simple as that. Learn more about ProLiftTM and our ProfileTM rack system at adriansteel.com
“SIGNIFICANT CHANGES” TO THE SAFETY RULES
The Infrastructure Health & Safety Association (Ontario) advises that the updated Electrical Utility Safety Rules book (EUSR) includes the following “significant changes”, effective January 1.
The term Testing Facility replaces Certified Laboratory throughout the EUSR.
Rule 103 “Personal Conduct” specifies that electronic devices must not be used in workplace(s) where they will affect the safety of work being performed.
Rule 110 “First Aid” requires that AEDs [automated external defibrillators] be provided, maintained, and suitably located onsite when two or more workers are working in an energized electrical environment.
Rule 114 “Safe Conditions for Work” explains that:
• Work requiring the application of the Utility Work Protection Code (UWPC) must be strictly followed.
• Recertification in the UWPC must be completed every 27 months or earlier.
• All UWPC training must be given exclusively by Hydro One, IHSA, or an IHSA Member Employer who maintains certification through the Train the Trainer program.
Rule 119 “Use of Temporary Grounds” requires that temporary grounds be test-
ed annually and marked with a legible expiry date.
Rule 122 “Working Alone” outlines that, when a second worker is required, they shall be:
• Knowledgeable in the hazards associated in the task being performed.
• A suitably equipped, competent worker who can perform rescue operations, including CPR and AED.
• Available and positioned to see the worker performing the work.
The IHSA Supplemental rule on Line Clearing Operations now includes the “Ground- to-Ground Rule for Line Clearing Operations”, which specifies that authorized workers may be permitted to ascend/descend vegetation without rubber gloves provided that it’s outside the restricted zone, according to Rule 129 “Safe Limits of Approach: For Authorized Workers”, and that all climbing equipment and the climber can remain outside of proximity while ascending/descending.
Once aloft, appropriately rated gloves must be worn when entering proximity, maintaining the Safe Limits of Approach for tools, equipment, and the authorized worker while removing vegetation.
Ledvance Value Class dualselectable T-FIT
Source: Ledvance
The Ledvance T-FIT fits in T-bar ceilings as an alternative to flat panels in offices, conference rooms, restaurants, and retail areas. This solution is simple to install, as the four bars simply connect with a click. T-FIT is offered in three colour temperatures (3500 K, 4000 K, 5000 K) and three lumen outputs in the same SKU, and three sizes: 1×4 and 2×2 (25 W, 30 W, 35 W) and 2×4 (35 W, 40 W, 45 W) (ledvanceus.com).
Mersen Amp-Trap fuses expanded
Source: Mersen
Mersen has expanded its line of Amp-Trap 15.5kV E-rated bolt-in transformer fuses. By expanding the coverage of the bolt-in mount fuses at the 15.5-kV voltage class to 10E-300E ratings, the company says it can provide “superior protection to a wider range of applications”. Amp-Trap E-rated fuses are used to protect gear and transformers, and are designed to withstand transformer magnetizing inrush current while delivering overload and short-circuit protection (ep-ca.mersen.com).
ATTENTION CONTRACTORS, WHOLESALERS AND ENGINEERS!
The path forward requires the fostering of diverse, equitable, and inclusive workplaces. Discover the strategic advantages of recruiting and retaining talent from traditionally underrepresented groups, including Indigenous communities and newcomers to Canada.
Industry leaders in the mechanical, electrical, plumbing, and general contracting sectors will lead and participate in crucial discussions, sharing insights on building a workforce that reflects the rich tapestry of Canada’s talent. Explore how embracing inclusivity propels innovation, fosters growth, and positions your organization as an employer of choice, creating a workplace where everyone thrives.
KEYNOTE SPEAKER
Rubiena Duarte
VP of Diversity and Inclusion at Procore NAVIGATING UNCONSCIOUS BIAS
PANEL 1:
BUILDING & MAINTAINING YOUR CULTURE OF INCLUSION
From Intent to Impact: Dive into proven steps to establish an inclusive workplace culture, with practical insights on enforcement for transformative change.
Hosted by Mary Van Buren
President
PANEL 2:
PUTTING YOUR CULTURE OF RECRUITMENT INTO PRACTICE
Elevate Your Team: Explore the undeniable business benefits of recruiting from non-traditional talent pools for enhanced innovation, resilience, and sustainable success.
Hosted by Martin Luymes VP Government and Stakeholder Relations
PANEL 3:
LEVERAGING YOUR INCLUSIVE WORKPLACE AND BECOMING AN EMPLOYER OF CHOICE
Inclusive Excellence: Learn the strategic secrets to transform your workplace into a sought-after employer of choice, attracting top talent with a culture of innovation, belonging, and sustained success.
Hosted by Michelle Branigan
CEO
SPONSORED BY:
Eaton Brightlayer to manage energy use
Source: Eaton
Eaton aims to help homeowners navigate new electrification technologies via the Brightlayer Home app and Wi-Fi wiring devices that, combined, provide homeowners with more options to view, manage, and control energy usage based on their preferences and sustainability goals. After a qualified electrician has installed Eaton’s smart devices, Brightlayer walks homeowners through the setup, where they choose the devices to be connected, such as breakers, switches, dimmers, receptacles, or fan speed controllers (eaton.com).
EM511 Series energy meters
Source: Carlo Gavazzi says its EM511 Series 1-phase energy meters are suitable for load balancing in electric vehicle charging, and solar PV and energy storage applications. They are designed for 1-phase energy metering for Levels 1 and 2 EV charging applications, and meet the requirements of energy analysis in Industrial and Building automation energy efficiency applications, for MID fiscal cost sharing, cost allocation
and power metering. The EM511 Series is bi-directional, thereby enabling the separate measurement of imported and generated energy (gavazzionline.com).
Manage multiple loads with Intermatic ETW
Source: Intermatic Intermatic’s ETW Series 365-day programmable Wi-Fi timers allow users to manage multiple loads from various locations. They combine scheduling features (e.g. 7-day Astronomic programming, 256 ON/ OFF events) and include the ability to control the smart timer via the Connect app or voice-assistant platforms. Available in a two-circuit (ETW2CP) or three-circuit (ETW3CP) model, the ETW Series allows for scheduling of outdoor and indoor lighting, motors, pumps, and more (intermatic.com).
M18 Force Logic single-channel strut shear and dies
Source: Milwaukee Tool Designed with both a front support plate and a shear plane indicator, the shear allows you to align your mark for precise measurement. To enhance safety, the strut shear eliminates any exposed blades. To
drive productivity, the tool provides “installation-ready” cuts by eliminating the need for filing or deburring after a cut. In addition to the single-channel strut shear, Milwaukee is launching compatible shearing dies (milwaukeetool.ca).
Fluke wire tracers up to CAT IV 600V
Source: Fluke
The 2052 Advanced and 2062 Advanced Pro wire tracers promise to accurately and safely troubleshoot energized and de-energized wires in environments up to CAT IV 600V. They feature different modes and functions to help you troubleshoot a range of electrical wiring and circuitry problems, and will protect you from transient overvoltage spikes up to 8000 V. Both are available in kits that come with everything required to start tracing wires and circuits (fluke.com).
Prysmian Lifeline RC90 fire-resistive cables
Prysmian’s Lifeline RC90 cables are designed with “unique, ceramifiable silicone technology” to allow communication and power systems to remain operational during extreme fire conditions. Applications for the cables could include anything from fire pumps and emergency ventilation systems to backup power systems and elevators (prysmiangroup.com).
Fat Truck welcomes several new vehicles
added several new vehicles to its Fat Truck roster. The 8x8 models are built for demanding terrains, offering the capability to transport up to 5000 lb of payload, or accommodate a crew of up to 16 individuals. The 2.4 Pickup is a 2000-lb amphibious vehicle with a hydraulic motor per wheel. The 2.8 Wagon and Pickup represent the evolution of their predecessors (the 2.8C and 2.8P), boasting an 11% power increase and over 40 new/enhanced features (fattruck.com).
Manage energy needs, from genset to microgrid
Caterpillar’s Cat ECS is a suite of integrated, connected and scalable controllers that allow users to manage their energy needs. The range includes the Cat ECS 100, a standby control system available on new standby, gas fast-response and prime power gensets in select regions. The ECS 200 adds genset paralleling capability along with product updates for advanced features (cat.com/catecs).
Source: Zeal Motor Inc. Zeal Motor has
Source: Caterpillar Inc.
The EstimatOR
DAN BERESFORD AND JOHN F. WIESEL
Bring certainty to wire and cable estimates
Making a mistake when estimating the length, size, and/or type of wire can cause significant cost overruns and delays, require additional labour and, potentially, eliminate any profit—or even cause a financial loss—on the job.
You want to get this right.
Start by reviewing the civil and mechanical drawings for any structures or equipment that we will need to work around. Only then can we takeoff the installation of conduit and wire to connect the myriad of boxes, panels, and equipment indicated on the drawings.
To put together a takeoff that ends up being close to the actual installation onsite, you must use all the documents provided—in combination with your own common sense and experience.
Follow the specs with regard to the size and type of wire or cable (if provided) and ensure it complies with the electrical code for your jurisdiction. If you are undertaking design-build work, and the wire or cable is not specified, then you need to perform the necessary code-compliant calculations to determine wire and cable requirements.
The most common mistakes when estimating wire and cable include:
• Inaccurate measurements when taking off runs from a drawing.
• Not setting the scale according to the drawing.
• Not allowing drops from the ceiling or rises from the slab to panels and boxes.
• Not allowing sufficient length to make connections in boxes, panels, or equipment.
• Not having the right number of wires—including neutrals and ground wires—where required.
• Missing runs during the takeoff.
• Not following the specs (especially when they show the maximum length of wire for voltage drop before the wire needs to be upsized).
When ordering wire and cable for a job, you need to work closely with your suppliers to get accurate pricing, availability, and timely delivery. Should the specs identify a particular manufacturer, then you need to follow that requirement for pricing.
Remember, an estimate is only a budget: your job is to make it as accurate as possible.
John F. Wiesel is the president of Suderman Estimating Systems Inc., and has been estimating and teaching estimating since the early 1980s. Dan Beresford served as an electrician in the Canadian Navy, then worked in various roles in the electrical sector before joining Suderman.
CODE conundrum
RAY YOUSEF
Ray is a code engineer with Ontario’s Electrical Safety Authority
TACKLE THE CODE CONUNDRUM... IF YOU DARE!
Welcome to the newest round of questions that test your knowledge of the CE Code-Part I. Answers will appear in the April 2024 edition of Electrical Business Magazine, and online at EBMag.com under Features.
QUESTION 1
What is the maximum allowable ampacity for a #6AWG T90 Nylon run in conduit containing 6 #6AWG T90 Nylon, 12 #14AWG TWU75 and 7 #12AWG TW75?
a) 65 A c) 39 A
b) 55 A d) 33 A
QUESTION 2
Areas where paint finishes are regularly applied by spraying and there is adequate ventilation, the interior of spray booths—and their exhaust ducts—are considered:
a) Zone 0 c) Zone 2
b) Zone 1 d) Zone 20
QUESTION 3
When receptacles in a trailer park are mounted vertically, the CE Code requires the U-ground slot to be:
a) At the top
b) At the bottom
ANSWERS
Electrical Business, December 2023 ed.
Question 1
For the identification of intrinsically safe wiring, which of the following methods is acceptable:
e) a and c. Rule 18-064.
Question 2
When only 4 conductors of an 8-conductor cable (not marked LP) are used for power, the ampacities obtained from Table 60 must be multiplied by:
c) 1.4. Rule 16-330(3).
Question 3
TC-ER cables may transition exposed between cable trays when supported at intervals not exceeding 1.5 m, and mechanically protected by acceptable means or by location.
a) True. Rule 12-2202.
How did YOU do?
3 • Seasoned journeyman 1 • Apprentice
2 • Need refresher training 0 • Just here for fun!
DAVID PILON
Grounding,
bonding, and the goal of equipotentiality
We have used the terms bonding and grounding interchangeably in the CE Code for systems under 1000V for many years; not surprisingly, this causes confusion and a lack of understanding as to the difference between the two.
Grounding is one of the most important aspects of electrical or electronic system design, yet the practice remains largely misunderstood by many engineers and electricians.
Let’s take a closer look at grounding and bonding, and use some examples to help bring clarity to the confusion.
Grounding is the intentional connection to earth (or common reference) through a grounding electrode for the purposes of stabilizing the electrical system and creating a safety ground (which is equipotential to the location of the system).
Bonding is the permanent and continuous conductive path to the source grounding connection, with sufficient ampacity to carry any current imposed upon it back to the source. This facilitates the operation of the protective devices in the circuit and ensures equipotentiality within the system.
(Equipotentiality is the state in which conductive parts are at an equal electrical potential.)
Through these definitions, we can see that two purposes for grounding are to:
• ensure safety of persons and property from electric shock and fire by creating a stabilized system, referenced to the earth, and
• ensure that the system is at the same potential, whether under a fault condition or a lightning strike.
Two purposes of bonding are to:
• protect persons and property from shock or fire by ensuring equipotentiality of the system, and
• provide a path that is sufficient to conduct a potential fault back to its source, thereby facilitating the operation of overcurrent devices.
With these definitions and examples, we begin to understand how grounding and bonding fit within our electrical systems.
But what about this equipotentiality thing I keep talking about, and what does it have to do with grounding or bonding? When we have metallic parts that are not bonded together, there is the possibility of a potential (electrical) difference between two parts.
Think of a receptacle and the two metal connections within. If the Hot side were to energize a piece of metal that had no reference to the source, then it would simply remain energized (potential). Were you to then touch that piece of metal while at the same time touching something that was bonded back to the source, you would be shocked, or possibly even electrocuted.
By bonding the piece of metal, we create a substantially equal electrical potential. This prevents that piece of metal from maintaining an unsafe potential that may injure or kill someone,
With
and facilitates the operation of our overcurrent protective devices should that piece become energized.
When a facility is large, or there are multiple buildings spread over a large area, how do we ensure that the earth upon which this structure(s) is situated is at the same potential as the service feeding the site?
One way is equipotential grounding. Here, we install a grounding electrode connected only to the system bond, which effectively ensures that the earth at the next building (or some far-flung corner of a large facility) is at a substantially equal potential to the main service—wherever it may be.
On a farm, equipotential grounding can help mitigate tingle voltage issues. In the case of a lightning event, it can help dissipate that potential energy over a larger area. In both cases, we are providing a system that helps protect people and property from shock and fire hazards.
In short:
• Bonding is the method
• Equipotentiality is the goal
Now, if we could just change the language within the trade—so that we only speak of grounding when we are actually setting our reference, and everywhere else we speak of bonding (to ground)—we would have a lot more clarity in our discussions.
Consult your Authority Having
David Pilon is manager, Electrical Inspections, at Technical Safety Authority, Saskatchewan (TSASK). He also serves as vice-chair of the Canadian Certified Electrical Inspector (CCEI) committee of the International Association of Electrical Inspectors (IAEI), Canadian Section. He can
reached
david.pilon@tsask.ca.
The MEET (Mechanical Electrical Electronic Technology) Show returns to Moncton... This iconic biennial event draws exhibitors and visitors from throughout Canada and the US, showcasing the very latest products and services available to the mechanical and electrical industries in today’s market.
