Road2Growth Issue 2 2026

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I S S U E 2 2025

I N F R A S T R U C T U R E — T H E F O U N DAT I O N T O E C O N O M I C G R O W T H

F E AT U R E S

14

UNDERSTANDING THE MANITOBA JOBS AGREEMENT

16

RURAL CONSTRUCTION IN MANITOBA: CHALLENGES AND OPPORTUNITIES

18

COLLEEN MUNRO AWARDED THE LIEUTENANT GOVERNOR’S AWARD

26

WORKING EFFICIENTLY: HOW AI CAN SUPPORT SMALL HEAVY CONSTRUCTION BUSINESSES

28

SIGNASUR: TRANSFORMING CCDC AND CCA CONSTRUCTION DOCUMENT MANAGEMENT

EDITORIAL 7

From the Director’s Desk

8 Member Benefits 21 Industry Leaders 24 Innovation Alley 31

Advocacy Works!

32 WorkSafely • Message from the Director • Training Schedule • Health & Safety News • Safety Spot Check

BOARD OF DIRECTORS MHCA EXECUTIVE COMMITTEE Board Chair John Highmoor, B.A., B.Sc. (C.E.), Tri-Core Projects Vice-Chair Kevin Brown, P.Eng., G.S.C., Maple Leaf Construction Ltd. Immediate Past Chair Dennis Cruise, CET, G.S.C., Bituminex Paving Ltd. Secretary Tony Teixeira, J.C. Paving Ltd. Treasurer Marcel Machado, B.Sc. (C.E.), Green Infrastructure Partners Inc. President and CEO Chris Lorenc, B.A., LL.B. EXECUTIVE DIRECTORS AT LARGE Nicole Chabot, B.A. G.S.C. L. Chabot Enterprises Ltd. Richard Wilson CET, G.S.C. M.D. Steele Construction Ltd. BOARD DIRECTORS Michael Byrne Denis Collet, B.Comm Dr. Nelson Ferreira Michelle Magdic Joel Martens Peter Paulic Todd Turner

AON Reed Stenhouse Inc. Gravier Collet Gravel Inc. Trek Engineering BFL Canada Bayview Construction Ltd. Brandt Tractor Ltd. E.F. Moon Construction Ltd.

40 WorkForce Development 43 Industry Steps Out 44 You Gotta Know 46 Advertiser Product & Service Centre

Road2Growth is published four times per year by Craig Kelman & Associates Ltd. on behalf of the Manitoba Heavy Construction Association.

Unit 3 - 1680 Ellice Avenue, Winnipeg, MB R3H 0Z2 Tel: 204-947-1379 www.mhca.mb.ca All rights reserved. Contents may not be reproduced without express consent of the publisher. ©2026 Publication Mails Agreement #40065075 Return Undeliverable Items To: Manitoba Heavy Construction Association, Unit 3 - 1680 Ellice Avenue, Winnipeg, MB R3H 0Z2 EDITORIAL AND ADVERTISING OFFICES 3rd Floor - 2020 Portage Avenue, Winnipeg, MB R3J 0K4 Tel: 866-985-9780 www.kelmanonline.com Managing Editor: Scott Kelman Marketing Manager: Kris Fillion Design/layout: Tabitha Robin Advertising Coordinator: Sabrina Simmonds

ABOUT The MHCA is a prominent membership-based advocate for the heavy construction and related industries in Manitoba, representing over 400 contractors, suppliers and financial companies.

Founded in 1943, the MHCA advances progressive public policies and innovative programs in a manner consistent with the broad public interest.

The MHCA serves as the primary ‘go to’ resource for the heavy construction and related industries for information, networking, public policy advocacy and member services.

It promotes sustainable investment in core infrastructure – streets, highways, bridges, water/wastewater systems, active transportation, water-control structures, trade gateways and corridors – to support economic growth and social development that benefits our province and country.

MHCA champions workplace safety education and training through its leading-edge WorkSafely program established in 1990.

It actively participates in local, provincial, regional and national advocacy groups and collaborates extensively with public and private-sector stakeholders to advance common core values, including economic growth, diversity, and safe work, which benefit our communities, province and country.

It has an earned reputation for effective advocacy.

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I S S U E 2 2026

R E T U R N TO C O N T E N T S

Chris Lorenc, B.A., LL.B. President and CEO, MHCA

FROM THE PRESIDENT’S DESK

CITY LEADERSHIP MUST DRIVE WINNIPEG’S ECONOMIC FUTURE As Winnipeg gears up for a municipal election this fall, voters should focus on one defining issue: which candidates will lead economic growth as the foundation for the city’s future?

There is a simple truth that is too often lost in political debate: growing the economy is job #1 for every level of government. Not because it is the only priority, but because it enables all others.

Economic growth funds roads, transit, housing, public safety and community services. This is not an ideological argument. It is a practical one. Without sustained growth, governments cannot maintain the services that define quality of life.

Growth is not everything, but without it, everything else becomes harder.

That reality is becoming increasingly clear across Canada.

In 2022, then-Winnipeg mayoral candidate Scott Gillingham emphasized growth as a civic priority. Manitoba Premier Wab Kinew later summarized the relationship between growth and public services by stating that “the economic horse pulls the social cart.”

Events since 2024 have reinforced that thinking. Global instability, supply chain disruptions and changing trade dynamics have pushed governments to focus more aggressively on economic resilience, infrastructure investment and domestic growth.

Manitoba has responded with a Provincial Economic Development Strategy and commitments aimed at R E T U R N TO C O N T E N T S

streamlining investment and expanding economic capacity. Federally, Prime Minister Mark Carney has also signaled a stronger focus on trade, energy and nation-building infrastructure.

The question now is whether Winnipeg’s municipal election candidates will match that urgency.

Too often, municipal campaigns focus on neighbourhood disputes and short-term controversies while overlooking the bigger question: how Winnipeg will grow its economy and sustain public services for the future.

That must change.

The city’s long-term financial pressures are obvious. Infrastructure deficits continue to grow. Public expectations for services continue to rise. Provincial governments facing their own fiscal constraints will not be able to solve every municipal challenge through additional funding.

Winnipeg therefore needs leaders who understand that economic development is not a side file at city hall.

It is central to the city’s ability to function.

The next mayor and council should be judged on whether they have serious plans to attract investment, improve permitting timelines, support workforce growth and strengthen Winnipeg’s competitiveness against other Canadian cities.

The city also needs stronger internal leadership focused specifically on economic development. Establishing a deputy chief administrative officer dedicated to economic growth, reporting

through the chief administrative officer to the mayor and council, would bring focus, accountability and coordination to an area that is currently, fragmented across departments.

This is not about expanding bureaucracy. It is about ensuring economic growth receives the same level of strategic attention as finance, public works or transit.

The stakes are particularly high because Winnipeg is not just another municipality. The Capital Region generates roughly two-thirds of Manitoba’s GDP. The city’s success directly shapes the province’s economic future.

That means municipal leadership matters far beyond city boundaries.

As election campaigns begin, voters should demand that candidates explain not only which services they want to improve, but how they will pay for them sustainably. Promises without growth strategies are no longer enough.

Voters deserve clear answers.

The upcoming municipal election should not simply be a debate about managing decline more effectively. It should be a debate about growth, ambition and long-term competitiveness.

Winnipeg’s future depends on leaders willing to make economic growth the city’s defining priority.

Chris Lorenc, B.A., LL.B. President and CEO, MHCA I S S U E 2 2026

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ANY COMPANY WORKING WITH THE HEAVY CONSTRUCTION INDUSTRY IN MANITOBA

WILL BENEFIT FROM MEMBERSHIP.

Members say five of the biggest reasons they value the association are:

1

NETWORKING Our members, big and small companies throughout Manitoba, meet and learn from each other at our premier events and by participating in our standing committees, where industry, policy and budget concerns are addressed.

2

ADVOCACY The MHCA is a prominent advocate respected across Manitoba for its informed and progressive approach to shaping public policy. It is often sought out for advice and opinion by media, governments and the public.

3

MEMBERSHIP DIRECTORY & EQUIPMENT RENTAL RATES GUIDE This directory is the go-to tool used by contractors, suppliers, government and purchasers of all industry services in Manitoba. It includes the annually updated and relied-upon equipment rental rate guide.

4

SAFETY TRAINING The MHCA WorkSafely Program, established in 1990, provides workplace safety and education training to reduce workplace incidents. This includes the Certificate of Recognition (COR®) recognized by SAFE Work Manitoba as the required safety training standard.

5

HEAVY NEWS Our weekly newsletter keeps members aware of MHCA activities, events, concerns, advocacy activities and includes tender ads and results.

Are You Interested in Joining?

Visit https://mhca.mb.ca/membership or contact Christine Miller, MHCA Operations Manager, at 204-594-9053 or christine@mhca.mb.ca.

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I S S U E 2 2026

R E T U R N TO C O N T E N T S

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MEMBER BENEFITS

CALENDAR OF EVENTS AUGUST 12

MHCA Golf Classic

Quarry Oaks, Steinbach, Man.

Leaders’ Forum

Victoria Inn and Conference Centre

OCTOBER 5

NOVEMBER 20

Awards Breakfast, AGM, Chair’s Gala

RBC Convention Centre

Be sure to read the Heavy News, check out www.mhca.mb.ca, Facebook, Instagram, LinkedIn or contact Christine Miller, Operations Manager, at 204-594-9053 or christine@mhca.mb.ca for information on additional events throughout the year.

MEMBER UPDATE Welcome New Members!

Thank you to all our current members, and welcome to our newest members!

R E T U R N TO C O N T E N T S

I S S U E 2 2026

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MHCA PUBLICATIONS ESSENTIAL BUSINESS TOOLS

MHCA’s publications are widely circulated, reaching the desks of the heavy construction industry, purchasers of its related services, stakeholder and business associations, government leaders, senior decision makers and numerous other government officials at all levels.

I S S U E 2 2026

Workforce Development

WORKING EFFICIENTLY:

Inovation Alley

HOW AI CAN SUPPORT SMALL HEAVY CONSTRUCTION BUSINESSES

INSIDE Industry Leaders

PM#40065075 Return Undeliverable Items To: Manitoba Heavy Construction Association, 3-1680 Ellice Avenue, Winnipeg, MB R3H 0Z2

I N F R A S T R U C T U R E — T H E F O U N DAT I O N T O E C O N O M I C G R O W T H

O F F I C I A L P U B L I C AT I O N O F M A N I T O B A H E AV Y C O N S T R U C T I O N A S S O C I AT I O N

QUARTERLY MAGAZINE Road2Growth – INFRASTRUCTURE: the foundation to economic growth MHCA produces a quarterly magazine, Road2Growth – Infrastructure: the foundation to economic growth, which focuses on profiling the work of the heavy construction industry, including MHCA advocacy and WorkSafely news.

HEAVY NEWS › Distributed to members, elected officials, senior public administrators and related stakeholder communities › Provides current tender ads and results › Posted online at www.mhca.mb.ca and via social media; delivered electronically every week by email 2026 MEMBERSHIP DIRECTORY &

UNIT 3 – 1680 ELLICE AVENUE, WINNIPEG, MB R3H 0Z2

204-947-1379

WWW.MHCA.MB.CA

2025

EQUIPMENT RENTAL RATES GUIDE

MHCA2026_Covers.indd 1

2026-02-11 3:30 PM

MEMBERSHIP DIRECTORY & EQUIPMENT RENTAL RATES GUIDE › The annual MHCA Membership Directory & Equipment Rental Rates Guide is the definitive reference guide and business tool used by industry and purchasers of its services › This “go-to” guide lists members and the full scope of the products and services they offer › The only heavy equipment Rental Rates Guide in Manitoba › Public and private sector project owners use the directory to contact suppliers of services, including contractors, materials, equipment, aggregates, oils, design and engineering

MHCA WEBSITE Our website – www.mhca.mb.ca – promotes our vision, mission, services and provides members with the latest news, policy briefs and WorkSafely materials and resources, including the new e-News.

Connect with us on: @manitobaheavy

Manitoba Heavy Construction Association

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UNDERSTANDING THE MANITOBA JOBS AGREEMENT WHAT IS THE MJA AND HOW DOES IT AFFECT THE CONSTRUCTION INDUSTRY?

Adriana Mingo Manitoba Heavy Construction Association

Three industry groups – the Winnipeg Construction Association (WCA), Manitoba Heavy Construction Association (MHCA), and the Construction Association of Rural Manitoba (CARM) – are urging contractors across Manitoba to pay close attention to the controversial Manitoba Jobs Agreement (MJA), as construction associations raise concerns about how the framework will increase project costs, while also affecting bidding, labour requirements, and project delivery across the province.

What is the MJA? The MJA, announced by the provincial government in September 2025, is a complex agreement that incorporates multiple collective agreements whose provisions are binding on 14

all contractors – unionized and nonunionized alike – working on provincially funded projects in Manitoba valued at more than $50 million.

The MJA models give union contractors an unfair advantage over open-shop firms, by providing preferential treatment to unionized contractors, even though 88% of Manitoba’s construction workforce is employed in non-union environments.

Creating additional risk on projects “The MJA fundamentally changes the labour relations environment for openshop contractors,” said Darryl Harrison, President and CEO, WCA. “Contractors may have to adjust wages, restructure health, welfare, and pension benefits, and navigate union-specific payments they may not be familiar with. The agreement also introduces mandatory payments to the Manitoba Building Trades Council (MBTC), creating added cost uncertainty and financial risk on projects.”

Harrison noted that the MJA also creates significant scheduling risk for projects. Much of that risk stems

I S S U E 2 2026

from the contractor’s inability to fully control staffing decisions. Under the MJA, contractors will be required to hire through a union hall rather than select their preferred workers directly.

He adds that the process and timelines for obtaining workers through the union hall are unclear, which can delay access to needed staff. Without full control over staffing resources, contractors face a greater risk of project delays and may be unable to complete work within planned timelines.

According to Harrison, these factors collectively create a higher risk profile for open-shop contractors, leading many Manitoba contractors to avoid MJAaffected projects altogether.

Additional costs Every hour worked on an MJA-covered construction project now carries an 85-cent charge per hour, per worker, collected from contractors and directed to a union organization.

“It’s highly unusual in publicly-funded, tendered projects to require industry the obligation of paying to a third party,” said R E T U R N TO C O N T E N T S

The MJA models give union contractors an unfair advantage over open-shop firms, by providing preferential treatment to unionized contractors, even though 88% of Manitoba’s construction workforce is employed in non-union environments. that the Auditor General of Manitoba investigate this fee and the broader accountability failures of the agreement.

Chris Lorenc, President and CEO, MHCA. “It is unheard of in Manitoba’s experience.”

Lorenc noted, in this case, the MBTC receives a fee that is not paid through the project owner, in this instance the Province of Manitoba, but is instead assessed at an hourly rate per worker on each project. The amount, currently 85-cents per worker per hour, is not established by the project owner but rather by the MBTC itself.

Lorenc further added that there appears to be no clearly identified benefit, purpose, accountability mechanism, transparency requirement, or measurable return associated with the collection and use of these funds. As a result, questions arise regarding how the funds are utilized, what value they provide to the industry, and, more importantly, what tangible benefit is delivered to the public in exchange for these payments.

Industry associations estimate that these fees can increase project costs by 20% or more.

In the spirit of accountability, the associations have formally requested R E T U R N TO C O N T E N T S

Impacts on workforce and rural companies There are currently two projects tendered that are subject to an MJA – the new emergency department at the Victoria General Hospital in Winnipeg and four new schools in Winnipeg and Brandon.

Other projects expected to be tied to the MJA are the Dauphin Centre for Justice and the twinning of Highway 1 East to the Ontario Border.

The school in Brandon would be an attractive project for contractors to bid on – especially for those based in rural Manitoba.

“Small rural construction companies, often with only five to 10 employees, face major administrative and workforce challenges on MJA projects,” said Shawn Wood, Executive Director, CARM. Owners are typically working onsite while also handling payroll and administration, making it difficult and time-consuming to track changing employee wages and project assignments. Hiring additional administrative staff adds costs many small businesses cannot absorb.

Wood highlighted that another key issue is workforce eligibility requirements tied to hours worked. Family-run businesses often want to bring in younger family members or recent high school graduates, but those workers may not qualify for MJA projects because they lack the required hours.

This problem extends beyond families to small rural communities, where business owners have close ties to local youth and residents they want to recruit into the trades. Because these new workers cannot immediately participate on MJA projects, and there may not be enough non-MJA work available, companies

risk losing potential workers to other industries or employers.

“If you’re a small company and you need to hire workers for a project going through a union hall, that increases your chances of being unionized or certified,” said Wood. “And again, that’s a risk that a lot of these companies don’t want to take. They’ll just stay away from bidding the project all together.”

Undermining construction innovation Harrison said the province’s original MJA wording stated that only on-site construction work would be governed by MJA rules on wages, benefits, and hours.

However, he noted the rules have been changed mid-project, so that the MJA also applies to some pre-fabrication work completed in manufacturing facilities. He said this undermines a major construction innovation as pre-fabrication aims to improve efficiency and reduce costs.

According to Harrison, the change will increase project construction costs both through additional MJA-related fees and by limiting more efficient building methods.

“We’re concerned that the added risk and complexity is resulting in fewer Manitobans working on these projects than would normally be the case. Some Manitoba subcontractors are choosing not to participate because of the MJA, which is opening the door for more out-of-province contractors to bid on the work,” said Harrison. “In that sense, the outcome is contrary to the intent of the MJA, as it may increase, rather than reduce, reliance on out-of-province workers.”

To create awareness and draw attention to the issue, the three associations have launched a public media campaign, highlighting red flags within the agreement on social media, billboards, and radio stations throughout Manitoba. For more information, visit redflagmanitoba.ca.

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Photo credit: Alternative Group.

Victoria East, Brandon, Man., Industrial Park Civil Infrastructure, 2025

RURAL CONSTRUCTION IN MANITOBA:

CHALLENGES AND OPPORTUNITIES Julia Waterer Contributor, Craig Kelman & Associates

In prairie provinces like Manitoba, the building and maintenance of civil infrastructure can be complicated when population centres, economic drivers and built assets are spread over hundreds, if not thousands, of kilometres. Distance is not the only challenge, either; many rural construction projects have unique roadblocks that require special logistical considerations, advocacy and assessments.

“Rural heavy construction differs fundamentally from urban – ‘inside the Perimeter Highway’ – work in scale, environment, and constraints,” said Shawn Wood, Executive Director of the Construction Association of Rural Manitoba (CARM). “Rural projects often involve larger distance, less developed infrastructure, limited access 16

to utilities, and more variable site conditions (e.g., soft soils, wetlands, or agricultural land). Urban construction, by contrast, typically operates within tighter spaces, with more existing infrastructure but also more regulatory complexity, traffic management, and public disruption concerns.”

To deliver on major infrastructure projects in a rural setting, there are certain aspects that can affect delivery, especially timelines.

“Projects in rural settings require more planning around logistics and sequencing,” said Wood. “Mobilizing equipment and materials over long distances can significantly affect timelines and costs. Weather plays a larger role, as rural projects are often more exposed and may lack mitigation infrastructure like established drainage ditches, wind and storm protection, or compromised flooded roadways.

“Coordination with fewer, but often more resource-constrained, local

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Projects in rural settings requires more planning around logistics and sequencing.

– Shawn Wood, Executive Director, Construction Association of Rural Manitoba (CARM) R E T U R N TO C O N T E N T S

Photo credit: Alternative Group.

Photo credit: Alternative Group.

1st Street Brandon, Man. Infrastructure replacement 2025y

stakeholders can also influence timelines.

On the positive side, there’s typically more physical space to work with, fewer traffic disruptions, and potentially fewer regulatory layers compared to dense urban environments,” he added.

In recent years, there have been improvements in technology to help bridge the gap created by more geographically isolated projects.

“Historically, rural construction faced even greater logistical challenges: limited road access, slower communication, and less advanced equipment. Transporting materials and coordinating crews was far more difficult than in cities. While modern technology (GPS, project management software, improved transportation networks) has reduced some of these gaps, logistics remain more complex in rural settings. The difference today is that while tools have improved efficiency, there are still high expectations for speed, safety, and environmental compliance, which is maintaining a higher level of challenge.”

According to Wood, the biggest recent improvements have been made in: › Technology: “GPS-guided equipment, drones for surveying, and digital project management tools improve accuracy and efficiency.” › Materials: “Advances in geosynthetics, prefabrication, and more durable materials reduce on-site work and increase longevity.” › Logistics: “Better fleet management systems and supply chain tracking improve coordination.”

R E T U R N TO C O N T E N T S

Maryland School expansion, Brandon, Man.

But the major challenges haven’t changed all that much, despite these advances.

“Distance and transportation costs, limited workforce availability, weather and seasonal constraints, access to materials and specialized equipment, and connectivity issues affecting technology adoption, are all still major issues we tackle in a rural setting. In short, while innovations have narrowed the gap, rural construction still requires a higher degree of adaptability and planning compared to urban projects,” he said.

Workforce procurement for rural construction is an ongoing issue, as it is in urban settings, but with added layers of complexity.

“Contractors often need to attract workers from outside the immediate

Photo credit: Alternative Group.

Victoria East, Brandon, Man., Industrial Park Civil Infrastructure, 2025

area, which can involve travel allowances, accommodations, or rotational work schedules. Retention can also be harder due to isolation or limited local amenities.

While many core roles (operators, labourers, engineers) are the same, rural projects may require more multi-skilled workers who can handle a variety of tasks due to smaller crews,” said Wood. “There may also be a greater need for logistics coordinators, camp managers, or roles focused on equipment maintenance in remote conditions – positions less prominent in urban environments.”

Rural construction is not just struggles: there are significant and often overlooked pros to being outside an urban setting.

“These projects can offer longer timelines, less congestion-related delays, and strong relationships with local governments. Additionally, competition may be less intense than in major urban centres, allowing smaller or mid-sized contractors to thrive,” Wood said.

Wood also believes that rural construction associations are vital to maintaining balance, among construction professionals and advocacy.

“Associations, like CARM, helps by advocating for fair procurement practices, providing training tailored to rural needs, supporting safety programs, and creating a collective voice for infrastructure investment across all regions. Rural construction associations connect members with opportunities, share best practices, and help standardize processes across municipalities,” he said.

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COLLEEN MUNRO LIEUTENANT GOVERNOR’S AWARD RECIPIENT

BUILDING COMMUNITY THROUGH LEADERSHIP, RESILIENCE, AND INDUSTRY ADVOCACY

Former Manitoba Heavy Construction Association (MHCA) Board Chair, and Western Canada Roadbuilders & Heavy Construction (WCR&HCA) Chair, Colleen Munro has been named the recipient of the 2026 Lieutenant Governor’s Award for Outstanding Contribution to the Community by an Individual, recognizing decades of leadership within Manitoba’s heavy construction industry and her ongoing commitment to community involvement, mentorship, and advocacy.

Presented as part of the Manitoba Champions Awards, the Lieutenant Governor’s Award honours Manitobans whose leadership and contributions have made a meaningful impact on both their industries and communities. For Munro, the recognition serves as a reminder of the importance of giving back and staying connected to the people and industries that helped shape her career.

“I was surprised,” said Munro. “There are so many community-minded people in Winnipeg doing incredible things. We all try to do the right thing in our lives, and it’s nice every once in a while, to hear that it’s been recognized.”

As CEO and President of the Munro Group, Munro has spent much of her life immersed in Manitoba’s heavy construction industry. Growing up on job sites alongside 18

I S S U E 2 2026

her father, Hugh Munro, she developed an early appreciation for both the demands and opportunities the industry offers.

“I’ve been on job sites since I was about 12 years old,” she explained. “You learn a lot by listening, observing, and paying attention to the people around you.”

Those early experiences would help shape a career built on resilience, adaptability, and leadership. Entering the industry as a woman at a time when there were far fewer opportunities and supports available presented its own unique challenges.

“I graduated from what I call the ‘school of hard knocks,’” said Munro. “There wasn’t anti-bullying training or anti-harassment policies back then. No one was going to take care of you but yourself.”

Despite those challenges, Munro forged a path forward by leaning into mentorship, collaboration, and a willingness to continually learn and grow.

“As women in this industry, we’re often willing to ask for help and seek out mentors,” she said. “You need a village. It’s important to build relationships and learn from people outside your own company.”

Over time, Munro helped expand the family business

into what is now the broader Munro Group, which includes Hugh Munro Construction, Lilyfield Quarry, Fort Whyte Lowbedding, and ClearSecure Manufacturing & Distribution Ltd. She credits much of that success to a strong workplace culture and the people behind the organization.

“Our strongest resource is our people,” she said. “The business means nothing without good people. You want to create a culture where people feel respected, supported, and want to stay.”

Innovation and diversification have also played an important role in the company’s growth.

“One of my greatest accomplishments has been creating new business opportunities from our heavy construction background,” explained Munro. “You always have to be looking ahead and thinking about how to evolve.”

Beyond business leadership, Munro has remained deeply involved in advocacy efforts and community organizations throughout her career. Her time serving with the MHCA reinforced the importance of industry collaboration and ensuring government understands the value heavy construction brings to Manitoba’s economy.

“Our industry is one of the most important contributors to the economy,” she said. “We create jobs, we build infrastructure, and we help keep Manitoba growing.”

Munro points to major initiatives like CentrePort Canada as examples of what can happen when industry leaders work together toward long-term goals.

“Projects like that came from people within our industry,” she said. “That’s why advocacy matters. There’s strength in numbers, and being involved helps move important conversations forward.”

Her commitment to community extends well beyond industry involvement.

In addition to mentoring others and participating in political and charitable initiatives, Munro currently serves as an R E T U R N TO C O N T E N T S

Honorary Lieutenant Colonel, a role she says has further reinforced the importance of service and leadership.

“When you give out, you get back ten times more,” she said. “It pushes you outside your own bubble and helps you continue learning.”

Mentorship remains one of the themes Munro returns to most often when reflecting on her career and what she hopes to leave behind.

“Creating a culture of respect, mentorship, and community is probably what I’m most proud of,” she said.

“Being able to help people grow and succeed matters.”

She also hopes to see the industry continue evolving to become more inclusive and accessible to future generations, particularly women considering careers in the trades. It’s a message she shares when delivering her keynote presentation at major conferences across North America.

“I’d love to see more awareness directed toward young girls and young women about careers in heavy

construction and the trades,” said Munro.

“We’ve come a long way, but there’s still progress to be made.”

At the same time, she emphasizes that success in the industry still requires perseverance and resilience.

“I won’t sugarcoat it and say this is an easy road,” she said. “There’s time away from family, long hours, and challenges that come with the work. Resilience is number one.”

Her advice to young people entering the industry is simple: stay authentic and continue pushing forward.

“Don’t try to be someone else,” said Munro. “Be yourself, stay strong, and earn respect by being genuine.”

Looking ahead, Munro hopes Manitoba’s heavy construction industry continues embracing diversity, innovation, and collaboration as it grows.

“We need to continue being open to different perspectives and different people,” she said. “That’s how industries evolve, and economies grow.”

Outside of work, Munro values spending time with her dog and continuing to support her community wherever possible.

“In my free time, I just enjoy being with my dog,” she said with a laugh. “She always loves me no matter what I say or do.”

For Munro, receiving the Lieutenant Governor’s Award is not simply recognition of a career but of a lifelong commitment to leadership, mentorship, and building stronger communities through both business and service.

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New Name, New Logo.

Same TREK. TREK Geotechnical is now TREK Engineering, a change that better represents the growing breadth of our work and expertise.

Geotechnical Engineering

Water Resources

Environmental Engineering

Materials and Construction

204.975.9433 | trekengineering.ca

INDUSTRY LEADERS

NELSON FERREIRA: THE BRIDGE BETWEEN MEMBERS, CLIENTS AND SPECS AND REGULATIONS Julia Waterer Contributor, Craig Kelman & Associates

As the first ever consulting engineer to join the MHCA board, Nelson Ferreira feels his most important role is acting as a bridge between industry members, clients, and ever-changing specs and regulations.

“I want to be able to provide a different perspective from the other side of the fence,” he said.

Ferreira began his career pursuing a degree at the University of Manitoba in 1994, where he started in civil engineering.

During his undergraduate years, he spent summers working with Manitoba Highways in Swan River, followed by roles in materials and soil testing, experiences that deepened his practical understanding of the field. He went on to complete his Master of Science in Geotechnical Engineering in 2002 and started working as a consulting engineer shortly after.

“I worked for the firm UMA, that would eventually become AECOM, but in 2009, I decided to go back to school and earn my PhD in Geotechnical,” said Ferreira. “I started taking consulting jobs on the side with two engineering colleagues, and this eventually would become TREK Engineering.”

Working with tools, with his hands, and with the earth is in his blood.

“I come from a long line of brick layers, concrete finishers, and carpenters. As I grew up, everyone around me knew how to build, so that understanding was innate in me. A play tool kit I was given as a kid wasn’t fake or plastic – it was all real tools, just small enough to fit in my hands. As an adult, there was no way I would ever R E T U R N TO C O N T E N T S

be straying far from that path of building.

I never really left the sandbox. I still get to play in the dirt as a geotechnical engineer.”

In 2019, Ferreira started working with the heavy construction industry.

“I was the resident consulting engineer for MHCA, getting files related to standard specification changes from the City of Winnipeg (City) and from Manitoba Infrastructure and Transportation (MTI), doing technical reviews, and being the go-between between for the industry and the regulators. When I get feedback from membership, I do sometimes have to add some technical support to more properly convey the message that members are trying to convey, maybe even have to soften the message a tad.”

In terms of how his role as an engineer adds to his role in MHCA, Ferreira said it’s about acting as an interpreter.

“When spec changes first come through, I can convey a balanced, logical reasoning behind these changes with a science-backed engineering focus and why some of the proposed changes should be modified, improved, or sometimes should not be considered at all.”

In fall 2025, Ferreira joined the MHCA Board of Directors, and his position as a consultant became more defined.

“I want to be able to provide the Board with a view from a different angle.

As a consulting engineer, I put out tenders, hire contractors, and develop project specifications and technical drawings. But I also speak with and consult with the membership in an official

I want to be able to provide the Board with a view from a different angle. As a consulting engineer, I put out tenders, hire contractors, and develop project specifications and technical drawings. But I also speak with and consult with the membership in an official capacity regularly.

– Nelson Ferreira, PhD., P.Eng., TREK Engineering capacity regularly. This means I really do get the both-sides perspective.”

This perspective has been helpful in terms of being able to include I S S U E 2 2026

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INDUSTRY LEADERS

the membership in the most highlevel discussions, have their voices added to advocacy, and have specific issues addressed.

“If a member reaches out to me with a concern, I can review their concerns and potentially bring it to a discussion with the City or with MTI, along with my technical expertise and knowledge of both sides of the argument. This didn’t use to be the case; we have Chris Lorenc to thank for MHCA’s ability to discuss issues directly with politicians and public clients,” said Ferreira.

“The province has very much embraced this process, because it means they get industry and engineering input on new or changing regulations and specifications, without the costs usually incurred through formal consultation.”

In recent years, Ferreira said he has seen a significant improvement in how these specifications are reviewed.

“It used to be that new specifications happened infrequently, and new specs were only reviewed after the fact. Now, both the City and MTI have created specific review committees as a venue for discussions on overhauls to specification changes. These specs have become much more of a ‘living document,’ with ongoing discussions going on behind the scenes. I want the best possible specifications for everybody as we are all citizens of the province,” he said.

In terms of big and pressing issues, Ferreira sees the same problems that other industry members do.

“Our biggest problem right now is infrastructure deficit. Most entities, like rural municipalities, cities, and towns, take a reactive approach to their infrastructure, while so many of these items are at the end of their design life, and it’s cheaper to address now than wait. Being proactive is the only decision that can be made,” he noted.

“There are a lot of critical assets in Manitoba that are over a century old, and having a crumbling infrastructure affects all aspects of life, and the economy. There isn’t enough money to go around, and decision makers aren’t 22

If a member reaches out to me with a concern, I can review their concerns and potentially bring it to a discussion with the City or with MTI, along with my technical expertise and knowledge of both sides of the argument.

listening to industry members when we tell them about big issues. What good does an asset management list do for a city or town, if we keep adding to it?”

Ferreira doesn’t see his vision for the future of the Board changing all that much.

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“I already have files assigned to me, but now I can tell the stakeholders I meet that I’m an official board member, not just an engineer that hangs around and attends meetings,” he said.

R E T U R N TO C O N T E N T S

HURT AT WORK?

HERE’S WHAT TO DO. Tell your employer immediately, seek medical treatment and report it to the WCB.

Get the support you need.

It’s your right.

WCB.MB.CA

Report and manage your claim through our Worker Connect app.

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If it’s unsafe, tell your employer.

Or voice your concerns at 204-957-SAFE.

R E T U R N TO C O N T E N T S

I S S U E 2 2026

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INNOVATION ALLEY

TITAN ENVIRONMENTAL: 20 YEARS OF PRACTICAL INNOVATION IN HEAVY CONSTRUCTION Mathias Leiendecker Contributor, Craig Kelman & Associates

For 20 years, Titan Environmental has been focused on helping build better infrastructure. What started as a small, specialized supplier has grown into a North American leader in geosynthetics, supporting civil infrastructure, mining, and environmental projects with materials, technical expertise, and field support that contractors and engineers rely on.

As a long-time member of the Manitoba Heavy Construction Association (MHCA), Titan’s growth reflects the kind of steady, relationshipdriven success that defines much of Manitoba’s heavy construction sector.

When Titan was founded, geosynthetics were still gaining traction across North America, and there was a noticeable disconnect between design intent and available solutions. Derek Bishop, CEO and Partner, and Juice Lambert, President and Partner, point to that moment as a key driver behind the company’s creation.

“20 years ago, geosynthetics were still emerging, and there was a clear gap between what engineers needed and what the market was offering,” they explained. “We saw an opportunity to bring together technical expertise, reliable products, and hands-on support to an industry that was ready for innovation.”

Over the years, Titan’s growth has been shaped by a series of deliberate decisions, particularly around investing in technical expertise and expanding its operational capabilities. From the outset, 24

the company focused on building a team that understood the engineering behind the products.

“We made a decision early on to invest in technical knowledge, not just to sell materials, but to help solve problems,” said Bishop and Lambert.

I S S U E 2 2026

“That meant being able to work alongside engineers and contractors in a meaningful way, and making sure the solutions we provided actually held up in the field.”

At the same time, Titan expanded its manufacturing and distribution R E T U R N TO C O N T E N T S

INNOVATION ALLEY

capabilities, allowing it to maintain control over quality while meeting the realities of construction timelines. In an industry where delays can carry high costs, reliability has become a defining part of the company’s reputation.

“Being able to deliver on time, with the right materials, and support installation in the field has been critical,” they noted. “It’s something our clients depend on, and it’s something we’ve worked hard to build into our operations.”

While geosynthetics are often out of sight, their impact on infrastructure performance is significant. These engineered materials, ranging from geotextiles and geomembranes to geogrids and erosion control systems, play a critical role in stabilizing soils, managing water, controlling erosion, and protecting the environment.

“In many ways, geosynthetics are the unseen backbone of modern infrastructure,” Bishop and Lambert explained. “They’re not always visible when a project is complete, but they’re doing the work that allows that infrastructure to last longer, perform better, and require less maintenance over time.”

On road projects, that can mean reinforcing weak subgrades and reducing long-term rehabilitation needs.

In water management and containment applications, it involves lining systems to prevent leakage and protect the surrounding environment. In mining and landfill settings, geosynthetics are essential to ensuring safe, compliant, and durable operations.

A consistent theme in Titan’s approach is its level of involvement throughout a project’s lifecycle. Rather than entering at a single stage, the company works alongside engineers and contractors from early design through to installation and completion.

“We see ourselves as an extension of the project team,” they said. “Early on, we’re helping evaluate site conditions, recommend materials, and provide the technical data needed R E T U R N TO C O N T E N T S

to support design decisions. During construction, we’re there to support installation, troubleshoot issues, and make sure everything is being implemented correctly.”

That continuity helps bridge the gap between design and execution, something that is often critical on complex infrastructure projects. For contractors, it also means having access to practical, real-time support when it matters most.

“That end-to-end collaboration ensures the design intent is met, and the owner gets a system that performs for decades,” they added.

Across civil infrastructure and mining, the challenges facing project owners and contractors are becoming more complex. Aging infrastructure, tighter budgets, labour constraints, and increasing environmental requirements are all shaping how projects are delivered. Geosynthetics have become an increasingly important tool in addressing those pressures.

“These sectors face increasing pressure to build faster, reduce costs, and meet higher environmental standards.” Bishop and Lambert explained. “Geosynthetics help address all of those factors by improving

performance while reducing material use, construction time, and long-term maintenance.”

At the same time, geosynthetics play a direct role in environmental protection, preventing leaks, controlling erosion, and helping ensure compliance with increasingly stringent regulations.

“It’s not just about sustainability in theory, it’s about building systems that hold up and protect the environments they’re part of,” they added.

As Titan marks its 20-year milestone, the focus is on continuing that same steady, practical growth. The company is investing in its manufacturing capabilities, strengthening its technical team, and continuing to develop solutions that align with the industry’s evolving needs.

“We’re focused on scaling responsibly,” said Bishop and Lambert.

“That means growing in a way that allows us to maintain the quality, responsiveness, and relationships that have been key to our success so far.”

“We’re most proud of the team we’ve built and the trust we’ve earned,” they said. “A lot of our clients have been with us for years, and that kind of long-term relationship is something we don’t take lightly.”

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WORKING EFFICIENTLY: HOW AI CAN SUPPORT SMALL HEAVY CONSTRUCTION BUSINESSES

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I S S U E 2 2026

R E T U R N TO C O N T E N T S

Anna Savard Contributor, Craig Kelman & Associates

The Canadian Construction Association (CCA) recently held a national conference that included a session on the use of artificial intelligence (AI) in construction. For conference speaker Alexandre Champoux, Co-Founder and CEO of Civalgo, the interest in AI is real, but the path forward remains unclear for most small and mid-sized construction businesses.

Almost everyone Champoux spoke with at the CCA conference, from family-owned contractors to large heavy civil players, expressed a desire to adopt AI. The challenge, he said, was that few knew where to begin.

“The gap between intent and execution is the actual story right now,” said Champoux.

What emerged repeatedly, both on the panel and in conversations with conference attendees, was that AI tools are only as good as the data they have to work with. For most contractors, that data exists, but it is buried in binders, spreadsheets, and text message threads rather than in structured, accessible systems. Champoux argued that the most important shift for small and midsized contractors is not chasing the latest AI product, but building what he calls a ‘connected environment.’

“Before you chase the shiny AI tool, build a connected environment first,” said Champoux. “An ecosystem where your field, your office, your equipment, and your projects are producing structured data automatically as the work happens. Without that foundation, AI has nothing meaningful to learn from your business.”

When asked where AI can deliver the most immediate value for a small contractor, Champoux pointed not to the boardroom but to the job site.

Specifically, he described the daily reporting problem that plagues nearly every heavy construction business.

The alternative he described is a conversational AI agent on the foreman’s phone. The foreman speaks naturally for five minutes at the end of the shift and the AI listens, asks follow-up questions, and automatically populates the daily report, timesheet, equipment log, and production data into the company’s systems.

Once that performance data begins flowing consistently, he explained, AI can start doing the work that moves the needle. This includes predicting project duration based on historical productivity, flagging cost overruns before they appear on the profit-and-loss statement, and giving estimators real data rather than industry averages.

No conversation about AI in construction is complete without addressing the anxiety around job displacement.

Champoux was direct in acknowledging it.

“The industry is scared, and that fear isn’t irrational,” he said. “Construction has watched other sectors go through automation, and the headlines aren’t subtle.”

But Champoux was equally clear that AI, in a construction context, recommends but does not decide.

Even when a system flags that a crew may be oversized for the remaining scope, or suggests redeploying workers to another project, a human, such as the site supervisor, the project manager, or the owner, needs to make the final call.

“The AI does the math. The human does the judgment,” said Champoux.

He framed AI as a leverage tool, not a replacement for experienced workers as it allows a site supervisor the ability to effectively oversee five jobs instead of two, because routine tracking is handled and patterns are recognised automatically.

Champoux said five years ago the biggest obstacle to AI adoption in heavy construction was the technology itself. Today, he argued, that bottleneck has largely been resolved. Offline-capable platforms can capture and structure field data on a site with no signal, and sync automatically when back in range.

The real barrier now is cultural. The solution, in his view, is visible leadership. “You can’t outsource tech rollout to your IT person or to the vendor and hope it sticks,” said Champoux.

The companies Champoux has seen succeed at AI adoption are not those with the largest technology budgets, but rather the ones whose owner walks the job site with the foreman, watches the new tool in use, asks what is broken, and fixes it the following week.

For the small business owner who feels behind on AI, Champoux’s advice was deliberately low-tech: start with a marker and a whiteboard. Map the full business process and be honest about where the business bleeds money.

Based on his experience, the answer almost always lands in either estimation or operations. Those are where contractors make or lose the most money, and where the first AI investment should be directed. Once the right area is identified, his advice was to choose one use case, one platform, and one team. Prove the return on investment internally, build confidence in the tool, and expand from there.

On preparing teams for the next five years, he emphasized that culture matters more than technology.

“A 22-year-old apprentice will not stay long at a company that still tracks his hours on paper,” he said.

“That isn’t a five-year problem. That’s a 2026 problem.”

The companies that will lead in five years, Champoux concluded, are not the ones that bought AI first. They are the ones that built clean processes, clean data, and a team that trusts the tools.

“Those three things compound,” he said, “and they’re available to every contractor in Manitoba right now, regardless of size.”

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SIGNASUR™:

TRANSFORMING CCDC AND CCA CONSTRUCTION DOCUMENT MANAGEMENT Canadian Construction Association

In the fast-paced world of Canadian construction, where accuracy, collaboration, and speed are critical, effective document management can make or break a project. This is why the Canadian Construction Association (CCA) is advancing the industry by modernizing contracting through digital solutions.

SignaSur™ is a cloud-based contract lifecycle management platform purpose-built for Canadian construction.

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Designed for standard CCDC and CCA documents, it provides a seamless, secure, end-to-end environment for creating, collaborating on, and executing contracts. With SignaSur™, contractors, consultants, and owners can manage the full contracting lifecycle in one cohesive system – eliminating the inefficiencies of fragmented, paper-based workflows.

By leveraging leading technologies such as Agiloft and Adobe Sign for Enterprise, SignaSur™ centralizes contract creation and delivering key advantages: › Accelerated approval cycles – Automated routing and e-signatures speed up contracting.

I S S U E 2 2026

› Visibility into document changes – Version tracking ensures full transparency and reduces risk. › Complete or centralized documentation – Supporting materials and executed forms stay together in one place. › Enhanced collaboration – Stakeholders can review, annotate, and participate digitally. › Improved retention and auditability – Contracts are securely stored with a full historical trail.

SignaSur™ delivers these advantages with an intuitive workflow that strengthens accuracy, accountability, and project momentum.

R E T U R N TO C O N T E N T S

Discover the future of construction contract management with SignaSur™. Available exclusively through authorized outlets like the MHCA.

Accessibility and collaboration at its core Construction projects involve diverse stakeholders – architects, engineers, contractors, owners – who must stay aligned. SignaSur™ makes this possible through real-time digital collaboration.

Users can create, negotiate, revise, and execute contracts within the platform, keeping everyone informed and reducing misunderstandings.

Document sharing and commenting happen in a controlled environment, ensuring decisions are made quickly and based on the most current information.

Safeguarding document integrity In an industry where precision matters, ensuring that all parties work from the correct version of a contract is essential.

SignaSur™ eliminates version confusion by ensuring users always reference the latest, authentic file.

Robust document management features – including categorization, search, and version control – make it easy to find information and reduce costly errors. As a single source of truth, SignaSur™ gives contractors, consultants, and owners confidence that they are working with accurate, compliant documentation at every stage.

Streamlining the contract lifecycle SignaSur™ dramatically simplifies workflows. From drafting to R E T U R N TO C O N T E N T S

issuing to signing, the entire lifecycle is digitized and automated. Users can quickly generate standard forms, send them for review, track all edits, and execute signatures – without manual paperwork or administrative delays.

This efficiency not only saves time but helps teams advance projects faster and with fewer obstacles.

Reduced risk and enhanced compliance Construction contracting involves navigating complex legal, regulatory, and technical requirements. SignaSur™ supports compliance by incorporating standardized templates, approved clauses, version history, and automated reminders for deadlines and obligations.

These features reduce the potential for disputes, omissions, and regulatory lapses – providing peace of mind for all parties involved.

Cost savings and scalable value Digitizing contract management results in less administrative overhead, fewer manual errors, and improved use of staff time. The return on investment shows up as faster approvals, cleaner documentation, and increased project profitability.

SignaSur™ is also fully scalable.

Whether a small contractor managing a few agreements or a large firm with hundreds of contracts, the platform adapts as business needs grow.

How SignaSur ™ works SignaSur™ offers Manitoba Heavy Construction Association (MHCA) members preferred pricing for annual subscriptions. Members can purchase and execute CCDC and CCA documents directly from mhca.mb.ca/shop. No shipping, no postage, no waiting.

Every subscription includes three complimentary CCDC 9 execution credits, plus access to guides and recorded webinars. Need more? Buy as many or as few contract executions as you need.

Why choose SignaSur™?

SignaSur™ represents a pivotal shift for Canada’s construction industry. By digitizing and streamlining contract management, it enhances collaboration, strengthens compliance, and eliminates administrative burden. Its intuitive workflow and secure architecture redefine how construction documents are created, shared, and executed.

As the industry continues to evolve, embracing digital tools like SignaSur™ will be essential for firms that want to remain competitive, ensuring every agreement is managed with clarity, confidence, and efficiency.

Discover the future of construction contract management with SignaSur™.

Available exclusively through authorized outlets like the MHCA. Have questions? We’re here to help.

Contact support@signasur.ca.

I S S U E 2 2026

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ROAD2GROWTH I N F R A S T R U C T U R E — T H E F O U N DAT I O N T O E C O N O M I C G R O W T H

INTERACTIVE EDITION AVAILABLE ONLINE

I S S U E 2 2026

Inovation Alley

HOW AI CAN SUPPORT SMALL HEAVY CONSTRUCTION BUSINESSES

Workforce Development

WORKING EFFICIENTLY:

O F F I C I A L P U B L I C AT I O N O F M A N I T O B A H E AV Y C O N S T R U C T I O N A S S O C I AT I O N

INSIDE Industry Leaders

PM#40065075 Return Undeliverable Items To: Manitoba Heavy Construction Association, 3-1680 Ellice Avenue, Winnipeg, MB R3H 0Z2

I N F R A S T R U C T U R E — T H E F O U N DAT I O N T O E C O N O M I C G R O W T H

To experience Road2Growth online, visit www.mhca.ca

ADVOCACY WORKS!

PROGRESS REPORTS The ‘strength in numbers’ equation is solid in industry advocacy, especially for an industry that relies on long-term investment planning. The MHCA’s advocacy gets results: LAUNCHING THE ANNUAL SAFE ROADS SPRING CAMPAIGN As part of the SAFE Roads committee, we launched our annual SAFE Roads spring media campaign, with a message of ‘they’re not in your way, they’re at work. Slow down. Let them work safely.’ The message is featured on billboards, buses, radio stations, and social media throughout Winnipeg and Brandon.

To kick-off the campaign, the committee hosted media events in Winnipeg and Brandon, inviting local officials to speak to the importance of drivers slowing down.

MHCA has chaired this committee since its inception in 2004.

As part of the SAFE Roads committee, we launched our annual SAFE Roads spring media campaign, with a message of ‘they’re not in your way, they’re at work. Slow down. Let them work safely.’

CONNECTING AGGREGATE PRODUCERS AND THE COMMUNITY Since June 2025, the MHCA has continued engagement with the South Interlake Planning District, through an industry working group, to revise its proposed development plan to ensure protection of access to tens of millions of tonnes of aggregate resources.

In May, we began collaborating with the aggregate producers operating in the Rural Municipality of Rockwood on an open house to connect with the community. More than 50 people attended the first open house.

SPOTTING THE RED FLAGS IN THE MANITOBA JOBS AGREEMENT The MHCA has continued discussions with industry colleagues and government officials on the Manitoba Jobs Agreement, that was announced by the Province of Manitoba in September 2025, to ensure they are aware of the significant challenges it presents for our industry.

In April, the MHCA, along with Winnipeg Construction Association and Rural Construction Association of Manitoba, launched a media campaign with a goal to pressure the government to amend the agreement. The campaign highlights ‘red flags’ presented in the agreement on billboards, radio stations, and social media across the province.

COLLABORATING WITH INDUSTRY COLLEAGUES AT THE CCA PARTNER ASSOCIATION SYMPOSIUM In May, MHCA Vice-President, Felicia Wiltshire, joined more than 50 Chief Operating Officers from Local Construction Associations across the country in Halifax at the Canadian Construction Association Partner Association Symposium.

The two-day symposium focused on several issues facing associations including discussions on governance, advocacy, and adoption of AI. The group also discussed emerging industry needs and shared best practices.

Wiltshire was also invited to present to the group on AI Policy and Governance.

ENGINEERING AND TESTING SOLUTIONS THAT WORK FOR YOU

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HIRING A SAFETY PRACTITIONER? WHAT EVERY EMPLOYER SHOULD KNOW If you’ve been in this industry long enough, you’ve probably heard someone say, “We’re COR® certified – we’re good.”

And yes, certification matters. It opens doors, helps you bid work, and proves you’ve built a system.

But here’s the question we don’t ask enough: does it actually mean you’re safe?

Compliance: checking the boxes Compliance is important. It’s the foundation. It means you have policies and procedures in place, your workers are trained, inspections are happening, and you’re meeting a recognized standard. At its core, compliance is measurable. It’s metrics. It shows that certain activities are happening when they’re supposed to. And that matters.

Without compliance, there’s no structure or consistency. But compliance alone doesn’t prevent incidents.

You can have a perfectly completed audit, a binder full of policies, and still have a worker take a shortcut that leads to an injury. That’s the gap.

Safety: what it actually feels like In my view, safety and compliance are different. Safety is what your workers experience on site every day.

It’s the foreman who pauses work because something doesn’t feel right. It’s the worker who speaks up and people listen to them. It’s the expectation that how 32

Compliance can get you certified. But culture is what keeps people safe. In an industry like ours, where the risks are real and the pace is demanding, that difference matters.

the work gets done matters just as much as getting it done.

You can’t fake that, and you can’t always measure it the same way.

Workers know the difference. They feel it on day one when they are hired and have their new employee orientation.

They know when an orientation is being rushed through because it’s required, versus when it’s delivered in a way that

I S S U E 2 2026

makes it clear that safety matters here, and they, as an individual, are valued.

That they’re expected to understand it, live it, and be held accountable to it– not because someone has to say it, but because that’s just how things are done.

That feeling is culture.

The question is: can you have one without the other?

The reality is, yes. You can.

R E T U R N TO C O N T E N T S

Jacquelyn Oduro Director, MHCA WorkSafely Education & Training

MESSAGE FROM THE DIRECTOR

MESSAGE FROM THE DIRECTOR

There are companies that are highly compliant but not truly safe.

And there are companies with strong safety instincts that lack the systems to support consistency.

The goal isn’t to choose one over the other. It’s aligning the two.

Your systems, your COR® certification, your audits – they should all be tools that reinforce the behaviours you want to see on site. If your safety program feels like paperwork, something’s off. If it’s helping crews plan better, communicate better, and make better decisions, that’s when it’s working.

Let’s be honest. Many companies start their safety journey because they have to. A contract requires it, a client demands it, or it’s necessary to stay competitive. That’s often the entry point.

But what we consistently see is what happens after. When a system is implemented and used the way it’s intended, companies start to see real benefits. Work becomes more organized.

Production and quality increases, and communication improves. Crews are more engaged. Issues are caught earlier; before they become problematic. That’s prevention. Prevention of incidents, prevention of equipment damage, and process disruption.

Safety stops feeling like an extra task and starts becoming part of how the business runs. Because safety isn’t separate from the work – it drives the work.

The summer check-in By the time you’re reading this, we’re in the middle of construction season.

Schedules are tight, crews are stretched, and the pressure is real.

This is when safety gets tested.

It’s easy to think, “we’ll deal with it later,” or “we just need to get through today.” But safety isn’t what slows things down. It’s what prevents everything else from going sideways.

When safety slips, incidents happen. Work stops. Projects fall R E T U R N TO C O N T E N T S

behind. Costs go up, and morale takes a hit. Safety, production, and quality aren’t competing priorities. They’re connected. You don’t get one without the others.

Compliance can get you certified.

But culture is what keeps people safe.

In an industry like ours, where the risks are real and the pace is demanding, that difference matters.

So as the season ramps up, it’s worth asking: are we just meeting the standard, or are we living it?

Because your workers already know the answer.

Jacquelyn Oduro Director, MHCA WorkSafely

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I S S U E 2 2026

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BECOMING COR® CERTIFIED The steps to obtain COR® or SECOR® certification are as follows:

1

STEP ONE › Company contacts WorkSafely and completes registration form. › WorkSafely confirms WCB rate code or associate member status (annual fee due and payable if outside WCB Rate Code 407/408). › Company registers and prepays for mandatory training.

2

STEP TWO For COR® companies – one (1) senior management and one (1) full-time employee completes: Leadership for Safety Excellence and the Principles Health Safety Management courses.

For SECOR companies – one (1) senior management completes: Leadership for Safety Excellence and the Principles Health Safety Management courses.

3 4 5 6

STEP THREE After training is completed, company is issued a ‘registration’ letter, valid for a maximum of 18 months from original registration date.

STEP FOUR With assistance of WorkSafely, company assembles a safety and health manual and starts implementation (company may purchase a custom safety and health manual from WorkSafely).

STEP FIVE Prior to external audit, company must complete Auditor Training Program. Within six (6) months of completing the program, individual(s) submit trial audit for Internal Auditor Certification.

STEP SIX With a minimum of three (3) months of consistent documentation, company requests an Audit Readiness Service from WorkSafely.

Prior to the 18-month deadline, WorkSafely arranges external audit and company passes and completes audit process to obtain COR® or SECOR® certification.

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I S S U E 2 2026

R E T U R N TO C O N T E N T S

TRAINING CALENDAR

TRAINING SCHEDULE WINNIPEG OFFICE – 3-1680 ELLICE AVENUE July 8

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July 13 & 14

Confined Space Entry & Rescue

July 16

COR® Hazard Identification & Risk Control

July 22 & 23

COR® Leadership in Safety Excellence

July 28

COR® Principles of Health & Safety Management

July 29 & 30

Traffic Control Coordinator

August 4

COR® Hazard Identification & Risk Control

August 5

FlagPerson

August 10 & 11

COR® Auditor

August 18 & 19

Traffic Control Coordinator

August 25 & 26

COR® Leadership in Safety Excellence

August 27

Traffic Control Coordinator

September 8

COR® Hazard Identification & Risk Control

September 9

FlagPerson

September 15

COR® Principles of Health & Safety Management

BRANDON – SAFE WORK MANITOBA OFFICE, 457-9TH STREET August 12

FlagPerson

September 9 & 10

Confined Space Entry & Rescue

VIRTUAL TRAINING July 15

Incident Investigations

July 20 & 21

COR® Leadership in Safety Excellence

July 28

COR® Hazard Identification & Risk Control

August 6

Workplace Safety and Health Committee and Worker Safety and Helath Representative

August 13

COR® Principles of Health & Safety Management

August 20

COR® Hazard Identification & Risk Control

FLIN FLON – VICTORIA INN FLIN FLON - 160 HIGHWAY 10-A NORTH, FLIN FLON, MB August 17 & 18

COR® Leadership in Safety Excellence

August 19

COR® Hazard Identification & Risk Control

August 20 & 21

COR® Auditor

For more information and to see all upcoming classes, visit https://swmb.bluedrop.io/storefront/mhca-worksafely.

R E T U R N TO C O N T E N T S

I S S U E 2 2026

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HEALTH & SAFETY NEWS

EXPANDS ITS TEAM TO SUPPORT CONTINUED GROWTH The MHCA WorkSafely team is pleased to announce some recent staff additions, which will strengthen the organization’s ability to deliver modern, practical, and responsive safety programming across the industry.

New team members bring extensive experience, helping to enhance training resources, improve safety initiatives, and support continuous improvement for employers and workers alike. These additions position the team to further advance workplace safety standards and provide stronger support to industry partners.

PREET AMIN Safety Advisor Preet brings a strong background in workplace health and safety, with experience developing and implementing safety programs across multi-site operations. He has led audits, managed WCB claims, coordinated return-to-work programs, and delivered employee training – all while fostering a proactive safety culture built on communication, engagement, and continuous improvement.

Preet previously worked at Bison Transport in Winnipeg where he gained valuable experience supporting a large and dynamic operation. He holds an Occupational Health and Safety Certificate from RRC Polytech, as well as a Master of Science in Biochemistry and a Bachelor of Science in Biotechnology.

As a Safety Advisor, Preet will play a pivotal role in advancing workplace safety programs within the heavy 36

The MHCA WorkSafely team is pleased to announce some recent staff additions, which will strengthen the organization’s ability to deliver modern, practical, and responsive safety programming across the industry.

construction industry, by providing expert advice, delivering impactful training, and conducting program and workplace safety assessments.

MEGAN BROWNLIE Data Management & COR® Coordinator Megan brings a strong professional background with core competencies in supply chain strategy optimization, vendor-supplier relations, global logistics and freight management, inventory planning, and compliance.

She also has extensive experience with CRM, ERP, and inventory systems, as well as expertise in process improvements, cost reduction, data

I S S U E 2 2026

analysis, and KPI reporting. Her ability to streamline systems and enhance data management processes will be a valuable asset as we continue modernizing our WorkSafely business systems.

In this role, Megan will be responsible for providing comprehensive administration and operational support, focusing on the COR® program, organizational data and systems management.

ALEX BETNAR Safety Advisor Northern Region Alex brings a strong mix of frontline experience, technical skills, and a deep commitment to safety. With six years at Hudbay Minerals in Flin Flon, he has R E T U R N TO C O N T E N T S

HEALTH & SAFETY NEWS

worked in a wide range of high-risk, safety-sensitive roles, like Underground LHD Operator, Surface Plant Operator, Mill Labourer, Filter Plant Operator, Crusher Foreman, Underground Timberman, and Flotation Plant Operator. Most recently, he served as a Safety Officer in Snow Lake with a heavy construction company.

Alex holds a Certificate in Occupational Health, Safety and Environmental Systems from the University of Fredericton and brings strong knowledge in incident investigations, safety audits, toolbox talks, orientations, preventive measures, and digital platforms such as SiteDocs. He is also exceptionally confident with new technology and computer systems, something that will be an asset to the evolving WorkSafely program.

On the WorkSafely team, Alex will be responsible for advancing workplace safety, strengthening relationships, and expanding engagement with members and communities across Northern Manitoba. This role supports companies in achieving and maintaining a safe workplace, while leading outreach to northern communities, contractors, and organizations in the region.

RUBY ORUNTA Training Coordinator This role is a new position at WorkSafely and Ruby will be responsible for leading administrative support for all aspects of our safety education and training programs.

Ruby brings several years of experience in learning and development, digital learning systems, training coordination, and education.

Her background includes experience with LMS platforms, participant engagement, training logistics, reporting, learner communications, facilitator support, and program coordination within training and learning environments.

Ruby contributes to the delivery and coordination of training programs through learning systems management, course coordination, scheduling, reporting, records management, and participant support. She serves as the primary contact for course inquiries and registrants, prepares materials for training sessions, and provides the necessary resources and information to support participants and program delivery.

THEO MCPHERSON Safety Advisor Theo brings a strong combination of industry and safety program experience. He has eight years of handson experience in heavy construction, having worked as an equipment operator, labourer, flagger, and safety representative with a leading company in our sector.

Since 2019, Theo has been with Made Safe (Manufacturing Safety Association), where he has held progressively responsible roles including trainer, auditor, committee representative, health and safety coordinator, and most recently Senior Advisor. He also holds an Occupational Health and Safety Diploma from RRC Polytech and his CRST designation.

As a WorkSafely Safety Advisor, Theo supports companies in strengthening their safety programs through training, consulting, and workplace assessments based on the COR® national standard. He works closely with companies to promote safe work practices and help advance safety performance across Manitoba’s heavy construction industry.

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37

SAFETY SPOT CHECK

WORKSAFELY: THE TOP OVERLOOKED HAZARDS ON HEAVY CONSTRUCTION SITES

MSIs are the number one injury type in heavy construction, and yet they are routinely left off hazard assessments. Repetitive tasks, awkward postures, forceful work, those exposures tend to get treated as just part of the job rather than risks that need to be identified and controlled.

Safety on a heavy construction site is never simple. Workers navigate complex environments every day, managing heavy equipment. Yet some of the most significant hazards on the jobsite are not the ones crews talk about most.

They are the ones hiding in plain sight, overlooked in hazard assessments, and often normalized through repetition.

Erin Black, MHCA WorkSafely’s Program Development Leader, spoke about the hazards that continue to fly under the radar in heavy construction, and what employers and workers can do to address them before someone gets hurt.

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When asked what consistently goes unrecognized on heavy construction sites, Black pointed first to musculoskeletal injuries (MSIs).

“MSIs are the number one injury type in heavy construction, and yet they are routinely left off hazard assessments.

Repetitive tasks, awkward postures, forceful work – those exposures tend to get treated as just part of the job rather than risks that need to be identified and controlled,” she said.

Psychosocial hazards are equally invisible. Fatigue, scheduling pressure, long hours, and the cumulative mental

I S S U E 2 2026

load of complex projects do not leave visible marks, which makes them easy to dismiss.

“Psychosocial hazards are frequently overlooked because they are less visible than a physical hazard you can point to. But when workers are fatigued or mentally overloaded, their decisionmaking in the field deteriorates, and that is when serious incidents happen,” Black said.

Other commonly missed hazards include excavation and trenching risks that become normalized over time, traffic and mobile equipment interactions R E T U R N TO C O N T E N T S

SAFETY SPOT CHECK

in shared work zones, slips and trips driven by seasonal ground conditions, hand injuries resulting from the wrong glove for the task, and PPE that does not fit properly or has not been maintained to current standards such as CSA-Z94.4-11 for respiratory protection.

Many of these hazards could be addressed before a single piece of equipment rolls onto a site, but Black said the planning phase often has critical blind spots of its own.

“Ergonomic exposure is almost never mapped out in advance. And psychosocial factors are rarely part of the pre-project conversation at all. We also see a lot of assumptions made about worker experience that result in gaps in training and in safety discussions that should happen before work even begins,” said Black.

Sites rarely go from safe to dangerous overnight, and Black said learning to read early warning signs is one of the most valuable skills a supervisor can develop.

“Recurring soreness complaints, a pattern of near misses involving slips or equipment access, those are signals that something underneath the surface needs attention. When shortcuts become routine, when workers are jumping from equipment instead of using three-point contact, the site has drifted toward normalizing risk. That drift is dangerous,” said Black.

Workers modifying or avoiding their PPE is another red flag, usually pointing to poor fit, discomfort, or equipment that was not the right choice for the task.

Heavy machinery sits at the centre of nearly every worksite hazard conversation, and the risks it introduces extend well beyond what most operators are formally trained to watch for.

“Repetitive equipment access and egress is a significant contributor to both acute injuries and cumulative MSIs when three-point contact is not consistently used. And operator fatigue and cognitive overload, particularly R E T U R N TO C O N T E N T S

Psychosocial hazards are frequently overlooked because they are less visible than a physical hazard you can point to. But when workers are fatigued or mentally overloaded, their decision-making in the field deteriorates, and that is when serious incidents happen. during long shifts or high-pressure scheduling periods, elevate the risk of serious incidents in ways that are very hard to offset after the fact,” said Black.

Equipment condition matters too.

Black noted that damaged steps and handholds, poorly calibrated controls, or seats in poor conditions are not simply maintenance issues.

“They directly increase the physical strain on operators over the course of a shift, and also over time,” said Black.

For companies looking to get ahead of these hazards, Black pointed to the range of practical supports available through MHCA WorkSafely.

Advising services bring experienced professionals directly to job sites, working alongside companies to identify overlooked hazards, review safe work practices and procedures, and translate legislative requirements into real-world controls that fit actual site conditions.

“We want companies to have the tools to identify these hazards before they result in injuries. That means building that knowledge into the workforce at every level, from the workers on site, to the supervisor and project manager,” said Black.

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I S S U E 2 2026

39

WORKFORCE DEVELOPMENT

WHY WE DON’T SEE MANY WOMEN IN HEAVY CONSTRUCTION Anna Savard Contributor, Craig Kelman & Associates

Inclusion, at its best, is not a program or an initiative.

It is the absence of the extra friction that women in many workplaces still navigate every day, having to prove themselves twice or being doubted before they have had a chance to demonstrate what they know.

For Kim Kuzenko of Tri-Core Projects, the gap between perception and reality is both a challenge and an opportunity when it comes to recruiting and retaining women in the industry.

“The words heavy construction bring up this image of a physically demanding job, working long hours, in the dirt, with mostly male coworkers. That image is not unique to women. It is a general view of the civil industry as a whole.

There is some truth to it, but there is a wide range of roles outside of field labour and equipment that nobody talks about: estimating, project management, safety, and human resources. Those are 40

roles where women can and do thrive,” she said.

Kuzenko pointed to her own division as a case in point. 75% of management team members are women, in an industry still widely described as male-dominated.

The reality, she argued, has moved further ahead than the reputation.

But closing that gap requires more.

“Exposure to heavy construction needs to start in high schools, showing young people that this industry can provide a fulfilling career,” she said, noting it requires the industry to get serious about introducing itself to people who have never had a reason to look its way.

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Kuzenko understands the difficulties around the framing of targeted recruitment campaigns aimed specifically at women. Her reasoning is rooted in her own experience in the industry. “I don’t think the focus should be on targeting women specifically. It has been hard enough to break into this industry and command respect. Putting the focus on getting more women in feels like it adds to the stigma that we should be treated differently or require special treatment,” she explained.

That perspective is shaped by lived experience across a long career.

Kuzenko noted that the women R E T U R N TO C O N T E N T S

WORKFORCE DEVELOPMENT

working in her division represent three different generations of women in heavy construction, and their experiences are genuinely different from one another.

“The blatant bias I experienced 25 years ago is not happening to the new women coming in. Things have become more inclusive, but there is still a ways to go,” she said. “Having someone who can sympathize with their experiences helps them feel seen and understood. That matters more than a recruitment campaign.”

Kuzenko argued the value of having women already in the industry who can speak honestly to what the experience is actually like and mentor women entering, or building their careers, is one of the most critical components to retaining women in the industry.

“Honestly, when a company gets it right, it should not feel like anything special. You are treated as a professional first. You are trusted to do your job the same way your male counterparts are,

with the same expectations. That is it,” said Kuzenko, describing what it looks like when a company genuinely gets inclusion right.

Inclusion, at its best, is not a program or an initiative. It is the absence of the extra friction that women in many workplaces still navigate every day, having to prove themselves twice or being doubted before they have had a chance to demonstrate what they know.

When those things are not happening, the workplace does not feel inclusive, but rather it just feels normal.

When the conversation turned to untapped talent pipelines, the issue, she argued, is not that there are not enough women interested in construction. The issue is that almost nobody, regardless of gender, knows enough about the civil industry to consider it as a career path in the first place.

“People know how to become an electrician or a plumber. But in heavy

construction, no one even knows what that is. They see a bunch of guys on the side of the road slowing down their commute and do not know what they are building or doing, let alone consider it as a career,” she said.

The conversation about women in construction is often treated as a diversity issue requiring targeted intervention. Kuzenko suggested it is better understood as an awareness and education issue affecting everyone, and that solving it broadly will do more for workforce diversity than narrowly targeted outreach.

For small and mid-sized construction companies that want to be more welcoming workplaces but are not sure where to start, Kuzenko offers advice that is simple, “if you are a company that provides flexibility for work-life balance and treats everyone as an equal with respect, you will attract the right staff. Women included.”

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I S S U E 2 2026

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Partners in Growth Find us online Visit us at www.mhca.ca

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I S S U E 2 2026

43

YOU GOTTA KNOW

DANGERS LURKING BENEATH: THE RISK OF SUBSURFACE CONDITIONS Ivan Holloway & Jared Wheeler Holloway Thliveris LLP, Construction Lawyers

The success or failure of various types of civil earth works projects can depend on knowing with reasonable certainty what lies below the ground.

Is it clay? Is it rock? Is it frozen? Is there too much or too little?

If the contract says one thing but it turns out to be something else, who is responsible? If the contract does not say anything but the contractor encounters something unexpected, who is responsible?

Failure to properly assess the risk and properly manage the consequences of unfavourable subsurface conditions can literally sink a contractor and potentially a whole project.

To reduce the likelihood of that being you or your project, the most critical decision that needs to be made is the first one. Before determining a bid price or even whether to bid at all, a thorough assessment of the project’s physical risks, contractual risks and related risks needs to be undertaken.

An assessment of the physical risks requires the contactor to carefully examine all available information to determine the likely nature of soil conditions. Reviewing geotechnical reports disclosed in the tender documents is an obvious starting point. But there are other potential considerations and questions to be asked. Is a site inspection feasible? Do 44

you have experience working in the area?

Do you fully understand the geotechnical reports? If not, have you considered seeking expert advice? Do the reports contain qualifiers or limitations? What does a worst-case scenario look like?

The next step is to assess the contractual risk. Where the contract shifts the responsibility for adverse site conditions onto the contractor and away from the owner, the risk to the contractor increases. The following types of contract clauses shift risk from the owner to the contractor: › ‘The contractor has had an opportunity to inspect the site and is fully aware of the subsurface conditions’; › ‘Geotechnical reports are provided for information purposes only and the owner do not guarantee the accuracy of such information’; › ‘The owner shall not be liable for any damages or costs incurred by the contractor if actual subsurface conditions are different from expectation’; › ‘The contractor expressly waives any right to make a claim against the owner if actual subsurface conditions are different from what is represented in the contract documents’.

On the other hand, a contract clause that says something to the effect that ‘if site conditions are materially different from those represented in the contract documents, then the contractor may be

I S S U E 2 2026

Failure to properly assess the risk and properly manage the consequences of unfavourable subsurface conditions can literally sink a contractor and potentially a whole project. entitled to an increase in price and/or time’ shifts risk from the contractor to the owner.

Where the risk of adverse subsurface conditions materializes and the contract squarely places the burden of this risk on the contractor, the resulting consequences to the contractor can be worse than a simple increase in equipment, fuel and labour costs.

Resulting delay can push work into winter season, trigger liquidated damages clauses and cause extra mobilization/ demobilization costs. Subcontracts that are cost plus time and material or that contain standby cost provisions can further squeeze a contractor.

All these risks need to be assessed and factored into the bid price. Where the overall risk is unmanageable, it may be better to not bid at all.

Where a contractor does encounter adverse subsurface conditions and the contract is slanted against it, depending on the nature and severity of the R E T U R N TO C O N T E N T S

YOU GOTTA KNOW

circumstance, the contractor needs to do and/or consider the following: › Record, document, track and photograph everything; › Immediately raise the issue with the consultant and/or owner; › Look at the contract for technical notice and claim provisions; › Engage a construction consultant; › Seek a formal change order; › Consult an experienced construction lawyer; › Trigger interim dispute resolution either pursuant to contract or Builders’ Liens Act; › Proceed under written protest and expressly reserve rights; › Suspend the work; and/or › Terminate or abandon the contract.

Even where the contract shifts the risk of adverse subsurface conditions to the contractor, the tender documents must disclose all reasonably relevant information regarding site conditions in the possession of the consultant/owner. Where the tender documents contain representations as to site conditions, the contractor is entitled to rely upon such information. Failure to provide complete and accurate information to the contractor can result in the owner and/or consultant being held liable.

At the end of the day, projects whose success depends upon accurate subsurface information can be risky.

Contractors need to properly assess, price and manage the risks. Where unexpected adverse subsurface conditions are encountered, contractors do have options, but they need to be very proactive, and they need to make the right decisions at the right times.

Holloway Thliveris LLP Construction and Commercial Lawyers specialize in construction law. They handle all types of claims, including delay, deficiency, sub-surface, bidding and tendering, payment, lien, bond, breach of trust and contract. They also provide advice on general construction matters and project management as well as contract review and drafting services.

R E T U R N TO C O N T E N T S

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ADVERTISER PRODUCT & SERVICE CENTRE

is made possible by the companies below who convey their important messages on our pages. We thank them for their support of MHCA and its publication and encourage you to contact them when making your purchasing decisions. To make it easier to contact these companies, we have included the page number of their advertisement, their phone number, and, where applicable, their website.

COMPANY

PAGE

PHONE

WEBSITE

Assiniboine Credit Union

48

877-958-8588

www.acu.ca

Alternative Landscaping l Garden Centre l Excavation Group

10

204-727-7289

www.alternativegroup.ca

Amrize

9

204-958-6333

www.amrize.com

Association of Consulting Engineering Companies – Manitoba

42

204-774-5258

www.acec-mb.ca

ATS Traffic – Manitoba Ltd.

37

204-233-1600

www.atstraffic.ca

Bayview Group

45

204-254-7761

www.bayviewconstruction.ca

Brandt

3

888-227-2638

www.brandt.ca

Earth Max Construction Inc.

9

204-344-5760

www.earthmax.ca

ENG-TECH

31

204-233-1694

www.eng-tech.ca

GIP, Inc.

47

204-773-2586

www.gipi.com

M.D. Steele Construction Ltd.

42

204-488-7070

www.mdsteele.mb.ca

Maple Leaf Construction Ltd.

33

204-783-7091

www.mapleleafconstruction.mb.ca

MERIT Contractors Association of Manitoba

2

204-888-6202

www.meritmb.com

No Limits Underground Ltd.

11

204-771-0091

www.nolimitsunderground.com

People First HR Services

39

204-940-3979

www.peoplefirsthr.com

SAFE Work Manitoba

23

204-957-7233

www.wcb.mb.ca

Smook Contractors Ltd.

45

204-677-1560

www.smook.ca

Tire Stewardship Manitoba

13

204-942-1516

www.tri-core.ca

TREK Engineering

20

204-975-9433

www.trekengineering.ca

Tri-Core Projects Ltd.

41

204-942-1516

www.tri-core.ca

Uni-Jet Industrial Pipe Services

4

204-633-4879

www.unijet.ca

Workers Compensation Board of Manitoba

23

855-954-4321

www.wcb.mb.ca

WD Industrial Group

42

204-896-1333

www.groupwd.com

ROAD2GROWTH I N F R A S T R U C T U R E — T H E F O U N DAT I O N T O E C O N O M I C G R O W T H

To reach Manitoba’s heavy construction rofessionals through Road2Growth and its targeted readership, please contact Kris at your earliest convenience to discuss your company’s promotional plans.

Kris Fillion, Marketing Manager kfillion@kelman.ca

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I S S U E 2 2026

866-985-9798

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Visit acu.ca/business 204.958.8588 | Toll-free 1.877.958.8588