CHURCHILL’S TIME IS
CHURCHILL’S TIME IS NOW
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.), Nelson River Construction 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
Tyler Bennett, M.E.T. Sigfusson Northern Ltd.
Michael Byrne AON Reed Stenhouse Inc.
Denis Collet, B.Comm Gravier Collet Gravel Inc.
Alex Gray, CET Russell Redi-Mix GIP Group
Tina Larson, P.Eng., M.Sc Amrize Building Materials
Michelle Magdic BFL Canada
Greg McKee
Peter Paulic Brandt Tractor Ltd.
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.
RIGHT THEN, RIGHT NOW AND RIGHT FOR TOMORROW
The Manitoba Heavy Construction Association (MHCA) has championed economic growth as a priority for all government levels for many years. It’s been our #1 priority, and through a time of crisis, it’s even more paramount.
The current tariff war is just one example that underscores the importance of focusing on trade, which generates 65% of Canada’s economy. Over the past several months, we’ve seen the three levels of government step up in the face of uncertainty and make trade a priority. We applaud the collaboration among multiple government officials to align on economic growth messaging and address barriers to trade.
At the federal level, Prime Minister Mark Carney has placed economic growth at the forefront of his agenda, ranking it among the top two government priorities in his mandate letters to ministers. We also heard this focus echoed throughout the Throne Speech, which emphasized the goal of building the strongest economy in the G7.
Over the past months, Carney has taken a series of actions to achieve this, including implementing steel tariffs to protect domestic industry and withdrawing a planned digital services tax to ease tensions with the United States and maintain trade stability.
A major legislative move came with the introduction of Bill C-5: the One Canadian Economy Act, which passed at the end of June. This bill is designed to reduce interprovincial trade barriers and fast-track infrastructure and resource development. It introduces mutual recognition of professional certifications across provinces
to enhance labour mobility and opens a five-year window to approve strategic “nation-building” projects.
At the provincial level, Premier Wab Kinew has also taken a series of strategic actions aimed at growing and diversifying Manitoba’s economy.
His government has focused heavily on trade expansion, signing a new memorandum of understanding with British Columbia to remove interprovincial trade barriers. Both CentrePort Canada and the Port of Churchill are recognized by the Kinew government as key anchors connecting Manitoba to existing and new domestic, continental and global trade opportunities. The Premier has also expressed interest in a second port on Hudson Bay to improve access to other markets.
To support these efforts, the province committed $36.4 million, earlier this year, to enhance the Arctic Gateway Group’s port and rail infrastructure in Churchill, and has opened a Manitoba trade office in Washington, D.C.
At the civic level, the City of Winnipeg adopted its new Transportation Master Plan 2050, which lays out an ambitious vision with transportation investments helping shape the city’s future. The plan focuses on linking investment in transportation with economic growth to provide equitable multi-modal access and social welfare. The Plan wisely prioritizes key areas including the Strategic Road Network Study, goods movement, and investments in pedestrian and cycling infrastructure.
The plan builds a solid foundation for the future by recognizing that a
well-managed goods movement system is critical to Winnipeg’s economic future.
With economic growth as a priority for the three levels of government, it’s important that senior political leaders share their vision. To enable that, along with partners, we host a forum to share their progress and projections for growing the economy.
Since 2022, the now 14 partner organizations have invited government leaders to join our Leaders Forum on Growing the Economy to speak about their strategies, objectives, and initiatives to grow the economy.
These partner organizations firmly believe that growing the economy is job #1 for each level of government. Without growth government revenues remain insufficient, which limits fiscal strength, flexibility, and the sustained ability to maintain, improve, or introduce programs for citizens.
This year, on September 25, we’re pleased to host the Hon. Wab Kinew, Premier of Manitoba, at the Leader’s Forum on Growing the Economy.
Our objective is to create an annual marquee event alternating between hosting Winnipeg’s Mayor and Manitoba’s Premier to speak on progress and intended steps to grow the economy.
Perhaps next might be the Prime Minister.
Growing the economy as job #1 for each level of government was right then, right now, and right for tomorrow.
Chris Lorenc, B.A., LL.B. President and CEO, MHCA
Chris
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 2 3
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.
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.
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.
CALENDAR OF EVENTS
SEPTEMBER
25 Leaders’ Forum on Growing the Economy
NOVEMBER
21 Awards Breakfast & Annual General Meeting
21 Chair’s Gala
Inn and Conference Centre
Convention Centre
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.
Partners in Growth
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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.
CHURCHILL’S
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
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.
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Welcome New Members!
Wab Kinew Premier of Manitoba
BUILDING ONE MANITOBA, TOGETHER
The economic horse pulls the social cart. To rebuild healthcare, build schools, and support communities, we have to put in the work to grow our economy for all Manitobans. And in spite of tariffs and economic pressures, we’re seeing that work start to show results.
We’ve always been a province that is at our best when we work together – with the business community, Indigenous Nations, labour, municipalities, other provinces, and the federal government.
Real collaboration is how we grow. It’s how we build unity across our diverse province. And it’s the approach our government is taking as we build up One Manitoba for the next generation.
This approach is working. Manitoba is having a moment, and there’s so much excitement in our economic future.
We’re building on this energy by making big investments in made-inManitoba companies like New Flyer and Magellan that will help us stay competitive while creating thousands of good Manitoba jobs for Manitobans.
We’re building on our Manitoba advantage, supporting Indigenous Nations to stand up 600 megawatts of new wind energy – and building a new gold mine in the North. These are the kinds of projects that will help our province lead the way on clean energy, critical minerals, and the lowcarbon economy.
And we’re building our province, with a $3.7 billion investment in capital like roads, schools, and hospitals – the largest in Manitoba’s history. And it’s Manitobans that will benefit from the jobs this record investment creates.
These are the jobs that put food on the table, that give people the pride and dignity of a hard day’s work, and that give Manitobans the freedom to pursue all the opportunities available to them.
This is the good life that we want for everyone in our province: for the people who grew up here and the people who are choosing to call Manitoba home.
This year, Manitoba and Canada have faced unprecedented threats to this good life, as our economy, our
sovereignty, and our way of life have come under attack. In the face of these attempts to tear us apart, Manitobans and Canadians are standing united. We’re coming together to build up the country we love so much.
We’re unlocking opportunities for people and businesses across the country, with trade agreements that support labour mobility and break down trade barriers between provinces and territories. We’re growing our own economies here in Canada – and when we trade more with each other, we can trade less with the US.
None of this work to build our province, diversify trade, or grow the economy is possible without the Manitobans who put in a hard day’s work on the shop floor or at the jobsite, and the business leaders who create more, good jobs here at home.
It’s you that’s going to go out and build the economy of the future. It’s our job as the provincial government to make sure that we’re creating opportunities and breaking down barriers to help our economy grow.
We help bring things together, with an economic development strategy focused on growing the economy, growing your wages, and raising our standard of living.
Most importantly, we work together with the people – workers and business leaders alike – who are building up our province and country. And by supporting companies that are investing in Manitobans, we can create jobs that let you earn more, so you can afford more time with your family.
A wise business leader in our province once told me: “I don’t invest in plants or machinery, I invest in people. And the best investment decisions are guided by the people around the table.”
It’s this belief that guides the work our government is doing to grow our economy. And when we see the foresight and the thoughtfulness from leaders in keystone industries like heavy construction, I think we are absolutely investing in the right group of people.
We’ve always been a province that is at our best when we work together – with the business community, Indigenous Nations, labour, municipalities, other provinces, and the federal government.
For the first time in 20 years, interprovincial migration numbers show that more people are moving to Manitoba than leaving. People are looking at our little province and seeing big opportunity. To build a career, to afford a good life, and to raise a family in the best province in the best country in the world.
That’s what our work together can accomplish. And as we continue to build up Manitoba, we’re going to keep
working with you to grow our economy and create jobs for the next generation. So that your kids and your grandkids will keep calling this place home. And so that they can feel as good about our province tomorrow as all of us do today.
Manitoba is great because of the people. We work hard, we punch above our weight, and in the face of every challenge, we work together. And together, we’re going to keep achieving great things.
BUILDING THE FOUNDATION FOR GROWTH
Scott Gillingham Mayor of Winnipeg
Winnipeg is in a period of growth we haven’t seen in generations – and that’s worth celebrating.
Our population is climbing –71,000 new people in the past four years – developers are investing in transformative projects, and new neighbourhoods are taking shape. That’s good news for our city and for Manitoba.
But growth doesn’t happen on its own. It takes a clear vision, a willingness to modernize, and strong partnerships across governments and with the private sector. As Mayor, my focus is making sure Winnipeg has the infrastructure, policies, and incentives in place to seize these opportunities and turn them into lasting prosperity.
NEWPCC is the key
Future growth won’t be possible without the biggest and most complex infrastructure project in our city’s history: the new North End Water Pollution Control Centre (NEWPCC).
This facility is key to protecting our rivers and Lake Winnipeg, but it’s also the backbone of our growth strategy. Quite simply, Winnipeg cannot keep building homes, expanding its industrial footprint, or welcoming new businesses without a modernized NEWPCC.
This multiphase project, with an overall cost of $3 billion, will be delivered over the next decade. It represents a once-in-a-generation opportunity for the construction industry to play a central role in building the infrastructure that will sustain our city for the next 50 years.
Enhancing trade corridors
As our city grows, so does the need for efficient trade corridors.
Our population is climbing – 71,000 new people in the past four years – developers are investing in transformative projects, and new neighbourhoods are taking shape. That’s good news for our city and for Manitoba.
Projects like the Route 90 improvements and the extension of Chief Peguis Trail are critical for improving the movement of goods and people in and around our city. They are vital to supporting CentrePort, North America’s largest trimodal inland port, and keeping Winnipeg competitive as a hub for transportation and logistics. These projects will ease congestion, improve safety, and strengthen our connections to regional and international markets.
Speaking of CentrePort, the next phase of its development is already underway. Servicing is being installed in CentrePort South, which will open up hundreds of acres for industrial and residential development. This is a gamechanger for our city and our province – a project that will create jobs, attract investment, and drive growth for years to come.
Housing and infrastructure go hand in hand
When people think about economic growth, housing might not be the first thing that comes to mind – but it should be. Homes bring people, and people bring talent, investment, and spending power. That’s why housing and related infrastructure are at the heart of Winnipeg’s growth strategy.
You can see this approach in action in projects like the redevelopment of Portage Place, the Wehwehneh (former Hudson’s Bay) building transformation, Railside at The Forks, and Market Lands. These high profile developments are reshaping our downtown and will collectively create thousands of new housing units alongside commercial, cultural, and public spaces.
The City has done its part to make these projects possible. We’ve undertaken some of the biggest zoning modernizations in Winnipeg’s history to make it easier to build housing in more places and streamline approvals.
Through the Housing Accelerator Fund, we’re investing more than $120 million to unlock thousands of new units and speed up the development process.
Winnipeg is ready to grow. We’re modernizing our policies, building the infrastructure we need, and working with developers to bring transformative projects to life.
And we’re working hand in hand with developers to build the servicing and infrastructure needed to make these projects successful. These are generational investments that will help Winnipeg meet demand and remain an attractive destination for workers, families, and businesses.
Partnerships to keep building
All of these initiatives – housing, NEWPCC, trade corridors, and CentrePort –are critical to Winnipeg’s economic future. But the City cannot deliver them alone.
We need strong partnerships with the Province of Manitoba and the Government of Canada to move these projects forward. That means exploring funding models that give municipalities the tools and resources to act quickly when opportunities arise.
Revenue sharing agreements or new fiscal tools could help align municipal incentives with provincial and federal goals for economic development. When cities have a direct stake in the growth
they help create, we can move faster, plan better, and deliver more.
Just as importantly, a new fiscal deal would ensure the City has the resources to keep pace with that growth – not only building the infrastructure to support it but improving and expanding the services that growing communities depend on.
Building
the future together
Winnipeg is ready to grow. We’re modernizing our policies, building the infrastructure we need, and working with developers to bring transformative projects to life.
But to fully unlock our city’s potential, we need all levels of government –and industry – at the table. The heavy construction sector will be an essential partner in delivering these priorities.
Let’s build the homes, trade corridors, and infrastructure that will power Manitoba’s economy for the next generation. Let’s build the future together.
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CONNECTING CANADA WITH THE WORLD
CENTREPORT CANADA:
DRIVING GROWTH AND STRENGTHENING TRADE FROM THE CENTRE OF THE CONTINENT.
In the northwest corner of Winnipeg and the RM of Rosser, lies CentrePort Canada, the country’s largest trimodal inland port. At 20,000 acres, CentrePort Canada is roughly the size of Manhattan.
Businesses located in CentrePort Canada benefit from direct access to three Class I railways (CPKC, CN and BNSF), an international trucking hub, and 24/7 air cargo operations. With shovelready land and infrastructure in place, companies benefit from room to grow and access to global markets.
“CentrePort Canada was created out of a vision of the business community and is a platform to help other businesses grow and thrive,” says Carly Edmundson, President and CEO of CentrePort Canada Inc.
In 2018, development in the RM of Rosser, also known as CentrePort North, boomed with the installation of water and wastewater infrastructure.
Since then, nine new industrial parks have been developed, over $800 million in building permits issued, and more than 3.2 million square feet of space constructed or underway. This progress was made possible through key infrastructure investments and with the creation of the Inland Port Special Planning Area (IPSPA), which streamlines land development approvals and accelerates growth.
Development is also ramping up in CentrePort South, in the city of Winnipeg. In 2024, water and wastewater infrastructure broke ground. By the beginning of 2027, CentrePort South will see significant growth, including an expansion on the west side of the Winnipeg Richardson International Airport campus, a residential development that will house up to 12,000 people, and the largest industrial park in CentrePort Canada’s history: coming soon to market.
A thriving inland port
Over the past 15 years, CentrePort has become one of North America’s most compelling locations for industrial development. Hundreds of companies have established operations there, helping drive job creation, private investment, and supply chain resilience.
Fastfrate Group was the first to open a $55 million operation at the CentrePort Canada Rail Park, a 665-acre development, in late 2024. Meanwhile, Keystone Industrial Park, North Crossing Business Park, Steele Business Park, and West Creek Industrial Park are the newest developments transforming vacant land into modern industrial hubs with several lots pre-sold before construction even began.
“CentrePort Canada has generated value not just for businesses, but for every citizen of Manitoba,” says Edmundson. “Through economic growth, job opportunities, and new tax dollars to pay
CentrePort Canada
Fastfrate Group was the first company to open its doors at the CentrePort Canada Rail Park. Photo provided by Fastfrate Group.
for the services that our communities need, CentrePort Canada will create opportunities for Manitobans for decades to come.”
At full build-out, CentrePort Canada will bring a $7.9 billion boost to Manitoba’s GDP, $1.18 billion in provincial tax revenue, and create 98,377 person-years of employment. The inland port has become a vital part of the province’s economy, supporting key sectors such as advanced manufacturing, agribusiness, logistics, and transportation.
Supporting interprovincial trade
As conversations around reducing interprovincial trade barriers gain momentum, CentrePort Canada is also positioning itself as a key facilitator of the movement of goods from coast to coast. Its central location and trimodal transportation infrastructure make it an ideal hub for national distribution.
“The inland port helps facilitate the movement of goods by rail, road and air in all directions,” says Edmundson. “We’ve long promoted CentrePort as a gateway to North America, and we are now putting more focus on how CentrePort can support trade from east to west, as well as north.”
The inland port will help support new supply chains North through the Port of Churchill, owned and operated by Arctic Gateway Group. With recent investment in northern infrastructure, new opportunities are emerging to build up the port’s capacity and open trade routes that are closer, faster and more efficient for moving Canadian resources to global markets.
“The Port of Churchill is two days closer to Europe by ship than the Panama Canal,” says Edmundson. “The potential for a thriving Northern port in Manitoba is really exciting, and CentrePort plays an important role in helping to support and develop that supply chain.”
“CentrePort Canada is proof that bold ideas, backed by infrastructure and community, can shape a province’s destiny,” says Edmundson.
“CentrePort has already created thousands of jobs and generated billions in economic activity. With new national and international supply chains in motion, the inland port is driving growth for Manitoba, and all of Canada.”
West Creek Industrial Park, developed by Hopewell Development LP.
The 220-acre YWG West Lands Development at the Winnipeg Richardson International Airport.
CentrePort Canada South in the City of Winnipeg broke ground in August 2024.
Photo provided by Colliers Canada.
Photo provided by Winnipeg Airports Authority.
The Port of Churchill – Canada’s only deepwater Arctic seaport connected by rail – links directly to Canada’s national rail system and, through it, to Prairie producers, inland ports like CentrePort Canada, and international markets via Canada’s Arctic Trade Corridor.
CHURCHILL’S TIME IS
Chris Avery CEO, Arctic Gateway Group
Canada’s transportation networks need to diversify. As trade patterns shift away from the United States, toward more reliable partners, there is a new urgency to strengthen the infrastructure that connects our country – especially in the North.
The Port of Churchill and the Hudson Bay Railway have a clear role to play in this national effort to build a more diversified trade economy, while also building Canada’s role as a global energy
CANADA’S ARCTIC SEAPORT IS READY TO SERVE OUR CHANGING ECONOMY
superpower and asserting sovereignty over the Arctic. After years of rebuilding, investment, and partnership, Churchill is primed to step up and serve Canada.
A national link from the North
The Port of Churchill – Canada’s only deepwater Arctic seaport connected by rail – links directly to Canada’s national rail system and, through it, to Prairie producers, inland ports like CentrePort
Canada, and international markets via Canada’s Arctic Trade Corridor. This corridor shortens the distance between Western Canada’s vast resources and the world. It offers a Canadiancontrolled alternative to congested and increasingly uncertain southern routes.
Today, the Port of Churchill is actively shipping, open for business, and ready to deliver for Canadian producers and exporters. Last year, we moved the
first-ever bulk shipment of critical minerals out of Churchill to European markets, and we will ship even more this year. We also expanded freight service along the Hudson Bay Railway and tripled critical mineral storage capacity at the port.
These milestones demonstrate what’s possible when we align national infrastructure goals with local leadership.
Reclaiming and rebuilding with purpose
The path here wasn’t easy. When Churchill’s port and rail line were repatriated from their former American owners in 2018, they were in disrepair. Freight service was unreliable. Investment had stalled. Local communities were left out of decision-making, despite depending on these assets for everything from food to fuel.
That changed when the Arctic Gateway Group (AGG) was formed. Our ownership model brings together northern First Nations, Inuit organizations, local municipalities, and private-sector partners. These are not symbolic stakeholders, they are decision-makers, employers, and participants in building something lasting that will also benefit their communities.
Since that transition, we’ve worked with the federal and provincial governments to stabilize the railway, invest in safety and technology, and create space for northern participation at every level of our operations.
Over 80% of our railway operations staff are Indigenous. Contractors from Thompson, The Pas, Fox Lake, and Churchill are working on track improvements, port upgrades, and logistics support. Our conductor training programs are helping build good careers for northerners that allow them to stay close to home.
We haven’t just reopened a port and rebuilt a railway, we’ve returned control and opportunity to the people who depend on it.
Engineering with the land, not against it
Today, the Hudson Bay Railway is stronger than it’s ever been. Significant
investments in rebuilding the track have been complimented by strong new partnerships with leading railway technology firms. We’ve integrated LiDAR and ground-penetrating radar into our inspection systems, deployed drone surveillance, and use sensor data and artificial intelligence to monitor environmental changes in real time.
These tools mean we can manage changes in the environment like never before, predicting issues earlier, and improving service reliability. Combined with ongoing investment and training, they’re helping us build long-term resilience.
Expanding partnerships across sectors
The private sector has taken note. We’ve signed an agreement with a major Arctic shipping company to explore the feasibility of year-round shipping at the Port of Churchill, including ice-breaking capabilities, and our partnership with
Hudbay Minerals continues to increase the yearly amount of Canadian critical minerals we export abroad. Energy, agriculture, potash, and logistics firms are in active conversations with us about using the corridor and helping us build it up.
We are not here to replace other trade routes. We’re here to complement them, with a reliable, Canadian-controlled option that supports Prairie industries and northern communities alike.
A shared Prairie commitment
In July, Manitoba Premier Wab Kinew and Saskatchewan Premier Scott Moe signed a new agreement that formally commits both provinces and AGG to work together.
“Churchill presents huge opportunities when it comes to mining, agriculture and energy,” said Kinew in a press release. “Through this agreement with AGG and Saskatchewan, we are going to unlock new opportunities for businesses in Manitoba and Saskatchewan to get goods to market.”
Premier Moe was also clear:
“Streamlining access to ports, such as Churchill, will allow our goods better access to new and emerging international markets. [This] MOU between Saskatchewan and Manitoba is another way we are building on that
progress and creating new opportunities for our industries.”
This MOU doesn’t just reflect political alignment. It reflects the reality that Churchill is an operating national trade corridor with freight on the move, shippers on board, and infrastructure that’s ready to grow.
Looking ahead
Our focus now is on continuing to step up and serve Canada, furthering our vision to become a major Canadian port.
We will continue investing in safety and reliability. We will keep building strong commercial relationships. And we will do it with local Indigenous communities at the centre – not just as beneficiaries, but as builders and owners.
The Port of Churchill and the Hudson Bay Railway are ready now, with more goods to move, more jobs to create, and a clear role for serving Canada in a time of economic transition.
Churchill’s time is now.
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THE LOUISE
Photo credit: M. Peterson, City of Winnipeg, Historical Buildings and Resources Committee
Photo credit: City of Winnipeg, Historical Buildings and Resources Committee Collection.
Louise Bridge with steam engine and train crossing, ca.1881.
Photo credit: Historical Buildings and Resources Committee Collection. Photographer: Mitchell, Winnipeg
A HISTORY OF MOVEMENT
Mathias Leiendecker
Contributor, Craig Kelman & Associates
Historically, the meeting of the Red and Assiniboine Rivers in Winnipeg, central to the movement of peoples and goods, became an important settlement for various Indigenous groups.
These societies built, strengthened, and renewed trading ties and forged new partnerships. In the late 17th century, they were met with the settlement of European businessmen motivated to create a fur-trade-based economy through the area’s natural trading resources and established trading partnerships.
By the 19th century, the magnitude of movement of people, goods, and materials required an all-season transportation system, and the Canadian Pacific Railway (CPR), Canada’s first transcontinental railroad, was established.
“This was part of the federal government’s big plans to create a nation of Canada that extended from the Atlantic to the Pacific,” said Murray Peterson, City of Winnipeg Heritage Officer. “But to do that properly, you needed treaties, the support from England, and a transcontinental railway. One of the keys to the deal was the construction of a railway bridge. Its opening became a monumental event.”
The CPR’s western line was operational by 1885, and the entire system was running by mid-1886.
“Goods and people moved yearround in Winnipeg. It became the premier city of Western Canada and a hub of
trade,” said Peterson. “Between Winnipeg and Toronto, there wasn’t much, and then nothing again till the West Coast.”
With this construction came the Louise Bridge, named in honour of the youngest daughter of Queen Victoria, Princess Louise.
At the time, the bridge was a one-of-akind modern swing span bridge, allowing riverboats uninterrupted passage. It carried both rail and road traffic. Pedestrians and animal-drawn vehicles were cleared off before trains crossed.
“The Louise Bridge took its important place in the 19th and 20th century development of the City of Winnipeg. As a result, property on both sides of the bridge developed rapidly,” said Peterson. “City fathers made a deal with the CPR backers to build the line through Winnipeg. They feared that if the CPR bypassed them, the city could disappear.”
North of the bridge, the Elmwood Hotel was built, along with banks, stores, and large residential districts. One of Canada’s largest meat-packing factories was located on the north bank. South of the bridge, an area known as Point Douglas, featured grain mills, lumber yards, large warehouses, and factories. As well, many traders and Winnipeg’s early leading families built homes in the Point.
In 1902, the CPR moved its line to a new railway bridge further to the north, and the City of Winnipeg took over the operations of the Louise Bridge. It has continued to support and encourage activities of the growing population of Winnipeg and its movement into the 21st century.
“Waterways, roads and rail lines are at the heart of Winnipeg and bridges are the links that connect them,” said
Chris Lorenc, President and CEO, Manitoba Heavy Construction Association. “Structures like the Louise Bridge are key to moving goods and people across our city and provide vital connections between our communities.”
Today, it still operates as an automobile and pedestrian traffic river crossing. The bridge was closed for maintenance from May to August 2025.
“We understand the City sees this as a vital piece of infrastructure, and we agree that keeping this key piece of infrastructure in working order is important,” said Lorenc.
With other closures, like the Arlington Bridge, the City of Winnipeg is prioritizing safety. Nonetheless, the implications for traffic and congestion also influence the timing of bridge openings and closures.
“Anytime we reduce the way we can cross the rivers has a definite impact on Winnipeg. With longer lineups and more traffic, it’s a struggle, and it’s no different for the Louise Bridge,” said Peterson. “It’s certainly the locals’ preferred way to get around town. It affects everybody indirectly, and that hasn’t changed since 1881. It is a national structure by design and use, but it’s also a community one.”
The future operational status of the Louise Bridge remains uncertain, yet its potential for National Historic Designation is still on the table.
“In terms of post-contact and modern development in Winnipeg, it’s right up there,” said Peterson. “I would be happy if we recognized how important the Louise Bridge was and is for our city.”
THE UNSEEN RESCUERS
Every day, tow truck operators, paramedics, firefighters, and police officers put themselves at risk while working on the side of Manitoba’s busy highways and roads. For these workers, near-misses are a regular occurrence as many drivers fail to Slow Down and Move Over (SDMO), a law that’s been in place in the province since 2011.
Despite widespread support for SDMO (99% of CAA Members support the law), many drivers still don’t fully understand what’s required of them nor are they fully aware of the penalties associated with disregarding the law. This knowledge gap, combined with dangerous winter road conditions on the horizon, creates significant risks for roadside workers and motorists alike.
No margin for error: the perils of roadside work
For tow operators and emergency responders, the roadside is their
When drivers fail to slow down or move over, they’re not just breaking the law, they’re putting real people at risk. That’s why awareness matters. If every motorist understood the consequences of ignoring this law, we’d see fewer close calls, fewer injuries, and fewer families devastated by preventable tragedies.
– Ewald Friesen, Manager of Government and Community Relations, CAA Manitoba
workplace. Their ‘office’ is an active highway where speeding vehicles pass only inches away. While most drivers instinctively slow down for police cars, ambulances and fire trucks many fail to extend the same caution to tow trucks –despite identical dangers. This disparity puts tow operators at particular risk as they work roadside, as well as the stranded motorist.
When it comes to SDMO, a recent CAA Manitoba survey revealed gaps in driver awareness. While 80% of
respondents have heard of SDMO, only half know the correct actions to take and just one-third of respondents are aware of the penalties. Ewald Friesen, CAA Manitoba’s manager of government and community relations, says education is key because this law isn’t just about compliance – it’s about saving lives.
“Every time a driver ignores the Slow Down, Move Over law, they’re gambling with someone’s safety. Tow operators and other emergency responders don’t have the luxury of stepping away from traffic. Their
Canadian Automobile Association
CAA Manitoba applauds the passage of Bill 38, which includes a new safety measure that allows tow operators to place traffic control devices (like pylons) behind their tow vehicles to increase visibility and enhance safety.
job requires them to work mere feet away from vehicles traveling at high speeds,” says Friesen. “When drivers fail to slow down or move over, they’re not just breaking the law, they’re putting real people at risk. That’s why awareness matters. If every motorist understood the consequences of ignoring this law, we’d see fewer close calls, fewer injuries, and fewer families devastated by preventable tragedies.”
Why fall brings greater risks
As Manitobans return to routines, the days get shorter and the weather changes, there are heightened dangers for roadside workers. With snowfall often starting in October, our roads will soon be slippery and snow-covered, making it even more critical for drivers to follow SDMO laws:
› Slow down: drivers must slow down to 60 km/h in 80 km/h or higher speed zones, or 40 km/h if the speed limit is less than 80 km/h.
› Moving over to an open lane when safe to do so.
Failure to comply can create a ripple effect of hazards:
› Near-misses force responders to spend more time on scene (as they pause what they’re doing, move to safety, and sometimes need to reposition equipment), prolonging risks.
› Sudden braking or swerving can trigger secondary collisions or dangerous chain reactions.
› Traffic backups increase frustration and impatience, escalating risks further.
Enforcement and new safety measures
Earlier this year, CAA Manitoba partnered with the Manitoba government and RCMP to increase awareness of the SDMO law and inform motorists that enforcement efforts across the province will be increased. Sargeant Mark Hume of Manitoba RCMP’s Northwest Traffic Services warns that violations come with a minimum $298 fine, with aggravated cases facing more severe penalties. The province also proclaimed May 13, 2025, as Slow Down Move Over Day, and new regulations in Bill 38 –
The Highway Traffic Amendment Act (Traffic Safety Measures) – which came into law in June, enhances the safety of tow operators and other emergency workers on the roads. This includes allowing tow operators to place traffic control devices (like pylons) behind their vehicles for increased visibility.
A shared responsibility for safer roads
“Through advocacy and awareness, we want drivers to understand their role in preventing tragedies,” says Friesen. “This isn’t just about avoiding a ticket. It’s about protecting the people who keep our roads safe, those they are
rescuing, as well as the other drivers and passengers on our roads.”
With Bill 38’s new safety measures and increased RCMP enforcement, Manitoba is taking important steps forward. But education and laws can only do so much. Real change happens when drivers realize that those flashing amber lights aren’t just warnings – they’re someone’s lifeline.
When it comes to road safety, everyone has a part to play. Remembering to Slow Down and Move Over can save lives. That tow truck driver? They’re someone’s parent. That paramedic? Someone’s child. When we make Manitoba’s roads safer for workers, we make them safer for everyone.
CAA Manitoba’s rescue fleet were proud to receive the official declaration from the Manitoba government that proclaimed May 13, 2025, Slow Down, Move Over Day.
CAA Manitoba joined the Manitoba government and RCMP at a press conference on the legislative grounds in May to increase awareness and education of the Slow Down, Move Over law.
Chuck Davidson
MANITOBA MUST INVEST IN CONNECTIVITY –BOTH PHYSICAL AND DIGITAL
President & CEO, Manitoba Chambers of Commerce
Some recent data from the Manitoba Bureau of Statistics revealed that, between May 2024 and May 2025, Manitoba experienced a decrease in export revenue of almost 15% or just shy of $1 billion in trade with the United States. After decades of what would be considered one of the most enviable trading relationships in the world, it isn’t surprising considering the uncertainty that has been created over the last number of months.
The Manitoba Chambers of Commerce has long championed the need for Manitoba to become less reliant on trade with the United States and explore opportunities to diversify. The positive news for Manitoba is that as Canada’s economy evolves in response to changes in global trade dynamics, Manitoba’s central location, diverse industries, and growing infrastructure position it as a rising star in national and international trade.
The Manitoba Chambers of Commerce believes that with the right investments and partnerships, Manitoba can become a key connector – linking goods, people, and ideas across the continent and beyond.
With our footprint at the geographic heart of North America and with a
Northern port that has untapped potential, Manitoba is uniquely situated to serve as a gateway between eastern, western and Northern Canada, the opportunity is endless.
Winnipeg is already a major transportation hub, home to CentrePort Canada, North America’s largest
inland port. With access to three Class I railways, an international airport, and major highways, Manitoba is primed to move goods efficiently in all directions.
The Mid-Continent Trade Corridor, which stretches from Winnipeg to Mexico, is a prime example of Manitoba’s strategic importance. This corridor
facilitates the movement of goods across North America and positions Manitoba as a critical link in continental supply chains. Similarly, the Arctic Gateway Group offers new opportunities for northern trade and resource development, especially as climate change opens new shipping routes.
Beyond logistics, Manitoba’s economy is rooted in strength and diversity.
It’s often been said that Canada has what the world needs. The reality is that Manitoba could be the poster child for that statement. The province boasts rich natural resources, a robust agricultural sector, and growing expertise in clean energy and advanced manufacturing. These assets make Manitoba not just a transit point, but a source of high-value goods and innovation.
According to the Manitoba Bureau of Statistics, the province’s GDP has shown steady growth, with key sectors like transportation, agri-food, and renewable energy leading the way.
But to fully realize its potential as a trade hub, Manitoba must continue to invest in connectivity – both physical and digital. Trade enabling infrastructure projects like highway upgrades, rail improvements, and expanded broadband access are essential to keeping Manitoba competitive.
Connectivity also means collaboration. Public-private partnerships, Indigenous engagement, and regional cooperation are vital to building infrastructure that reflects the needs and values of all Manitobans. By working together and being strategic, stakeholders can ensure that Manitoba’s growth is inclusive, resilient, and future-focused.
While Manitoba’s potential is clear, challenges remain. Labour shortages, regulatory complexity, and climate resilience are pressing concerns that require coordinated action. Addressing these issues will demand innovative policy, targeted investment, and a commitment to equity and sustainability.
At the same time, Manitoba is well-positioned to seize emerging
opportunities. Green infrastructure, clean technology, and reconciliation through economic inclusion are areas where Manitoba can lead.
Manitoba stands at a pivotal moment. With its strategic location, economic diversity, and collaborative spirit, the province has all the ingredients to become Canada’s next great trade corridor. But realizing this vision will require bold leadership,
smart investment, and a shared commitment to growth.
The Manitoba Chamber of Commerce calls on business leaders, policymakers, and communities to work together to connect Manitoba –physically, economically, and socially. By doing so, we can build a province that not only drives national prosperity but also reflects the values and aspirations of all Manitobans.
GOOD PEOPLE, GOOD INTENTIONS, GREAT OUTCOMES – MANITOBA’S COLLABORATIVE FUTURE
Dr. Arthur Mauro, a founding member of the Business Council of Manitoba, once said, “Bring good people, on good intentions, with a common purpose together and give them an opportunity to consider alternatives to the current policies – the opportunities are limitless.”
Although he was speaking about the vision behind the Council, his words reflect a broader truth about Manitoba: when we come together with a shared purpose and open minds, we can achieve extraordinary things.
That spirit of collaboration is more critical than ever. Manitoba stands at a pivotal moment in its economic journey. With our central location,
diverse industries, skilled workforce, and expanding infrastructure, we are uniquely positioned to become a national leader in trade – driving economic growth and improving quality of life for all Manitobans.
Economic growth is the engine of prosperity. It fuels job creation, attracts investment, and generates the revenue needed to strengthen public services, such as healthcare, education, and infrastructure. For the Business Council of Manitoba, sustained growth means building stronger, healthier communities, enhancing productivity, and increasing our competitiveness on the national and global stage.
Trade is one of Manitoba’s most significant opportunities for economic
growth. As a province built on connection – both geographically and relationally – our ability to move goods, services, and ideas efficiently positions us well at a time when countries are seeking new, reliable trading partners.
As the heart of Canada, Manitoba is naturally positioned to be a leading trade hub. Located at the longitudinal centre of Canada and North America, the province serves as a natural crossroads for east-west and northsouth trade routes. We now need to continue to develop and actively promote our geographic advantage.
We have a strong start – our existing trade infrastructure is well-established and ready to scale. CentrePort Canada,
Business Council of Manitoba
North America’s largest trimodal inland port, offers seamless access to rail, air, and road networks. Winnipeg Richardson International Airport is one of Canada’s top cargo hubs, operating 24/7 with direct links to global markets. Our rail system connects to three Class I railways –CN, CP, and BNSF – providing direct routes to key ports on the Pacific, Atlantic, and Gulf coasts. Our highways link us to major U.S. trade corridors. Perhaps Manitoba’s most intriguing and unique advantage – is our access to tide water. We have Canada’s only deepwater Arctic port and other potential sites that provide direct access to international shipping lanes and a shorter route to Europe and emerging Arctic trade corridors.
While infrastructure and location lay the foundation, it’s Manitoba’s deep-rooted relationships that elevate its potential. Unlike larger provinces where connections can feel distant or bureaucratic, Manitoba thrives on a unique “big-small town” dynamic. Here, everyone is just one degree – and often one call –away. Our informal but powerful system of trust, where a name drop carries weight and a vouch goes a long way, is more than tradition; it’s our most respected form of vetting and a cornerstone of how we operate. When we align our collective energy toward shared goals, we move faster, with more trust, and with a sense of unity that’s hard to replicate elsewhere.
This collaborative spirit is the very foundation upon which the Business Council of Manitoba was built – and the purpose it continues to serve today. Since 1998, the Council has brought together leaders from across sectors to share ideas, build consensus, and advocate for policies that drive inclusive, long-term growth. We believe that progress happens when people come together with respect, purpose, and a willingness to listen. Whether it’s advancing trade, supporting reconciliation, or strengthening infrastructure, the Council will continue to play its role in turning shared intentions into tangible outcomes. By creating space for conversation
Manitoba stands at a pivotal moment in its economic journey. With our central location, diverse industries, skilled workforce, and expanding infrastructure, we are uniquely positioned to become a national leader in trade – driving economic growth and improving quality of life for all Manitobans.
and connection, we help ensure that Manitoba’s future is shaped by those who live and lead here.
This relational strength is our competitive edge. In a world where some are moving away from collaboration and connection, Manitoba needs to double down on what makes us strong. These are the very qualities that global partners and allies look for –reliability, unity, and shared purpose.
Earlier this year, the Business Council of Manitoba co-hosted a group of EU Ambassadors and delegates to discuss trade. In her closing remarks, Geneviève Tuts, Ambassador of the EU to Canada, reflected on her time in Manitoba:
“In every discussion we had this morning, the word values came at the very beginning – values of solidarity, freedom, democracy, respect for human rights, human dignity, and respect for minorities.”
There was a real sense of pride in the room among Manitobans that we were seen as we see ourselves by global representatives, who recognized the foundation of how we do business.
Manitoba’s moment is now. By leveraging our strengths – location, infrastructure, and relationships – we can lead Canada’s next chapter of economic growth through trade. The opportunities are limitless – we just need to seize them together.
TINA LARSON: FORGING AN EQUITABLE FUTURE
Tina Larson’s professional journey has been full of exciting opportunities and diverse experiences.
As the Vice President for Aggregates and Construction Materials, Manitoba and Saskatchewan, at Amrize Building Materials, formerly Lafarge Canada, her skills and experience have made her stand out as a leader in an industry largely dominated by men.
“Throughout my career, I’ve led projects that balanced technical complexity with performance and sustainability goals. I’ve also been fortunate to work with great mentors who encouraged me to grow and step outside my comfort zone,” says Larson. “Their influence continues to shape my leadership today and how I think about the future of our industry.”
Born for the industry
Growing up, Larson was surrounded by both education and construction and learned early the immense value in both.
“I was always drawn to math and science, and some of my earliest memories include tagging along to job sites with my dad,” said Larson, whose mother was a junior high math teacher and father was an oilfield construction foreman.
Larson studied Chemical Engineering at the University of Alberta. Her career
began at Weyerhaeuser pulp mill in Grande Prairie, where she spent 16 years in various roles, from Plant Engineer to Operations Manager. There, she loved the technical challenges and the dynamic pace of plant life.
Fifteen years ago, a headhunter reached out about an opportunity at Lafarge Canada’s Concrete Pipe Plant in Calgary. It felt like the perfect intersection of manufacturing and construction for Larson; bringing together structure, precision, and problem-solving.
“I loved the opportunity to make a tangible, real-world impact on construction materials,” she said.
“In my years with Weyerhaeuser, in various engineering, maintenance, and operations leadership roles, I was able to develop a strong technical foundation. More importantly, it also taught me the importance of leading people, building strong teams, and fostering meaningful relationships.”
Larson has been with Lafarge Canada, now Amrize, for more than 15 years, first as the General Manager for Concrete Pipe. She later took on the role of Health and Safety Director for Western Canada, before moving into her current role in Winnipeg in 2020, where she oversees all products across the two prairie provinces.
The future of construction
This year, Amrize was listed on the New York Stock Exchange, opening a new chapter in the company’s history.
“We have a strong commitment to growing alongside the communities where we operate. That means fostering meaningful relationships that support sustainability, education, and housing –three pillars that are especially close to my heart,” said Larson. “In Manitoba, we’re proud to work with fantastic organizations that bring these values to life.”
Diverse teams bring stronger ideas, better problem-solving, and are key to meeting the growing demand for skilled talent.
– Tina Larson, Vice President, Manitoba and Saskatchewan, Amrize Building Materials
For example, Amrize Building Materials partners with the FortWhyte Alive volunteers to support their programs, which provide hands-on environmental and sustainability education. This partnership is particularly meaningful to the company, because the park is located on one of their historical quarries, and the very first volunteers were employees from the decommissioned Cement Plant next door. Larson is incredibly proud to support their great work, which shows what can be achieved when we reinvest in the land and in the community.
“We also work closely with the Norquay School by providing opportunities for children to get exposure that they might not be able
to afford,” says Larson. “Things like field trips to FortWhyte, supporting before and after school programs. Most importantly, we want all children to get early exposure to STEM and open doors for youth who might not yet see themselves in these careers.”
Changes in the professional realm
Larson has seen the changes in the industry firsthand, from new technology to shifting priorities.
“In the past, the focus was largely on finding the most cost-effective and fastest way to get the job done,” says Larson. “Lately, we’ve been using innovative materials, like low-carbon cement and concrete, recycled aggregates, and lowcarbon fuels to reduce our environmental footprint. There’s also been a rise in prefabrication to accelerate construction timelines and improve quality. Technology has also become a game-changer. Digital tools now allow us to plan, monitor, and
BUILD YOUR AMBITION WITH US
manage operations with greater precision and efficiency than ever before.”
Larson firmly believes that encouraging and supporting women entering the construction industry is a crucial pathway to success for generations to come.
“Encouraging more women to pursue careers in construction isn’t just the right thing to do – it’s essential for the future of our industry. Diverse teams bring stronger ideas, better problem-solving, and are key to meeting the growing demand for skilled talent,” said Larson, who participates on Amrize’s Women’s Group in Western Canada, among other initiatives.
The future of MHCA
Larson was invited to consider participating as a member-at-large the Board in 2023. She was excited for the chance to become more engaged in the local industry and contribute in a broader way.
“Being part of the MHCA board has been incredibly rewarding. I’m proud to be part of a group of committed professionals who are passionate about driving meaningful change and advancing the province’s economic and environmental future,” said Larson. “My hope is that MHCA continues to lead the way in shaping smart, sustainable infrastructure policies and supporting a thriving, resilient construction sector for generations to come.”
Amrize is the partner of choice for the professional builders of North America, covering every project need from foundation to rooftop. With over 1,000 sites, 19,000 teammates, and a highly efficient distribution network, we deliver advanced building solutions for infrastructure, commercial and residential projects in every U.S. state and Canadian province.
We are ready to build your ambition.
Learn more at amrize.com
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:
MEETING WITH MIN. MOSES REAFFIRMS RELATIONSHIP, DISCUSSES INDUSTRY ISSUES
In June, MHCA met with the Hon. Jamie Moses, Minister of Business, Mining, Trade and Job Creation, to reaffirm our longstanding collaborative relationship with the Mines Branch and discuss a range of industry issues.
The industry values the relationship and recognizes the critical enabling role the Branch plays in Manitoba’s infrastructure and construction economy.
From issuing quarry leases and casual permits to oversight of the quarry rehabilitation program, the Branch’s decisions directly impact the industry’s ability to plan projects, bid competitively, employ Manitobans, and deliver work that drives economic activity.
During the meeting, MHCA highlighted three key concerns: delays in permitting, a lack of communication, and inconsistent application of policies and regulations.
As a next step, MHCA proposed a joint working group with the department to identify short-term actions, noting that major improvements likely won’t start until the 2026 construction season.
MHCA will continue to work with the Minister’s office to ensure that Manitoba’s regulatory environment supports timely permitting, consistent decision-making, and sustainable industry growth.
WCR&HCA, INDUSTRY CALL FOR TRADE STRATEGIES IN CANADA
Western Canada Roadbuilders & Heavy Construction Association (WCR&HCA), along with its industry colleagues, recently authored an Op-Ed in the Hill Times that calls for longterm trade strategies in Canada.
Canada’s economy is heavily dependent on exports, particularly to the United States, which accounts for about 75% of Canadian exports. Increasing political and economic unpredictability in the U.S., including protectionist policies and regulatory instability, has highlighted the urgent need for Canada to diversify its trade partners.
Despite this, Canada lacks a long-term, coordinated strategy for trade infrastructure. Instead of focusing on national goals, infrastructure spending has often gone to short-term, fragmented projects. As a result, Canada’s trade transportation systems are falling behind global competitors, and the risks to economic stability are mounting.
To address this, we’re advocating for a Canada Trade Infrastructure Plan (CTIP), which is a strategic, governmentindustry partnership to develop and prioritize critical trade corridors and gateways. CTIP would improve transportation efficiency, support export diversification, and strengthen Canada’s global competitiveness while lowering emissions.
Though the federal government’s $5 billion Trade Diversification Corridor Fund is a step forward, much more is needed. A bold, sustained investment in trade infrastructure is essential to protect jobs, grow the economy, and secure Canada’s future as a reliable trading nation.
This Op-Ed was signed by the Canadian Chamber of Commerce, the Canadian Construction Association, the Canadian Federation of Agriculture, Canadian Manufacturers & Exporters, the Civil Infrastructure Council Corporation, Western Canada Roadbuilders & Heavy Construction Association and Canada West Foundation.
FINDING THE SWEET SPOT
Sometimes I still feel new in this field, like I’m just getting started. But the truth is, I’ve been working in occupational health and safety for years now – long enough to have partnered with countless companies, visited hundreds of work sites and shops, and helped shape programs that keep people safe.
And one thing has become clear: more isn’t always better.
Building an effective safety program is an art. It’s not about piling on paperwork or checking every possible box. It’s about finding the sweet spot –that point where a company’s safety practices are understood, respected, and integrated into day-to-day work. Not everyone will share the same passion for safety that I do, and that’s okay. But if workers understand that the safety system exists to protect them – and not to weigh them down – they’re far more likely to engage with it in a meaningful way.
So, let’s stop trying to do more for the sake of it. Let’s do better. Let’s find that sweet spot.
I remember auditing a large property management organization. Their safety director was proud, and rightly so –there was no shortage of effort. They had daily ladder inspections, daily
tool inspections, vehicle circle checks, fuel-up maintenance logs, psychosocial safety checklists, hazard assessments… the list went on. Every single form was neatly completed and stored. On paper, their audit scored incredibly high in the documentation section of the audit, but is that the ultimate goal?
Here’s the catch: the workers were fatigued. Drowning in forms they didn’t fully understand, they had become checkbox-fillers. They couldn’t tell me why they were completing certain tasks, only that they had to. That’s not a reflection of a culture of safety – it’s a symptom of a system that’s overbuilt and under-connected to the reality of work.
Let me be clear: documentation, inspections, and assessments are essential elements of any safety program. But when we overload people with procedures that don’t feel relevant to the work they do, we risk losing the very thing we’re trying to achieve –buy-in.
Safety can’t be seen as a barrier to the job. It must be embedded into the job. When the system starts to feel like it’s getting in the way of progress, people disengage. And that’s when the system breaks down.
So how do we avoid this?
We focus on effectiveness, not volume. We zero in on what really matters. That means:
› Do the work that prevents what can kill or seriously harm your workers. Make sure the controls for your highrisk tasks are airtight.
› Integrate safety into operations. Make it part of the workflow, not an add-on.
› Use the PLAN – DO – CHECK –ACT cycle.
› PLAN: Identify hazards and risks. Create controls that fit the work.
› DO: Implement those controls with clarity and training.
› CHECK: Monitor to see if they’re working. Get feedback from those using them.
› ACT: Adjust as needed. Improve continuously.
It’s not about doing everything – it’s about doing the right things and doing them well
Safety shouldn’t feel like a burden. It should feel like a part of how the job gets done – safely, efficiently, and with care. When we focus on quality over quantity, when we make safety meaningful to the work and the people doing it, that’s when we see real cultural change.
So, let’s stop trying to do more for the sake of it. Let’s do better. Let’s find that sweet spot.
Jacquelyn Oduro Director, MHCA WorkSafely Education & Training
Jacquelyn
NEW COR® COMPANIES
These companies have been verified by (and certified through) WorkSafely as meeting all elements of the COR® program.
MHCA applauds all of its members who have achieved the nationally recognized COR® through any member of the Canadian Federation of Construction Safety Associations (CFCSA).
2025 – QUARTER 2 As of July 17, 2025
› Able Crane Services
› J&G Supply Ltd. (Rona Brandon)
› Keller Foundations Ltd.
› Municipality of Lorne
› Watt Dirtworks Ltd.
TRAINING SCHEDULE
September 23–24
October
December
For more information and to see all upcoming classes, visit https://swmb.bluedrop.io/storefront/mhca-worksafely.
MANITOBA UNIFIES SAFETY TRAINING
› Access scaffolding
› Self elevating work platforms
These standards create a level playing field and give employers peace of mind that their workers are receiving highquality, compliant training – no matter who delivers it. They also promote greater accountability across the training landscape and help ensure workers are properly equipped to work safely.
WorkSafely is proud to support this initiative by delivering SET training tailored to the needs of Manitoba’s heavy civil construction industry. Together, with our prevention partners, we are building safer job sites and a stronger safety culture across the province.
To learn more or register your team, visit www.mhca.mb.ca/worksafely.
WHAT YOU NEED TO KNOW ABOUT BILL 29: THE WORKPLACE HEALTH AND SAFETY AMENDMENT ACT
In June, the Manitoba government passed significant legislation that brings notable changes that will affect the heavy civil construction industry. Below are key amendment definitions that may impact your workplace and why they matter.
Psychological safety
This amendment alongside proposed regulatory changes, would make Manitoba the first jurisdiction in Canada to legally require employers to address psychological safety. Mental health risks are no longer just a consideration; they’re a compliance obligation.
What is a psychologically safe workplace?
Enabling workers to work in psychologically safe workplaces has been added to the objects and purposes of the Workplace Safety and Health Act. The Act states that a psychologically safe workplace is “a workplace in which the psychological well-being of workers is promoted, and active measures are undertaken to prevent harm, whether negligent, reckless or intentional, to the psychological well-being of workers”.
Does this mean employers are responsible for workers’ medical conditions or mental health broadly?
Employers are responsible for identifying and addressing risks to psychological safety that workers may encounter in the workplace. Employers’ responsibilities are specific to the risks that the work or work environment present, rather than for mental health more broadly.
Competent risk assessment
Construction risk assessments (for excavation, lifting, confined spaces, etc.) require technical expertise. This elevates standards and supports better hazard controls onsite
Who can perform a required risk assessment?
A risk assessment is a vital component of ensuring safe and healthy workplaces. Employers are required to ensure that regular inspections of the workplace, work processes and procedures are conducted to identify any risk to the safety or health of any person at the workplace. If a risk is
identified, the employer must correct the unsafe condition as soon as is reasonably practicable and, in the interim, take immediate steps to protect the safety and health of any person who may be at risk.
An employer must make sure that any required risk assessment is done by someone who has the right knowledge, experience, and training to do it properly.
Medical surveillance
Heavy civil construction workers are frequently exposed to dust, silica, chemicals, and noise. Mandatory
surveillance boosts early detection and prevention of occupational diseases. What expanded authority does the Chief Occupational Medical Officer (COMO) have?
The COMO’s authority has been expanded to order an employer to implement and maintain a medical surveillance program in workplaces where workers are suspected of being over-exposed to a harmful substance, like asbestos, lead, etc. Previously, these programs were only required in the mining industry.
What is medical surveillance?
Medical surveillance involves monitoring workers’ health through tests and examinations to identify possible health problems related to occupational duties or exposure to hazards. Examples, depending on the type of exposure, may include hearing tests, lung function tests, blood tests for lead or chemical exposure, and chest X-rays.
Right to refuse dangerous work
Heavy construction regularly involves high-risk activities, like confined space entry, trenching, and heavy machinery. This clarification empowers workers to confidently exercise their right to refuse unsafe conditions.
What is the purpose of the new section on interpreting the right to refuse dangerous work?
The interpretation section helps to ensure that the right to refuse dangerous work is understood and applied consistently. It clarifies that “dangerous work” is a situation where there is an imminent risk of serious physical or health injury, and where adequate controls have not been implemented. The section acknowledges that a hazard may present more of a risk to certain individuals. Additional measures may be needed in some circumstances to protect workers.
Seasonal workplace
Why was “temporary” added to the current committee requirements for “seasonal workplaces”?
The addition of “temporary” clarifies that workplace safety and health committees must be established at any temporary workplace with more than 20 workers where work is expected to continue for 90 days or more. This requirement applies not only to seasonal operations tied to specific times or seasons of the calendar year, but also to any temporary workplace where staffing levels may vary.
Other amendments to the Act include:
› The Workplace Safety and Health Branch may decline to deal with a matter if the worker has chosen to deal with it in a different forum.
› The period during which improvement orders and stop work orders must be posted at the workplace is extended and orders from the branch may be served electronically.
› Related employers may be treated as a single employer for the purposes of the Act.
› Complaints regarding reprisals in unionized workplaces continue to be dealt with under the Act.
Wages lost due to a reprisal may be collected as if they were unpaid wages under The Employment Standards Code.
› Amendments related to the Manitoba Labour Board enable them to:
› determine whether hearings will be by oral or written submissions
› award hearing costs against a party in appropriate circumstances.
Read Bill 29: The Workplace Health and Safety Amendment Act on the Government of Manitoba’s website. Contact the Workplace Safety and Health Branch if you have any questions.
LIDAR: REVOLUTIONIZING THE CONSTRUCTION INDUSTRY
Anna Savard
Contributor, Craig Kelman & Associates
Heavy construction projects across Manitoba are experiencing a technological revolution that is transforming how contractors approach earthwork tracking, utility mapping and project planning through drone-based aerial light detection and ranging (LiDAR) systems.
Unlike aerial photography-based drone applications that capture two-dimensional images, LiDAR technology uses laser pulses that measure the time it takes for light to return to sensors, creating detailed three-dimensional point cloud models with centimetre-level accuracy. This enhanced precision is proving invaluable for contractors managing largescale earthwork projects where volumetric measurements can make or break project budgets.
“With a drone, we can put it up and we can take maybe 20 minutes to capture the exact same area, in a fraction of a time, as well as with a tighter grid-based system,” said Aaron Carter, an advanced drone pilot who has worked extensively with heavy construction projects. “Typically, depending on the work, surveyors might capture data points at half-metre intervals. With a drone, you can capture a much tighter grid from which more detailed measurements can be extracted.”
The technology’s impact becomes particularly evident in earthwork applications where traditional surveying methods often rely on assumptions. Carter described a common scenario where surveyors using GPS equipment might shoot the centreline of a ditch and the crests, creating clean lines but assuming the entire slope is straight and flat.
“But the drone will actually be able to see that maybe it’s kind of more of a concave section to it,” Carter said. “You’re talking that over a kilometre or maybe two, the volume changes a decent amount. And when you’re placing the material in there, that changes it for quantities that need to be produced.”
This enhanced data density translates directly to financial benefits. When contractors have accurate volumetric measurements, they can better estimate material quantities, placement calculations, and overall production planning. The difference between assumed straight slopes and actual terrain variations can significantly impact project costs across largescale operations.
The Manitoba Construction Sector Council (MCSC) embraced this technology evolution, partnering with New
Media Manitoba on a Next Level Collaboration project to integrate LiDAR scans into extended reality environments. This collaboration creates interactive digital spaces where stakeholders can visualize and manipulate project elements without setting foot on construction sites.
“We’ve brought our LiDAR scans into extended reality, and now you have an interactive environment where we can render objects, bring them into the scan itself and then really reduce problems with site planning,” said Chelsea Treboniak of Critical Ops, the firm that created and developed the MCSC SkySkills course, tailored to the drone needs of the construction industry.
The technology proves particularly valuable in utility mapping, where contractors need to identify areas requiring additional attention and compare current site conditions to planned or ideal designs. For topographical surveying, LiDAR can achieve surveygrade accuracy of approximately one centimetre under optimal conditions and with proper ground control.
With a drone, we can put it up and we can
take maybe 20 minutes to capture the exact same area, in a fraction of a time, as well as with a tighter grid-based system.
– Aaron Carter, Advanced Drone Pilot
Photo supplied by: Chelsea Treboniak
“It doesn’t matter if we have dense vegetation or if it’s hard to access areas, you can literally get all of it done without trying to move it,” Treboniak said. “It saves a lot of time and money.”
Beyond initial surveying, the technology enables rapid design iterations when ground conditions differ from expectations. Carter recalled projects where water flow patterns didn’t match initial assumptions, requiring design modifications to address boggy conditions or redirect drainage.
“We were able to do a drone flight to get the initial data and then run it through hydrographical analysis, which basically tells you where the water is going,” Carter said. “You’re able to make that design change and maybe improve the grading of your ditching or redirect where the water is going to go.”
The technology also enhances safety protocols by eliminating the need for personnel to enter dangerous areas for data collection. Traditional surveying methods often require workers to traverse difficult terrain or approach vertical drops, while drones can safely capture comprehensive data from aerial positions.
Despite these advantages, Carter emphasized that drone technology should complement rather than replace traditional surveying methods. The systems work together, with traditional GPS receivers providing ground control points that help position drone data within real-world coordinates.
“The approach is that they’re complementary,” Carter said. “It’s not going to take over and completely destroy the traditional survey. One is complementing the other.”
As the technology continues evolving rapidly, construction companies face tough decisions about equipment selection and training requirements. However, the consensus among industry practitioners suggests that early adoption provides competitive advantages through improved data accuracy, enhanced safety protocols and more efficient project timelines.
The integration of drone-based LiDAR technology represents a fundamental shift in how heavy construction projects approach data collection and analysis, promising continued improvements in project outcomes and cost management.
The technology also enhances safety protocols by eliminating the need for personnel to enter dangerous areas for data collection. Traditional surveying methods often require workers to traverse difficult terrain or approach vertical drops, while drones can safely capture comprehensive data from aerial positions.
Photo supplied by: Chelsea Treboniak
Photo supplied by: Chelsea Treboniak
SPRING MIXER
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NANCY & MICHAEL BYRNE
MHCA GOLF CLASSIC
Wednesday, August 13, 2025
WINNERS
1st place low gross:
Score: -16
1. Todd Dokken
2. Peter Campbell
3. Rob Redford
4. Dustin Flanagan
2nd place low gross:
Score: -15
1. Brad Machado
2. Cole Finnson
3. Austin Zimak
4. Shawn Machado
Congratulations to all the winners and thank you to our sponsors!
DESERT CONTESTS
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Winner: Kyle Devisser
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BUSINESS SUCCESSION PLANNING IN MANITOBA
Succession planning is an important and often overlooked part of ensuring the success of a business from generation to generation. Whether a business is a small, family-owned company or a growing entity, having a solid plan in place can help reduce the hurdles that come along with the transition of a company’s legacy through its leadership transitions. Especially in Manitoba, where we are fortunate enough to have so many businesses rooted locally, a comprehensive succession plan can protect jobs and uphold long-term growth.
The three most common ways for businesses to be passed on are the sale to a third party, to family members, or to employees. This article will explain and explore some of the major considerations to be aware of when planning for the transition of your business to a new owner.
Sales to a third party
If you are looking at selling your business to an arm’s length third party, one of the first steps includes determining whether the assets or the shares of a business will be sold. In an asset sale, the purchaser will be acquiring business assets such as
inventory, equipment and goodwill, among other assets. If the vendor is a corporation, it will be taxed on the assets once they are transferred to the purchaser, and then the aftertax proceeds of the sale will need to eventually be distributed to the shareholder(s) of the corporation. Generally, the distribution of the proceeds to shareholders is taxed as well, however, there are certain situations where these taxes may be
mitigated or deferred. Due to the tax burden of selling assets of a corporation rather than shares, sellers often choose to set a higher price for the sale of assets of their business to offset the taxes that will be incurred.
Another way to mitigate the tax burden is with the Lifetime Capital Gains Exemption (LCGE). This exemption allows individuals to exempt part of the capital gain on the sale of certain qualified small business corporation
shares (QSBC shares). Manitoba residents may benefit from the federal LCGE, which can exempt up to $1.25 million (as of 2025) in capital gains from taxation when selling shares of a qualifying small business. However, due to the stringent conditions of eligibility for this option, careful planning is necessary to ensure the business qualifies for these exemptions. Seek advice from your lawyer/accountant/tax specialist on whether your shares qualify as QSBC shares.
Sale to a family member
Passing on your business to a family member comes with its own emotional hurdles. Some benefits of passing down your business to a family member are that it allows you to stay connected to the business as well as watching your family continue your legacy. However, it can also make it more difficult to step away from the company as it will seem more readily within reach than if you sell to a third party. There are different strategies to be able to change the control of your business to a family member. As explained above, selling the shares of your company can be a tax efficient way to mitigate the capital gains taxes that you will pay on the transfer
of your business. Over the past several years there have been amendments to the Income Tax Act (Canada) allowing for more efficient intergenerational transfers of corporate shares from parents to corporations controlled by their children or grandchildren. Some of the basic requirements, although not an exhaustive list, are that the corporation receiving the shares must be controlled by children or grandchildren of the seller who are at least 18 years old, the purchasing corporation must hold the shares for at least five years, and the shares must be sold at fair market value. The availability of this tax advantage is meant to promote the transfer of businesses from one generation to the next. Estate freezes are another option that may allow the current business owner to lock in the current value of the business for estate tax purposes while passing the future growth of the company onto the next generation.
to purchase shares in the company that they work for through an Employee Share Ownership Plan. The purpose of this plan is to grow businesses while also keeping employees engaged in its ownership and continued success. Eligible employees who take part in this program can benefit from a tax credit on their share purchase, making it an attractive opportunity for both business owners looking to transition and employees interested in taking on a bigger role in the company.
Given the layers of complexity of business succession planning in Manitoba, it’s very important for business owners to grow a team of professionals who specialize in finances, tax planning, business law, succession planning and tax law. These professionals can help ensure that all aspects of the financial and legal landscape are covered and that the succession plan is tailored to the unique needs of the business and seller.
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ROAD2GROWTH
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