Political advisors often contemplate learnt lessons during their time “on the inside.” Some common wisdoms include: Understand your purpose (the why), be kind, maintain your personal integrity above all, and always be mindful 24 hours in politics is a long time. At the start of 2020, few people saw the global pandemic, a once-in-a-100-year event, upending our daily lives. Shortly after, we had to collectively rethink the basics of a functioning society and adapt to a new way of doing business among other elements of a continuously evolving reality.
Well then, how about the last few months?
While election chatter around Queen’s Park and Parliament Hill grew by the end of 2024, predicting two back-to-back elections fuelled – and outcomes almost entirely shaped – by the rebirth of MAGA south of the border would have been a tall feat. Premier Ford declared a fresh mandate was essential to implement an ambitious plan to mitigate the threat of on-again, off-again tariffs. The newly elected Liberal leader and longtime banker and economist Mark Carney pitched Canadians he was best positioned to take on Donald Trump and secure a deal
Message from the Chief Executive Officer
for Canada. Ultimately, the election of a new development-and-growth-focused government in Ottawa, and four more years of the infrastructure and housing oriented Ford government in Ontario create a unique opportunity to finally pick up the slack on building this province and this country.
Our industry has long been a key driver for this province’s growth and prosperity, the backbone of its economy. It is important now more than ever to ensure our members, creators of tens of thousands of good-paying jobs and community builders, are consulted, heard and included in a united front to protect Ontario. I reiterate my commitment to you, ORBA will always remain your voice at decisionmaking tables in Toronto, Ottawa and everywhere we have to be to ensure your interests are well represented, and our industry’s priorities are championed.
As I write this column, I reflect on the first ever Infrastructure Industry Queen’s Park Day which we held jointly with the Ontario Stone, Sand and Gravel Association (OSSGA) just days prior. Presenting the industry’s priorities and challenges holistically, from aggregate production to delivering critical infrastructure, has no doubt provided elected and government officials with a new perspective on the need to work collaboratively across departments, and with our members. The day was also an opportunity to reiterate ORBA’s priorities on further growing
Chief Executive Officer WALID ABOU-HAMDE
investment in infrastructure, particularly highway and road rehab, harmonizing standards and specifications for public works across the province, and championing a collaborative culture across government and industry. Ultimately, we should all have the same goal in mind: successfully delivering essential infrastructure for the benefit of all Ontarians.
In this issue of ROADBuilder, we highlight two pivotal ORBA initiatives and explore opportunities they present. Workforce development –primarily building a robust talent pipeline – is a strategic priority for the Association, and the launch of the Ontario Infrastructure Academy will be a game changer for the industry. Similarly, advancing the harmonization of standards and specifications for public works across the province will be a seismic shift, particularly during a time of growing municipal “Specmania” in the Greater Toronto Area. For our cover story, we are both excited and fortunate to sit down with the Ontario Ministry of Transportation’s Chief Engineer Alain Beaulieu to learn about his journey, as well as his perspective on the industry’s evolution. Alain and his team have been excellent partners who have taken on the mission of growing the Ministry’s collaboration with ORBA and its members, and they certainly understand it takes a oneteam approach to overcome challenges and find success.
I trust you will enjoy this edition of the magazine, and as always, I look forward to your feedback to help us better tailor content to your interests. I cannot thank you all enough for helping us start this year strong, and I look forward to connecting with you over the coming months.
As we reach the midpoint of 2025, ORBA has remained focused on advocating for the reforms needed to improve the planning, delivery, and competitiveness of Ontario’s road-building sector. From harmonizing fragmented design standards to securing recognition of safety certifications, and pushing for more shovel-ready projects and earlier tenders, our work is grounded in a single goal: ensuring Ontario’s infrastructure pipeline is modern, efficient, and built for long-term success.
Here’s where our advocacy has been focused—and where we’re making an impact.
1. Harmonizing Municipal Design Standards
For years, Ontario contractors have navigated a patchwork of inconsistent municipal construction and design specifications. These differences, often based on local engineering preferences, increase project complexity, drive up costs, and introduce risk—especially for firms working across multiple jurisdictions. ORBA has long championed the harmonization of these standards, advocating for a more consistent approach that reduces inefficiencies, allows for economies of scale, and ensures public dollars are spent more effectively.
That’s why we were pleased to see the Government of Ontario include this issue in the Protecting Ontario by Building Faster and Smarter Act, 2025, with formal consultations now underway. Led by the Ministry of Transportation (MTO), this process will explore opportunities to align road-building standards across the
Around Queen’s Park
province. Consultations will conclude in fall 2025, and ORBA is working closely with the MTO over the summer to ensure the industry’s voice is heard every step of the way.
2. COR™ and ISO 45001: A Win Driven by ORBA Advocacy
One of the most impactful policy wins for our members this year—driven directly by ORBA’s advocacy—was the legislative recognition of COR™ 2020 and ISO 45001:2018 as equivalent Occupational Health and Safety Management Systems (OHSMS).
Since the launch of the Ministry of Labour’s OHSMS Accreditation Standard in 2020, ORBA has consistently raised concerns about inconsistent procurement practices across municipalities. Despite both COR™ and ISO being formally recognized by the Chief Prevention Office, many project owners were requiring one system over the other, or introducing vague “equivalency” conditions.
After sustained advocacy led by ORBA—including direct engagement with senior officials—I’m proud to share that the minister of labour formally addressed this through the Working for Workers Six legislation, which now mandates equal recognition of both COR™ 2020 and ISO 45001:2018. This ensures fair competition, supports safety excellence, and protects contractors from exclusion due to inconsistent procurement language.
Senior Director of Public Affairs STEVEN CROMBIE
3. Building a Shelf of Shovel-Ready Projects
Another critical issue we’ve been addressing is the need for the MTO to expand its inventory of design-complete, shovel-ready projects. While delays caused by environmental assessments, land acquisition, utility conflicts, or local opposition are sometimes unavoidable, the ministry must be able to pivot to other fully prepared projects when these delays arise.
Construction volumes in 2025 have been lower than expected, in large part due to a lack of market-ready projects. A more robust pipeline of design-ready work would provide greater flexibility, stabilize the bidding environment, and avoid year-over-year volatility that strains both contractors and workforce planning.
ORBA is urging the Ministry to invest in design and engineering work now, so that when roadblocks appear, alternate projects can quickly move forward. A healthy pipeline benefits not just contractors—it ensures that taxpayers see better value through consistent project delivery and efficient use of public dollars.
4. Releasing the Tender Pipeline Early
Closely related to shovel-readiness is the timing of when tenders are released. ORBA continues to push for the MTO to finalize and publish its annual tender pipeline no later than January— ideally timed with the ORBA Convention in early February. Doing so gives industry the lead time it needs to prepare bids, secure resources, and mobilize quickly once weather permits. When tenders are delayed into March or April, the entire season becomes compressed. This is particularly problematic in Northern Ontario, where construction windows are already short. The earlier tenders are issued, the earlier shovels can hit the ground—maximizing productivity and minimizing seasonal risk.
A January-ready pipeline isn’t just good planning; it’s essential to delivering Ontario’s ambitious infrastructure agenda.
5. Ensuring Municipalities Deploy Capital Budgets
Finally, we continue to advocate for timely deployment of approved municipal capital budgets. Too often, municipalities delay the release of allocated infrastructure funds, holding onto capital dollars despite aging assets and mounting repair backlogs.
This inertia not only leads to further asset deterioration—it also creates downstream strain on the construction industry. Contractors can’t respond to invisible or uncertain pipelines, and when projects are suddenly rushed out late in the season, it leads to higher costs, resource shortages, and sometimes even project cancellations.
ORBA is urging all levels of government to ensure capital budgets are not just approved—but deployed—on time, with predictable timelines that allow for proper market preparation and tendering.
Looking Ahead
From harmonization and safety equivalency to project pipeline readiness and budget deployment, ORBA’s advocacy remains laser-focused on outcomes that strengthen Ontario’s infrastructure delivery system. These are not abstract policy wins—they’re practical steps toward more efficient project execution, better taxpayer value, and a healthier, more competitive construction industry.
We appreciate the ongoing engagement of our members, and we’ll continue bringing your insights to Queen’s Park and beyond as we work together to build a better Ontario.
Building Ontario, Together:
An Interview with MTO Chief Engineer Alain Beaulieu
BY STEVEN CROMBIE
In this issue of RoadBuilder, ORBA’s Senior Director of Public Affairs, Steven Crombie, sits down with Ontario’s Chief Engineer, Alain Beaulieu, for an insightful conversation about the past, present, and future of road building in the province. From his early days in the field to leading transformative change at the Ministry of Transportation, Alain shares valuable lessons from his career, his vision for collaboration between industry and government, and the critical role harmonized standards, innovation, and workforce development will play in shaping Ontario’s infrastructure future.
ALAIN BEAULIEU Chief Engineer, MTO
1.
Let’s start with your career journey.
Q You’ve had an impressive career with the Ministry of Transportation—from working in the field to serving today as Ontario’s Chief Engineer. Can you tell us a bit about that journey? What have been some of the key milestones or lessons that have shaped your approach to leadership?
· I started with the ministry in 2001 as an Engineer in Training in the first cohort of the Engineering Development Program (EDP). The program provided a range of opportunities, including contributing to projects like expanding Highway 69 from Mactier to Parry Sound and developing the Asset Management Business Framework, which is now the basis for highway investment decisions across the ministry. From the start of my career at MTO, I sought to balance my experience across design and construction, operations, and technical standards and policy initiatives. I have been blessed with several excellent leaders and mentors along the way.
· A defining career experience was my time managing the transformation of the Highway Maintenance Program, where I worked with a team of dedicated staff and ORBA members to establish new delivery models that improved collaboration in the field and ensured the program’s sustainability. This experience taught me the importance of inclusive leadership, transparent communication and industry partnerships.
2. Reflecting on industry evolution.
Q From your perspective, how has Ontario’s road building industry evolved over the course of your career? Are there any major shifts—technological, cultural, or otherwise—that stand out to you?
· I have always been impressed with the innovative nature of construction contractors. My father was a contractor who built and renovated many government buildings (including OPP and LCBO buildings) across northern Ontario, and he always found a way to do things better. ››
· The road building industry has seen significant technological advancements and shifts in recent decades, particularly in the areas of automation, datainformed decision making, safety and sustainable practices. These changes have improved efficiency, safety and project management while increasing the focus on environmental responsibility. What stands out to me is two-fold: investments in improved safety and investments in material engineering to reduce our dependence on raw materials.
· More recently, especially for very large projects, owners and contractors are adopting new delivery models that provide equitable mechanisms for risk management and encourage timely responses to issues when they arise. This helps grow expertise among tomorrow’s leaders, as project teams are increasingly encouraged to innovate and find solutions in the field, expediting project delivery while delivering cost savings.
· Working with ORBA to identify and resolve challenges has been very rewarding. This includes collaborating on sustainability objectives, finding cost savings and efficiencies, improving durability of built infrastructure and de-risking projects where possible.
3. Where do you see the industry heading?
Q Looking ahead, what’s your outlook for Ontario’s transportation infrastructure sector over the next five to ten years? What are some of the biggest opportunities or challenges you see on the horizon?
· One of the biggest opportunities I see on the horizon is the increased use of reclaimed construction materials. Many of the province’s largest projects are currently in design, with known orders of magnitude for material quantities. By planning for this now and doing our due diligence, we can maximize opportunities to use reclaimed materials. We need to lead the way and demonstrate our success in this area.
· Aside from supply chain instability due to U.S. tariff policies, one of the biggest challenges we face is the availability of labour. This is an area where MTO and ORBA have worked together for many years to try to address. Despite decades of marketing the trades to students at all levels, demand for workers far outpaces supply. This will remain an ongoing challenge for MTO and ORBA, but we are determined to address this issue as the demand for labour continues to grow.
4. Harmonization of municipal specifications is gaining traction.
Q One of ORBA’s key priorities this year is harmonization of municipal construction and design specifications. We were very encouraged to see the province announce consultations on this issue, and we understand you and your team will play a leading role in that process. Why is harmonization through OPSS so important from your perspective?
· MTO will consult with stakeholders and industry to explore options for standardizing road building across the province, which may help speed up construction while reducing costs.
· For decades, MTO has partnered with the Municipal Engineers Association and other stakeholders to develop the Ontario Provincial Standards. The goal of our current work is to develop a consistent set of municipal standards that align with provincial standards to reduce duplication and costs through more efficient design and technical review processes, greater construction efficiencies and streamlined procurement.
5. Benefits to industry and municipalities.
Q How do you see harmonized standards improving project delivery and overall outcomes for municipalities, contractors, and ultimately the public?
· Harmonized standards have the potential to enable faster project delivery; more efficient procurement; simpler project design, administration and management; and improved coordination between municipalities and the province.
· We expect harmonized standards would benefit project owners by simplifying operations for suppliers (e.g., hot mix plants), which would translate into cost savings through more efficient project delivery.
6. Implementation and collaboration.
Q We know harmonization won’t happen overnight. From your vantage point, what does a successful path forward look like? What role do partnerships with organizations like ORBA play in achieving this goal?
· MTO will consult with municipalities, industry experts and other stakeholders to develop a proposed framework to harmonize road construction standards.
· We’ll conduct our outreach through existing Ontario Provincial Standards technical committees, industry technical committees and municipal associations. The initial focus of this work will be on materials specifications with known opportunities for standardization. We look forward to ORBA’s participation in the consultation process.
7. The MTO–ORBA relationship.
Q MTO has a long-standing and unique working relationship with ORBA. How would you characterize that relationship today, and why do you think it’s important to keep those channels of communication strong?
· I have had the opportunity to collaborate with ORBA and its members through various roles at MTO since 2010. We’ve dealt with difficult topics, found ourselves at impasses and successfully resolved many issues.
· I have found that our greatest successes have come from open dialogue and shared goals.
· Our relationship is very strong and productive. Both of our organizations are aligned on continuously improving and supporting the new generation.
· It’s critically important that we promote a culture of productive dialogue, open-mindedness and a willingness to pick up the phone to talk through issues. Fostering this type of culture has been a focus of mine over the past year, with a goal of improving working relationships so we can resolve issues in the field quickly to avoid disputes and claims.
8. Advice to the next generation.
Q What advice would you give to young engineers or professionals just entering the transportation infrastructure field today?
· Take advantage of programs like MTO’s EDP. Engineering graduates in Ontario are required to gain a minimum of four years of experience before being eligible to apply for their professional licence. Four years may seem like a long time when you are in the early years of your career, but the EDP is a great opportunity to maximize your experience. The EDP facilitates hands-on experience in a variety of departments and disciplines, including areas such as design and engineering, construction, environmental delivery, structural, traffic and claims.
· Another good option is MTO’s Transportation Technician Initiative (TTI). The TTI is a training program that provides classroom and on-the-job training in a variety of fields, such as construction, highway design, operations and maintenance, traffic and geomatics. The program offers rotational assignments and networking opportunities in addition to full-time employment with MTO and opportunities for advancement.
· Ask a lot of questions of everyone you work with, regardless of the organizations they are with. Everyone wants you to learn and be successful.
· Say yes to every opportunity. This gives you a chance to learn, push your boundaries and ask questions without the fear of looking like you don’t know what you’re doing.
· Be flexible, open to change and open to the ideas of others.
· Seek out mentors and stay connected with them throughout your career.
Building Ontario—One Career, One Corridor, One Community at a Time
BY JASON WANG
Canada is standing at a critical inflection point. With infrastructure spending soaring, the skilled labour required to deliver on this ambition is falling dangerously short. Simultaneously, Ontario’s post-secondary system is under significant strain, exacerbated by the federal cap on international student permits, which has triggered financial instability, campus closures and program suspensions across colleges and universities. Amid these challenges, the Ontario Infrastructure Academy (OIA) emerges as an innovative and inclusive response to help fill the workforce gap, acting as a catalyst to modernize training delivery and restore our collective capacity to build, grow and lead.
BCanada’s construction sector reported nearly 80,000 job vacancies in 2024, with projections indicating a need for more than 300,000 new workers by 2030 just to keep pace with demand
acked by the Ontario Road Builders’ Association and funded in part by the Governments of Canada and Ontario, the OIA is Canada’s first sector-led workforce and innovation hub dedicated to the advancement of training in linear infrastructure. It is designed to address immediate labour shortages while laying the foundation for long-term productivity, innovation and national competitiveness.
The labour market context is stark. Canada’s construction sector reported nearly 80,000 job vacancies in 2024, with projections indicating a need for more than 300,000 new workers by 2030 just to keep pace with demand. Meanwhile, Ontario’s youth labour force participation has dropped to 59.7 per cent—its lowest level outside the pandemic era and the post-secondary sector, once a pipeline for skilled talent, grapples with collapsing revenue models and operational contraction. Further, digital transformation remains elusive: less than three per cent of Canadian construction firms have automated core tasks, and more than 70 per cent of industry leaders acknowledge falling behind global counterparts in adopting innovative technologies.
Prime Minister Mark Carney has committed to a renewed nation-building vision by removing barriers to interprovincial trade, supporting the skilled trades and accelerating critical projects. Premier Doug Ford, in parallel, has called on the federal government to prioritize and fast track marquee infrastructure projects such as the Ring of Fire, nuclear energy generation, GO Transit expansion, and more. These projects underscore a shared recognition: without a modern and skilled workforce, nation-building will remain a paper promise.
The OIA was created in response to this urgency. It delivers scalable, industrydriven, tuition-free training focused on preparing workers for success across the entire workforce continuum from entry-level to management. The Academy is one of many organizations which advocate and recognize the concept of “common core” competencies or techniques across trade clusters to enable a rapid workforce solution to expand access to a job-ready talent pipeline. 4S Consulting is the trusted LMS provider, particularly known for serving major employers like Starbucks and Microsoft.
The OIA is guided by a bold yet grounded set of values: “Purpose in every pathway,” “Excellence in execution” and “Trust in action.” These principles come to life through modular training design that both complements and serve as a ››
As one contractor put it, “We don’t need a fouryear degree to teach someone how to operate a skid steer, we need a few hours to teach the basic controls and what it can and cannot do.”
powerful gateway into formal apprenticeships. Workers gain practical, job-ready knowledge in technically precise, intensive modules on critical skills such as asphalt raking, concrete forming, GPS-guided machinery, cyber safety and environmental compliance. It reduces onboarding costs for employers, closes skills gaps in the field and allows companies to pilot innovative, job-specific learning without committing to long-term academic timelines.
The OIA builds not from a blank slate, but on the legacy of the Road Building Academy, founded in 2007. In 2025, it trained more than 310 participants from 41 companies, including Tomlinson, Dufferin and Pioneer through 19 expert-led courses covering management, safety, technical and legal topics. Supported by partners such as the University of Waterloo, the program’s hybrid format reflects the sector’s shared commitment to cultivating talent across Ontario’s infrastructure workforce.
As one contractor put it, “We don’t need a four-year degree to teach someone how to operate a skid steer, we need a few hours to teach the basic controls and what it can and cannot do.”
Crucially, the OIA also addresses a longstanding challenge in Ontario’s workforce development: siloed training and fragmented resource allocation. Unlike traditional post-secondary institutions which compete for funding and market share, the OIA promotes a coalition model inspired by successful global examples. Consider Disney’s partnership with Better Work or the High Tech Campus Eindhoven in the Netherlands, where companies pool their infrastructure, content and personnel to create a world-class innovation ecosystem. The OIA invites employers, training providers and unions to do the same.
This isn’t just about solving a talent gap—it’s about changing how the sector thinks about talent altogether. With strong governance, real-time feedback loops from crews on the ground, shared infrastructure for learning content, credentialing and
digital recognition, the OIA sets the stage for a generational shift in how training is delivered, recognized and refined.
The OIA invites associations, contractors, suppliers, trainers, and vendors to join a shared journey—to set the standard for excellence, ignite innovation, and build resilience in response to the unrelenting civic hunger to build where growth demands it most. The goal is not only to produce job-ready workers, but to elevate Ontario’s infrastructure sector as a globally recognized hub of excellence—one that actively shapes the future of construction, mobility and public works policy.
With national attention on productivity, immigration and economic resilience, this is a moment of rare alignment. The OIA represents a once-in-a-generation opportunity to forge a training system that meets the speed, scale and sophistication of the infrastructure economy it serves. If Canada is to fulfill its nation-building promises, it must invest in the institutions that will build the nation’s builders. The OIA is ready to lead.
Ontario Moves to Harmonize Construction Standards: ORBA Pushes for Unified Asphalt Specifications
BY DONN BERNAL
Earlier this spring, the Government of Ontario launched a transformative initiative aimed at cutting costs, improving efficiencies, and streamlining processes across sectors. Central to this effort is Bill 17: Protect Ontario by Building Faster and Smarter Act, 2025, which includes aligning Ontario’s specifications—such as those in the Building Code—with national standards.
ALeveraging its advocacy platform, ORBA is championing the harmonization of municipal construction specifications, urging the province to adopt the Ontario Provincial Standards (OPS) as the baseline.
key component of this initiative is being advanced by the Ontario Road Builders’ Association (ORBA). Leveraging its advocacy platform, ORBA is championing the harmonization of municipal construction specifications, urging the province to adopt the Ontario Provincial Standards (OPS) as the baseline. Jointly developed by the Ministry of Transportation (MTO) and the Municipal Engineers Association (MEA), OPS provides standardized guidelines for roads and public works infrastructure across Ontario. While the OPS framework is already in place, it’s underutilized—especially in the area of asphalt specifications, which has led to inefficiencies and inconsistent quality. ››
A History of Asphalt Standards and Fragmentation
More than two decades ago, Ontario’s asphalt mixes were relatively simple: four or five standardized mixes, a single grade of asphalt cement, and modest regional variations between northern and southern Ontario. Highway projects required only a few heavy-duty mixes, allowing asphalt producers to easily manage supply and production.
As traffic volumes increased—particularly in urban centres— pavement performance demands evolved. This prompted the adoption of Superpave asphalt mix designs and performancegraded asphalt cement (PGAC), innovations that significantly reduced pavement distresses like rutting and cracking when applied correctly.
The MTO led the charge, transitioning to Superpave in 1997 and completing full implementation by 2005. OPS specifications were updated accordingly: one version for the MTO projects and another—less rigorous “MUNI” version—for municipal use. However, while the MTO abandoned the outdated Marshall mix design, municipalities were allowed to continue using it, resulting in a dual system that persists to this day.
Consequences of Divergence
Over time, municipalities increasingly relied on consultants and academic advisors for specification development, leading to a proliferation of asphalt mix designs. In the Greater Toronto Area, a single asphalt plant may now produce over 100 different mixes to meet varied municipal requirements. These not only differ in volumetric design but also in asphalt cement grades and performance properties.
The operational impact is significant. Plants must invest in additional storage silos and asphalt cement tanks—each potentially costing hundreds of thousands of dollars—to accommodate diverse specifications. This inflates capital
costs, complicates logistics, and can limit contractors’ ability to bid on projects efficiently. As one eastern Ontario contractor noted, they require seven separate asphalt cement tanks just to meet regional demands.
This complexity undermines the original goals of standardization: cost savings, quality control, and operational clarity.
Moving Forward: A Unified Framework
A harmonized approach using legislated OPS standards would offer broad benefits:
· Simplified logistics at asphalt plants, with fewer mix changes and storage challenges
· Improved quality and consistency in asphalt production
· Lower costs for municipalities that no longer need to develop custom specifications
· Renewed leadership from the MTO in advancing technological innovation and best practices
To address how new technologies can be introduced within this system, ORBA proposes a more robust and inclusive structure—bringing MTO, MEA, and ORBA together as equal partners in specification updates and innovation.
Raising the Bar: Asphalt Plant Certification
Beyond harmonization, ORBA is also advancing a plant certification program through its Asphalt Council. With support from municipalities, asphalt producers, and paving contractors, this program would require plants to be certified in order to bid on municipal contracts. The goal is to ensure higher standards in quality, sustainability, and safety.
Long-term, ORBA envisions this certification becoming part of OPS—further integrating best practices into a cohesive provincial framework.
Ontario Proposes AMPs for OHS Law Enforcement
BY NORMAN A. KEITH AND JOSEPH CAMMALLERI, KPMG LAW LLPi
INTRODUCTION
On May 28, 2025, the Government of Ontario introduced Bill 30, Working for Workers Seven Act, 2025 (“Bill 30”). Among other significant legislative amendments to the Employment Standards Act, 2000, Workplace Safety and Insurance Act, 1997, and Occupational Health and Safety Act (“OHSA”), Bill 30 proposes to establish an administrative monetary penalty regime within the OHSA for the first time since the law was enacted on October 1, 1979. Mr. Keith introduced the topic of administrative monetary penalties in the discussion of using deferred prosecution agreements (“DPAs”) for workplace safety enforcement in a previous edition of this publication.1 The focus of this article will be to provide an overview of the proposed amendments to the OHSA that would establish an administrative monetary penalty (“AMP”) regime as well as its potential ramifications for enforcement and fairness for ORBA members across Ontario. The authors will discuss procedural fairness and the Charter of Rights and Freedom (“Charter”) protections regarding the financial and reputational risk associated with AMPs.
The proposed AMP regime, in its current form, does recognize the legal presumption of innocence under OHSA prosecutions and protected by the Charter. It is unclear whether there is a meaningful right of appeal by an individual or corporation is aggrieved by the Ministry of Labour, Immigration, Training & Skills Development (“MLITSD”) inspector’s AMP. More specifically, it remains unclear if an aggrieved person has a full right of appeal of an AMP to an independent and impartial tribunal such as to the Ontario Labour Relations Board (“OLRB”).
Overview of the Proposed AMP Scheme
(a) New Powers of Ministry of Labour, Immigration, Training and Skills Development Inspectors
If the proposed legislation receives royal assent, Bill 30 would amend the OHSA by adding in “Part IX.1 – Administrative Penalties.” As it is currently drafted, these amendments would give MLITSD Inspectors the power to impose an AMP against any “person”. Therefore, both a corporate employer and an individual supervisor may be the target of an AMP. All that is required is for an inspector to decide that a person has “contravened or failed to comply” with a provision of the OHSA , regulations, a previously issued order, or requirement from an inspector of the MLITSD. There is no need or an opportunity for a court or tribunal to hear evidence and determine if there has been a contravention before the AMP issue by the inspector.
The proposed legislation would permit MLITSD Inspectors to issue an AMP by way of a “notice”, which must contain or be accompanied by information setting out the nature of the alleged contravention or failure to comply, the amount of the monetary penalty to be paid, and any other information that may be prescribed later by the regulations. The language of Bill 30 does not address the form or timelines regarding service of the “notice” by a MLITSD Inspector. It is unclear if there is a limitation period for the issuance of AMPs. There is no reference to the maximum monetary penalty available in an AMP issued by an inspector under Bill 30. ››
(b) Purpose, Penalties, and Publication
The general purpose of the AMP scheme is purportedly to promote compliance with the OHSA and its regulations. It is unknown at this time what precise criteria will be used by MLITSD inspectors to issue an AMP, and/or how they will set the quantum of the AMP. Bill 30 defers this to a future, current unknown and presumably undrafted regulation. It is unclear at this point what the maximum range of penalties will be. Bill 30 simply states that “if a range has been prescribed for an AMP”. The inspector can decide the amount of penalty in accordance with the prescribed criteria, which will also likely be set out in the future regulation.
Bill 30 states that if a corporation or individual pays an AMP, in accordance with the terms of the “notice”, then that corporation or individual will not be charged with an offence under the OHSA in respect of the same contravention. This is a positive benefit of a person receiving an AMP and then paying it. However, the authors caution that this does not necessarily protect against the MLITSD laying charges for similar but not the same contraventions or laying charges under the “general duty clause” for both employers and supervisor. 2
Further, it is also important to appreciate that an AMP may have similar financial risks and business reputational damage as a prosecution and conviction under the OHSA . Bill 30 expressly authorizes the MLITSD the ability to publicize and publish information about an AMP. In other words, whether you are prosecuted and convicted under the OHSA or issued an AMP, either method of enforcement will likely result in publication of the results and business reputation damage. Therefore, the perceived advantage of an AMP is immaterial from the perspective of damage to business perspective.
The Right to Appeal an AMP
Based on the current language proposed by Bill 30, it is unclear if an individual or corporation who is issued an AMP by an MLITSD inspector has a full right of appeal. MLITSD inspectors are human and may, from time to time, make mistakes. Those mistakes in the form of AMPs are not subject to tribunal oversight and the Charter presumption of innocence. This enhances the importance of a full right of appeal to a person who is given an AMP. A full right of appeal is best achieved by an independent and impartial tribunal. Such a tribunal is able to protect due process, provide the minimal threshold of procedural fairness, and provide public accountability of the inspectors’ new power to issue AMPs.
However, the proposed legislation only allows for an individual or corporation who has been issued a “notice” of an AMP, to “request a review of the notice” by a prescribed person or entity. This “prescribed person or entity” is not identified in Bill 30 but rather is left to the future regulation. Given the seriousness of AMPs and the need for inspector accountability, this is a concern about Bill 30 as presently drafted.
It is unknown at this point whom this “prescribed person or entity” will be. However, in the interests of promoting and protecting the “free and democratic” values of the Charter, with accountability and transparency, the preferable approach would address this issue in Bill 30 now, and not in a future regulation. Currently it is possible and within the power of the proposed legislation for the MLITSD to designate an internal individual, who is also a co-employee of the inspector, to be the “prescribed person or entity”.
It would be preferrable, in the authors’ view, that a right of full appeal from an AMP be clearly stated in Bill 30. The right of appeal would likely be to the OLRB, an independent and impartial tribunal, that already hears many OHSA related disputes. If AMPs are only able to be challenged on an “internal” MLITSD employee review from an affected or aggrieved person, there would be little accountability, transparency, and public confidence in the right of review of this new power to be given to inspectors.
Other powers of inspectors, such as section 57 of the OHSA gives inspectors the power to issue orders for “contraventions of the OHSA or the regulations”. Person aggrieved by such orders have a right appeal the orders under section 61 of the OHSA to the OLRB within 30 days of the order being issued. Since the wording of Bill 30 gives inspectors the power to issue AMPs for “contraventions of the OHSA or OHSA regulations”, it reasonably follows that individuals and corporations ought to have a similar right to appeal to the OLRB under section 61. Currently, Bill 30 does not assure employers and supervisors of that right of appeal of AMPs to the OLRB.
2 See sections 25(2)(h) and 27(2)(c) of the Occupational health and Safety Act., R.S.O. 1990, c. O.1, amended, for employers and supervisor respectively.
Conclusion
As of the date of this article’s publication, Bill 30 has not yet passed second reading in the provincial legislature. The proposed addition of an AMP scheme to the OHSA provides insight into the future intentions of the MLITSD enforcement strategies.
On the one hand, Bill 30 gives MLITSD inspectors more power to enforce the OHSA with less oversight, transparency, and accountability through AMPs. The AMP regime does not recognize or protect the procedural and substantive legal and Charter rights of those affected, including the presumption of innocence. Since AMPs may seriously affect the financial risk and reputation loss of the person to whom they are issued, this is a concern. Enforcement of the OHSA by AMPs, in many ways, may be as serious as prosecutions under the OHSA but with less legal protection.
On the other hand, the imposition of an AMP scheme may signal a less aggressive, less criminalized prosecution model
of enforcing the OHSA against workplace stakeholders. AMPs are not the same as strict liability charges under the OHSA , and arguable do not attract the same level to legal and social stigma and censure. AMPs issued against individuals, unlike prosecutions, do not have risk of imprisonment and do not invoke Charter protections since the liberty of individuals is not threatened. The introduction of AMPs may also, perhaps, open the door for other methods of resolution of prosecutions, such as deferred prosecution agreements.
The bottom line for ORBA and its members is that they should be informed and have a voice on this proposed introduction of AMPs in the OHSA. The issues and concerns raised in this article may provide a starting point for dialogue with government on the efficacy and fairness of AMPs. Since there is a need for clarification on the quantum and appeal rights associated with AMPs, time is of the essence in making your views known. The authors remain available for consultation and advice in this regard to ORBA and its members.
3 Such disputes as section 50 reprisal complaints and section 61 appeal of MLITSD inspectors Orders.
i For more information on our OHS/Labour/WSIB/Employment training, consulting and legal services please contact Norman A. Keith (“Norm”), Partner, KPMG Law LLP, nkeith@kpmg.ca or 416-540-3435.
WHERE ROADS MEET Moments
That Mattered
From bustling networking receptions to lively roundtables, these gatherings brought together the people who keep our industry moving—thought-leaders, innovators, policymakers and visionaries alike. More than just a chance to shake hands, these events fostered real connections, fresh perspectives, and a renewed sense of community built around a shared vision of being ready to build Ontario’s future together.
LOBBY DAY
With Ontario Premier Doug Ford and Transportation Minister Prabmeet Sarkaria
Ontario Premier Doug Ford shakes hands with ORBA president Malcolm Croskery
On June 3, 2025, the Ontario Road Builders’ Association (ORBA) and the Ontario Stone, Sand & Gravel Association (OSSGA) came together at Queen’s Park with a united voice for the first-ever Ontario Infrastructure Lobby Day!
Our message to key political decision-makers was clear: Ontario’s infrastructure goals can’t be met without urgent and sustained support for the industries that build and supply it.
In more than 40 meetings led by over 48 engaged members from both associations, we delivered a consistent, solutions-focused message:
TO KEEP ONTARIO MOVING,
WE NEED:
Sustained, predictable infrastructure investment
Faster permitting to maintain a steady pipeline of shovel-ready projects
Harmonized construction standards to keep projects on time and on budget
Strategic workforce development to address labour shortages and support long-term industry growth
With more than 56,000 jobs supported and $5.5 billion in GDP contributions, our sectors are essential to Ontario’s economic engine.
Thank you to all the leaders and stakeholders who helped make this day a success!
With Ontario Minister of Transportation, Prabmeet Sarkaria and Ontario Minister of Tourism, Culture and Gaming, Stan Cho
With Ontario Minister of Red Tape Reduction, Andrea Khanjin
With Ontario Minister of Francophone Affairs & President of the Treasury Board, Caroline Mulroney and Parliamentary Assistant, George Darouze
ORBA CONVENTION
The Ontario Road Builders’ Association’s 98th Annual Convention & AGM, held on February 3 and 4, 2025, brought together industry experts, leading researchers, policymakers, and forward-thinking innovators from across the industry.
Under the theme Ready to Build Ontario’s Future Together, the convention featured a dynamic program of sessions focused on the shared vision to attract talent and build a future-ready, sustainable transportation network. As Ontario experiences unprecedented investment in infrastructure, the event marked a pivotal moment for the industry to align, collaborate, and lead the way forward.
& AGM HIGHLIGHT
MALCOLM CROSKERY was elected as President of ORBA
Special thanks to outgoing ORBA President, ANDREW WELTZ and outgoing OAPC Chair, STEVEN MANOLIS
CONVENTION KEYNOTE SPEAKERS HIGHLIGHT
Olympic Gold Medalist and host of the Amazing Race Canada JON MONTGOMERY shared his inspiring story of overcoming obstacles to achieve ‘Canada’s gold medal.
Chief Commercial Officer at Faculty JOHN GIBSON shared insights on how to leverage AI to enhance business efficiency.
DOUGLAS J. PORTER delivered a 2025 economic outlook with a strong focus on the ripple effects of trade tensions between Canada and the U.S.
Mayor of Greater Sudbury PAUL LEFEBVRE provided the opening remarks on the first day of the ORBA convention.
Ontario Premier DOUG FORD delivered remarks on the current economic landscape and emerging geopolitical challenges. He was also presented with the ORBA Lifetime Membership Award.
Special guest, Minister of Labour, Immigration, Training and Skills Development, DAVID PICCINI, joined the ORBA Executive Committee at lunch.
L to R: Walid Abou-Hamde, Ontario Premier Doug Ford, Malcolm Croskery, Andrew Weltz
L to R: Minister David Piccini and Malcolm Croskery
Contractor’s Round Up at The Rec Room, sponsored by Brandt – the biggest industry party!
PRESENTING SPONSOR
BRONZE SUPPORTING SPONSORS
Thank You to our 2025 Convention Exhibitors
ORBA AWARDS
Brian Barrett (posthumously)
Brian Barrett received ORBA’s highest honour as the 2024 ORBA Hall of Fame inductee. The Hall of Fame Award recognizes consistent exemplary and distinguished service to the association, the Ontario road-building industry and/or the nominee’s community over a lengthy period of time.
With over 40 years in the road building industry, including 37 years at Steed and Evans Limited, Brian’s journey began as General Manager of Construction and evolved into President and CEO. His remarkable career is a testament to his dedication and leadership in the industry!
Mario Villeneuve
Vice President, Villeneuve Construction Co. Ltd.
The winner of the 2024 Director of the Year Award, Mario Villeneuve, Vice President, Villeneuve Construction Co. Ltd., is the embodiment of this award. He has consistently demonstrated outstanding leadership, unwavering dedication, and a proactive approach to advancing ORBA’s mission.
Cameron Wood
VP Administration, Roto-Mill Inc.
The winner of the 2024 Distinguished Service Award is Cameron Wood, VP Administration, Roto-Mill Inc. For over 15 years, Cameron has been a dedicated member of ORBA’s Education Committee. His long-standing commitment and leadership have played a vital role in shaping ORBA’s educational programs and enhancing member engagement. Cameron has been instrumental in the annual planning and delivery of the ORBA Road Building Academy, helping to develop customized courses that address the evolving training needs of our members.
The 2024 winner of the Community Leadership Award is Steed and Evans Limited.
L to R: Andrew Weltz, Paul Sousa, Jim Hurst, Malcolm Croskery
The 2024 winner of the Green Leadership and Sustainability Award is Tomlinson Group of Companies.
Three consecutive years with over 500,000 average person-hours without a lost-time injury.
2024 Winner: Aecon Infrastructure Management Inc.
Three consecutive years with over 100,000 average person-hours without a lost-time injury.
2024 Winner: Peninsula Construction Inc.
L to R: Andrew Weltz, Graziela Girardi, Malcolm Croskery
L to R: Andrew Weltz, Rob Covassin, Malcolm Croskery
L to R: Andrew Weltz, Jamie West, Michael Graveline, Malcolm Croskery
The winner of the 2024 OAPC Honorary Life Membership Award is Murray Ritchie, Georgian Bay Region, Manager, Estimating, Sales and Marketing, The Miller Group. Murray served as President of the Ontario Hot Mix Producers Association (OHMPA) for two terms, a rare accomplishment. He also served as a member and Chair of the Marketing Committee and earned accolades including the prestigious Earl Kee Award in 2007 and the King Beamish Award in 2013. These awards are a testament to his outstanding contributions to both the industry and the organization.
ORBA FALL GALA
The 2024 ORBA Fall Gala was the largest to date, bringing together 340 industry professionals for an evening of celebration, connection, and recognition. A standout moment of the night was a special address by Toronto Mayor Olivia Chow, whose remarks underscored the essential role the road building and construction sector plays in advancing Ontario’s infrastructure and fueling the province’s economic development.
We extend our heartfelt thanks to everyone who helped make the evening such a memorable success—from our tireless organizers and generous sponsors to every guest who joined us in support of our industry.
L to R: Steven Manolis, Murray Ritchie, Chris Campbell
L to R: Steven Crombie, Mayor of Toronto, Olivia Chow, Walid Abou-Hamde
Blackmail, Extortion, & Fraud: The Cyber Crime Triad Sneaking Up on
the Heavy Civil Construction Industry
BY SCOTT BIRMINGHAM, C.E.T., C.I.M.
“We move dirt – we don’t have anything a hacker would want.”
Some variation of that statement is common among heavy civil construction companies. Suppliers and consultants echo similar sentiments: “We make pipe...”, “We design roads…”, “We sell traffic management…”
Acyber attack won’t force a complete jobsite shutdown the same way it can shutdown a school, medical office, accounting firm, insurance company, or any other business that Mike Rowe wouldn’t feature on the TV show “Dirty Jobs”.
Yet all heavy civil construction companies move something cyber criminals want: Money.
Smart cyber criminals know their payday is in the dollar amounts involved in civil construction. Whether it’s paving a major highway or replacing municipal sewer lines, the money involved is a tempting target for criminals.
Managing Risk
Though ransomware attacks happen to construction companies, they are not necessarily as lucrative for cyber criminals as other forms of attack. Unfortunately, most civil construction companies tend to overlook those other forms of attack. ››
Before looking at an example of these other forms of attack, let’s consider security in terms of risk management. Risk management relies on different types of “controls”, the most common of which is some form of insurance.
The controls involved in workplace safety risk management are familiar and provide a good analogy for managing information security risk.
Managing workplace safety risk involves “technical controls” like personal protective equipment; “administrative controls” such as policies, procedures, and emergency response plans; and “physical controls” like fencing and trench boxes.
The same three types of controls are used to manage information security risk:
· Administrative: Things like policies around who has access to what information and what they’re allowed to do with it, procedures for on/offboarding employees, and contingency plans when something goes wrong.
· Physical: Sensitive documents need to be physically locked up. Jobsite iPads need protective cases and be physically locked up when not in use.
How a Paving Company Almost Lost $1,000,000
This attack almost cost a paving company $1,000,000 in cash flow. And, had it occurred in peak-construction season, it would have been a lot more. Here’s what happened:
An accounts receivable employee, Jane, found an email from her boss in her junk folder requesting a spreadsheet listing customers with outstanding balances and contact information for payment approvals. Jane salvaged the email from her
junk folder and did what was asked. The company had about $1,000,000 in accounts receivable at the time.
Later that day, she asked her boss about it. He was confused. They then realized what was wrong: Jane had sent the list to a cyber criminal that impersonated her boss.
The risks were substantial:
· With balances and payment approver contact information in-hand, the criminal could contact customers to have payments redirected to them.
· Possible blackmail by the criminal: “Either pay us to stay quiet or we’ll ruin your company’s reputation. If you don’t pay, we’ll show the world what we have and how easy it was to get.”
The investigation found the following:
· The Technical Controls worked:
– The email was from a free Gmail account and contained a warning: “Caution! Email is from an external source.”.
– The spam filter moved it to Jane’s junk folder.
· But, the Administrative controls didn’t work and led to human error:
– Jane looked through her junk mail and consciously responded to the criminal’s request.
– Jane hadn’t completed the security awareness training or testing sent to her because the company didn’t have a policy in place requiring employees to do it.
One week later:
· The criminal purchased a near-identical domain name to the company’s and sent legitimate-looking payment change notices to the company’s customers.
· Thankfully, nobody fell for the scam because the company warned customers about the risk.
· A new Technical Control was added: Monitoring for newly registered domains that look like the company’s.
The company dodged a bullet this time: they collected the $1,000,000 in accounts receivable. But in peak season, accounts receivable increased to between $10,000,000 and $15,000,000
Top 5 Security Recommendations
The following recommendations will help companies avoid financial or reputational damage from such incidents:
1. Conduct regular security risk assessments (at least annually).
2. Don’t treat information security as a one-and-done project. Security needs to evolve as part of your continuous improvement strategy. Today’s attacks are vastly superior compared to two years ago; and will be vastly more superior two years from now.
3. Create a culture of security within your company through training, policies, and procedures.
4. Think “It’s not if we’ll experience a cyber attack, it’s when.” and create multiple layers of protection.
5. Create and rehearse an incident response plan (IRP). Just like a sports team practices plays so that they know how to execute it on game day, do the same with your IRP.
Summary
Heavy civil construction companies may not seem like obvious targets, but the reality is that the money involved in these projects make them attractive to criminals.
Unfortunately, many civil construction firms believe they aren’t as vulnerable to cyber crime than other industries, which often leads them to allocating fewer resources to protect against threats.
Financial and reputational risks are significant. The most effective risk management strategies focus on proactively preventing and preparing for an incident instead of simply waiting for it to happen.
With cyber crime on the rise, the heavy civil construction sector must evolve to meet current threats and adapt to future threats.
Scott Birmingham leads a team of information security professionals serving clients in a wide spectrum of industries, including heavy civil construction.
The Gordie Howe International Bridge: A score for Ontario’s P3 Model
BY MATT BRADFORD
A symbol of North American collaboration, public-private partnerships, and engineering ingenuity will soon span the Detroit River. Slated for completion in fall 2025, the Gordie Howe International Bridge is set to connect Windsor, Ontario, with Detroit, Michigan, providing a new trade and transportation route with direct economic impacts for both sides of the Canadian/U.S. border.
“The Gordie Howe International Bridge project is being built to address the regional transportation needs of redundancy, capacity, system connectivity and improved border processing,” explains Heather Grondin, Chief Relations Officer, Windsor-Detroit Bridge Authority, noting, “It will positively impact the flow of traffic and goods through the key Windsor- Detroit corridor and includes features that make this project truly distinctive.”
Distinctive is an understatement. With a main span of 853 metres (0.53 miles), the $6.4B bridge will be the longest of its kind in North America, the 10th longest cable-stayed bridge in the world, and the longest composite-deck cablestayed bridge globally. It will also comprise six traffic lanes and a dedicated, toll-free multi-use path for pedestrians and cyclists, making it the first Canada–U.S. bridge with integrated active transportation infrastructure. The bridge is supported by 216 stay cables – 108 from each of its 220-metre towers –encased in weather-resistant, high-density polyethylene (HDPE) pipes, and a customized concrete mix has been used to ensure it withstands the worst of Canada’s climate.
Evolutions in border mobility and logistics are also worth note. The bridge will incorporate an intelligent traffic management
system connecting Ontario’s Highway 401 with Michigan’s I-75, along with state-of-the-art customs facilities on both sides of the river designed for simultaneous processing. These upgrades, among others, will improve traffic flow, reduce bottlenecks, and streamline the passage of people and goods between the two countries.
It’s an ambitious project, to say the least; one which is on track to meet its fall 2025 completion date thanks to an experienced team comprised of Windsor-Detroit Bridge Authority and the Bridging North America team, which includes Fluor Canada Ltd. alongside ORBA member Aecon Concessions (a division of Aecon Construction Group).
“Aecon is proud to be the Canadian constructor of the Gordie Howe International Bridge Project,” says Aecon President and CEO, Jean-Louis Servranckx, “[Our] significant involvement in this project illustrates the strength and diversity of our integrated business model and our proven expertise delivering turnkey service offerings for large-scale, complex projects.”
A P3 success story
Since its inception, the Gordie Howe International Bridge has been a showpiece for public-private partnership (P3) models
and the Design-Build-Finance-Operate-Maintain (DBFOM) approach, the latter of which includes a 30-year operations and maintenance period.
“A P3 project that uses a design-build-finance-operatemaintain (DBFOM) model can offer a variety of benefits for Canadian taxpayers,” says Lisa Mitchell, President & CEO of The Canadian Council for Public-Private Partnerships “It’s why the federal government has used it for other major bridge projects like Confederation Bridge and the Champlain Bridge.”
What makes P3 DBFOM models ideal for both public and private-sector stakeholders, she adds, is that they are structured from the onset to:
• Consider the whole lifecycle of the project (not just the design and construction);
• drive innovation and efficiencies by bringing together a consortium to deliver the project;
• leverage private capital and expertise in a performancebased contact; and, relatedly,
• allocate the appropriate risk to the party best suited to manage it.
“This approach has provided cost certainty, accelerated timelines, and guaranteed performance standards,” says Mitchell.
Cost savings and enhanced accountability are also anticipated benefits from the project’s P3 model. Regarding the former, a 2018 Value for Money analysis estimates model will save $560 million for taxpayers. In terms of accountability, the model compels private sector stakeholders to oversee the long-term performance of the bridge by tying payment to performance and embedding incentives for on-time, on-budget delivery and maintaining high-performance standards throughout the asset’s life. On the other hand, At the same time, the costs associated with the 30-year operations and maintenance period are paid upfront by the public stakeholders, preventing governments from deferring upkeep, which results in premature infrastructure deterioration.
“Because private capital is at risk, private partners are further incentivized to keep assets in excellent condition, often returning them to the government in like-new shape at the end of the agreement, typically 30 years later,” says Mitchell, noting, “If standards aren’t met or service is disrupted, governments can impose penalties or withhold payments until issues are resolved.”
A symbol taking shape
At the time of writing, the Gordie Howe International Bridge is in its final stages of development. The deck has been fully connected across the Detroit River, and all 216 stay cables have been installed and tensioned. Crews are now focused on completing the bridge’s critical systems, embedding a dedicated multi-use path for pedestrians and cyclists,
installing key features (e.g. safety barriers, emergency call stations, and security features), and finishing the border, customs, and inspection facilities on both sides of the border.
All told, the project has been a worthy challenge for its experienced team. In addition to managing operations during the COVID-19 pandemic, Aecon and its partners at Bridging North America were tasked with designing and delivering the bridge in alignment with both nations.
“Designing and delivering this bridge across two nations poses inherent challenges: from working with different engineering codes, workforces, regulations and even units of measure, to complying with stringent customs and border crossing requirements,” Servranckx explains, stressing, “the most stringent of the Canadian and US standards were used to ensure the project is constructed to the highest standards of structural design and durability.”
“There was no ambiguity from the start,” he adds. Everyone on the project team was working from the same playbook.”
Spanning economies
The economic impacts of the new bridge cannot be understated. For one, says Ryan Donally, President & CEO of the Windsor Essex Chamber of Commerce, it will greatly support the economically vital Windsor-Detroit corridor, which, according to the Canadian Chamber of Commerce, handles approximately 30% of all Canada-US trade: “Every single day, nearly $390 million worth of goods cross between Windsor Essex and Detroit via the Ambassador Bridge. That’s more than a quarter of our nation’s exports by road and nearly a third of its imports.”
“As the trade relationship between Canada and the US is ironed out, this two-way flow of commerce will expand, creating economic prosperity and opportunity on both sides of the river,” he continues, adding, “the Gordie Howe International Bridge isn’t just important - it’s essential.”
In addition to creating over 2,500+ direct construction jobs, the bridge will accommodate a daily capacity of 120,000 and save nearly 850,000 hours per year for commercial trucks, translating into billions of dollars in logistics efficiencies and competitiveness for Canadian exporters and bolstering supply chain resilience for key sectors.
Reflecting on the bridge’s overall significance, Donally notes, “The Gordie Howe International Bridge stands as a powerful symbol of partnership, resilience, and shared prosperity between Canada and the United States. For Windsor-Essex, it represents our gateway to new economic opportunities, enhanced trade security, and the future of North American supply chains. This bridge embodies our region’s role as the beating heart of cross-border commerce — connecting communities, industries, and people for generations to come.”
For more information, visit www.gordiehoweinternationalbridge.com
2024 ORBA SCHOLARSHIPS
ORBA College Civil Engineering Scholarship: TRISTAN EASTON, Algonquin College
Joe Bunting Scholarship: OSCAR CALVO, Fanshawe College
ACADEMY 2025
March 3-7, 2025 , Kingbridge Centre
The 2025 ORBA Academy brought together professionals from the transportation infrastructure industry for an immersive, expert-led learning experience. With a jam-packed schedule of specialized courses, attendees gained valuable knowledge, developed new skills, and engaged in dynamic discussions with some of the industry’s leading experts.
From the latest advancements in asphalt technology and plant operations, pavement preservation, project management and construction estimation, customer relations, leadership, and more, the Academy provided a comprehensive learning environment that left everyone inspired and ready to take on new challenges in the industry.
ORBA CORNER
INTRODUCING THE ONTARIO ASPHALT ENVIRONMENTAL IMPACT BENCHMARKING PROJECT - PART 1
(March 26, 2025)
Presented by Lianna Miller, Sustainability Director, WAP Sustainability Consulting
Lianna Miller, Sustainability Director at WAP Sustainability Consulting, provided an in-depth overview of the Ontario Asphalt Environmental Impact Benchmarking Project, aimed at developing industry-informed, accurate benchmarks for the environmental impacts of asphalt mixes in Ontario. The discussion covered the following:
• Introduce the basics of Life Cycle Assessments (LCA) and Environmental Product Declarations (EPDs)
• Explore the benefits of the project to the asphalt industry
• Detail the types of data being collected and how it’s gathered
• Kick off ORBA membership participation, outlining clear next steps and timelines
INTRODUCING
THE ONTARIO ASPHALT ENVIRONMENTAL IMPACT
BENCHMARKING
PROJECT - PART 2
(May 21, 2025)
Presented by Lianna Miller, Sustainability Director, WAP Sustainability Consulting
Building on Part 1 of the discussion, this webinar covered the following topics as related to the Ontario Asphalt Environmental Impact Benchmarking Project:
• A brief review of the project and goals
• Details about how the data will (and won’t) be used
• Example analyses and graphs from a similar benchmarking project
• Live demonstration of the platform
NEVER A DULL MOMENT: Navigating an Uncertain Tariff Environment in the Age of Donald Trump
(April 9, 2025)
Presented by Rocco Ruso, Principal and Founder, RAR Litigation
As Ontario’s construction industry adapts to the recent changes in the Construction Act, new challenges — including unpredictable tariffs — have emerged. In this session, Rocco Ruso, Principal and Founder at RAR Litigation, provided practical strategies to protect member businesses from future tariff-related losses, outlined existing protections, and discussed how the new Construction Act changes can either help or create obstacles.
Key Takeaways included:
• Steps to protect member businesses from future tariff fluctuations
• Insights into current protections and how they apply to operations
• How the changes to the Construction Act affect the construction industry in light of these challenges
INTRODUCTION TO THE ONTARIO INFRASTRUCTURE ACADEMY (OIA)
(Date to be provided, 2025)
Presented by Name to be provided
A new initiative, nested under ORBA, this informational webinar provided a conceptual overview of the Ontario Infrastructure Academy (OIA). Through the Ontario Infrastructure Academy (OIA), ORBA is building on the momentum of its Road Building Academy—an initiative that laid the groundwork for sector-specific, high-quality training. That foundation has demonstrated both the demand, and the value of industry-led workforce development tailored to infrastructure. Endorsed by the Ministry of Labour, Immigration, Training and Skills Development (MLITSD) and funded in part by the Government of Canada, Employment Ontario, and the Government of Ontario, the OIA represents a formalized, scalable extension of that pilot—designed to meet today’s labour demands and tomorrow’s infrastructure ambitions.
Welcome to the ORBA Team
We’re excited to welcome Donn Bernal to the ORBA team as our new Technical Advisor, Asphalt Industry. With more than 25 years of experience in asphalt technology, plant operations, and business strategy, Donn brings a deep understanding of the industry along with a clear vision for the road ahead.
In this role, Donn will lead ORBA’s asphalt-related initiatives, helping shape programming, communications, and industry events. He’ll also spearhead the development and rollout of the Ontario Asphalt Plant Certification program and lead collaborative efforts with the National Research Council to develop Life Cycle Assessments and Environmental Product Declarations for asphalt.
A longtime advocate for sustainable practices, Donn is passionate about integrating environmental responsibility into all aspects of asphalt production. His technical knowledge and forwardthinking mindset make him a valuable addition to our team and to the broader infrastructure community.
At ORBA, we’re committed to empowering the next generation of industry leaders. This summer, we’re pleased to welcome Faduma Farah as our Public Affairs and Communications Intern.
Faduma holds a degree in Health Sciences from Wilfrid Laurier University and brings experience from working in the public sector. Currently studying Public Relations at Humber Polytechnic, she offers a fresh perspective on strategic communications and stakeholder engagement.
She will support ORBA’s efforts to deliver consistent messaging, elevate member stories, and drive awareness of the vital work being done across Ontario’s road building and infrastructure sectors.
Join us in welcoming our second summer intern, Colin MacKay, to the team!
We’re thrilled to have Colin join ORBA as our Policy and Government Relations Intern.
Currently studying Business Law at Carleton University, Colin brings a strong work ethic, a keen interest in policy development and a deep passion for driving meaningful change. This summer, he’ll be supporting strategic initiatives, contributing to important policy conversations and helping advance a forward-thinking approach to advocacy and communications.
SPOTLIGHT ON NEW MEMBERS!
COBBLESTONE SAFETY CONSULTANTS INC.
Cobblestone Safety Consultants is focused on road user safety and improvement of the quality of traffic control in Ontario. Their knowledge and experience provide them with a unique perspective on the industry, with a strong focus on Positive Guidance principles. For more information, please visit https://cobblestonesafety.ca/
CONSOR ENGINEERS
A cross-functional team with a presence across North America and complementary suite of services, we’re united by a commitment to delivering future-ready water and transportation infrastructure. Consor Engineers do the following services, Transit planning and design, roadway and highway design including freeway design, interchange, intersection and roundabout design, and resurfacing, restoration, and rehabilitation design. Bridge and ancillary structure design, plan/constructability review, rehabilitation and retrofit, bridge preventative maintenance program development and implementation. Traffic engineering and structural inspections. Hydraulic modeling and design, storm water pump station design, electrical, storm water management, watermain and sanitary design, Construction administration and inspection. For more information, please visit https://www.consoreng.com/
COWAN INSURANCE GROUP
Cowan Insurance Group (CIG) has been providing customized, comprehensive insurance and risk management professional advice and placement to meet commercial and personal insurance, group benefits, and wealth management needs since 1927. Some services include, personal insurance (Retail, Private Client, Group Home & Auto), business insurance (Commercial, Small Business, Specialty, Programs), group benefits, health and disability management, group pension and retirement consulting and international programs. For more information, please visit https://www.cowangroup.ca/
DILLON CONSULTING LIMITED
Dillon Consulting specializes in addressing the engineering, environmental, and planning needs of our clients. Our expertise covers Community Planning and Infrastructure, Contaminated Sites Management, Energy Transition, Environmental Management, Facilities, Land Development, Transportation, and Waste Management. For more information, please visit www.dillon.ca
FLATIRON DRAGADOS CANADA INC.
FlatironDragados is the trusted partner delivering resilient, innovative, and sustainable infrastructure for today and tomorrow. In collaboration with public and private clients, our project teams deliver essential infrastructure — roads and bridges, aviation, resiliency protection, dams and reservoirs, rail and transit, water, and wastewater treatment facilities, tunneling, underground projects and marine works. For more information, please visit https://www.fdcorp.com/en
INFRASTRUCTURE UNITED
Infrastructure United is a subsidiary of the well-established engineering firm Civil ArSa Engineering, a trusted provider of consulting services for nearly two decades. With a strong track record of successful collaborations, Civil ArSa Engineering has been a key partner to the Ministry of Transportation Ontario (MTO) and municipalities, delivering innovative solutions across the infrastructure sector. For more information, please visit https://infrastructureunited.com/
J.D. FIELDS CANADA ULC
Since 1985, JD Fields & Company, Inc. has supplied millions of tons of high-quality steel products to customers around the world. JD Fields has a variety of steel pipe and steel piling products to offer to their customers around the world. For more information, please visit https://www.jdfields.com/
RENEW YOUR MEMBERSHIP TODAY, OR BECOME A MEMBER, CLICK ON THE QR CODE!
Joining ORBA is an investment in your company and in the future of road building. Get inside access to exclusive events, continuous education, sponsorships and exhibitions. Have an impact on government and contribute to a great industry. membership@orba.org
KELLER CANADA
Keller is the largest independent geotechnical contractor in the world. Keller’s model of globally connected local businesses enables them to provide clients with the best of both a small local company and a large global organization. Keller is proud of their management systems in Health, Safety, Environment and Quality. Highly focused on achieving the goal of zero incidents and injuries through effective leadership and management. This drive is underpinned by their “Think Safe” philosophy and the commitment to continual development of a positive culture of understanding, transparency, learning, and innovation. For more information, please visit https://www.keller-na.com/
NORTHBRIDGE INSURANCE
As the third largest commercial insurer in Canada, Northbridge Insurance works to understand your unique business insurance needs - no matter where you are or what typer of business you operate. Ranging from project insurance to liability insurance, Northbridge is a one-stop shop with expertise in the construction and contractors’ sectors. With regional offices across the country we work closely with our insurance broker partners to ensure your needs are always looked after. Northbridge insurance is a subsidiary of Northbridge Financial Corporation and is 100% wholly owned by Fairfax Financial Holdings. For more information, please visit www.nbins.com
ONTRACCR TECHNOLOGIES INC.
Ontraccr operates as a powerful standalone platform and enhances your existing Eclipse Explorer ERP system. Ontraccr is specifically designed to address the complex needs of road construction, where data accuracy and efficiency are paramount. By integrating seamlessly with your existing ERP systems like Eclipse, Ontraccr captures and transmits field data directly to the office, eliminating manual errors and reducing administrative workload. With top clients like Mainroad trusting Ontraccr, we’ve proven our ability to enhance project visibility, streamline operations, and ensure that every project stays on track from start to finish. For more information, please visit https://www.ontraccr.com/roadbuilders
PENINSULA CANADA
Peninsula takes the risk and hassle out of HR and health & safety management for over 6,500 Canadian business owners. For 40 years since, Peninsula’s experts have guided employers through their toughest workplace challenges. Today, their services go beyond HR to cover health & safety management, legal assistance, smart software support, employee wellbeing, and so much more. By doing the heavy work of HR and workplace safety compliance for their clients, it helps business owners save time, money, and the hassle of staff management. For more information, please visit https://www.peninsulagrouplimited. com/ca/
TOKIO MARINE CANADA LTD.
Tokio Marine Canada Ltd. (TMCan) is a domestic P&C insurance company providing comprehensive commercial and specialty risk solutions. With a focus on delivering entrepreneurial, effective risk management solutions and unparalleled service to address the complex insurance needs of Canadian businesses. Staying ahead in a rapidly evolving industry by being agile, forward-thinking and customer focused. For more information, please visit https://tokiomarinecanada.com/
XS SOIL SOLUTIONS INC.
XS Soil Solutions was founded on the vision of becoming the leading excess soil consultant in the GTA and Ontario. XS Soil has unique work experience in interfacing with general contractors, subcontractors, regulators and municipalities, resolving the day-to-day issues these new regulations will bring. For more information, please visit https://www.xssoil.ca/
