ROADBuilder Summer 2022 | VOL18 NO1

Rebuilding the Canadian economy in the post-COVID era Cyber security critical in the construction industry

The official publication of ROADBuilder is published biannually by the Ontario Road Builders’ Association

Publications Mail Agreement #40787580

Return undeliverable items to: The Ontario Road Builders’ Association 365 Brunel Road, Unit 1 Mississauga, ON L4Z 1Z5

Tel: (905) 507-1107 Fax: (905) 890-8122 orba.org

Chief Executive Officer BRYAN HOCKING

If you thumbed through the summer edition of ROADBuilder before reading my message, you probably noticed a new look and feel to the magazine. I’m proud to announce that ORBA has taken the publication of ROADBuilder in-house. The new magazine boasts a bold new masthead in ORBA’s signature red and black, and features more articles on issues that matter to you as a member of ORBA on subjects that impact your business. The self-publishing of our communication channels started a few years ago with ASPHALTopics, followed by the newly designed Information Highway e-newsletter earlier this year and now ROADBuilder. In the fall, we will complete our stable of publications with the 2022 — 2023 Sourcebook.

ORBA Summit

Just a few weeks before the ORBA annual convention, none of us thought that we would be presenting our second straight virtual summit and AGM. For five months, we had been planning an in-person convention, but such is life when trying to live with a pandemic.

In the summer of 2021, things began to look up. Jabs were getting into arms, COVID-19 numbers were down, and we were able to gather in larger groups. As an association, we were thrilled to begin making plans to return to work at the

Message from the Chief Executive Officer

office and start to organize in-person events. The President’s Tour was our first in-person event in nearly two years. We were able to visit Ottawa, London and the GTA. Our spirits were up and it was a treat to see members in-person and be able to bump a fist or two. I guess when we received word that we wouldn’t be able to visit Sudbury in-person because of an area outbreak it might have been a precursor of things to come.

In December, we first heard the word Omicron and it landed a devastating blow. It put us in another lockdown situation and we had to make the tough decision to move from an in-person annual convention to another virtual summit. Backed by the experience of organizing and presenting a virtual summit the year before, our Convention Planning Committee and ORBA staff quickly pivoted, turning a live event into a virtual one in a matter of days. Summit 2022 went off without a hitch with four action-packed days over two weeks. If you missed the event, you can view all the presentations on our website, including our keynote speaker, Stephen Poloz, and greetings from Premier Doug Ford, Mayor of Toronto, John Tory, and, of course, the Minister of Transportation, Caroline Mulroney.

Kevin Machej, ORBA’s new president

I am very pleased to announce that at the 2022 AGM, Kevin Machej became the new president of ORBA. Kevin brings a unique set of skills and a wealth of knowledge to the road building industry. His experience in finance, operations

and strategy is a major benefit to the association. Kevin has been working in the building materials industry since he started more than 25 years ago at the St. Lawrence Cement Mississauga Plant, a sister company of Dufferin Construction. Over the years, he had the opportunity to grow and work with all of Dufferin’s businesses from concrete to aggregates, and now construction, and worked in everything from IT, finance, and strategy to finally construction.

I also want to say goodbye to Rocky Coco as our 2021-22 president. Congratulations are also in order for Rocky as he was the recipient of the 2021 Director of the Year Award. Rocky confronted leadership in these unprecedented times with courage and grace, and dedicated his time to boldly tackling a number of major issues facing our industry during yet another unpredictable and unprecedented year. Throughout it all, he stood tall and did us all proud.

New opinion column in Metroland Media

Recently, we negotiated a partnership between ORBA and Metroland Media, a division of the Toronto Star, to publish an opinion column every month. The monthly column will include ORBA and OAPC topics, helping us to reach a broader and more diverse audience. The column will run in 30 online community newspapers across Ontario, including Toronto. com, TheStar.com, the Hamilton Spectator, the Vaughan Weekly, and the Mississauga News, to name a few. Our audience has increased from 100,000 potential readers to 10 million potential readers across Ontario. As we create our own content, we begin to control our message. This content is then shared by ORBA and OAPC on our social media channels like LinkedIn and Twitter, further amplifying our message.

We’ve already published five opinion pieces and have received positive feedback. You can read these articles on LinkedIn or in Information Highway

Success of annual Road Building Academy

Our ever-popular Road Building Academy was once again a great success. Survey results showed that 94 per cent of respondents said their overall course experience was good or excellent and 91 per cent agreed or strongly agreed that the course they took was able to improve knowledge and skills. Ninety-nine per cent of respondents said that the instructor’s level of knowledge was good or excellent. The only negative comment was that respondents wished they could have taken the course in-person. I can assure you that we at ORBA share that wish. This summer, the ORBA Education Committee will review the academy program and make recommendations to eliminate lesser-performing courses and to add new courses to the mix. Look for an exciting in-person, Road Building Academy in 2023!

Technology changes at the Road House

Finally, I want to let you know that a number of improvements have been made at ORBA’s head office throughout the pandemic when staff were working from home. Not only has it been redesigned and refurbished throughout, but we have also made some major technological improvements. We’ve installed high-speed fiber-optic internet service, ensuring that when we do meet virtually or host webinars that the video quality will be picture perfect with no lagging. The highspeed internet and an improved wi-fi network have allowed us to furnish the boardroom and one of our new meeting rooms with a stateof-the-art video conferencing system complete with a large screen television, video cameras, and a surround sound speaker and microphone system. This new set-up will allow us to hold hybridtype meetings for both ORBA and OAPC, allowing those who cannot travel to the ORBA offices to experience meetings as if they were there in person. We’ve also installed video cameras around the building, entrances and parking lot for the safety of our staff and visitors.

I hope to see many of you at our various in-person events throughout the year like the annual members’ golf tournament at Station Creek on August 16. It’s been far too long since we’ve had the opportunity to meet in person. I wish you well and I hope to see you soon.

Director, Policy and Stakeholder Relations

ANDREW HURD

With the provincial election period upon us at the time of writing, I thought I would use this space to offer an overview of some of the high-level infrastructure spending commitments in both the federal and provincial budgets. On to the numbers.

National infrastructure spending

According to Buildforce, total year-over-year construction investment in 2021 increased by 11 per cent. Across the country, heavy civil investment increased by 8 per cent, while residential investment shot up by 14 per cent relative to 2020. Heavy civil engineering investment is expected to peak in 2022 with the ramping up of major LNG, utility, transit and transportation infrastructure projects. This peak then recedes moderately out to 2027 as these projects are completed.

Around Queen’s Park

The federal budget tabled on April 7 didn’t have much information on infrastructure, despite the sector employing 1.47 million people, or one out of every 13 working Canadians. Rather than investing in the economy in a capital sense, the budget was mainly about decreasing relief measures, addressing social-wellness issues including the Liberal/NDP dental plan ($5.3 billion over 5 years) and more focus on the path to a balanced budget. The budget earmarked $31 billion in new spending, down from $101 billion last year. The federal deficit is projected to decrease from $113 billion last year to $52 billion in 2022.

In partnership with the provinces, the flagship federal spending on infrastructure continues to occur under the Investing in Canada Program. Total spending for this program is a projected $33.5 billion over eleven years, with $20 billion used to date. The federal budget signaled the government’s intent to commit the remaining funds by March 31, 2023, with anything left over reallocated elsewhere. Ontario still has an uncommitted $1 billion remaining, around 10 per cent of their envelope. Newfoundland, the Maritimes, Quebec and Saskatchewan still have a substantial portion of their envelopes remaining.

One area of federal spending receiving a much needed-boost is defence. The 2017 federal budget signaled that defence spending would rise from $19 billion annually to roughly $33 billion by 2026. This has been augmented by an additional $8 billion over 5 years in the 2022 plan. Canada’s defence spending currently sits

at 1.39 per cent of GDP, and with this additional spending it’s projected to reach 1.5 per cent of GDP by 2027, still shy of the NATO goal of 2 per cent.

Provincial spending

The provincial budget tabled on April 28 was intended to serve as the Ford administration’s re-election platform. As the election period was called shortly after, the budget bill has not passed. Should the Progressive Conservatives win re-election, the tabling of a new budget will be among the government’s immediate priorities and they have publicly committed to reintroducing the same document. With it essentially being a platform document, projected spending is up this year and the deficit, which was around $13 billion last year, is expected to grow to $19.9 billion. The path to balance culminates in 2026-27.

Total provincial highways global funding in 2022-23 is at $3 billion, part of a $25 billion highways budget over the next 10 years. That global $3 billion includes $470 million for design and property as well as $385 million for capitalized interest, ferries and remote airports. This leaves the province with a highways rehabilitation and expansion budget of just over $2.3 billion. This figure is relatively consistent with the last few years and includes new tender value, carryover and claims.

ORBA’s tracking indicates that the traditional tender value last year was $1.5 billion, up from $1.3 billion the year before,

and I estimate that we’re looking at a range of $1.3 to $1.6 billion in awarded value for the year ahead. Projections for the next three years show stable global highways funding of around $3 billion annually. The transit budget currently sits at just over $8 billion for this year and for each of the next three years.

ORBA provincial election priorities

At the time of writing, we are working to ensure that ORBA is well positioned for the post-election period. Our election priorities document, available on the ORBA website, lists several key issues that help inform our ongoing advocacy efforts. These priorities include key materials inflation mitigation, a more robust federal and provincial immigration strategy for the additional heavy civil sector workers the industry needs, and further promotion of the responsible reuse of non-renewable construction materials such as RAP and aggregate. We have also sent this document along with a key issues survey to candidates in all 124 ridings across Ontario. A party platform infrastructure comparison guide is available on our website. Letters of congratulations and introduction for new and returning MPPs are also being developed. It’s a busy season ahead for everyone, the ORBA advocacy team included, and I hope it’s also a happy, safe and productive one.

STEPHEN POLOZ

SPECIAL ADVISOR AT OSLER, HOSKINS & HARCOURT

With over 80 per cent of the population vaccinated in Ontario, pandemic restrictions lifting, and employees returning to the office, it can seem like the worst of the pandemic is behind us. But many of the businesses we’re returning to have faced significant challenges since the country’s first lockdowns two years ago, and have questions about the future of their industries in a post-COVID economy.

On January 26, ORBA’s 2022 Summit opened with a keynote address by Stephen Poloz, special advisor at Osler, Hoskins & Harcourt, former Governor of the Bank of Canada, and author of The Next Age of Uncertainty: How the World Can Adapt to a Riskier Future. Here he shares his insights into inflation and the economy, what it means for companies and investors, and what to expect for 2022 and beyond.

Rebuilding the Canadian economy in the post-COVID era

The next age of uncertainty

On inflation

Inflation has emerged as a topic of conversation both at the boardroom table and at the kitchen table for the first time in at least 30 years. Recent inflation figures have been disconcerting, but it is important to distinguish between “price increases” and “home-grown” inflation. Most of the rise in inflation we have seen so far has come from rising prices — either prices that declined during the pandemic (deflation) and now are moving back up — or from shocks external to the normal inflation process (higher oil, gas and food prices related to the war in Ukraine or to last year’s floods and drought). Excluding food and energy, the average trend rate of inflation over the two years since the pandemic began is only about three per cent. What this means is that a lot of what we are seeing should dissipate over the next 12 months or so.

So the trend in inflation is simply not as bad as it looks, and to a large extent this bulge in inflation will be temporary. We also know that there are supply chain issues which are boosting prices of many goods in the economy. There are longer times for delivery, more expensive delivery, and higher fuel costs. This too is something that will go away. Problems would have to get much worse on the supply chain front in order for them to be inflationary, so it’s very unlikely that this will become a trend. There’s too much money at stake for people who run supply chains not to fix them.

What about growth and wages? If we did an experiment and assumed that everyone stayed in the same job and recalculated how much wages would ››

What is most concerning is that Canada’s labour market is also very tight — unemployment is at a 40-year low and there are nearly one million job vacancies. We therefore have the potential for a wage price spiral — home-grown inflation — that could shake people’s longstanding faith in two per cent inflation. Rising interest rates and quantitative tightening, more immigration, and the deployment of the government’s childcare program should help relieve the pressure on domestic inflation in the coming months.

have gone up, the average is about three per cent. That suggests that there’s no fundamental inflation there. We’re getting mostly measurements that are going to subside as we go through this year.

I expect that makes me part of Team Transitory. Everyone expects transitory to last only a few minutes or perhaps one month of inflation data, but to an economist transitory is just something that goes away by itself. It may take 12 to 18 months to do that, which is to say sometime later this year.

This is not to say that inflation is not a concern because it is. The economy is still being stimulated even though it’s running at capacity. That means there’s a risk that inflation will end up higher than hoped, but there are also some important forces acting on inflation in the opposite direction.

On the forces acting against inflation

The first is that economic capacity is expanding as we speak. Immigration is picking up again and the supply chain issues are gradually being resolved. Investment in new capacity is on the rise, so supply can outpace demand for a couple of months or even years and that puts a lid on the inflation process.

Secondly, and perhaps more importantly, the fourth industrial revolution is underway. Digitalization, the deployment of AI, and biotech are all certain to increase our productivity. Higher productivity will manifest itself in lower prices. Why? When one company innovates, its competing company has to innovate, and the customer gets many of the benefits of those innovations. That’s what happened in the first three industrial revolutions from the steam engine to electricity to the computer chip —  and now we’re in the fourth one.

I expect that in a couple of years we’ll be puzzling about why inflation is lower than most people were expecting. It will be because of that new technology

spreading through the economy. Nevertheless, there are some big, competing, offsetting forces and figuring those out and what’s bigger than the other is very difficult. It’s not a simple matter and it’s an environment in which mistakes can easily be made. So we need to take the risk of higher inflation seriously.

On trends and forces acting on the economy

At this stage, the economy is operating more or less at its full capacity. Looking beyond the immediate future, there are some important forces acting on the economy we all should be thinking about.

1. Lower global economic growth

The first trend is that global economic growth will be lower than most people expect because the entire global population demographic is aging. The baby boom bulge is now entering the retirement phase of their lives. Literally the past 50 years have been unusual historically. It’s difficult to get used to the idea that the last 50 years have been an aberration, but it’s a very long aberration and now we’re going into a much longer period of normalcy. Normalcy means an older population and slower growth in workforces.

This means that economic growth globally will be lower than the base lines we’ve become used to. In countries like Canada, we can resist this trend to a certain degree through higher immigration. We have an immigration

plan in place that should put a floor in Canada’s growth rate of at least one per cent. The rest of our growth needs to come from higher productivity. It’s crucial that we continue to boost productivity if we are going to grow our way out of the debt load that we’ve created during this pandemic. Canada has a comparatively poor productivity performance, so we need to be looking at our productivity inhibitors very carefully.

By far the most effective way to offset inflation pressures is to boost productivity in the economy. There are many aspects to this, but infrastructure investment clearly plays a central role. The government has set out an ambitious infrastructure financing plan, but its deployment has been slow, lumpy, and unpredictable.

By far the most effective way to offset inflation pressures is to boost productivity in the economy. There are many aspects to this, but infrastructure investment clearly plays a central role.

We must acknowledge that having an infrastructure financing plan is only the first step in the path to higher productivity for the firms that use it, and there are many ways to streamline the process, ranging from permitting to intergovernmental coordination.

These uncertainties affect the suppliers of infrastructure projects as well. Without certainty as to when projects will go ahead, construction companies cannot plan their resourcing, so the capacity of the industry is often stretched. Construction companies also must post performance bonds to bid for projects for which there is limited private sector capacity. The Canadian Infrastructure Bank may be well-placed to address this particular impediment, and to help bring more predictability to the flow of project work at the same time.

2. Globalization has peaked

The second trend we need to be mindful of is that globalization has peaked. There are geopolitical reasons for this,

but there’s also volatility in the global system. Some of it we’re experiencing now because of the pandemic, but there was volatility before supply chain disruptions. This volatility is leading companies to diversify their supply chains and add resiliency. These shifts will add costs, perhaps adding to inflation. Globalization was a source of disinflation for us over the past 20 years, so taking that away might mean there’s a higher base line for us over the next couple of years.

3. Net zero carbon emissions

The third trend is the transition to net zero carbon emissions which adds another level of complexity to the outlook for all of us. We know that this transition is already limiting investment in Canada’s own energy sector, and global leaders are struggling with reaching agreements on how the world will adapt. The recent COP 26 (UN Climate Change Conference of the Parties) is the 26th attempt to reach those kinds of agreements. Then

there’s the federal-provincial dynamics we have to go through to reach agreement on how Canada will manage its net zero transition.

In contrast to that, investors clearly embrace the concept of net zero by 2050. There’s every reason to believe that Canada can remain a major producer and exporter of energy and other derived products for the foreseeable future. Over 80 per cent of world energy today is fossil based. Three billion people in the world have no electricity or gas available to them for cooking or heating. For them it’s not just switching to electric — it’s just not something that can happen. In addition, global demand for energy will grow by at least 50 or 60 per cent over the next 30 years by 2050.

Meeting that rise in energy demand with pure green sources will be a major challenge for all of us, but it can be done. However, even if major economies can go pure green, others may not be able to during that transition. In 2050, it’s quite possible that at least 50 per cent

of global energy will still come from fossil fuels. That’s not to mention all the other things we use every day that have as their source fossil fuels, oil or natural gas. Therefore, to me the only way to reconcile the world’s green ambitions with its carbon backbone is through extensive deployment of carbon capture utilization storage technology (CCUS). Canada clearly has the capacity to be a leader in this space. Because we have this incredible endowment of energy, we have a huge incentive to be a leader and remain in the energy game for the foreseeable future, not just until 2050. That means taking the word “net” seriously as opposed to “zero by 2050” — it’s net zero by 2050.

4. A shift in market power from employers to employees

One of the central conclusions of my book, The Next Age of Uncertainty, is that we can expect a trend shift in market power from employers to employees in the next few years. This is because of the interaction of three tectonic forces: population aging, the rapid deployment of digital technology, and rising income inequality. Up to 15 per cent of global jobs will be disrupted, workers will become increasingly scarce, and the stresses of income inequality will fuel divisive politics.

This confluence of forces will create volatility that will strain government policies, and create a lot of stress for companies and their employees. I would expect companies to work much harder in future to attract and retain workers which could mean offering better compensation and more flexible work arrangements, and even herald the return of defined-benefit pension plans. Shareholders will reward companies that do a good job of this — those who do not may face a resurgence of unionization.

In conclusion

In a couple of years I think the pandemic will be seen as having been an important pivot point in the world economy. The narrative will shift to disappointing economic growth, growing disruption due to technological progress, lower than expected inflation, rising income

inequality, and rising political polarization. On top of all this, somehow we need to transition to net zero. I think policy makers will find themselves quite limited in their ability to manage all of this given persistent low interest rates and high levels of indebtedness.

This combination is going to deliver a complex cocktail of interacting forces likely to give rise to major economic and financial volatility — a rising tide of risk which

I like to call the next age of uncertainty. Employees and employers will work hard to adapt to this new world, and successful companies will be those who can manage that volatility and create value for their multiple stakeholders out of those higher risks.

Lara Henry is a communication specialist and editor of ROADBuilder.

The Cyber Security Imperative

Raising virtual defenses in the construction industry

It’s time to prioritize cyber security in construction. As digital attacks surge in frequency and severity, contractors of every size will have to shore up their virtual defenses.

“Ready or not, construction companies are a high-priority target for cyber attackers,” says Jana Krioukov, Director of Special Advisory Services and Chief Technology Officer with Orna Inc. “The threats are real, they’re happening, and everyone is on the radar.”

There’s a misconception that construction companies don’t possess any valuable data and aren’t that lucrative of a target when, in reality, the opposite is true.

JANA KRIOUKOV

Krioukov was among several cyber security specialists to take the stage at ORBA’s 2022 Summit. She was joined by Elliot Steele, Director of Information Technology at Powell Group, and Jason Williams, Senior Officer, Security and Compliance at Aecon Group Inc.

“For every company, it’s essential that IT is operating effectively and efficiently, and cyber security is a key element of being able to deliver that service,” notes Jason Williams.

That may be the case, and yet raising the profile for cyber security among roadbuilders and the construction industry at large remains a challenge. The issue isn’t necessarily a lack of awareness, but lingering assumptions that the construction community isn’t of interest to would-be attackers.

“There’s a misconception that construction companies don’t possess any valuable data and aren’t that lucrative of a target when, in reality, the opposite is true,” insists Krioukov.

Certainly, as companies continue to embrace new technologies and digitize their operations, they are accumulating a wealth of valuable digital assets. These can range from project blueprints to proprietary plans, personal information to financial data, and any number of sensitive documents that are of monetary value to bad actors. It’s no surprise, then, that the North American construction industry is the third-most targeted industry for ransomware attacks1 in which data and systems are held hostage by hackers. At last count, IBM estimates the cost of responding and recovering from such incidents is averaging at $4 million each2

“There are a lot of cyber threats to the construction industry, but ransomware is the biggest,” says Williams. “We’ve seen it globally where companies stop being able to function while they’re trying to recover from a ransomware attack. That’s why an organization’s focus should be to close as many gaps in their cyber defenses as possible to minimize the risk of a potential impact to operations and strengthen their cyber resilience.”

Miscalculated risks aside, there is also the reality that the construction industry hasn’t traditionally been held to the same cyber security standards and expectations as other sectors such as finance, healthcare and public services. As a result, organizations have been slower to invest in cyber security controls and adopt best practices. Nevertheless, Krioukov says, “It’s time to catch up.”

1 https://www.safetydetectives.com/blog/ransomware-statistics/ 2 https://www.ibm.com/security/data-breach

Everyone in the crosshairs

No contractor is immune from cyber risks. That includes small to mediumsized contractors who may believe they are small fry compared to their larger partners and so aren’t compelled to prioritize cyber security. In reality, it’s this thinking that makes small to medium-sized firms low-hanging fruit.

“Think about it this way,” offers Krioukov. “If a thief is walking around a village and checking all the doors, they’re not going to bother with a house with 20 secure locks. Instead, they’re going to try the house with an easy latch.”

It’s in every company’s best interest to keep that door closed. Research has shown that around 60 per cent of small

to medium businesses who experience an attack go out of business within six months due to the damage they incurred and the costs of getting back on track.

“Everyone in the construction industry has a big bullseye on their back. We might not think we have the proverbial ‘codes to the nuclear bomb,’ but the truth is everyone is a source of valuable information,” says John Provenzano, Director of Marketing and Communications with ORBA. “That’s why cyber security is a priority for the industry. It’s also why ORBA is raising the alarm.”

Surveying the risks

Ransomware attacks may dominate the headlines, but they represent a fraction of the cyber risk landscape. “We tend to categorize the risks from low to high. So a low-risk event would be when someone gets into your email system and starts sending out emails to your partners on your behalf,” says Elliot Steele.

This incursion is harmful to a company’s reputation, but can be dealt with. The larger risks take shape when an attacker gains access to a company’s system and begins stealing data, corrupting systems, intercepting payments, scamming contacts, or conducting any number of nefarious “insider” activities.

In addition, in the era of email, cloud computing, and connected systems, no company is a virtual island. As such, construction companies are targets for both the data they possess and the access they may grant.

“Everyone in the road building industry intermingles and they’re all going back and forth with sensitive information,” says Steele. “Malicious players know that, so they’ll look for the weakest point of entry to get into that ecosystem and move up the chain to the bigger players.”

Therefore, the goal of a cyber strategy isn’t simply to keep the individual company secure, but to hold the line for everyone in their network. “Having strong cyber security practices is mutually beneficial. It’s important we work to protect not only our own organizations, but also our partners. It’s also why we look at how our partners are protecting themselves and make sure they’re being held to the same standards we set for ourselves,” says Williams.

It’s a cliché, but it’s true: when it comes to cyber security, a supply chain is only as strong as its weakest link. That’s why more and more contracts in North America are now being issued with cyber security riders that hold bidders accountable for proving they are cyber mature, be it through industry certification, internal reviews, or SOC (Service Organization Controls) reporting.

“We’re even seeing those kinds of stipulations in Ontario where contracts are asking for details on your cyber security in terms of password policies, email security, anti-virus systems, and the like,” Steele adds. “Eventually, we’re going to be at a point where these conditions are required and those that don’t already have them will spend a lot of time and money catching up.”

A Competitive advantage

Being cyber mature isn’t all about protecting finances and reputations. It’s also about instilling the training, controls, and strategies to gain a competitive advantage.

“If you can answer ‘yes’ to all 20 questions on a contract owner’s cyber security questionnaire, but your competitor can only answer five, then you’re going to rank higher,” says Steele. The ability to prove one’s cyber security focus can also help build clientele, adds

Krioukov, noting, “If you already have those best practices in place, then you can turn this around and advertise that you are taking correct steps to protect your client’s privacy and the information that they trust you with, and that will definitely give you an advantage when bidding.”

Cyber security 101

The message couldn’t be clearer: now is no time to leave cyber security on the back-burner. Still, increasing one’s cyber maturity takes more than a few password refreshes and antivirus software. It’s a living, breathing strategy comprised of defined roles, ››

evolving controls, and a company-wide commitment.

The nuts and bolts of a cyber strategy will differ for each company depending on their data and level of exposure. By and large, however, it will include the three key elements — people, technology, and processes.

1. PEOPLE: Employees are often the first line of defense in a cyber attack. Without the proper training and awareness, they are susceptible to phishing attacks or scams that can trick them into revealing passwords or other sensitive information. Employees may also make the company vulnerable by visiting malicious websites using company computers or conducting business with their personal connected devices, which can make it easy for viruses and malicious code to worm their way into connected company systems.

All told, cyber security begins with proper training, password management, device management practices, and other skill-development initiatives aimed at taking the human element out of cyber security risk. “On the people side, it’s all about awareness,” says Williams. “It’s making sure that people know how to identify risky or suspicious behavior and what to do when they spot it.”

2. TECHNOLOGY: There are many tools that can help organizations protect their IT environment and understand the potential risks. These range from perimeter security software e.g. firewalls to anti-virus software, and even more sophisticated artificiallyintelligent risk assessment tools such as endpoint detection and response (EDR) and managed detection and response (MDR) solutions. Importantly, all cyber security technology needs to be properly configured, monitored, and updated (i.e. patch management) to ensure they can safeguard the company against the latest threats.

3. PROCESSES: Every piece of tech introduces an element of risk. As such, it’s critical that processes are in place to ensure those risks are identified and addressed before flicking the switch. That may mean slowing down tech integrations and implementations, but using the extra time to embed cyber security processes (e.g. multi-factor authentication).

In addition, organizations may consider conducting penetration testing (aka “Pen testing”) in which a third-party cyber security firm simulates an attack on the network and uses the results to discover vulnerabilities and potential remedies.

These elements are fundamental to forming a cyber security strategy. That

strategy won’t work, however, unless it’s championed from the top.

“You can have all the right pieces in place, but the success of a cyber security strategy boils down to how much of a priority the leadership team and the executives make it for the organization,” says Williams. “Once you get that buy-in from leadership, it trickles down. Everyone begins to understand why cyber security is a priority and how it impacts the organization. Once that’s conveyed, that’s when people get it right.”

A calculated response

Prevention is key, but a company’s response to a cyber incident is no less critical. To that end, it’s important to have a pre-made cyber incident response game plan that outlines who needs to act and exactly what needs to happen the moment a breach occurs.

“Cyber incident response strategies are probably the most overlooked part of cyber security, and yet they are probably the most important — if not equally important — aspect,” says Krioukov.

Cyber incident response plans exist to mitigate damage and keep everyone in the loop. Effective plans will include clearly defined roles and responsibilities when managing affected systems, implementing safeguards, and contacting stakeholders.

“Managing the information that goes out to your clients, the public, and your employees is very important and can play a huge role in an incident in terms of preserving your company reputation,” says Krioukov. “When you control the narrative, you can minimize the reputational damage.”

Raising the profile

Addressing cyber security can seem overwhelming and costly. The good news is that while cyber security

Everyone in the construction industry has a big bullseye on their back. We might not think we have the proverbial ‘codes to the nuclear bomb,’ but the truth is everyone is a source of valuable information. That’s why cyber security is a priority for the industry. It’s also why ORBA is raising the alarm.

JOHN PROVENZANO

strategies are complex on paper, there are several simple and free things companies can do today to strengthen their security now.

One quick step is to enable multifactor authentication (MFA) on email and other systems that are accessible online as this will add a second layer of user verification. Another is to take time now to ensure all systems are using the latest security updates. As for the people side of cyber security, there are ample free videos online (e.g. YouTube) that can be used to train employees on identifying and responding to phishing scams and other social engineering hacks.

“There are things small to mediumsized companies can do that are inexpensive or free that can really strengthen their security posture, and free resources like these will go a long

way in making them more secure,” says Steele.

There is also strength in numbers. As such, it may benefit a company to reach out to industry peers or consultants to gain fresh perspectives on cyber security risks and best practices.

“One thing we suggest is to pick up the ORBA Sourcebook and start the conversation,” says Provenzano. “Find another member or industry partner who has experience with this issue and just start talking. You’ll likely realize that you’re more vulnerable than you actually thought you were, but you’ll also see there are many people and resources out there who can help.”

“Yes, it could cost money,” he adds, “But those costs are nothing compared to what you’ll be paying if you get in trouble.”

Of course, road builders are no stranger to adaptation. And with over a century of overcoming the obstacles in its path, ORBA and its cyber security partners are confident members will prevail.

“One of the things that I love about the people in the construction industry is there’s an absolute want to learn and adapt,” says Steele. “That makes sense because they work in a constant environment of change where no two jobs are ever the same. So yes, there’s some work do to, but we’re talking about an industry that’s incredibly adaptive and willing to act.”

Matt Bradford is an industry writer for the Canadian construction industry. He can be reached at mirbradford@gmail.com.

New Excess Soil Regulation paused

Update on the regulation and what members need to know

On April 21, 2022, the Ministry of Environment, Conservation and Parks (MECP) implemented a pause on its On-Site and Excess Soil Regulation, O. Reg. 406/19, that came into effect on January 1, 2022. The pause had been in the works for some time and was not surprising. The first phase of the Regulation came into force on January 1, 2021 and proposed to guarantee that excavated soils be treated as a resource to be beneficially re-used wherever possible. The Regulation applies to all projects and places strict responsibilities on project leaders, generators, haulers and receivers of surplus or excess soils in Ontario.

Since 2016, ORBA has been involved in consultations on potential excess soil regulations through the advisory Excess Soils Engagement Group. When O.Reg. 406/19: On-Site and Excess Soil was enacted, ORBA supported the modernization of Ontario’s soil management regime. ORBA has hosted the MECP on many occasions in the subsequent three years for educational sessions to inform our membership of the regulation and of every subsequent phase as it was implemented.

Our members have expressed some hesitation regarding the implementation pause, but are generally supportive of any measures that attempt to ease confusion with respect to this regulation. Although contractors have invested significant time and money to become compliant for January 1, 2022, many of the systems and compliance mechanisms remain untested. Some of these systems and resources include consulting on sampling and transportation, registering reuse sites, implementing tracking/hauling systems, creating protocols for the assessment and placement of excess soil, and filing notices on the new registry. The pause presents an opportunity for both the industry and the ministry to make the necessary modifications and tweaks that will help reduce confusion in the future.

Tomlinson

The Tomlinson Group, an ORBA member, is a fully integrated transportation infrastructure and waste management services company, as well as being a provider of aggregates and asphalt. They take excess soils from external companies in eastern Ontario and have an excellent track record when it pertains to excess soil disposal. Courtney Mondoux, Excess Soils Program Manager at Tomlinson, says that the company has worked diligently to implement the Excess Soils Regulation as it has been rolled out over the past several years.

has hired staff, developed protocols, and registered all of their fill sites. Regardless of the pause, they will continue to implement the requirements in their day-to-day operations and continue to strive for compliance with the regulation.

Remediated Lafarge quarry.

ORBA members are concerned by the ambiguity surrounding the role of the “Project Leader”. The regulation broadly defines the Project Leader as “the person or persons who are ultimately responsible for making decisions relating to the planning and implementation of the project.” Although this means that the owner is likely the project leader and thus cannot contract out of this role, it also seems that more than one person may be the project leader (together with the owner). Contractors have been experiencing situations where owners have placed conditions in contracts that any fines received due to contractor means and methods when handling excess soil will be charged to the contractor.

ORBA feels that there needs to be a clear delegation of the owner’s responsibilities under the Regulation towards the contractor. Many of the duties referenced within the regulation, such as “managing and relocating excess soil generated by a project,” could be interpreted to mean either the responsibility of the primary contractor or the owner. The distinction between these entities is crucial and from a liability perspective puts all parties in a position of significant uncertainty and risk. There needs to be a clear understanding of who is responsible for what aspects of due diligence.

Lafarge is currently working on an Excess Soil Protocol that clearly delineates the responsibilities of the contractor to avoid an ambiguity. Kirby Ramsey, General Manager of Products and Solutions at Lafarge’s Eastern Canada Business Unit, provided an outline of contractor responsibilities to ensure the proper chain of command so that all parties are in compliance with Reg. 406/19: Larfarge has contractors sign an affidavit to ensure that all loads are properly manifested using Lafarge’s digital tickets issued through an app or an alternative that meets the minimum requirements of the Regulation, and is preapproved by Lafarge. Lafarge also conducts periodic audit sampling of all excess soil imported to their reuse site. The owner of the source site is responsible for their excess soil to meet the Lafarge site standards, and for the costs to remove their materials from the Lafarge site should they be found at any time to be contaminated or otherwise not be acceptable to Lafarge for any reason. The contractor must ensure that excess soils are free of all waste materials and free of other potential evidence of contamination. Furthermore, the contractor must ensure that excess soils are from the identified project area and have been adequately segregated at the project area in accordance with any recommendations of the quality plan (QP) to ensure integrity of the soil.

Our members are experiencing difficulty transporting soil from one municipality to another, particularly in urban regions that overlap, such as in the GTHA. The transportation of excess soil is a major component of the current phase of the excess soil regulation and there needs to be greater coordination amongst all levels of government. Some municipalities put up barriers to the transportation and deposit of excess soil at receiving sites, and/or municipal receiving sites are not being zoned appropriately.

There is an opportunity for MECP to work with local levels of government to regulate excess soils on a more regional scale. For example, in many areas of the Ottawa Valley, there are naturally occurring metals which result in the material exceeding Table 1. Soil that has not been impacted by other contaminating activities would have to go to the landfill. Similarly, in situations where a quality plan (QP) has approved it, pits and quarries may not need to be restricted to using Table 1 quality soil for placement below the water table. Other soils might be permitted for the rehabilitation purposes of filling in a pit or a quarry.

Contractors have observed some unintended consequences of the regulation that do not seem to be in

The pause presents an opportunity for both the industry and the ministry to make the necessary modifications and tweaks that will help reduce confusion in the future.

the spirit of responsible excess soil management. For example, under Section 13, contractors are required to prepare an excess soil destination assessment report that states where the soil will be deposited or reused. At the time of the report, however, contractors might not have another project ready or know of another project that can support the end use for the soil. Allowing contractors more time to store the soil on their properties (yard, project site, and/or plants and quarries) would give them more of an opportunity to reuse the excess soil on another project rather than having to dispose of it.

Another example of unintended consequences is the requirement of operators of a soil reuse site (under section 19. (5).2) to obtain all relevant reports and information prior to allowing material to be deposited. If a contractor falls under the section 2 exemption, they are still required to have documentation and sampling results otherwise the reuse site is non-compliant under the regulation. This forces the excavator to either spend thousands on sampling and analysis, or have a QP review the project. More often, the operator of the reuse site will send the excavator away, resulting in a loss of potential revenue. This is also true for small deposits of soil (for a pool), or contractors conducting road maintenance for culverts and ditching — the soil is treated as waste because the sampling and analysis is not built into the maintenance contracts.

In a recent letter sent to the MECP, ORBA outlined the following suggestions:

• Clearly delineate the responsibilities of all parties, including the project leader and receiving sites. Educate these parties on their roles and responsibilities for accepting and managing excess soil, and providing sufficient information at the time of contract tender.

• Remove barriers for soil that is below the water table levels and class 1 so that it may be better used for quarry and pit rehabilitation purposes.

• Allow for excess soil to be stored for longer periods of time on project sites before having an intended reuse.

• Use the pause to release more education materials, including easy-to-read guides, educational videos etc.

ORBA’s policy team will continue to monitor this issue and will provide members with up-to-date information as it becomes available.

With contributions by ORBA staff.

Awards celebrate excellence in the road building industry

On January 27, 2022, the Ontario Road Builders’ Association honoured members in the industry for their service and commitment to the association and the road building industry in Ontario.

“It is always a great pleasure to recognize the best our industry has to offer,” says Bryan Hocking, Chief Executive Officer, ORBA. “The road building industry takes great pride in health and safety, infrastructure innovation, governance, academic achievement in engineering, and excellence in construction.”

ORBA DIRECTOR OF THE YEAR AWARD

This award recognizes an ORBA director who has contributed significantly to the objectives of the association during the past year through leadership, volunteering of time and resources, and working on ORBA committees and special projects.

2021 RECIPIENT:

ROCKY COCO | Coco Group

Rocky Coco is the embodiment of this award. He has faced leadership in these unprecedented times with courage and grace, and has dedicated his time to boldly tackle issues facing our industry during yet another unpredictable year.

RECIPIENTS

ORBA DISTINGUISHED SERVICE AWARD

Established in 2004, this award recognizes a representative from a member company who has contributed significantly to the objectives of the association during the past year, through volunteering of time and resources and through the leadership shown in achieving those objectives.

2021 RECIPIENT:

STEVE MANOLIS | General Manager Coco Asphalt Engineering

Steve was elected to the OAPC Executive (formerly OHMPA) in 2016. Steve’s contributions, commitment and dedication to the road building and asphalt and paving industry have earned him several recognitions including OAPC’s Earl Kee Volunteer of the Year Award (2016) and the Bleeds Black Award (2017).

ORBA TRANSPORTATION INFRASTRUCTURE INNOVATION AWARD

Established in 2015, this award recognizes innovative techniques and methods applied on actual projects or in activities or processes, and performed by an ORBA member company, which improve the quality and/or reduce the cost of construction.

2021 RECIPIENT:

KIEWIT | for

the Eurovia Vinci

Ottawa LRT Stage 2 project

ROUTLY SAFETY AWARDS

The Routly Safety Award recognizes ORBA member companies for their superior performance in worker health and safety in three categories. The awards are presented annually at the ORBA Summit. Recipients are determined from statistics provided annually by the Infrastructure Health & Safety Association.

2021 CATEGORY ONE ROUTLY SAFETY AWARD

B.R. Foulton Construction Ltd. for achieving up to 100,000 average person hours without a lost-time injury.

2021 CATEGORY TWO ROUTLY SAFETY AWARD

L B Leveque Bros. for achieving more than 100,000 average hours without a lost-time injury.

ORBA SCHOLARSHIP RECIPIENTS

ORBA CIVIL ENGINEERING UNIVERSITY SCHOLARSHIP

ORBA J.D. CHICK SCHOLARSHIP

Andrew PAVAN

First-year civil engineering student at Western University.

Final-year civil engineering student at McMaster University.

ONTARIO MINISTRY OF TRANSPORTATION AWARDS

MTO ASPHALT PAVING CONTRACTOR OF THE YEAR — 2021

WINNER:

• Lavis Contracting Co. Ltd. for their work on Highway 21 near Forest (contract 2020-3042).

FINALISTS:

• Dufferin Construction Company for work on Highway 402 near Strathroy (contract 2020-3022).

• Pioneer Construction Inc. for work on Highway 17 near Bruce Mines (contract 2020-5163).

MTO CONCRETE CONTRACT OF THE YEAR — 2021

WINNERS:

• McLean Taylor Construction for their work on Highway 21 near Bayfield (contract 2020-3044).

• The concrete for cast-in-place operations was supplied by Lavis Concrete.

FINALISTS:

For work on Highway 401 at Flagg Road near Morrisburg (contract 2018-4023):

• The prime contractor was Louis W. Bray Construction Limited

• The concrete for cast-in-place operations was supplied by Lafarge Canada

• The pre-cast structural girders were supplied by Decast Ltd

For work on Highways 7/8 near Kitchener (contract 2020-3074):

• The prime contractor was McLean Taylor Construction

• The concrete for cast-in-place operations was supplied by St. Marys CBM.

Duncan WAUGH

Procurement model discussions and the Independent Quality Assurance Firm

In

and emerging delivery models by the Ontario Ministry of Transportation (MTO) and Infrastructure Ontario (IO) such as Design-BuildFinance (DBF), Alliance, and progressive public-private partnerships (P3s), it is imperative that there are appropriate contract regimes to account for the difference in risk transfer.

For recent DBF highway projects, the introduction of the Independent Quality Assurance Firm (IQAF) to be the primary party providing quality acceptance is one of the changes. The implementation of the DBF-IQAF regime on recent projects has been reviewed and discussed by a select committee in recent months.

In the new DBF-IQAF regime, the Project Company, the firm that has direct responsibility to build the infrastructure and commonly ORBA members, is responsible for including a RAQS-qualified contract administrator firm to provide quality assurance-related activities during the project’s construction phase. This additional layer of a quality team replaces those responsibilities of a traditional MTO contract administrator on a conventional Design-Bid-Build (DBB) or Design-Build (DB) project, thus ensuring the separation between quality control and quality assurance.

In creating the IQAF role, MTO wants to ensure that the Quality Assurance (QA) activity performance has been carried out separately from the Quality Control (QC) performance. This provides a higher level of confidence that quality infrastructure is handed back to MTO at the end of construction. This check and balance conducted by two separate teams, the IQAF and the Contracting Authority

(MTO/IO), reinforces the regulatory rigor in quality management, achieves a higher level of performance, and mandates a quality infrastructure at the end of the DBF construction contract. Ultimately, the public’s interest is protected by constructing safe and durable infrastructure for the travelling public.

In the new model, the IQAF is considered an integrated part of the Quality Management System and will be implemented based on adherence to the Construction Administration and Inspection Task Manual (CAITM) for the full system of QC/QA. The most effective way to make sure that the Project Company has fulfilled its obligations is to conduct an independent QA activity which will reassure MTO that the execution of the project is done according to the QMS, Regulatory and Project Agreement requirements.

The use of the IQAF encourages transparent communications and sharing of inspection records/data between the Contracting Authority and the Project Company, promoting collaboration and open dialogue relating to day-to-day construction activities and quality oversight throughout construction. Another benefit is the third-party nature of the IQAF when parties need to meet on reconciling a deficiency. In traditional DBF project delivery models,  ››

addressing the changing landscape of alternative delivery

discussion may become positional, but having the IQAF there focuses on the quality assurance and acceptance.

While the DBF-IQAF regime has been tried only on a few recent projects such as the Highway 401 Expansion Project in Mississauga/Milton and the QEW Credit River Bridge in Mississauga, MTO and IO are both encouraged by the lessons learned to-date. It’s early on, but the intent is to keep reviewing and trying to enable further improvements into future projects when the IQAF is used.

One opportunity to improve the regime is to empower the IQAF to take more decisions on quality issues. For example, in attempts to enhance the review process of material, the material engineer (who reports to the IQAF manager) may be included in the Contracting Authority’s Key Individual List to ensure their qualifications.

Additionally, the IQAF could also benefit by having a stronger voice when it comes to the decisions that require Contracting Authority or Technical Advisor inputs. That can be rectified with a detailed scope of work for the IQAF, which in addition to the construction activities, may include environmental and traffic aspects, and also, if prescribed, in the Project Agreement.

Adding roles and responsibilities in the Project Agreements, as well as better defining the working relationships between IQAF, Project Company, MTO and IO, would enhance the spirit of the “public-private partnership.” Another potential improvement to the newly adopted regime is to increase the regularity of IQAF meetings and communications with the MTO, IO and the Technical Advisor so that all work collaboratively to deliver the project.

The Contracting Authorities, MTO and IO are satisfied that there have been improvements already realized with the adoption of an IQAF to successful construction of highway infrastructure projects. All contractual parties look forward to continuing the focus on improving quality, especially now as a new wave of highway infrastructure building is ahead of us in Ontario. Please feel free to reach out to any of the contributors listed below for further details.

With contributions by Habib Galian (Amico, West Corridor Constructors), Kelvin Chiu (Infrastructure Ontario), Jeremy Landry (Ontario Ministry of Transportation), Sammy Lee (Altus), Loui Pappas/Allan Fraser (Morrison Hershfield Limited).

The ORBA 2022 Summit once again

took place virtually over four days from January 26 to 27 and February 2 to 3. The theme, Driving Forward Together: Join Us on the Journey, was fitting for the times as the Canadian economy started to rebuild from the global pandemic, and the Summit delivered a program that provided strategic insights for the road building industry as we move forward.

The Summit kicked-off with a keynote address from former Governor of the Bank of Canada, Stephen Poloz, who spoke on rebuilding the Canadian economy in the post-COVID era. Other presentations and panel discussions touched on the importance of workplace safety, addressed the skilled worker shortage in the industry, and provided updates from municipalities and the Ministry of Transportation. Each session provided first-hand knowledge from top industry experts and policy leaders.

Members can access video recordings of the speakers and panel discussions on ORBA’s website under Events. www.orba.org/summit-2022

ONTARIO ROAD BUILDERS’ ASSOCIATION 2022

Keynote

Next Age of Uncertainty: How the World Can Adapt to a Riskier Future, told us that businesses and communities will look quite different than they did before the country’s first lockdowns more than two years ago, sharing his insights into inflation, the economy, and what to expect for 2022 and beyond in what he calls the next age of uncertainty.

of Canada,

speaker, STEPHEN POLOZ, special advisor at Osler, Hoskins & Harcourt, former Governor of the Bank

and author of The

CAROLINE MULRONEY, Minister of Transportation, spoke to the role of transportation infrastructure in setting up Ontarians for success and how getting shovels in the ground on projects like Highway 413 will help fight gridlock, unlock access to housing and jobs, and boost Ontario’s economy.

In

PREMIER DOUG FORD thanked the hard working people in the road building industry for their dedication in continuing to build the critical roads, bridges and infrastructure that we needed during the pandemic.

Toronto Mayor JOHN TORY wished he could have addressed attendees in person and spoke to the fundamental importance of strong infrastructure like roads, bridges and transit, and how it directly connects to the economy.

his inaugural speech, 2022 ORBA president KEVIN MACHEJ said that he will work with members and stakeholders to strengthen our relationships with all levels of government as a partner and collaborator in the business of keeping Ontario moving forward.

PHIL VERSTER , President & Chief Executive Officer, Metrolinx, spoke about the work Metrolinx is doing to build a transformative transit network as it leads the largest transit expansion program in North America.

Plenary Session II focused on how contractors can influence the younger generation and newcomers to Ontario to choose careers in the construction industry.

Diversity and construction: it’s a match!

It’s difficult to find the silver lining of the pandemic, but a few industries were designated “essential,” including construction. For this industry, the ability to keep working on important projects meant thousands of people could still provide for their families. A shutdown would have resulted in a greater shortage of housing, something no one wanted.

But with baby boomers retiring in ever-growing numbers, it’s become increasingly important to use diversity, equity and inclusion plans to “future proof” this vital sector.

Over the next decade, more than one-fifth of Canada’s construction labour force will retire.

While women, Indigenous Canadians and new Canadians may not be exposed to a specific industry, they are looking for meaningful employment. New hires quickly learn that construction is a strong engine of economic growth in Ontario, offering possibilities to gain valuable skills and work in a safety-driven industry.

In the next decade, more than one-fifth of Canada’s construction labour force will retire. And although 2027 may seem far off, we know that in six short years, 21 per cent of the labour force will be older than 65.

The Canadian Federation of Independent Business confirms the number of unfilled construction jobs all over Canada will be larger than for any other sector. Helping women, youth, Indigenous Canadians and new Canadians find work as carpenters, bricklayers and boilermakers makes sense, but the landscape of who works in construction won’t change without specific programs and pilots.

For instance, Ontario now has the second-lowest number of Indigenous workers in construction, although 26 per cent of Indigenous Canadians live here. So how do we staff the industry and attract workers who never considered construction? Many companies are building a diversity and inclusion business strategy to focus recruitment efforts on candidates who never considered working in construction. That means going into communities to offer information, or doing so virtually until it is safe to hold open houses in schools or community centres. ››

By 2027, Ontario will need an additional 71,800 workers to meet its infrastructure demands.

Ontario has the second-lowest number of Indigenous workers in construction although 26 per cent of Indigenous Canadians live here.

Bringing diverse people to the work site won’t be enough. Inclusion means encouraging employees to be part of the sector — and employers need to follow the lead of the Builders Code (www.builderscode.ca). There is a clear commitment to compensating “all employees at fair market value regardless of gender, race, religion, or ethnicity” and to removing barriers to training and career development.

There are many pre-apprentice programs in North America aimed at preparing young people for entering the building trade, like YouthBuild USA in Boston. Working with the New England Regional Council of Carpenters, the charity visits schools and communities to “sell” young people on working in construction.

Tapping into this pool of future employees is key to ensuring the construction industry remains an economic bright spot in Ontario. Check out job boards that attract new Canadians and diverse job seekers. Make sure you highlight diversity on your corporate jobs page and work with recruiters who understand the DEI space.

The next time you drive by a job site, ask yourself who you see and, perhaps more importantly, who’s missing. Future-proofing an industry today means ensuring you hire employees who are as diverse as the communities and customers you serve.

Sandra Porteous is Senior Manager, Consulting Services, at MNP. She may be reached at 289-834-1027 or sandra.porteous@mnp.ca. This article appeared in the fall/winter 2021 issue of Toronto Builder and is reprinted here with permission from the author and publication.

Immigrants accounted for 27% of Ontario’s construction workforce in 2018.

Women make up 13% of Canadians employed in the construction industry.

The GTA West Corridor must be built today to meet the growth challenges of tomorrow

Highway systems connect large cities and rural communities across the GTA. Moving people and goods safely, efficiently and sustainably across Ontario is vital to our economy. The GTA West Corridor and Highway 413 will help with traffic congestion, supply additional employment opportunities, and promote expansion and growth.

We cannot look at Highway 413 as just another highway. It will be part of the GTA West Corridor. The transitway would be a separate corridor running alongside the highway dedicated

exclusively for public transit, such as buses or light rail transit. This new highway and transit corridor could help Ontario promote and adopt new state-of-the-art technologies. The corridor would be designed with dedicated areas for electric vehicle charging stations to help encourage more people to choose cleaner transportation options.

Highway 413 would extend from Highway 400, between King Road and Kirby Road, to the 401-407 ETR interchange near Mississauga, Milton and Halton Hills.

Infrastructure such as Highway 413 and the Bradford Bypass needs to be built as part of a multi-modal strategy to keep Ontario moving, including both highway infrastructure and new transit.

It is no secret that the population of the GTA is growing, and growing fast. In 2020, the population of the GTA grew to 7.1 million people. According to the Ontario Ministry of Finance, in 2045, just under 25 years from now, the region’s population is expected to hit 9.9 million.

Congestion in the GTA will be a real issue moving forward. Congestion already costs the GTA $11 billion per year in lost productivity, adds to the cost of goods and creates carbon emissions. Ontario needs new infrastructure to help

move people and goods or the region will quickly become overwhelmed. A new 400-series highway and transitway would significantly reduce travel times for drivers in Peel, York and Halton regions.

The GTA West Corridor will be a catalyst to help Ontario’s economy, it will reduce travel time for GTA residents and will enhance quality of life. We must begin to build the necessary infrastructure today so we can be ready to meet the generational growth challenges of tomorrow.

Where do roads go when they die?

ORBA wants government to recycle and reuse Reclaimed Asphalt Pavement (RAP). Likewise, for Reclaimed Concrete Materials (RCM), a product of old concrete roadways and construction demolition waste. The benefits of using RAP and/or RCM would be beneficial to the environment and reduce road building costs.

The construction and maintenance of pavements consume more than 6.5 million tonnes of asphalt and 75 million tonnes of rock and mineral fragments, known as aggregate, each year in Ontario. Both asphalt and virgin aggregates are considered non-renewable resources that should be consumed strategically to allow future generations to continue to benefit from such resources. The use of RAP in pavements is considered a sustainable approach to road building that leads to costeffective spending on infrastructure and diverts large amounts of solid waste from landfills. Reducing asphalt consumption and using locally available recycled materials further limits greenhouse gas emissions.

There are many environmental and economic benefits to using RAP. In 2019, the Ontario Good Roads Association (OGRA) estimated that 6.7 million tonnes of RAP were being stockpiled at 114 facilities across Ontario. If the road building industry were able to use all that RAP in producing asphalt for new roads, it would conserve 6.4 million tonnes of virgin aggregate or the equivalent of 530,000 full dump trucks. We would be able to conserve 15 million cubic meters of fresh water, enough water for 56,500 households for one year. Furthermore, 1,565 lane kilometres of road could be paved, which is the equivalent to building a road from Windsor to Ottawa and back. The most staggering statistic is that 125 thousand tonnes of greenhouse gases would be saved from being emitted into the atmosphere.

In Ontario, RAP is utilized cautiously as only two-thirds of municipalities allow it to be used in the mix design of asphalt pavements. Most municipalities only use RAP in the base layer, whereas the surface layer provides the most benefit. MTO currently allows RAP use in specific on-site situations as they have concerns about the potential of premature

High quality, high performance RAP pavement. (County of Brant)

pavement cracking. The road building industry will continue to work with MTO to evaluate the durability and performance challenges of RAP use to ensure the highest quality pavement for Ontario’s roads while continuing to protect the environment.

ORBA will continue to promote the responsible use of RAP through education, technical dialogue and advocacy with Ontario municipalities and the MTO in a time where the sustainability of natural resources and limiting greenhouse gas emissions are of paramount importance.

These opinion columns are excerpted from monthly columns published online through a partnership between ORBA and Metroland Media.

Coarse or large fractionated RAP.

OGRA estimates that 6.7 million tonnes of RAP were stockpiled in Ontario in 2019. If the industry were able to use RAP in producing new road, it would conserve:

2022 ORBA ROAD BUILDING ACADEMY

The 2022 ORBA Road Building Academy saw over 300 participants take part in various courses across a week. This year’s Academy once again presented all content virtually to ensure the safety of students and instructors. The Road Building Academy brings together world-class instructors with industry-leading professionals in Ontario and features courses in management and leadership; business and professional; technical and safety; law and legal matters; and more. The level of commitment and collaboration exhibited by our members continues to impress!

ORBA WEBINAR

WSIB HEALTH AND SAFETY EXCELLENCE PROGRAM OVERVIEW

Pandemic or not, keeping employees safe and healthy remains of the utmost importance to our association. On April 19, ORBA partnered with the WSIB to bring their Health and Safety Excellence Program to our members. The content focused on showing how participants are able to create their own tailored approach to improving health and safety while earning rebates on their WSIB premiums. We invite everyone to view and share the presentation by visiting orba.org/orba-webinars.

ORBA WEBINAR THE LABOUR MARKET GAP: PREPARATION MEETS OPPORTUNITIES

Today’s construction industry is faced with a major shortage of skilled labour. One significant component to this challenge is attracting and training young talent while educating them on the opportunities in a construction career. ORBA partnered with Pam Stoneham from Fleming College to show how the college’s heavy construction programs are helping to tackle the labour shortages seen in the road-building industry.

Fleming’s 12-week program teaches students the operation and preventative maintenance of heavy construction equipment with hands-on learning, ensuring that graduates are job-ready. Students develop the skills to operate bulldozers, rubber-tired loaders, tractor loader backhoes, hydraulic excavators, rock trucks, skid steers, and other construction site equipment. Whether you are looking to hire graduates or enroll students in the program, the presentation is available at orba.org/orba-webinars.

SPOTLIGHT ON NEW MEMBERS!

JOE JOHNSON EQUIPMENT

Joe Johnson Equipment is Canada’s largest and one of North America’s leading infrastructure-maintenance equipment suppliers. JJE proudly serves municipalities, contractors, haulers and industrial companies in Canada and the U.S. JJE has a longstanding reputation for distributing industry-leading products through its national branch network with a keen focus on customer support. www.jjei.com

POWER PRECAST SOLUTIONS

Power Precast Solutions endeavours to honour the practices of quality and customer service while engaging in the advancements in engineering and design. Power Precast Solutions provides engineered solutions for box culvert and three-sided flat tops. Tanks for septic, holding, pump and fire suppression. Utility structures and box manholes and traffic control solutions. www.powerprecast.com

PTR PAVING INC.

A Toronto-based road maintenance and paving company, PTR Paving’s primary mission is to safely move goods and people by improving driveways, sidewalks, streets and highways. We’ve built a solid reputation for completing complex road construction and maintenance projects across Toronto’s municipalities, as well as its industrial, construction, public and private sectors. Our success is largely based on combining innovative technology with time-proven construction methods backed by both physical and financial resources, while our courteous team handles every job professionally. www.ptrpaving.com

REVAY AND ASSOCIATES LIMITED

With projects becoming larger and more complex, the construction industry often suffers from delays and cost overruns that create an unnecessary burden. That’s why Revay and Associates Limited is motivated to keep helping clients by providing them with honest, impartial and specialized advice, every day. The assistance we’ve provided our clients in resolving thousands of construction disputes has made us Canada’s leader in claims management and dispute resolution. www.revay.com

VIOLA MANAGEMENT INC.

VIOLA works within the municipal, residential and ICI sectors, specializing in the manufacturing and sale of asphalt, asphalt paving, road resurfacing and reconstruction. Our vision is to safely deliver high-quality projects on time and within budget, while exceeding all customer expectations. The services that VIOLA provides are asphalt overlay and repair, excavating and grading, curbs and sidewalk repair, grinding, paving and maintenance. www.violaalliance.com

RENEW YOUR MEMBERSHIP TODAY!

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.

LIST OF ADVERTISERS

ABTECH /LEICA www.abtech.cc/en 4

ARTHUR J. GALLAGHER www.ajgcanada.com 16

AVIVA www.aviva.ca/gcs 27

BRANDT TRACTOR LTD. www.brandt.ca 47

BLACKHAWK COMBUSTIONEERING LTD. www.blackhawkcombustion.com 17

CANADIAN SCALE COMPANY LIMITED www.canscale.com 45

CEDAR INFRASTRUCTURE PRODUCTS LP www.cedarcip.com 14

CONSTRUCTION SRB www.constructionsrb.com 50

COOPER EQUIPMENT SALES www.cooperequipment.ca 8

D&A ROAD SERVICES INC. www.daroadservices.ca 27

HANDY HITCH MANUFACTURING www.handyhitch.com 20

INFRASTRUCTURE HEALTH AND SAFETY ASSOCIATION (IHSA) www.ihsa.ca 32

INFRASTRUCTURE LOGISTICS www.infrastructurelogistics.ca 23

JADE EQUIPMENT COMPANY LTD. www.jadeequipment.com 11

LAFARGE CANADA INC. www.lafargeholcim.com 30

LIUNA LOCAL 1059 www.liunalocal1059.com 39

MASTERS INSURANCE www.mastersinsurance.com 48

Mc ASPHALT INDUSTRIES LIMITED www.mcasphalt.com 52

M&L TESTING EQUIPMENT www.mltest.com 42

NUCOR SKYLINE www.nucorskyline.com 3

ON TRACK SAFETY LTD. www.ontracksafety.ca 31

ONTARIO BARRIER WALL www.ontariobw.ca 7

PENINSULA CONSTRUCTION www.peninsula.ca 40

PLASTI-FAB www.plastifab.com 21

STINSON OWL-LITE www.stinson.ca 41

STRONGCO CORPORATION www.strongco.com 9

TOROMONT www.toromont.com 51

UPPER CANADA ROAD SERVICES INC. www.uppercanadaasphalt.com 15

VERDI ALLIANCE GROUP OF COMPANIES www.verdialliance.com 13

VOTORANTIM CIMENTOS/ ST. MARYS CEMENT www.votorantimcimentos.com 49

WALKER AGGREGATES www.walkerind.com 43

WIRTGEN AMERICA www.wirtgen-group.com 2

YELLOWLINE ASPHALT PRODUCTS LTD. www.yellowline.ca 38