Winter 2025 by ossga

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CONTENTS WINTER 2025

18 A Bold New Era

OSSGA rebrands itself in 2025!

22 OSSGA Returns to the Road House

A strategic move to drive cost savings, synergies, and collaboration.

25 Projects to Watch: Rapid Assessment of Pit Restoration

Creating a platform to rapidly assess naturalized pit restoration success.

BY MATTHEW BRADFORD

It’s

26 Indigenous Relations and the Aggregate Industry

30 From Gravel Pit to Parkland: The Transformation of Wasaga Sands

From its origins as a busy aggregate operation that supported vital infrastructure projects to its reinvention as a golf course and residential hub, the Wasaga Sands site showcases the power of creative land reclamation and its impact on the community.

32 Master of Maintenance

Q&A WITH TRAVIS WEBER

As Arro Crushing’s Superintendent of Maintenance, Travis Weber oversees repairs and maintenance to keep production on track.

34 Shaping the Brand and Building Connections

Q&A WITH ELA WALSH

As Walker’s Marketing Manager, Ela Walsh blends creativity and strategy to promote Walker’s brand and strengthen its ties to the communities they help build.

ACelebrating a Year of Progress Under New Leadership

s we mark a full year under the leadership of Mike McSweeney, it’s impossible not to reflect with pride on all that the team at OSSGA has achieved in this transformative period. The progress we’ve made over the past year sets a strong foundation for continued growth, and we are energized and excited to build on the momentum from 2024 as we tackle 2025.

The theme of this issue is one that resonates deeply with all of us: collaboration. Throughout 2024, OSSGA has fostered stronger partnerships with Indigenous Communities, Environmental NGOs, and provincial and municipal leaders. These strengthened relationships are not just a testament to our shared commitment to progress—they are essential to ensuring our industry remains competitive. A quote we as an association strive to live by is “if you’re not at the table, you’re on the menu.” Simply put, if you aren’t attempting a conversation with your stakeholders on challenging issues, there is a high likelihood that they are deciding for you—and it won’t be good. Collaboration with stakeholders is more than a strategy, it’s the cornerstone of our success in navigating challenges and driving innovation together.

Another important achievement this year was the launch of our new brand and website! We’ve undergone a modernization face-lift effort, which reflects our association’s forwardthinking approach and commitment to innovation. The new website offers an enhanced user experience, making it easier for members and the community to access resources, stay updated on industry news, and engage with OSSGA initiatives. Meanwhile, our refreshed brand symbolizes a renewed focus on collaboration, sustainability, and growth.

This edition of Avenues touches on how we as an industry can leverage collaborative partnerships to ensure success. We tackle some of the industry’s most pressing topics, including ways we can work to build a more sustainable future, the success of a Bronze Plaque winning site, innovative ways we can monitor rehabilitation, and how we can better collaborate with municipalities and Indigenous Communities.

The past year has been exceptionally dynamic for OSSGA, and the year ahead promises to be just as impactful. Thank you for your ongoing support. We hope you enjoy this issue of Avenues!

– Jim Petrella

The Ontario Stone, Sand & Gravel Association

365 Brunel Rd., Suite 2

Mississauga, ON L4Z 1Z5

Tel: 905-507-0711 www.GraveFacts.ca

Publisher Mike McSweeney, OSSGA Executive Director

Sharon Armstrong, Vice President, Industry and Stakeholder Relations

OSSGA Editor Carly Holmstead, Communications Manager

Sales Executive Sharon Headley

Designer Katrina Teimo

Published February 2025 PUBLICATION MAIL AGREEMENT #40787580

Please return undeliverable items to: The Ontario Stone, Sand & Gravel Association

365 Brunel Rd., Suite 2

Mississauga, ON L4Z 1Z5

PROUDLY SERVING THE AGGREGATE AND RECYCLING INDUSTRIES FOR THE PAST 50 YEARS. WE THANK YOU FOR YOUR BUSINESS AND CONTINUED SUPPORT.

PARTNERSHIPS: PRODUCING

No quarry is an island, and pits cannot thrive behind closed gates. As many aggregate producers know through experience, extracting success in this business requires genuine partnerships between community members, decision-makers, and industry allies alike.

BY MATT BRADFORD

"Collaboration has always been important to what we do," says Ken Zimmerman, Director of Land Assets with The Miller Group. "Good collaboration is what distinguishes successful projects from unsuccessful projects; it's what protects against delays and miscommunications. But more than that, when you consider all the changes and challenges we're facing, it really is the way of the future."

FOR AGGREGATE PRODUCERS, THE RESULTS OF COLLABORATION ARE STRONGER PRODUCTIVITY, HAPPIER NEIGHBOURS, AND GREATER CONSENSUS AROUND STANDARDS AND BEST PRACTICES.

Collaboration can seem like a buzzword at first. Still, as industry veterans will agree, there are genuine advantages to be had when all industry stakeholders are engaged, aligned, and working towards common outcomes. For aggregate producers, the results are stronger productivity, happier neighbours, and greater consensus around standards and best practices. Meanwhile, for municipalities and their communities, the advantages include employment opportunities, economic growth, and stronger community support.

Naturally, unlocking the advantages of a collaborative industry is in the best interest of all parties. That begins, says Mejasoa Razafimihary, Director of Sustainability, Environment, Innovation, and Performance with CRH Canada, with acknowledging that collaborating with stakeholders is part of the job: “Aggregate sites take up a significant amount of land and produce a significant amount of activity when it comes to their operations, traffic, and so on. That’s why working with the people around us is critical to doing what we do.”

Making inroads with municipalities

Good things happen when stakeholders come together. To that end, some of the most significant stakeholders for aggregate producers are the municipalities in which they operate. These relationships exist at several levels, be it on-site and focused on day-to-day operations, or at a higher level where aggregate producers rely on alignment with public sector partners to make future plans. Wherever they form, these relationships are founded on consistent communication and a willingness to bring all perspectives to the table.

“The key is taking the time to meet with [municipal leaders] and explain what our business is about and the value it can bring to their municipality,” says Razafimihary. For example, she adds, “OSSGA participates in the AMO

[Association of Municipalities of Ontario] conventions because they’re really good platforms for meeting with counsellors and reps in person to share what’s going on in our industry and learn what they’re looking for.”

Zimmerman shares a strong belief in the value of multi-stakeholder collaboration. In particular, he recalls several parties coming together to conduct a four-year rehabilitation at Boyington Pit near the Town of Uxbridge.

“The mayor’s opinion of the site wasn’t the same as ours and that hit home,” he recalls. “For us, it was a cue to think a little differently about our plans for the site and take action.”

One of Mayor Dave Barton’s issues, Zimmerman continues, was that the Boyington Pit site’s disturbed area was exceedingly large with various depleted sections poised for rehabilitation. Their opinion prompted Zimmerman and the team to take a step back, assess its disturbed acreage, and ask what actions could be taken to bring the pit up to the municipality’s expectations. And so, beginning in 2021, the team kicked

off a rehabilitation program with help from several stakeholders that has since rejuvenated nearly 31 hectares of land.

“The Boyington Pit is a shining example of what can be achieved when local leaders and aggregate operators join forces with a shared vision,” says Town of Uxbridge Mayor Dave Barton. “What was once 30 hectares of unusable land has been transformed into thriving agricultural land, now producing abundant crops of corn, soybeans, and wheat. Beyond this remarkable reclamation, the project has fostered a sense of community through initiatives like the community garden, the planting of thousands of trees, and efforts to clean up refuse.”

Boyington Pit’s rehabilitation is a case study of collaboration in action. On one level, it represents the industry’s longstanding desire to build stronger working relationships with municipalities. On another, it demonstrates how successful rehabilitation projects often involve support from land owners and users, which in this case included the site’s farmer, Highview Holsteins, and its family owners who helped return the disturbed areas to agricultural use.

“IT’S A PARTNERSHIP. FOR THE BOYINGTON PIT REHAB, WE RELIED HEAVILY ON THE EXPERTISE OF THE FARMER BECAUSE THEY’RE THE AGRICULTURE EXPERTS WHEN IT CAME TO THINGS LIKE SOIL AMENDMENTS, BUILDING UP THE SOIL, AND GETTING THE YIELDS BACK TO LEVELS THAT ARE COMPARABLE TO PRE-EXTRACTION.”

KEN ZIMMERMAN, DIRECTOR, LAND ASSETS WITH THE MILLER GROUP

“It’s a partnership,” Zimmerman insists. “For the Boyington Pit rehab, we relied heavily on the expertise of the farmer because they’re the agriculture experts when it came to things like soil amendments, building up the soil, and getting the yields back to levels that are comparable to pre-extraction.”

Working with the farmer and family also proved key to ensuring the rehabilitation would set up the land for years to come.

“At the end of the day, you need the landowner satisfied with the outcome. Sure, the site has served its purpose as a gravel pit for many years, but you also have to be thinking of wise land stewardship and the value of the land when it’s left for the next generation.”

“These successes reflect the dedication

The Miller Group’s Carden Quarry Tree Planting

of an operator who truly cares about the land, the people, and the neighborhood. This partnership showcases the potential for positive change when we come together, and I look forward to seeing more inspiring collaborations like this in the future,” adds Mayor Barton.

Today, Zimmerman is proud that the mayor’s opinion of the pit is very different now than it was four years ago. Moreover, the rehabilitation has helped increase Boyington Pit’s local reputation. After all, he adds, “When you do good work, people notice.”

Linking in the neighbours

Community relations are central to building strong municipal collaborations. Judging by the entries in OSSGA’s annual Community Relations Awards, the aggregate community is brimming with stories about how pits and quarries have invested time, energy, and resources to support their neighbours.

Still, what does community collaboration look like in practice? For some, it’s holding regular open houses and barbeques to raise awareness for aggregate operations and garner goodwill from community members. For others, it can involve contributing to local causes, donating aggregate materials, labour, or funds for community initiatives, sponsoring local sports teams and events, or engaging in any number of actions that bolster one’s reputation as a company that is truly invested in their region’s health and prosperity.

For example, says Razafimihary, “In Paris, I remember when we sponsored a competition at Paris District High School and gave out awards to the kids. We love doing those things, and it all helps when building local relationships.”

Of course, one of the most reliable ways to build community collaboration is by making time to listen. Here again, most aggregate producers take this to heart by publishing newsletters, conducting town halls, or forming community liaison groups designed to gather—and act upon—public feedback.

“We want to make sure that we maintain a good dialogue with everyone around us, and use opportunities to share what’s happening in our operations,”

The Miller Group’s Boyington Pit

notes Razafimihary. “We know we don’t always agree, and that’s okay. As long as we’re having a respectful dialogue, we’re building a relationship and moving forward on each other’s agendas or issues and concerns.”

The Miller Group is also wise to the value of community collaboration. Yet like anything worth nurturing, says Zimmerman, results don’t take shape overnight: “It takes time building a reputation and being a company that is not only responsible in what it does, but also has a strong role and interest our in the community.”

In step with First Nations

Pathways toward collaboration in the aggregate industry may not always be clear. Take—for example—the duty to consult with First Nations communities. This mandate exists to ensure First Nations people are meaningfully engaged throughout the process to ensure their interests and concerns are heard and reflected in operational plans. And as Zimmerman aptly states, “First Nations have the right to be involved and have been stewards of this land for a long, long time. Our industry needs to respect that, and needs to figure out how they want to be involved.”

On paper, consulting with First Nations communities is meant to form bridges across which new perspectives and strategies can be shared, while also granting aggregate producers access to skilled workers and vital resources. In practice, however, upholding that duty to consult can be a challenge, especially given that the responsibility often falls on aggregate producers with little in the way of formal guidance.

First Nations collaborations begin with outreach. They involve connecting with First Nations communities in the area to understand their established Aboriginal or Treaty Rights and related interests, and then working with those community leaders to design a consultation process. The more that is done to establish meaningful communication and set

mutual goals, the greater ability aggregate producers have to tap into local skilled labour and resources, and avoid delays.

Leaning on industry allies

There is strength in numbers. As such, one of the most important collaborations that aggregate producers can pursue is with their industry peers, be they competition, academics, related trades, or anyone else with invested interest in the industry’s future. Often, one of the most effective ways of forming these peer relationships is through industry groups.

“One of the benefits of coming together through something like OSSGA, for example, is that you work towards more standardization and best practices in the industry,” says Zimmerman. “You also benefit from hearing more opinions and perspectives on issues that are affecting everyone. In this industry, you tend to get focused on yourself, which is fair and needed, but there is a benefit to sharing expertise and knowledge amongst individuals who are experiencing the same types of situations.”

Walker Industries, Vineland Quarry, Habitat for Humanity home building in Niagara.

Event hosted at local aggregate site for community members to see the operation.

Collaborating with peers also helps to raise the industry’s voice, he adds. “When we get together in the same room for a common goal, we can put out a consistent message and make sure it gets to the people that need to hear it.”

It begins with reaching out Collaboration takes many forms within the aggregate industry. Whether it involves working alongside public sector decision-makers, municipal leaders, community groups, First Nations, or otherwise, these working relationships rely on a willingness to make these collaborations work over the long term.

“It’s hard work,” admits Zimmerman. “You need to be committed to it because you can’t just walk in a door wanting to build a relationship instantly. It takes time, it involves being part of the community, and it’s about going above and beyond what you need to do to run your day-to-day operations to build a track record and trust.”

YOU NEED TO BE COMMITTED TO IT BECAUSE YOU CAN’T JUST WALK IN A DOOR WANTING TO BUILD A RELATIONSHIP INSTANTLY. IT TAKES TIME, IT INVOLVES BEING PART OF THE COMMUNITY, AND IT’S ABOUT GOING ABOVE AND BEYOND WHAT YOU NEED TO DO

TO RUN YOUR DAY-TO-DAY OPERATIONS TO BUILD A TRACK RECORD AND TRUST.

KEN ZIMMERMAN, DIRECTOR, LAND ASSETS WITH THE MILLER GROUP

Disagreements and speed bumps are natural parts of the collaborative process. But like any industry challenge, keeping the lines of communication open is key.

“It all comes down to being open for dialogue,” says Razafimihary. “It’s building genuine human relationships, listening to the people around you, and hearing what they have to say. You may not be able to solve everything, but through constant communication and respect everyone gets a chance to tell their side of the story and move in the same direction.”

THE CIRCULAR ECONOMY IN INFRASTRUCTURE COLLABORATING FOR A MORE SUSTAINABLE FUTURE

BY WARREN HEELEY

RECYCLED AGGREGATE CAN SUPPLEMENT

PRIMARY AGGREGATE, BUT IT CANNOT REPLACE IT.

The circular economy is making its way to Ontario infrastructure, and recycled aggregate is at the centre of it all. An online source defines circular economy as “a business model that aims to reduce waste and create value from resources by reusing, repairing, and recycling materials and products. It's different from the traditional linear economic model, which is based on a ‘take-make-consume-throw away’ pattern”.

Another definition says “an approach where products are designed to last longer and when a product gets to end of life, its materials are reused. By treating end of life products this way, it reduces the need for raw materials.”

But no matter how you define it, in our industry, it means recycled aggregates, and to make the most of this sustainable approach, Ontario needs to address the gaps like inconsistent municipal standards and better collaboration across the industry.

While the Ministry of Transportation allows recycled aggregate for provincial infrastructure projects in varying percentages and may include up to 30 per cent recycled asphalt, and up to 100 per cent recycled concrete in road building, we often don’t see this amount being used. This is because municipalities can enact their own standards on where recycled aggregate can be used—which leads us to the problem at hand.

“While recycled aggregate may not entirely replace the 180 million tonnes of aggregate used annually in this province, it holds significant potential to supplement our supply” said Mark Lambie director of supply chain & logistics Eastern Canada at Lafarge Canada Inc. “To fully realize this potential, increased support and alignment, particularly at the municipal level, are essential for expanding its use.”

In Ontario, aggregate resources must be protected and conserved, and aggregate recycling is encouraged. Since 2021, annual tracking of recycled aggregate production has been mandatory for new licences. The provincial material standard OPSS 1010 sets out specification standards for road construction materials including recycled aggregate.

Raising the bar on recycled aggregate use

Reclaimed concrete and asphalt are 100% recyclable and produced to the same specifications as primary aggregates. It can be safely used as a construction material or for any other primary aggregate application. Called Recycled Crushed Aggregate (RCA), it is readily available and close to construction projects, less costly, easier on roads (less need for transportation) reduces the construction waste in landfills and lowers energy use/GHG emissions.

In addition to meeting provincial specifications, RCA is also “subject to rigorous quality control and best practice processes and is a sustainable product that offers some of the greatest environmental benefits at a low cost,” according to the Toronto and Area Road Builders Association (TARBA).

Recycled aggregate can supplement primary aggregate, but it cannot replace it. In actual fact, the amount of aggregate reclaimed in the province is only about 20 per cent of the total aggregates needed annually. According to the Environmental Commissioner of Ontario’s 2017 report, Good Choices, Bad Choices, recycled aggregate accounts for approximately 7 per cent of the aggregate used in Ontario. But in some European countries, this is closer to 20 per cent. Aggregates Europe in their study on Neutral Aggregates 2050: Road Map for Climate Neutrality in the Aggregates Industry said, “never the less, as observed in practice and confirmed by all rigorous studies, the capacity of recycled and secondary aggregates to cover a part of the total demand of aggregates is limited and varies from country to country, so that in best-case scenario natural aggregates consumption will continue to cover approximately 85 per cent of this total demand.”

The report went on to say, “CO2-eq emissions from recycled aggregates are similar or even higher than those from natural aggregates. So, aggregates from secondary sources can provide some emissions benefits, but only if the material is locally available, with a quality that meets the technical requirements for its use and can also be locally used or even on-site reused.”

The capacity of recycled and secondary aggregates to cover a part of the total demand of aggregates is limited and varies from country to country, so that in best-case scenario natural aggregates consumption will continue to cover approximately 85 per cent of this total demand.

CO2-eq emissions from recycled aggregates are similar or even higher than those from natural aggregates. So, aggregates from secondary sources can provide some emissions benefits, but only if the material is locally available, with a quality that meets the technical requirements for its use and can also be locally used or even on-site reused.

While from a lifecycle perspective, recycled aggregate does not have the impacts associated with the extraction of raw materials (overburden removal, blasting, etc.), CO2 emissions from recycled aggregates may be similar to natural aggregates due to emissions generated during the transportation and construction of waste from the demolition site to the processing facility. However, when transportation is not considered (or if the material is used locally or on-site), recycled aggregate offers a substantial reduction in environmental impacts.

The municipal challenge for recycled aggregate

In a study entitled “Aggregate Recycling by Ontario Municipalities A Research Report on the Leaders and Laggards” conducted by Kate Graham a University of Western Ontario graduate student, 20 of the largest municipalities were ranked on the percentage of recycled aggregate they were using annually compared to the amount allowed under OPSS 1010.

Seven of these municipalities used between 54 and 76 per cent, four used between 44 and 48 percent and the lowest group of nine municipalities used between 4 and 40 per cent. The goal in the study was to reach 100 per cent of recycled aggregates volume allowed by

OPSS. In its conclusions, the report noted that municipalities should allow recycled aggregate to be used in more areas where primary aggregate is being used and move them closer to the 100 per cent allowed by the OPSS.

The Ontario Ministry of Natural Resources in their policy statement on recycling aggregates (A.R.5.00.15)

“encourages the reduction, reuse, and recycling of aggregate materials in all facets of its partnerships with the public, the aggregate industry and other key ministries.” The Ministry recognizes recycling as a use that is allowable on a licensed aggregate site and feels that provincial acceptance of this material should “encourage municipalities to consider substituting recycled aggregate materials for natural aggregate materials when building new roads, reducing the need for primary aggregate.”

The 2024 Provincial Planning Statement also references recycled aggregate in clause 4.5.2.3 which says, “Mineral aggregate resource conservation shall be undertaken, including through the use of accessory aggregate recycling facilities within operations, wherever feasible.”

This reinforces the need to recycle and use recycled aggregates at the local or municipal level, and these recommendations from different stakeholders point to the need for all parties involved in this issue to jointly determine a province-wide agreement on the use of recycled aggregates.

The Lafarge experience

“There is no question that recycled aggregate can be a key component of the future of aggregate supply in Ontario,” said Lambie. “Its use is growing. However, inconsistencies between provincial and municipal acceptance criteria leads to confusion, misconceptions, which unfortunately result in missed opportunities to fully leverage this sustainable resource.”

In 2023, Lafarge Canada Eastern doubled its annual recycled aggregate output and across the industry, the output numbers are steadily growing. He also noted once customers use recycled product, they are “sold on it”. It seems that the only barrier to achieving more use of the recycled product is confusion in the municipal sector. Recycled aggregate is a key factor in Lafarge’s “journey towards net zero”.

Recycled aggregate is part of the larger issue of the circular economy and reusing demolished aggregate versus sending it to landfill. The company is also committed to producing recycled aggregate at local sites like city depots which are closer to project sites and reduce transportation emissions.

Lafarge has partnered with the Ontario Ministry of Transportation and Infrastructure Ontario on a number of projects including Metrolinx and the QEW Credit River project. Though not a formal partnership, working together with the province and certain municipalities has given the government experience with recycled aggregate’s quality and how it “can be safely utilized in a much broader and complex range of applications.”

The future for the infrastructure circular economy

“We cannot understate the significant progress towards the infrastructure circular economy and advancing the use of recycled aggregates thanks to collective dedication of many in the industry. However, this journey is not over. To truly unlock the potential of recycled materials, we must continue to work together, engaging and collaborating across all levels of the supply chain,” said Lambie. “By doing so, the industry can pursue what I believe is a shared goal: maximizing recycle and reuse of materials for a sustainable future.”

Another circular economy area the aggregate industry is looking at is excess soils particularly as it applies to pits and quarries. The province regulates excess soil usage to ensure soil imported to pits and quarries meets provincial soil standards. The aggregate industry sees excess soils from pits and quarries as a tool for their regeneration and part of the infrastructure circular economy.

To truly unlock the potential of recycled materials, we must continue to work together, engaging and

collaborating across all levels of the supply chain. By doing so, the industry can pursue what I believe is a shared goal: maximizing recycle and reuse of materials for a sustainable future.

Industry discussion should highlight the interconnection between recycled aggregates, excess soil, logistics, dwindling close-to-market reserves and strategically implementing a positive transformation of the aggregate industry while reducing emissions.

Collaboration and meaningful engagement are needed by government, engineers, producers, and consumers. They can address challenges that currently hinder growth of recycled aggregates including aligning provincial and municipal acceptance criteria to eliminate confusion and misconceptions that act as barriers.

Government officials can establish clear, harmonized standards and policies. Engineers and producers can innovate and refine materials to meet these standards while demonstrating their value and reliability. Consumers and contractors can help by embracing recycled materials and advocating for their use. By working together, the missed opportunities can be seized and the full potential of the infrastructure circular economy and recycled aggregates as a key component of Ontario’s sustainable aggregate supply can be realized.

OSSGA recently joined TARBA in a new campaign geared towards Recycled Crushed Aggregate.

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A BOLD ERA

FOSSGA rebrands themselves in 2025!

BY CARLY HOLMSTEAD

NEW

or the first time in over 10 years, the Ontario Stone, Sand and Gravel Association is undergoing a transformative rebranding effort, accompanied by a complete redesign of the website! This new look and feel reflects our commitment to staying innovative, connected, and relevant in a world that’s constantly changing.

Over the past few decades, OSSGA has grown in many ways. Under recent new leadership, we have worked to build meaningful relationships with Indigenous Communities, Environmental NGOs, and members of provincial and municipal government. We’ve expanded our training and events, continuously grew our membership, and above all, transformed the way operate day-to-day. We have taken a different approach to our messaging, and with that, it was time to let our branding reflect that.

“Our previous branding no longer fully encapsulates all that defines us today,” says Mike McSweeney, OSSGA Executive Director. “Similarly, our website—a critical touchpoint for our members and the community—felt outdated in both design and functionality. In an era where digital presence is more vital than ever, we knew it was time to make a change.”

The Vision

The goal of our rebrand was to align more closely with our strategic vision and create a fresh look for upcoming ad campaigns and our overall digital presence. We wanted our brand identity to convey three key things:

1. Our commitment to building relationships

2. Our commitment to Indigenous communities

3. Our commitment to environmental sustainability

Our new website will work as a hub of resources for all three key pieces. While the design will be more modern and functional.

The Rebranding Process

We have been working behind the scenes on this rebrand for many months. Beginning with a deep dive into understanding who we are and what we represent. We spent time updating our mission, vision and values last spring, which helped guide our strategic vision for the last year. From there, we worked to find a company that not only could produce a great end product, but really understood the ins-and-outs of our association.

While going through the selection process for our new branding, we went in a direction that best mirrored our commitment to government relations. After careful consideration, we chose Mash Strategies as our partner. Mash stood out as the clear frontrunner due to their extensive experience in working with government entities and their nuanced understanding of relationship-building. They not only prioritized how the new branding would resonate with various levels of government, but also gave thoughtful attention to our vital connections with Indigenous Communities.

They had a large task at hand, but Mash delivered truly outstanding results!

Embracing the change!

We understand that for some, this change may be bittersweet! But, as an association, we want to ensure we are providing you with the best services we can. Part of that is a more userfriendly website, and a brand that reflects the industry as a whole.

As we roll out our new brand and website, here are some of the exciting things you will notice:

1. A New Logo

Our new logo is a bold departure from the past, with clean lines and modern elements that symbolize our forward momentum.

2. Vibrant Colors and Typography

The updated color palette and fonts are designed to represent our relationship with the land and create an earthy tone.

3. A Seamless Digital Experience

Our new website will offer a clean, modern feel with an overall user experience that reflects our commitment to excellence.

We can’t wait to hear your thoughts, and we invite you to explore the new website when it launches. We are embarking on an exciting new chapter as an association, and we can’t wait to build on this momentum!

OSSGA RETURNS TO THE ROAD HOUSE

A Strategic Move to Drive Cost Savings, Synergies, and Collaboration

OSSGA STAFF WRITER

The Ontario Stone, Sand & Gravel Association (OSSGA) and Ontario Road Builders’ Association (ORBA) are reuniting under one roof, marking a significant step towards enhancing collaboration and delivering greater value to our members. This move brings OSSGA back to ORBA’s Road house—a place we once shared. Together, ORBA and OSSGA will work more closely to support our members through shared resources, events, and initiatives tailored to the evolving needs of Ontario’s roadbuilding and aggregate sectors.

“We are excited to welcome the OSSGA team and members to our offices, a move which will certainly be conducive to greater collaboration between the two associations,” said Walid Abou-Hamde, Chief Executive Officer, ORBA.

A Return to Shared Space for Shared Goals

For those familiar with the previous arrangement, the move back to the Road House is a welcome return to a situation that historically benefited both organizations. The decision to reunite under one roof is based not only on shared memories of effective collaboration but also on the recognition of the potential that lies in working sideby-side. In a time when organizations across industries are exploring ways to optimize resources and reduce

operational costs, this relocation represents a strong commitment by both ORBA and OSSGA to invest in solutions that help our members thrive.

“We’re thrilled to return ‘home,’” says Mike McSweeney, Executive Director of OSSGA. “For many years, we shared this space with three other associations, including ORBA. This move once again allows for closer collaboration and underscores how working together strengthens our collective efforts.”

By sharing office space at the Road House, ORBA and OSSGA are positioned to improve communication and collaboration on a daily basis. Rather than communicating solely through emails, virtual meetings, or scheduled

BY SHARING OFFICE

SPACE AT THE ROAD HOUSE, ORBA AND OSSGA ARE POSITIONED TO IMPROVE

AND

ON A DAILY BASIS.

events. Ultimately, this set up will allow us to better understand the challenges our members face and create solutions that are timely, innovative, and impactful.

Driving Cost Efficiency and Value Creation

For many organizations, keeping operational costs manageable while delivering top-notch services is a continuous challenge. The decision for this relocation was made with a commitment to prudence and efficiency. By consolidating resources under one roof, ORBA and OSSGA can reduce overhead costs significantly, including expenses related to rent, utilities, and infrastructure maintenance. These savings will enable both organizations to reinvest resources where they matter most: providing value to our members and enhancing the services and support we deliver.

Cost savings from this move will ultimately allow us to reallocate funding to projects that directly benefit our members. This means more training opportunities, enhanced industry advocacy, and additional resources to support industry innovation.

Enhancing Synergies Between Memberships

The roadbuilding and aggregate sectors are deeply interconnected, with

ORBA and OSSGA plan to share insights on legislative developments, industry trends, and advocacy efforts and work to align our approaches so we can present a united front on issues that affect both industries, from government regulations to environmental policies.

challenges and seize opportunities that will drive progress for Ontario’s roadbuilders and aggregate producers alike,” shares McSweeney.

Joint Events to Strengthen Our Community

One of the most exciting aspects of this move is the potential for joint events and programs that bring our memberships together in a meaningful way. ORBA and OSSGA share a commitment to creating opportunities for professional development, networking, and knowledge sharing. With our teams in the same building, we will be able to plan and execute joint events with greater ease and frequency, offering members from both organizations a unique platform for connection and collaboration.

Upcoming joint events will be designed to cater to the interests and needs of both memberships. These events may range from Lobby Day and an AMO reception to larger conferences and networking mixers, covering topics that impact both the roadbuilding and aggregate sectors. We anticipate that these gatherings will foster a greater sense of community and open up new avenues for collaboration between ORBA and OSSGA members.

shared challenges and goals that span regulatory frameworks, environmental considerations, and supply chain dynamics. “By bringing ORBA and OSSGA back together, we are in a stronger position to create synergies that benefit our combined membership base,” says McSweeney. “Many ORBA members rely on aggregate materials from OSSGA members, and closer collaboration allows us to strengthen the relationship between suppliers and contractors. This move will only open up new channels for dialogue and foster a better understanding of how both associations can support each other’s objectives.”

Abou-Hamde also said “the verticallyintegrated nature of Ontario’s infrastructure industry demands our organizations work together to advance our common priorities.”

“This move is not just about saving money; it is about creating an environment where we can work together more effectively to address

A Collaborative Vision for the Future

ORBA and OSSGA are committed to supporting the growth and success of Ontario’s infrastructure and aggregate sectors, and this move back to the Road House reflects our shared vision for the future. We will continue to explore new ways to support our members, strengthen industry standards, and advocate for policies that drive positive change. By combining resources, expertise, and a shared mission, ORBA and OSSGA will be better situated to have a more significant impact.

As we embark on this journey together, ORBA and OSSGA look forward to creating new opportunities for our members. Our shared space at the Road House will be a hub for innovation, cooperation, and progress, and we are thrilled to be back at the Road House as we work towards a brighter, more united future for our industries.

THE AGGREGATE INDUSTRY’S COMMITMENT TO INDIGENOUS RECONCILIATION

OSSGA STAFF WRITER

The Ontario Stone, Sand & Gravel Association (OSSGA) and its members remain steadfast in their commitment to fostering relationships with Indigenous Peoples rooted in respect, trust, and mutual understanding. As the leading voice of Ontario’s aggregate industry, OSSGA’s Executive Director, Mike McSweeney, emphasizes the importance of collaboration with Indigenous Communities to ensure the sustainable extraction of aggregate resources. This commitment includes ongoing work with the provincial government to develop innovative ways to support Indigenous Communities as part of the industry’s dedication to reconciliation.

OSSGAs Commitment to Reconciliation

“Reconciliation is an ongoing journey, requiring consistent effort and reflection,” says Mike McSweeney, OSSGA Executive Director. “As an association—and as individuals—we are deeply committed to fostering a greater understanding of the connection Indigenous Peoples have to the land, while also striving to build stronger, more effective partnerships with each community.”

This commitment was powerfully demonstrated in August 2024 with the release of OSSGA’s newest video, showcasing the association’s collaboration with Indigenous

Communities. The video, narrated by Waneek Horn-Miller, and featuring music by Indigenous artists, illustrates the industry’s dedication to building bridges and creating a brighter, more inclusive future. (Check it out at GravelFacts.ca/Video101.) Since the release of the video, OSSGA engaged Waneek Horn-Miller as the keynote speaker for both the 2025 Operations, Health and Safety Seminar and the Annual Conference and AGM. A Mohawk from the Kahnawake Mohawk Territory near Montreal, Waneek shares how she has overcome discrimination and violence as an Indigenous woman and will speak to how we can bridge the gap and repair relationships between Indigenous and non-Indigenous peoples.

We recognize the importance of hiring and supporting Indigenous People—especially women—wherever we can, which is why ensuring we have representation at both events was vital to us in the planning stages.

TO FURTHER KEEP US ACCOUNTABLE IN OUR PRACTICE, WE HAVE INCLUDED BUILDING AND STRENGTHENING RELATIONS WITH INDIGENOUS COMMUNITIES AS PART OF OUR STRATEGIC PLAN. TO TRACK OUR PROGRESS, WE HAVE ALSO ADDED A KEY PAGE TO OUR NEW WEBSITE WHICH WILL DETAIL THE ACTIONS WE—AS AN ASSOCIATION—ARE TAKING TO ENSURE RECONCILIATION IS PART OF OUR EVERY DAY.

Furthermore, last year, the OSSGA team and members met with the Mississaugas of the Credit First Nation and Six Nations of the Grand River to listen and learn about their history and discuss how we can develop a mutually respectful relationship. As an association we intend to meet personally with several more groups in the coming months to ensure we can listen and understand the rich culture of each nation.

Acknowledging the Land

As an association, we recently adopted a new land acknowledgement to reflect our commitment to reconciliation and respect for Indigenous Peoples. To

ensure authenticity and cultural sensitivity, the association worked closely with Wanda Brascoupe Bear Clan, Skarù rę’ and Anishinabe and member of Kitigan Zibi Anishinabeg and Co-Founder of Indigenous Philanthropy, whose guidance was instrumental in crafting a meaningful and inclusive statement.

To further keep us accountable in our practice, we have included building and strengthening relations with Indigenous Communities as part of our strategic plan. To track our progress, we have also added a key page to our new website which will detail the actions we—as an association—are taking to ensure reconciliation is part of our every day.

A Clear Path Forward

While we acknowledge that the journey ahead is complex and requires time, we remain dedicated to fostering a collaborative and inclusive approach to building strong partnerships across the entire aggregate industry.

Part of this commitment is creating a working group with key stakeholders: Indigenous Groups, the Aggregate Industry and the Ministry of Natural Resources. The aggregate industry is committed to working toward reconciliation. We are committed to working with the province to developing a revenue sharing model through the levy that benefits First Nations with pits and quarries in their traditional and treaty territories.

www.amedrillsupply.ca

PROJECTS TO WATCH RAPID ASSESSMENT OF PIT RESTORATION

Creating a platform to rapidly assess naturalized pit restoration success

BY WARREN HEELEY

Rehabilitating legacy pit and quarry sites across Ontario is no small feat, but with the new rapid assessment project spearheaded by The Ontario Aggregate Resources Corporation (TOARC), the process might just become more efficient and transparent.

This groundbreaking initiative, which integrates drone technology to monitor site regeneration, aims to provide an innovative solution for assessing naturalized lands and creating a defensible system for tracking restoration progress.

“We want to ensure that we are responsible stewards for the aggregate industry and the communities in Ontario.” said Danielle Solondz, program manager at The Ontario Aggregate Resources Corporation (TOARC). “This project will help the Management of Abandoned Aggregate Properties (MAAP) program stay ahead of their responsibilities for rehabilitating legacy pit and quarry sites in Ontario,”

There are more than 600 restoration projects completed on legacy aggregate sites in the province, half of which have been naturalized. However, this does not include the sites that have also been surrendered by producers in the province—and the responsibility does not end with regeneration of each site. “The concern we are

addressing is the ongoing progress of the rehabilitated sites ability to integrate into the ecosystem,” said Solondz. “We want to develop a defendable system to rapidly assess the success of pit naturalization over time, and evaluate whether restoration goals are being met.

The rapid assessment project was one of the next steps in a TOARC study completed in 2022 on the restoration of a gravel pit on the lands of the Guelph Arboretum. This project analyzed results of regeneration of the pit 40 years after being actively naturalized. The project assessed how successful restoration was and underscored the need to have a more rapid method of assessing regenerated pits and quarries.

Solondz explained that assessment of legacy sites that have been restored to agricultural use are fairly straightforward. The farmers have access to yield data, can assess stoniness levels, and are able to improve the land through practices like crop rotation and soil management, enhancing productivity and soil health.

But, the real challenge is naturalized lands whose landowners do not have an opportunity to properly assess how the regeneration process is working out within the larger land ecosystem they own. She also pointed out that the 10 year period starting in 2021 has been designated by the United Nations as “the decade of restoration” and this has also spurred TOARC to be forward thinking with this project.

The project uses drones to view sites and discover how vegetation is doing since it was regenerated. This process will permit better documentation and tracking of

SIM-AD545 July 5th, 2023

June 26th, 2024

sites, which will ultimately help with the public perception of regenerating pits and quarries. The ultimate goal of the project is to “create a platform that allows the user to track their restoration efforts more effectively.”

The pilot phase

TOARC partnered with the University of Toronto on an initial pilot phase to confirm that a process could be developed to rapidly assess naturalized legacy pit restoration success. The work was led by Doctors Tim Duval and Yuhong He from the Department of Geography, Geomatics and Environment at University of Toronto Missisuaga. It was conducted during the summer of 2023 and the goals of the pilot project were to:

• “Determine the key ecosystem functions that directly contribute to successful restoration of naturalized aggregate pits;

• Examine which of these functions can reliably be estimated through remotely sensed image analysis and,

• Develop a methodology for a streamlined process of evaluation to apply to many more aggregate pit restoration projects”.

As the pilot report explained “the rehabilitation of pits and quarries is an important step in the sustainable management of aggregate resources in the province. Proper rehabilitation helps to transition from a land-use of aggregate extraction to other productive land-use activities, which reduces land-use conflict and addresses social, economic, and environmental concerns.”

“The science of land restoration has advanced significantly from simply checking for the presence or absence of plant species to assessing 18 different metrics that determine progress of the restoration efforts,” said Duval. He went on to say that the metrics include site physical conditions, species composition, site structural diversity, ecosystem function and absence of threats. The new metric assessment process is time consuming to quantify and allow for the variability of each criteria.

Three naturally rehabilitated aggregate pits were reevaluated by both field observations and soil sample processing and drone image mapping and long term satellite analysis. The sites chosen were in close proximity and had similar “climatic

and physiographic settings.” Each of these sites were tested at different times and under different conditions during the summer of 2023.

Drones were used to see if they could meet the “rapid” aspect of the assessment objectives. “Though not perfect, using drones on the three sites with differing wavelength imagers proved that they could capture much more data on vegetation status, species and site conditions than could be achieved by field sampling methods,” said He. She went on to say that most land restorations are not able to obtain results from all 18 metrics. In the case of the pits and quarries, they were able to obtain results for many metrics related to vegetation, soil, and landform.

The drones can also create a complete picture of the site and surrounding areas by “stitching” together all of the high resolution images from the drone’s fly over. This imaging is quite detailed including actually “seeing the leaves on the vegetation.” One thing they also discovered is that every site is different when it comes to vegetation and soil conditions.

“Outcomes of the pilot part of the project stressed that additional sites had to be looked at to get more data across a range of conditions to ‘validate and

Figure 1: RGB Drone Images displaying the SIM-AD545 Site roughly one year apart.

refine’ the methods used,” said Duval. It was noted that there was little data on the ecological state of the 300 sites that have been naturalized which made it difficult for TOARC to provide the public with the results of naturalization success and adjust its methods to improve sites that are not progressing well.

Because of the time consuming aspect of only field observations, it was also recognized that a quicker drone-based process can capture “the dynamics of assessment of restoration success needed to inventory the bulk of these remediated sites.” Duval also noted that their results clearly indicated that a more rapid assessment of sites using drone technology was achievable and a platform can be developed that could be used by a number of stakeholders from aggregate suppliers to municipalities.

He added that, ”this project also allowed a good number of our students to take the knowledge they had learned in their studies and apply them in the real world setting.”

The recommendations from the pilot results were

1The drone imaging techniques and various image analysis methods will significantly reduce the field and lab efforts needed to assess quarry and pit restoration success in naturalized settings without significantly compromising confidence in the assessment.

The drones can also create a complete picture of the site and surrounding areas by “stitching” together all of the high resolution images from the drone’s fly over.

2The need to launch a full project to encompass the range of variability in pre-site conditions, time-sincerestoration, rehabilitation methods, and vegetation community composition of legacy sand and gravel pits across Ontario.

The full study

The TOARC Board of Directors reviewed the results of the pilot project and approved the recommendation of a full study that would run from 2024 to 2026. The terms of reference for this part of the project are

• Expand the study to detailed review of five different rehabilitated legacy sites “to quantify the degree of site restoration and encompass the range of variability in pre-site conditions, time since restoration, rehabilitation methods and vegetation composition.”

• Use results from test sites to determine the “reproducibility of either the vegetation community or the ability to define it.”

• Use drone technology to obtain “fine scale properties of vegetation, soil or the ecosystem.”

• Combine field and lab data with image analysis “to determine if these methods can be used for rapid quantification of site stage recovery.”

The U of T representatives speculate “that this investigation will aid in the development of a reproducible methodology for determining the restoration success of rehabilitated naturalized legacy aggregate pits and quarries across Ontario compared to adjacent naturalized areas. The method developed has the potential to be tested and applied on a larger scale across both legacy and surrendered aggregate sites in the province.” The five new sites chosen for the full study range in time of regeneration from 2005 to 2019.

The vegetation mapping models, drone image collection and processing

The science of land restoration has advanced significantly from simply checking for the presence or absence of plant species to assessing 18 different metrics that determine progress of the restoration efforts.

workflows from the project will be shared with the public. The goal is to provide detailed documentation and guidelines which will permit “researchers and professionals to replicate and expand on the efforts of the project.”

The 2024 summer season saw the start of the full study and data collection. “This is a repetition process where we will assess the new sites over a three-year period under hopefully differing conditions each year,” said Duval. “Twenty-twenty four was a significantly wet year from a standpoint of precipitation. We are hoping that the summers of 2025 and 2026 will have differing weather results that will provide us with a broader range of data.

“TOARC is being as transparent as possible in this project to allow all stakeholders to understand the methods we are using to establish a highly defensible process for assessing rehabilitated pits and quarries. We are also making the results of such assessments available to everyone that wants to know” said Solondz. “We also want to make the platform that is needed to perform assessments to be available to anyone who wants to use it.”

For more information on the project, go to www.toarc.com

proud supporters of OSSGA

AULT

FROM GRAVEL PIT TO PARKLAND

THE TRANSFORMATION OF WASAGA SANDS

OSSGA STAFF WRITER

Nestled in the scenic landscapes of Wasaga Beach, Ontario, the Wasaga Sands Golf Community has a truly rich history. Formerly an essential aggregate operation supporting local infrastructure, the site has since been transformed to many uses over the years, including a golf course community. A true hidden gem of aggregate site restoration.

A Foundation of Sand and Gravel

The story of Wasaga Sands begins in the mid1960s, when Ed Seeley and Bill Arnill acquired the property. Seeley and Arnill recognized that the geology of the site was favourable—sand dunes overlain high-quality gravel and coarser sand meant the material from site could be used to meet concrete and asphalt specs, which was in high demand.

Over the next two decades, the site became a busy aggregate operation, producing up to 100,000 tonnes of material annually. And, at its peak, the site housed not only a gravel pit but also a ready-mix concrete plant, with occasional use of an asphalt plant. According to Paul Arnill, current owner of Seeley and Arnill Construction, “the site was an important part of the community and supported by the neighbours. Trucks transporting ready-mix and asphalt for critical community projects moved material from the site without issue.”

“When drafting the site rehabilitation plan, we drew inspiration from golf course communities in Florida. We embarked on an ambitious project to rehabilitate the site into an 18-hole golf course surrounded by residential lots and the transformation showcased truly innovative reclamation techniques.”

– Paul Arnill, owner, Seeley and Arnill Construction

These facilities allowed for efficient distribution of materials, bolstering the construction of roads, homes, and commercial buildings in the region. “The Wasaga Sands property provided material for vital community projects in Wasaga Beach and nearby Collingwood, including the Schooner Town Bridge and the Libbey Owens Ford (LOF) plant,” says Arnill. This infrastructure, which is integral to Wasaga Beach, serves as a reminder of the important contribution of local building materials.

Pioneering Rehabilitation: From Pit to Parkland

By the early 1980s, the resources were largely depleted, prompting Seeley and Arnill to consider the "highest and best use" of the land. “When drafting the site rehabilitation plan, we drew inspiration from golf course communities in Florida,” says Arnill. “We embarked on an ambitious project to rehabilitate the site into an 18-hole golf course surrounded by residential lots and the transformation showcased truly innovative reclamation techniques.”

Lowland areas became water traps for the golf course, while sand traps and green spaces were seamlessly integrated into the landscape. The reclaimed lots

were equipped with individual wells and septic systems and were sold for $20,000 to $30,000 each—a remarkable bargain in hindsight.

The site also included dedicated parkland, such as a soccer field which is now used as a winter tobogganing destination. The Wasaga Sands Golf Course flourished for years but eventually faced operational challenges. Despite the closure, the site retained its charm, with well-maintained grass and the remnants of a community-oriented design.

Bronze Plaque Recognition

On May 30, 1998, the site’s restoration efforts were recognized by OSSGA—formerly Aggregate Producers Association of Ontario—with a Bronze Plaque, the association’s most prestigious award. Seeley and Arnill Construction was commemorated for the transformation of these lands into the outstanding Wasaga Sands Golf Community through the creative rehabilitation of a sand and gravel operation.

The William Arnill Memorial Park, which borders the rehabilitated site was celebrated last fall during the Wasaga Sands Fall Festival, recognizing Bill Arnill’s contribution to the community.

Lessons from Wasaga Sands

The history of Wasaga Sands highlights the potential for aggregate sites to contribute to both economic development and community enrichment. From supporting infrastructure projects to becoming a cherished local landmark, the site’s journey is a testament to the adaptability of land use and the ingenuity of its stewards.

As Wasaga Sands faces its next chapter, it serves as a case study for navigating the balance between industry, community, and regulation. Whether through preserving its legacy or shaping its future, the lessons of Wasaga Sands continue to be an incredible example of land reclamation.

Master of Maintenance

As Arro Crushing’s Superintendent of Maintenance, Travis Weber oversees repairs and maintenance to keep production on track.

Q&A WITH TRAVIS WEBER

Tell us a bit more about your job and your responsibilities. I oversee equipment repairs and monitor performance to ensure everything operates efficiently. My role includes scheduling preventive maintenance and repairs to align with our machine operating schedules. While our maintenance team handles most tasks, we outsource certain jobs to contractors depending on workload or complexity.

Describe your typical day on the job and how the work you do contributes to the company.

Each day starts with reviewing the agenda I prepared earlier, outlining the tasks at hand. My responsibilities range from ordering parts and scheduling repairs to performing handson maintenance. I’m always on call—if a machine breaks down, I head to the site to assist. Proper maintenance minimizes downtime, reduces stress, and drives production, making my role essential to the company’s success. The more we can keep our equipment repaired and maintained on schedule, the less downtime we will have. Less downtime = less stress = greater production.

What do you find most challenging in your work?

Having a separation between my work and my home life is definitely one challenge I continue to face. I honestly enjoy what I do for work, and sometimes I find myself replying to emails, or brainstorming ideas long after dark. Long term, for my overall well-being, I need to know when to say no and keep my home life for a time of getting rested up and spending time with family.

What do you enjoy the most?

My hard-hat says it all: “THE FABRICATOR”. If I can have a welding helmet and a box of 7018’s [welding rods] there will be no disappointing me that day. The winter months are especially rewarding, as we bring our crushers into the shop for larger maintenance projects that involve fabrication, welding, and customization.

How did you become interested in this field/this work?

I’ve always enjoyed being around heavy equipment, when I was younger, I remember visiting a large coal mine out in northern Nova Scotia, and being intrigued by the scale and size of the machines, much less the mine that these machines were in. It sparked my curiosity, but I ended up working for a welding shop for a number of years. An opportunity arose

Travis Weber, Arro Crushing

What skills should someone in your field have?

Three essentials:

• Honesty: Let your actions match your words.

• Growth mindset: Always seek improvement and be open to learning. There are many in the industry who can teach you a wealth of knowledge if you’re willing to lend your ear.

• Accountability: Take responsibility for your actions and own your mistakes—it defines character.

at a mobile crushing company, Arro Crushing, so I took it and that’s where this story begins.

EDUCATION AND ADVANCEMENT

Is your current position the same as when you started in this company?

No, my position and responsibilities are quite different actually. When I started for Arro, I spent a good amount of time on the ground, shoveling under the crusher, looking for potential hazards, just walking around the machine, and recording tonnages etc. As I reflect on those days, I actually miss them. Although it may not be looked on as the most admirable work, it is definitely some of the most important. After 2 months, I started running machines more frequently, and by 8 months I moved to a foreman role for the crushing spread which I operated on. I managed that crew for about 2 years.

My real skill was in repair work—and I enjoy it—so when the man-power was sufficient, I moved to a full-time maintenance role, something we hadn’t had before. We bought a service truck and outfitted that, and to present I now oversee the

repairs on all the equipment. As the name implies, ARRO, “always moving forward”.

Detail your past or ongoing education or training and how it is relevant to your job.

My welding shop experience laid a strong foundation. I honed skills in MIG and arc welding and worked on custom jobs requiring mechanical thinking. Also, I worked alongside an older gentleman with a wealth of knowledge in welding, hydraulic repairs, electrical, you name it. Working along side him was a game-changer for me. Now going into the role I am in today I can use those same skills and things I’ve learned from the welding shop, for manufacturing crusher parts etc.

If you could start over, would you change your career path? There are challenges that arise in this industry, but I love the job I am doing and truly feel this is where my skillset is at. There is lots of opportunity in this trade. There is always continual room for improvement and the way we do things. So at the end of the day, it’s the vision that counts.

INDUSTRY AND ADVICE

What advice would you give a high school aged student unsure of the opportunities in the aggregate industry? Go after it! There’s a misconception that college or university is the only path, but the skilled trades offer real-world experience, financial stability, and endless opportunities. Be eager to learn, stay humble, and embrace the hard work—it lays the foundation for a fulfilling career. And having a quiet tongue and an open ear will go far. Oh, and another thing, be willing to do the grunt work. Holding a shovel and cleaning up under a tail-pulley for the fifth time in a day may not be your type of work, but trust me, its those days that builds the foundation for your career. If you want to be responsible for what is great, be willing to do that which is least.

Shaping the Brand and Building Connections

As Walker’s Marketing Manager, Ela Walsh blends creativity and strategy to promote Walker’s brand and strengthen its ties to the communities they help build.

Q&A WITH ELA WALSH

Tell us a bit more about your job and your responsibilities. As a Marketing Manager at Walker, I support the business divisions of the company and oversee corporate branding. I work closely with the teams to support marketing and operational initiatives, public relations, community outreach, and employee engagement through integrated campaigns, communications and events.

Describe your typical day on the job and how the work you do contributes to the company. A typical day on the job could include anything from strategy to developing content for community and customer newsletters, creating targeted digital advertising campaigns, developing social media content, creating engaging employee experiences and managing public relations, signage and other branded materials. It is important that Walker shows up consistently across all the industries we are part of and within the communities where we live and work. Tying all these things together, we can share the great work we do in building critical infrastructure and supporting local communities.

What do you find most challenging in your work?

Marketing the industrial sector, particularly local aggregate and construction services, can be challenging. Unlike consumer products, these services are often behind the scenes, making it harder to create direct, tangible connections with the public. This requires companies like Walker to speak on behalf of the

industry, and work with competitors to educate the public on the importance of local aggregate sources and the benefits to the communities which they serve. The construction of local roads, schools, hospitals, homes and other infrastructure that communities rely on are dependent on sand, stone and gravel from our pits and quarries.

Ela Walsh, Walker Industries

What do you enjoy the most?

I enjoy the breadth of work that we do. Being involved in so many parts of the business allows me to take a fulsome approach to marketing the benefits that Walker offers to customers, the industry, neighbours, communities and employees—both present and future. It’s rewarding sharing innovative projects and educating people about the different things Walker does.

From mining sand, stone and gravel, to supplying ready mix concrete and construction services, to recovering resources like concrete and asphalt and creating new products from the recycled materials, to sharing innovative rehabilitation at our sites. Walker also offers employees a number of benefits such as two paid volunteer days which allows us to give back to our community in a meaningful way which is very rewarding.

How did you become interested in this field/this work? Walker has strong roots in Niagara and is very well known in the region. The Walker values resonated with me and when the opportunity to join the team was presented to me five years ago, I was excited to apply my experience and help build awareness of the Walker brand, products and services across North America.

EDUCATION AND ADVANCEMENT

Is your current position the same as when you started in this company?

My position has remained largely the same since joining Walker. When I first joined Walker, we were in the process of a re-brand and my work was focused on supporting the launch and rollout of the new brand. Now, as part of the established team (which includes marketing, communications, digital engagement, government relations and senior management) my position strategically manages thorough marketing plans which support the businesses in their local markets and managing our brand reputation in the community.

Detail your past or ongoing education or training and how it is relevant to your job.

My post-secondary education includes a Diploma in Creative Advertising from Sheridan College and a Bachelor of Business Administration – Marketing from Brock University, both of which are relevant to my role. I use the skills and theories daily while creating strategic plans and executing tactics. I have taken project management courses, health and safety training and other interest courses like photography which have all provided incredible value to my job and the many hats I wear as a marketer.

If you could start over, would you change your career path?

I wouldn’t change a thing. I started my career as a marketing assistant and have worked both agency and client side in a variety of industries. Every step presented challenges and provided valuable experiences that shaped how I approach my career, role, and projects.

INDUSTRY AND ADVICE

What advice would you give a high school aged student unsure of the opportunities in the aggregate industry?

I would advise students to come for a tour of one of our many sites. Seeing the amazing operations and team in action is an invaluable experience. There are so many different roles in the aggregate industry. From operations, to management, to sales, marketing, accounting and so much more, this industry touches on many different skillsets.

What hard or soft skills should someone in your field have? Marketing in the aggregates industry involves a wide range of skills and tools. Hard skills could include project management, campaign management, writing, analytics, research among many others. Soft skills help you execute your hard skills and involve collaboration, critical thinking, communication, leadership, and strategic thinking.

PROFESSIONAL SERVICES DIRECTORY

AERIAL PHOTOGRAPHY SURVEYS www.tec-survey.ca 24

AFTERMARKET REPAIR PARTS

Ault www.ault.ca 40

AGGREGATES Lafarge Canada Inc www.lafarge.ca 33

Ferma Aggregates Inc. ......................... 24

Hutcheson Sand & Mixes A member of the Muskoka Rock Family of Companies www.hutchesonsand.com 29

AGGREGATE & ROAD BUILDING EQUIPMENT

HMA Equipment Company of Canada www.hmaequip.com 28

AGGREGATE PLANTS

R.W. Tomlinson Limited www.tomlinsongroup.com 29

Sunrock www.thesunrockgroup.com 21

AGGREGATE RESOURCES

R.W. Tomlinson Limited www.tomlinsongroup.com 29

Sunrock www.thesunrockgroup.com 21

Southwestern Sales Corporation Limited www.southwesternsales.ca 29

AGGREGATE WEAR PARTS

Am Cast Canada Industries www.amcastonline.com 39

Ault www.ault.ca 40

ASPHALT PLANTS

R.W. Tomlinson Limited www.tomlinsongroup.com 29

Sunrock www.thesunrockgroup.com 21

AUTOMATIC GREASING SYSTEMS Flo Components Ltd. www.flocomponents.com 5 BINS & HOPPERS (AGGREGATE) Ault www.ault.ca 40

Riverstone Environmental Solutions Inc. www.rsenviro.ca 28

Skelton, Brumwell &

The Final Rehab CANNINGTON PIT

The Cannington Pit, nestled along the 10th Concession in Brock Township, has undergone a significant transformation since its acquisition by CBM Aggregates in 1994. Originally used for farming and as pasture land, the property has evolved into a crucial site for material extraction, primarily supplying CBM’s Sunderland Pit and Brock Township with essential gravel products.

CBM partnered with Glenn Harrington on many of the rehabilitation projects at the Cannington pit. Glenn’s vision and wealth of knowledge contributed greatly to the success of the rehabilitation and overall biodiversity of the site. The CBM Cannington pit underwent a comprehensive rehabilitation process, starting with the establishment of a wetland plant seed bank along the northern shoreline, promoting the growth of native species. The pond was stocked with minnows, followed by further aquatic management and stocking of rainbow and brown trout. Efforts to improve the land included contouring to manage water runoff, applying topsoil, and planting oak acorns for habitat restoration. Wetland plant boxes and thousands of seedlings were introduced to stabilize the shoreline and encourage biodiversity. Over time, tree planting continued, and fisheries assessments confirmed healthy aquatic populations. The final slope rehabilitation and hydroseeding ensured long-term environmental stability.

Having met or exceeded the rehabilitation criteria outlined in their site plans, MNR surrendered the licence in 2023. The thriving aquatic habitat at the former Cannington Pit will serve as a reminder of CBM’s successful rehabilitation for years to come.