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06 Connections
11 Special Supplement
Industry Focus
Flatiron Dragados Canada,
Change is Good
Are you sitting there thinking something looks different about this issue? Well, you are right.
Normally it is our winter issue that is dedicated to the VRCA Awards of Excellence, but this year the awards gala was moved to September.
Change is good. It means we can celebrate earlier the hard-working members of the construction industry and the many projects that deserve attention.
This year has been especially challenging due to market conditions created by overwhelming uncertainty and geopolitical tensions. But the construction industry is showing its resilience as it continues to deliver projects that play important roles in communities across B.C.
PCL Constructors Westcoast took home the top general contractor award for the complex
Lions Gate Hospital Redevelopment, Phase 3 –Acute Care Facility. The project delivers essential healthcare infrastructure to the North Shore that will improve patient care.
For our profile, I spoke with Stephanie Hun, who was recognized with the VRCA Outstanding Woman in Construction Award. Her energy and enthusiasm to connect and empower women in the industry is commendable.
In our safety feature, read about Alberta’s new worker campaign and how B.C.’s construction employers continue to lead the way in workplace health and safety.
Finally, sticking with the theme of change — Prompt Payment legislation (Bill 20) in B.C. was finally introduced in October. The industry has been long advocating for this significant public
policy change that will positively impact bottom lines. The announcement is the first step towards payment certainty that will help ensure companies get paid on time.
Cheryl Mah Managing Editor
ABOVE AND BEYOND
BY CHERYL MAH
BBeing successful in construction requires determination, leadership and passion. Stephanie Hun has all that and more.
The president of Canadian Construction Women (CCW) is a true leader and champion for women in construction. She has dedicated countless hours to the industry — breaking barriers, and giving a voice for women of all backgrounds.
“There are still unconscious biases, typecasting and double standards,” says Hun, who is the director of business development at FlatironDragados Canada. “Earlier in my career, I wasn’t given as many opportunities to speak… so I want to help those who don’t feel like they have a voice, and encourage them to find those opportunities in construction.”
Recruitment headway has been made in the last decade but it’s no secret: women remain significantly underrepresented in construction. According to the latest BC Construction Association statistics, the number of women has increased 24 per cent in the past five years but only represent 5.3 per cent of the construction workforce.
“There are still too few women in construction. There have been big strides made but a significant gender gap remains,” says Hun, who joined CCW in 2023 serving as director of sponsorship and then vice president.
As president, she wants to continue the association’s mandate to attract more women to construction by not only providing networking events but platforms for critical discussions on matters such as risk management, contracts and labour shortage.
While there are a range of industry priorities, the issue of prompt payment has been a major advocacy focus for associations.
In October, B.C. announced the introduction of Prompt Payment legislation. For years, late payments have strained cash flow, delayed projects, and created unnecessary risk throughout the construction supply chain.
“Many industries are moving toward clearer standards for payment timelines, and I see this as a positive development for all involved,” she says.
In addition to CCW, Hun currently serves as the national awards co-chair for the Women in Infrastructure Awards Committee, which recognizes
“I have had the privilege of working with some incredible colleagues,mentors, and allies.”
the contributions of exceptional women in the Canadian infrastructure industry. She also sits on the BC Roadbuilders & Heavy Civil Association –Women in Roadbuilding Committee and the board of directors of the BC Construction Roundtable.
“I love meeting people and building relationships. My involvement with different organizations has allowed me to meet so many great people I wouldn’t have met if I wasn’t in this industry,” says Hun.
Her contributions to the industry and dedication to diversity and inclusion have not gone unnoticed. She was recognized by the VRCA with the 2025 Outstanding Woman in Construction Award. The award celebrates leadership, mentorship, and the positive change created through business accomplishments, community contributions, and volunteer work.
“It was a shock and so humbling to be recognized,” she says with a laugh. “I’m constantly inspired by other people so if I can inspire someone with what I do, that is rewarding.”
Hun’s career spans almost 20 years of experience in business development, marketing and communications. She has worked in various sectors including power, transportation, infrastructure, buildings, ports, mining, and oil and gas.
The Vancouver native graduated from Simon Fraser University in 2007 where she studied business communication. She began her career at environmental consulting firm Hemmera (now Ausenco) before moving onto work for some of the country’s leading firms including Hatch Mott MacDonald and SNC Lavalin (now AtkinsRéalis). Prior to joining FlatironDragados in 2022, she worked at Fast & Epp as director of marketing and business development.
In her current role, she leads the company’s client engagement, market strategy and major pursuits across Canada.
“I was excited to move to Flatiron, knowing the reputation and scale of complex infrastructure projects that the company is known for building,” says Hun, who also promotes collaborative delivery through alternative procurement such as progressivedesign build, Alliance and CMAR/CMGC.
FlatironDragados has extensive expertise in delivering complex heavy civil infrastructure projects, including rail, dams, hydroelectric facilities, bridges, tunnels, highways and ports.
The company merged with Dragados North America earlier this year to form one of the largest civil engineering and construction companies in North America. The company has a Richmond office and three other offices across Canada with Toronto serving as the Canadian headquarters.
“We’re working on a number of projects including the Surrey Langley SkyTrain, Highway 17 Keating Cross Road Flyover Overpass Project and the Strathcona Dam Water Discharge upgrade,” says Hun.
The company has also been involved in other high-profile projects such as the Port Mann Bridge, the Steveston Interchange, Site C and the Centerm Port expansion.
“We do mega-infrastructure projects — large
design/build projects. We work in both Western and Eastern Canada and the United States” says Hun, noting the company is delivering the Gordie Howe International Bridge, slated to open in 2026.
Collaboration with clients, partners, and subcontractors through joint ventures and integrated teams has been key to project success. Of course, a successful company is only as good as its people, and Hun says FlatironDragados has a strong team of long term employees with extensive expertise that can deliver quality and value to clients and partners.
Asked to reflect back on her achievements and going above and beyond, Hun is humble about how much she has done to foster a supportive community for women in the industry.
“I have had the privilege of working with some incredible colleagues, mentors, and allies,” says Hun.
FlatironDragados has extensive expertise in delivering complex projects such as the Site C Clean Energy project in B.C.
Alberta Crews Build Safer Starts
BY NORMEL MARTINEZ
Alberta construction crews face a troublesome reality: 55 per cent of injury claims involve workers in their first year at a company, regardless of their age. This number reveals a pattern — the worker who hesitates to ask about a procedure, the experienced crew learning new protocols or the supervisor rushing to meet a deadline are contributing to these injuries.
Struck-by-object incidents, falls to lower levels and back injuries are common across worksites. Each incident disrupts more than schedules. An injured worker means recovery time and lost wages while crews adjust to coverage gaps and companies deal with investigations and rising premiums.
Leaders and crews recognize this challenge and are stepping up together. They are creating space for conversations and investing in solutions — understanding that preventing incidents requires both technical knowledge and open communication.
“Leaders create safer worksites when they take an active role by building trust, encouraging teamwork and acting early to prevent injuries,” says Alberta Construction Safety Association (ACSA) chief executive Officer (CEO) Mark Hoosein.
BEYOND SKILLS TRAINING
Technical skills training alone won’t prevent these incidents. Factors include unclear expectations and communication gaps that leave crews uncertain about when and how to speak up about safety concerns.
When ACSA launched Crew Brew visits across Calgary, Red Deer and Edmonton, leaders encouraged their teams to participate. These onsite visits created space for crews to share daily experiences over coffee.
One participant shared, “Discuss habits and set clear expectations during onboarding and
safety check-ins to prevent incidents” — practical advice that resonates because it addresses the gap between knowing procedures and feeling comfortable using them.
TEAM-CENTRED SOLUTIONS
Based on industry data and earlier research in collaboration with MacEwan University students and Berlin Communications, ACSA developed resources to address common first-year risks. Crew Brew visits later confirmed what crews valued most — practical onboarding tools, engaging toolbox talk materials and clear ways to reinforce safety knowledge. These insights strengthened the foundation of ACSA’s Injury Prevention Campaign, which also featured the Safety Showdown contest.
Safety Showdown transformed routine safety discussions into engaging team competition. More than 500 workers across 150 teams participated, tackling real-world safety scenarios.
“Safety Showdown was fun and boosted employee participation in safety; I hope it continues,” says Christie from Kidco Construction Ltd., whose crew earned an ACSA-sponsored team lunch.
RESOURCES THAT WORK
Great resources come from listening to teams. This principle drove the Injury Prevention Campaign’s expanded and refined tools that address daily crew challenges. Free resources at firstyear.youracsa. ca — including an onboarding toolkit, discussion guides and assessment tools — reflect crew insights developed from Crew Brew feedback and Safety Showdown participation.
These tools work because they reflect the partnership between effective leadership and experienced crews.
MEMBER-FOCUSED APPROACH
ACSA’s approach reflects leveraging industry expertise, putting members and the industry at the centre to improve programs and services, and moving us to a construction industry where safety is foundational to everything we build.
This approach extends to all ACSA activities, including the ACSA annual conference. It brings industry voices together to share how innovation leads to safety, what works and how to tackle challenges.
IMPACT STARTS WITH CAMARADERIE
Everyone has a role in creating safer worksites. Lasting change happens when entire teams adopt the right mindset and demonstrate safe behaviours consistently — and it starts here:
• Stay connected. Subscribe to the Injury Prevention Campaign. We’re committed to continuing these discussions to build on what we’ve learned together.
• Build on your safety talks. Download tools at firstyear.youracsa.ca. These resources include discussion guides that help workers ask questions and engage more actively, plus an onboarding toolkit that reinforces safety behaviours from day one, and more.
• Make it practical. Adapt and implement resources that fit your team’s needs and worksite because hazards look different on every job site. Track and monitor your efforts using our activity summary for first-year worker safety.
• Champion safety. Prepare to onboard first-year workers through ACSA’s Basic Instructional Techniques (BIT) virtual course. Practice real safety training you can bring back to your worksite to empower your crew.
BE PART OF THE JOURNEY
Safety excellence drives business excellence. Strong participation in Crew Brew and Safety Showdown proves these solutions work, but more teams mean stronger insights for everyone.
Those who took part in Safety Showdown and used our resources — share your experiences. Tell us what you’ve implemented and what impact you’re seeing. Whether you’re seeing improvements, facing ongoing challenges or discovering unexpected insights, this evidence-based feedback will help establish benchmarks and guide our collective efforts to scale these solutions across Alberta’s construction industry.
“Your voice, experiences and commitment to excellence will shape the future of safety in Alberta’s construction industry,” says Hoosein.
Normel Martinez is corporate communications manager for Alberta Construction Safety Association. Share your feedback at engage.youracsa.ca.
Championing Health and Safety
BY DR. DAVE BASPALY
Since 1992, the Council of Construction Associations (COCA) has united B.C.’s construction industry around a dual mission: preserving the health and safety of our workers, and working collaboratively with government and WorkSafeBC to achieve reasonable regulations, administrative practices, and costs for our sector.
What began as an enlightened collaboration between the BC Construction Association, Construction Labour Relations Association, and Independent Contractors of BC has grown to include 20 active Partnership Agreements representing the province’s major construction organizations.
Over these 34 years, our industry has achieved remarkable progress made possible by the dedicated efforts of our partners and their contractor members who champion health and safety every single day.
EXTRAORDINARY SAFETY ACHIEVEMENTS
The numbers tell a powerful story of industry transformation. In 1992, when COCA started, the injury rate stood at 7.3 time-loss claims per 100 workers. Today, that rate has been cut by more than half to 3.0 claims per 100 workers. This dramatic improvement represents thousands of workers who avoided serious injuries and a fundamental shift in how our industry approaches safety.
Equally impressive, the assessment rate for general construction has plummeted from $5.83 per $100 of payroll in 1992 to just 64 cents per $100 of payroll in 2026. These reductions reflect the construction industry’s unwavering commitment to creating safer workplaces and the tangible results of that commitment.
Perhaps our proudest collective achievement came during the COVID-19 pandemic. B.C.’s construction contractors demonstrated exceptional leadership in protecting their workers. Our industry recorded only 325 COVID claims among approximately 250,000 workers, compared to 18,428 claims across all industries. This outstanding performance showcased the construction sector’s ability to rapidly adapt, implement rigorous safety protocols, and prioritize worker wellbeing even under extraordinary circumstances.
BUILDING SAFETY EXCELLENCE
These achievements reflect the proactive safety cultures that B.C. construction employers have built through deliberate investments in training, equipment, safety systems, and people. Leadership teams across the province are visible on job sites, conducting safety walks, engaging with workers about concerns, and reinforcing that nothing matters more than everyone going home safely.
Many employers have implemented comprehensive training programs extending well beyond mandatory certifications. Companies are tracking leading indicators like near-miss reporting, hazard assessments, and safety training hours, using data-driven approaches to identify trends and target resources effectively.
COCA maintains this momentum through consultation and cooperation. I meet regularly with the WorkSafeBC president and the chair of the board of directors. We also participate as members of Labour Minister Whiteside’s Crane Safety Table, ensuring industry perspectives inform policy development.
LEADING MENTAL HEALTH SAFETY
B.C. construction employers and their associations are at the forefront of addressing mental health and psychological safety. Recognizing that worker wellbeing encompasses both physical and mental health, many companies have implemented comprehensive programs providing meaningful support to their teams.
Employee Assistance Programs offering confidential counseling services are now commonplace. Employers are training supervisors to recognize signs of mental distress and respond with empathy and appropriate resources. Peer support networks connect workers with trained colleagues who can provide initial support and guidance toward professional help when needed. Employers are also committed to preventing bullying and harassment, implementing robust policies, training programs, and reporting mechanisms. Many have established comprehensive respectful workplace programs including regular training for all employees, clear investigation protocols, and transparent accountability measures. These efforts are transforming job site culture, with workers increasingly reporting they feel respected, valued, and psychologically safe.
As regulations around psychological safety, bullying, and harassment continue to evolve, COCA is working to ensure that changes support these positive efforts while maintaining essential elements like confidentiality in incident reporting. We have pointed out concerns about proposed changes that could blur lines between work and non-work causes and have recommended positive alternatives that protect workers while remaining practical and effective.
ADDRESSING ONGOING CHALLENGES TOGETHER
While celebrating our achievements, we acknowledge ongoing challenges that require continued attention. Contractors report concerns about the length of time required to receive information from WorkSafeBC regarding active compensation claims.
We hear frequent reports about inconsistencies in workplace health and safety inspections that can create confusion and frustration. There is also widespread perception that changes to regulations and policies are occurring too rapidly for the system to properly consult, absorb and manage. Additionally, employers share general apprehension about the diminishing Accident Fund and its implications for future sustainability.
COCA continues working closely with our partner associations and their members to resolve these issues in a reasonable manner. Through an ongoing and productive dialogue with WorkSafeBC and government, we seek solutions that enhance worker protection while ensuring the system remains functional and sustainable for all stakeholders.
CONTINUOUS IMPROVEMENT
The construction industry’s commitment to continuous improvement remains unwavering. Companies constantly seek new ways to enhance worker protection through emerging technologies, innovative training methods, and deeper understanding of human factors in safety performance. Industry collaboration through COCA enables employers to share best practices, learn from each other’s successes, and collectively raise standards across the sector. Our partners and their contractor members are engaging constructively in policy development, ensuring that regulations reflect practical realities while driving meaningful improvements in worker protection.
RECOGNIZING EXCELLENCE
The dedication B.C. construction employers demonstrate toward health and safety deserves recognition and celebration. From small firms to large contractors, companies across the province prove that safety excellence and business success go hand in hand. They create workplaces where physical safety, mental health, and psychological wellbeing are priorities, not afterthoughts.
At COCA, we are honoured to represent these forward-thinking employers and facilitate the collaboration that makes our industry’s achievements possible. As we look ahead, we remain confident that B.C.’s construction employers will continue leading the way in workplace health and safety excellence, building on 34 years of remarkable progress to set standards that benefit workers, companies, and communities throughout British Columbia.
Dr. Dave Baspaly is president of the Council of Construction Associations (COCA). COCA represents all major construction associations in B.C. and acts on behalf of the construction industry in all WorkSafeBC matters.
Key Updates to the CCDC 30
BY SCOTT LAMB AND KIM DO
This summer, the Canadian Construction Documents Committee (CCDC) released the CCDC 30 – 2025, the revised standard form contract for Integrated Project Delivery (IPD). Construction professionals will recall this contract breaking ground when it was first released, introducing a standard form contract intended to encourage cooperation, rather than competition for a contract structure that provided for owners, consultants, contractors, and key trades to signing one contract, pooling profit, and sharing in both risks and rewards.
Since the CCDC 30 was first released in 2018, projects across Canada have tested the model. Key updates now reflect years of practical experience in Canada and introduce changes that make the model clearer, and more practical and aligned with today’s construction landscape. They include a structure organized around the natural phases of a project (from validation through to execution and general conditions), as well as refinements to financial provisions such as to reimbursable costs, overhead rules, and audit requirements.
The changes are intended to make IPD more approachable, transparent, and effective. However, as in the past, owners and contractors will continue to need to adjust these terms through supplementary conditions to tailor their contracts to the project and party needs.
Further, IPD is a contract structure that requires careful review as to its suitability for a construction project and an understanding of the inherent risks in using this contract model.
We have set out below a summary of some of the key updates and how construction professionals can prepare for these changes.
KEY UPDATES STRUCTURE
One major change to the CCDC 30 is the reorganization of the contract, which now follows
the project lifecycle and is reorganized in the same order as a project would be itself, making the contract easier to read and apply, as follows:
• Validation: The team collectively develops a Validation Report, establishing the Base Target Cost, project schedule, and risk profile. The owner can then choose to proceed, adjust, or withdraw.
• Project Execution: This phase governs design, procurement, construction, and warranty phase tasks. Here, the Target Cost is finalized, the owner can approve value-added items, and there is the new Ready-for-Takeover milestone taken from the CCDC 2 – 2020 which triggers the various clocks running for matters such as when occupancy begins and warranties commence.
• General Articles: These provisions, further explained below, address reimbursable costs, payment, and contract documents and have been updated to align with prompt payment regimes across Canada (though not yet in B.C.) and provide stronger audit rules.
• General Conditions: These provisions address other general conditions, including insurance, project structure and responsibilities, payment procedures, dispute resolution, liability and termination.
COLLABORATIVE FRAMEWORK, FINANCIAL CLARITY
As noted above, key updates include updated provisions regarding cost, profit, and audits. Specifically, terms have also been renamed, such as the Risk Pool (now the Profit Pool).
The CCDC 30 now also recognizes Lean construction practices by explicitly referencing Lean methods. For the IPD Advisor, the CCDC 30 acknowledges that culture and process expertise can be as important, as these optional advisors can, among others, help guide teams unfamiliar with the IPD approach.
Finally, the CCDC 30 updates and addresses financial clarity. Provisions regarding reimbursable costs, overhead categories, and audit procedures are now intended to be more clearly defined, reduce uncertainty, and limit disputes.
CONCLUSION AND TAKEAWAYS
Overall, the new CCDC 30 – 2025 is intended to address a developing IPD model in Canada. By aligning the contract with the natural phases of a project, strengthening financial transparency, and reinforcing collaborative behaviours, these updates are intended to make IPD more accessible while maintaining goals on shared risk and reward.
Early familiarization with these updates will help construction professionals manage projects more effectively and reduce the risk of disputes. However, it must be remembered that IPD succeeds only when participants commit to transparency and collaboration. That includes, among others, owners treating the Validation Phase as a decision point and not a box-ticking exercise and teams committing to maintaining an effective “Big Room” culture where problems are uncovered early and solved collectively. CCDC 30 is a framework only. It is not a magic formula.
In this regard, it is important to emphasize that IPD has significant characteristics that differ from usual construction contracting that require very careful analysis and understanding before this model of contracting can be used. For example, under IPD where all of the parties share in the risk of the profit pool, if during the project cost overruns eliminate the profit pool, then the owner is still liable for the cost of the project to completion and is precluded from legal action to recover excess costs over the project budget from those parties who are responsible for project cost overruns.
In short, IPD contract structures, including CCDC 30, are not appropriate for all construction projects and the risks for such contract structure must be carefully evaluated.
Further, in using the IPD model, the standard CCDC 30 is just a starting point. Owners and contractors will continue to need to adjust these contractual terms through supplementary conditions to adapt the contracts to the needs of specific projects, market conditions, and the parties’ requirements.
Scott Lamb is a partner and co-chair of the Infrastructure, Construction and Procurement (ICP) Group at Clark Wilson LLP. Kim Do is an associate and member of the ICP Group. If you have any questions or concerns regarding the review or preparation of these contracts, or any other construction-related legal matter, please contact the construction group at www. cwilson.com.
2025 VRCA AWARDS OF EXCELLENCE
604.739.2115
dang@mediaedge.ca
PURSUIT OF EXCELLENCE
THIS YEAR we received 96 submissions representing a total construction value of almost $5 billion. The examples of innovation, leadership, and commitment to progress set the standard for a future where construction is not only built well, but built with purpose and heart.
Our world continues to evolve — and so does the definition of excellence. This year the award submissions criteria was expanded further to include each company’s efforts toward inclusiveness through staffing diversity, celebrating those making real strides in this area.
Submissions also highlighted collaboration with Indigenous companies and peoples, reflecting construction’s growing focus on reconciliation. As our understanding of the positive benefits of diversity continue to grow – and as the industry
faces a looming labour shortage — these are two areas where progress will have a direct impact: attracting and retaining talent, improving efficiency, ensuring cost-effective project delivery and continuing to build tomorrow’s communities.
Congratulations to all the nominees and winners. Thank you for your relentless pursuit of excellence, for the pride you bring to your work, and for leaving communities stronger and more vibrant with every project you deliver.
Jeannine Martin President, VRCA
GOLD GENERAL CONTRACTOR OVER $200 MILLION
PCL Constructors Westcoast – Lions Gate Hospital Redevelopment Phase 3 – Acute Care Facility
Complex Achievement
BY CHERYL MAH
BUILDING HEALTHCARE FACILITIES is a highly complex undertaking. When the new facility is required to integrate seamlessly with existing infrastructure, that complexity is taken to a whole new level.
That was the task given to PCL Constructors Westcoast, who was the general contractor for 108bed Paul Myers Tower at Lions Gate Hospital in North Vancouver. The six-storey acute care facility was built between three existing facilities: the South Tower and Northern Expansion building on
one side, the Hope Centre building on the opposite side and the Evergreen House to the north.
A major challenge was the physical constraints of the project site, according to PCL construction manager Travis Prystai.
“ The new building connects directly on the west to the existing hospital, and is in close proximity to existing buildings on the north and east, leaving only the south for the majority of the construction logistics,” he says. “These site constraints demanded careful planning,
continuous communication with stakeholders and diligent execution by the construction team.”
For their exceptional work on the 24,000 square metre acute health care facility, PCL was recognized with a Gold VRCA Awards of Excellence in the top general contractor category.
“It’s a very nice recognition for our project team and stakeholders for all the effort that they’ve put in. Building a hospital is a very challenging endeavour and while it’s very rewarding to create a healthcare space and see it serve patients and the
community, to be further recognized with this award is special validation for all those involved in building this beautiful facility,” says Prystai.
The tower is named after Paul Myers, former owner of Keith Plumbing and Heating Co, who donated $25 million to the Lions Gate Hospital Foundation. The new facility features 108 single-occupancy patient rooms with ensuites, eight state-of-the art universal operating rooms, and 39 Patient Pre and Post Operative Bays, a medical device reprocessing department, and outpatient clinic services.
PCL Constructors Westcoast broke ground on the centre in 2021, with substantial completion achieved in December 2024. Peak crew size was 350. Challenges included significant change orders, scope additions, working on an active hospital site and integrating to existing infrastructure through 10 internal connections.
For the integration of the new tower and the existing campus buildings, several project elements also included work in the existing buildings.
A phasing plan including building demolition, replacement of the oxygen tank farm, rerouting egress patterns and temporary facility entrances ensured ongoing hospital operations during construction.
Opened to patients in March 2025, the acute tower is designed to provide patient- and familycentred care. It features a variety of spaces to support patients, family and staff well-being, including lounges, new clinics, lab collection, amenity and administration spaces, additional bike storage, several new landscaped areas and a large rooftop garden with a walking path.
“ The rooftop garden is a spectacular space that will serve patients, public and staff, with walking loops, places to sit, a fitness space and areas to gather. On a busy campus it creates a tremendous opportunity for both views to nature and a convenient opportunity to experience the outdoors,” says Prystai.
Designed by HDR, the project is targeting LEED Gold. Features include a high-performance envelope and a highly efficient mechanical system that uses a heat recovery chiller to capture cooling loads and provide most of the tower’s heating. A sophisticated energy metering system enables operators to continue improving efficiency.
The design team also coordinated with First Nations representatives for interior colours, themes and artwork to ensure they accurately reflect the region’s Indigenous culture. Indigenous elements include Welcome Figures at the building entrance, ‘Tide-to-Sky’ themes for each floor, and a sacred space and the House of Elders.
Travis credits collaboration and teamwork for the successful delivery of the project.
“Large construction projects are a group effort, and we had an excellent team at Lions Gate Hospital, from the architects and engineers to the subcontractors and suppliers to the Vancouver Coastal Health team and our PCL project team. It was great to be a part of something where everyone worked together to create a fantastic facility that will serve the community and region for a very long time,” says Prystai.
GENERAL CONTRACTOR OVER $40 MILLION
Kinetic Construction Ltd. - Burnaby Fire Halls 4 and 8
GENERAL CONTRACTOR $15 TO $40 MILLION
THIS PROJECT involved major upgrades to Vancouver International Airport’s (YVR) busiest security screening checkpoint to significantly increase domestic screening capacity. The project included substantial infrastructure enhancements to accommodate five advanced CATSA Plus pre-board screening lanes, making YVR the first airport in Canada to implement CATSA Plus CT screening equipment. This complex, multi-phase project included extensive early works, retail demolition, a new electrical room featuring state-of-the-art systems, and critical structural seismic upgrades. Delivered within a fully operational terminal, the project demanded meticulous phasing and coordination to avoid disrupting airport operations.
Delivered on schedule, under budget, and with zero lost-time incidents, the project stands out for its partnership approach, with seamless collaboration. This teamwork enabled the precise planning and phasing required to maintain 24/7 operations while integrating advanced mechanical and electrical systems to support long-term airport growth.
GOLD GOLD GOLD
KINETIC formed an expert Integrated Project Delivery (IPD) team for Burnaby’s first IPD contract, the Fire Hall No. 4 and No. 8 Project. The team designed, built, and commissioned two new two-storey, 15,000 square foot fire halls to meet Burnaby’s growing needs and ensure public safety.
This innovative project united all stakeholders into a cohesive team focused on achieving project goals with mutual trust and respect. Lean principles were applied to enhance efficiency, value, innovation, and minimize waste. Both fire halls feature sustainable and energy-efficient designs, including low carbon energy solutions and no use of natural gas, which align with modern environmental standards. The fire halls are built to meet post-disaster standards, ensuring they remain operational during emergencies, which is crucial for public safety.
GENERAL CONTRACTOR UNDER $15 MILLION
Naikoon Contracting - Oceanfront Squamish Presentation Centre
NAIKOON successfully realized the Oceanfront Squamish Presentation Centre’s design through a collaborative effort and innovative techniques. Utilizing digital modeling and mass timber prefabrication, they erected the 16,748 square foot structure in six weeks, overcoming harsh winter conditions. Opened in 2024, the project is designed by SLA Architects for developer Matthew West and built with mass timber from Kalesnikoff.
This B.C. mass timber project features exposed cross-laminated timber (CLT) and glulam which is used throughout the structure. The 556 cubic metres foundation was completed during a deep cold snap and is Naikoon’s largest concrete pour by volume to date. Weather resilience and adaptive site strategies were built into the construction plan to respond to high winds, heavy rain, and unexpected snow. This project is a key part of the larger Oceanfront Squamish development, which will see the creation of a new community on 100 acres, with more than 2,500 new homes.
Whelan Construction Westcoast Inc. - YVR Pier C CATSA Plus Conversion
GOLD
GENERAL CONTRACTOR – CIVIL - OVER $30 MILLION
NAC Constructors Ltd. - Tofino Waste Water Treatment Plant, Sanitary Conveyance System Modifications and Marine Outfall
GOLD
THE TOFINO WASTEWATER TREATMENT PLANT project represents a significant development for the town of Tofino, marking the construction of its first-ever wastewater facility. Scope of work included new secondary clarifiers, IFAS reactors, EQ tank, headworks building, mechanical building, and electrical rooms. The scope also involved the construction of yard piping, site civil work, and a water main system.
The project initially faced challenges in 2020 when bid pricing exceeded the budget by 50 per cent during the procurement process. However, NAC was able to identify cost-saving alternatives. NAC reduced concrete volumes, explored modular construction using skidded and pre-fabricated materials, while replacing outdated treatment technologies with more efficient systems. The project was officially opened (and operational) on August 22nd, 2024. The project was completed three months ahead of schedule and under budget.
GENERAL CONTRACTOR – CIVIL – UP TO $30 MILLION
Graham Infrastructure LP - Mainwaring Substation Upgrade
THE MAINWARING SUBSTATION UPGRADE features the construction of a two-storey building with a concrete and steel composite structure. Additional scopes of work included electrical distribution duct banks, civil utilities, a concrete retaining wall, asphalt driveways, insulated metal panel and CFI building envelope, as well as 16 fibre-reinforced-polymer reactor bays.
The new build is situated adjacent to BC Hydro’s existing Mainwaring Substation which had to remain in operation throughout construction which added to the complexity of the project. The project achieved substantial performance on January 17, 2024. In order to achieve the completion of this project by the contractual milestones, installation of underground civil utilities, electrical distribution ductbanks, concrete/steel superstructure, and multiple other scopes of work needed to take place concurrently. More than 35,000MT of backfill and disposal material were moved with minimal disruption to nearby residents and businesses.
SPEEDERS INDOOR PROKARTS is a leading indoor karting facility in Richmond, designed to deliver an exciting and safe racing experience. Spanning 50,000 square feet, the project features two illuminated, three-level go-kart race tracks, a laser tag arena, a mini golf course, and various gaming facilities. Additionally, a full commercial kitchen was created to support Speeders’ restaurant and bar.
This project is the first of its kind in the Greater Vancouver area, featuring a multi-storey track that was entirely prefabricated off-site in Slovenia. It is also the first multi-level track in a seismic zone designed by 360 Karting, which entailed increased steel sizing and bracing. The project was complex, involving numerous moving parts to address the different scopes and changes throughout the timeline.
GOLD
GOLD GOLD SILVERS
PREMISE B2 at The Post consisted of 50,000 square foot fit out of the podium space between the North and South Tower for floors 7 and 8. This included two interconnecting stairs from level 7 to Level 9. Level 8 work was within two stories where most of the work was off lifts and at height. Level 7 was a continuation of office and meeting space. This was a complicated site logistics project as well as coordination of high end custom finishes including a full service commercial kitchen and event space. This required a lot of stakeholder engagement including the landlord, employees, facilities management team, events team, food service team. When the space was completed, connection to the already completed South Tower was energized for access from levels 7, 8 and 9.
GENERAL CONTRACTOR TENANT IMPROVEMENT UP TO $5 MILLION Govan Brown - Cushman & Wakefield, Vancouver Head Office
• Axiom Builders – Bob & Michael’s Place
• ETRO Construction Ltd. – Brightside Community Homes, Timbre + Harmony
• PCL Constructors Westcoast Inc. – BC Hydro Mica Studio Dorms
• Smith Bros. & Wilson – Capilano University, Centre for Childhood Studies
CONTRACTOR UP TO $15 MILLION
• Maple Reinders Constructors Ltd. – Man 6, Light Industrial
• Novacom Building Partners – Otter Trail Winery
GENERAL CONTRACTOR – CIVIL - OVER $30 MILLION
• Kiewit Infrastructure BC ULC – BC Highway Reinstatement Program
• Highway 1 – Nicomen River Bridge Replacement
GOVAN BROWN was contracted for Cushman & Wakefield’s new office space in downtown Vancouver. Their previous office was in the same building, but was occupying two separate floors. This project was a comprehensive interior renovation which consolidated the two floors into a workplace spanning a full floor. The project encompassed a full renovation of the back-to-base 16,235 square foot space. The scope included new partitions, new ceilings, and architectural finishes for various areas including reception, boardrooms, open work spaces, and a kitchenette/ cafe. Recommendations on design elements resulted in significant cost savings for the client. The project had to be delivered under a tight timeline by the Govan Brown team.
GENERAL CONTRACTOR – CIVIL – UP TO $30 MILLION
• Conwest Contracting Ltd. – Phibbs Transit Exchange Improvements
• Graham Infrastructure LP – City of Vancouver Biogas Project Facility
GENERAL CONTRACTOR TENANT IMPROVEMENT OVER $12 MILLION
• Canadian Turner Construction Company Ltd. – KABAM HQ
• Lark Projects Ltd. – AbCellera Biologics Tenant Improvement
GENERAL CONTRACTOR TENANT IMPROVEMENT $5 TO $12 MILLION
• EllisDon Corporation – Vancouver City Centre Urgent Primary Care Centre – 188 Nelson
• Novacom Building Partners – Colliers Vancouver Office Relocation Project
GENERAL CONTRACTOR TENANT IMPROVEMENT UP TO $5 MILLION
• Canadian Turner Construction Company Ltd. – Serein
• EllisDon Corporation – Decathlon Fit-Out – Metropolis at Metrotown
TRADE
BelPacific Excavating & Shoring (a division of NorLand Limited) – 1515 Alberni
LOCATED IN DOWNTOWN VANCOUVER
, this 42-storey residential tower at 1515 Alberni required one of the city’s deepest excavations by BelPacific Excavating and Pacific Demolition. Due to the 120 ft excavation depth, a custom telescoping excavator was built for the task. The project required precise coordination and innovative solutions to meet engineering challenges. Overall, the excavation took a total of 15 months, removing 80,000 cubic yards of earth to excavate for eight levels of parkade including elevator core and other building footings.
THE RENOVATION of the UBC Museum of Anthropology’s Great Hall included the replacement of the existing skylights. Blackcomb Glass delivered 9,500 square feet of custom quarter and half barrel custom-shaped skylights to fit existing museum structure. Custom sizes and shapes for each skylight were required. Rigorous performance standards were outlined as a requirement for the historic museum to protect artifacts from exterior elements.
GOLD SILVERS GOLD GOLD
FIRST BAPTIST CHURCH was the first Baptist church in Vancouver that dates back to 1911. This project was initially looked at for the painting scope but was expanded to include refinishing hundreds of heritage wood benches. Challenges included matching wood that was more than 100 years old; onsite project delays and the 2021 Abbotsford flood. M&L worked on this project for more than four years to deliver beautiful finishes for an important heritage building by using a high level of care and attention of detail.
THIS 114,571 SQ FT of recreation space includes an eight-lane 50 m pool, a leisure pool, hot pools, tot zone, sauna and steam rooms, universal washrooms, fitness centre, community rooms, and offices. It is Canada’s first Zero Carbon-certified aquatic centre, aiming for a 90 per cent reduction in GHG emissions and eliminating fossil fuels emissions. The mechanical scope of work included the installation of innovative Danish-designed pool equipment, featuring energy-efficient filtration systems and advanced UV technology – the first of its kind to be installed in North America.
GILMORE PLACE PHASE 1 is a large-scale mixed-use development in Burnaby. Constructed directly above an active SkyTrain station, Phase 1 includes three residential towers with eight levels of underground parkade, and more than 360,000 square feet of commercial, retail, and amenity space. The development is transit-oriented, architecturally ambitious, and one of the largest projects of its kind currently underway in Western Canada. One of the most complex challenges was the construction of the District Energy System (DES) due to a tight timeline. Other challenges included pandemic related labour, material shortages and shifting site conditions.
GOLD GOLD SILVERS GOLD
•
THE VANCOUVER POLICE DEPARTMENT
Chiller Upgrade project involved replacing and upgrading HVAC systems to provide reliability, energy efficiency, and overall building comfort. The scope of work included removing and upgrading two rooftop air-cooled Smardt chillers and replacing two associated circulation pumps located in the main mechanical room. All work was completed with a focus on maintaining building operations, safety, and adherence to project timelines.
The high efficiency, low-maintenance equipment supports long-term sustainability goals while enhancing system reliability and performance, including a 50 per cent increase in energy efficiency compared to other chillers.
ELECTRICAL CONTRACTORS – OVER $10 MILLION
Black & McDonald Limited – CFB Esquimalt, B Jetty Deconstruction, Dredging, Onshore Facilities and Site
BLACK & MCDONALD played a crucial role in modernizing this critical naval facility. B&M sourced and supplied all the necessary electrical equipment and materials, ensuring that only high-quality components were used. This involved coordinating with multiple suppliers and manufacturers to meet the project’s specific requirements and timelines. Scope of work included seamless integration of a diverse range of systems: power distribution networks, high-capacity MV systems, efficient lighting solutions, critical communication networks, and advanced fire alarm systems. All components were executed with strict adherence to the highest safety standards and relevant codes.
ELECTRICAL CONTRACTOR AWARD UNDER $10 MILLION
Fettback & Heesterman - Speeders Richmond
THIS PROJECT required full electrical construction and design-assist for lighting of a multi-level indoor EV go-kart facility, incorporating immersive entertainment spaces, including laser tag, restaurant/bar, mini golf and arcade areas. Work included the complete power distribution system to support EV charger infrastructure, motor control, and lighting systems across multiple floors. Fettback & Heesterman worked closely with the design team to develop dynamic, energy efficient lighting solutions that enhanced the guest experience across varied attractions. The project demanded creative integration of electrical systems within complex architectural features, high ceilings, and tight coordination with ride equipment vendors and audiovisual specialists
GOLD GOLD GOLD SILVERS
ELECTRICAL CONTRACTOR AWARD OVER $10 MILLION
• Bridge Electric Corp. – Precision NanoSystems Inc.
• Sasco Contractors Ltd. – CFIA Centre for Plant Health
ELECTRICAL CONTRACTOR AWARD UNDER $10 MILLION
• Action Electric Ltd. – First Baptist Church, Seismic Upgrade & Heritage Restoration
• Sasco Contractors Ltd. – Kardium K2
MANUFACTURERS AND SUPPLIERS
Kalesnikoff Mass Timber – Oceanfront Squamish Presentation Centre
AS THE MASS TIMBER SUPPLIER, Kalesnikoff provided 85 cubic metres of Douglas Fir Glulam and 501 cubic meters of SPF CLT, all sourced within 100 miles of the site — reinforcing the company’s commitment to local materials and a reduced environmental footprint. This project demonstrates the value of prefabricated mass timber and early-stage coordination. Leveraging digital design models, Kalesnikoff worked in close partnership with Naikoon and the project team to ensure a seamless off-site fabrication and onsite assembly process — contributing to a superstructure that was erected in just six weeks despite challenging winter conditions. The use of mass timber not only provides structural integrity but also contributes to a warm and welcoming environment that aligns with the community’s vision.
SILVER WINNERS
• Fort Modular Inc. – Richard Bulpitt Elementary School Modular Addition
• Garibaldi Glass Industries, Inc. – The Butterfly Pool
INDIVIDUAL AWARDS
OUTSTANDING WOMAN IN CONSTRUCTION AWARD
Stephanie Hun – director of business development, FlatironDragados
Stephanie Hun is a remarkable leader who has dedicated countless hours to creating opportunities, breaking barriers, and driving lasting change for women of all backgrounds in the industry. At the LEAP Women in Construction Conference, she has helped empower and inspire women across the sector, all while elevating FlatironDragados’ reputation through her collaborative and innovative leadership.
INCLUSIVE LEADERSHIP IN CONSTRUCTION AWARD
Anna Lary – Project Lead, BCIT
A Master Electrician with more than 27 years of experience in male-dominated sectors, Anna brings lived experience, deep empathy, and unmatched expertise to her work. Under her leadership, the ConnectHER Hub has become a centre of change, hosting landmark events like Equity in Electrical 2.0, Equity in Contracting 2.0, and Pride on the Tools. These initiatives do more than open dialogue—they drive systemic transformation, shifting workplace cultures and creating safer, more inclusive environments across the trades. Anna embodies inclusive leadership. She challenges the status quo, creates opportunities for others, and is shaping a future where every worker feels respected, supported, and empowered to succeed.
EDUCATION LEADERSHIP AWARD
Garreth Maybury – director of operations, EllisDon Corporation
Garreth stood out for his incredible work during the Skills for Life workshop for Indigenous youth, where he didn’t just inform—he inspired. His engaging presentation opened young eyes to the possibilities within the construction industry, leaving a lasting impression and sparking demand for more sessions. Whether it’s leading youth, empowering job seekers, or advancing reconciliation through action, Garreth exemplifies what this award is all about — leadership with heart, vision, and purpose.
YCL EXCELLENCE IN CONSTRUCTION
Eamon Sexton – vice president, construction, Axiom Builders
Eamon has consistently demonstrated an exceptional ability to lead with a developer’s mindset, aligning his teams with client goals and strengthening the developer-contractor relationship.
Beyond his technical expertise, Eamon has emerged as a true leader and mentor. Currently overseeing a team of more than 70 professionals, he has cultivated a culture of growth, innovation, and collaboration across every stage of construction, from estimating and pre-construction through to post-construction and warranty.
Eamon’s pragmatic, collaborative, and solutions-driven approach has not only advanced Axiom Builders, but also contributed to the wider industry by developing the next generation of young leaders.
HERITAGE AWARD
Haebler Construction Projects, First Baptist Church – Seismic Upgrade and Heritage Restoration
Haebler won for their extraordinary work on the historic 1911 First Baptist Church in downtown Vancouver. This ambitious project required a full seismic upgrade and extensive modernization, all while preserving the irreplaceable character of a Grade-A heritage landmark. With exceptional craftsmanship, collaboration, and resilience, Haebler not only safeguarded a treasured piece of Vancouver’s history, but also ensured it will continue to serve, inspire, and uplift the community for generations to come.
INNOVATION AND PRODUCTIVITY AWARD
ShopXL–PittMeadowsPlumbing&Mechanical SystemsLtd.
Shop XL is Pitt Meadows Plumbing’s fabrication and operations facility in Maple Ridge, which serves as a hub for their innovative, industrialized construction practices, including prefabrication and advanced technology like spool welding robots and Stratus for project management.
SUPERIOR SAFETY RECORD
Flynn Canada Ltd.
Houle Electric Limited
ZERO FREQUENCY INJURY RATE
Canadian Turner Construction Company Ltd.
Graham Infrastructure Inc.
Kiewit Construction Service ULC
NAC Constructors Ltd.
Omicron Construction Ltd.
Graham Construction and Engineering
A valuable BCCSA platform for new applicants and designation holders. Join us monthly for expert support, industry updates, and networking to stay current in construction health and safety.
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• Welcome & Introduction
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