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November/December 2023 Vol. 21 No. 1

CELEBRATING EXCELLENCE IN CONSTRUCTION

2023 VRCA AWARDS OF EXCELLENCE PM 40063056

JEANNINE MARTIN, VRCA PRESIDENT | CONSTRUCTION SAFETY

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Inside

November/December 2023 | Vol. 21 No. 1

06 Connections

PUBLISHER

Meet the new VRCA president Jeannine Martin, who is ready to move the association forward by advocating on important issues for the industry.

MANAGING EDITOR

Dan Gnocato dang@mediaedge.ca Cheryl Mah

CONTRIBUTING WRITERS

Dave Badger Simon J. Fenn Vanessa Werden

B.C./ALBERTA SALES

Dan Gnocato Tel: 604.549.4521

11 Special Supplement 2023 VRCA Awards of Excellence

PUBLISHED BY

Industry Focus

PRESIDENT Kevin Brown

07 Construction Safety

VANCOUVER OFFICE 105 - 1120 Westwood Street Suite 64170 Coquitlam, BC, V3B 4S4 Tel: 604.549.4521

Take Steps to Mitigate Fire Risks Create a Safety-First Culture

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PROUD SPONSOR OF

Cover Photo: The expansion of Centerm Terminal at the Port of Vancouver earned top honours at the VRCA Awards of Excellence gala.

Construction Business is British Columbia and Alberta’s construction magazine. Each issue provides timely and pertinent information to contractors, architects, developers, consulting engineers, and municipal governments throughout both provinces. Complimentary copies are sent bi-monthly to all members of the Architectural Institute of B.C., B.C. Construction Association, B.C. Roadbuilders and Heavy Construction Association, Consulting Engineers of B.C., Construction Specifications Canada — B.C. Chapter, Greater Vancouver Home Builders’ Association, B.C. Ready-Mixed Concrete Association, Independent Contractors and Businesses Association of B.C., Urban Development Institute of B.C. and Vancouver Regional Construction Association.

Editor’s Note

Construction Pressures

H

ousing and densification has been dominating conversations at all levels of government. The housing crisis has led to a slew of new policies, targets, legislation and initiatives being introduced in an effort to streamline the development process.

While this is all good news to fast track construction, the industry is facing a number of pressures including rising costs and notably a shortage of workers that will make meeting the housing shortage incredibly challenging.

Labour shortage is one key issue that new VRCA president Jeannine Martin, our profile, is working on to address as she lays the groundwork to move the association for-

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ward. Having the association fully supporting members by advocating on all important matters is a priority for her.

Supporting the industry has always been the purpose of this magazine, and nothing better exemplifies that than this issue which showcases the talent and innovation of the many people who make up this vibrant sector.

The winners of the VRCA Awards of Excellence are the focus of this issue, as it has been for more than 20 years. Several projects earned multiple honours including The Post, Apple Pacific Centre and the Trulioo M2 Tenant Improvement.

Earning the top Gold General Contractor Award was the Centerm Expansion Project

Langley_Construction_Bus_Spring_2023.indd 1 CONSTRUCTION BUSINESS November/December 2023

and South Shore Access. Delivered by Centennial Expansion Partners, a joint venture between Dragados Canada, Jacob Bros. Construction and Fraser River Pile & Dredge, the project involved a large scope of work that had to be completed while keeping the Port of Vancouver fully operational.

As we wrap up 2023, I want to wish our readers all the best and I look forward to bringing you more stories in the new year.

Cheryl Mah Managing Editor

2023-05-11 1:00 PM

We’re finding low-carbon energy in unlikely places Like biogas captured from wastewater to create Renewable Natural Gas1 (RNG). It’s a low-carbon energy2 that can be used in homes and businesses across the province—and we’re adding more to our supply every year.

Our natural gas delivery system can provide RNG to buildings and developments to reduce greenhouse gas emissions. This means buildings can meet strict emissions guidelines without expensive upgrades or retrofits.

Find out more about RNG at fortisbc.com/rngbuild.

Connect with us @fortisbc

1 Renewable Natural Gas is produced in a different manner than conventional natural gas. It’s derived from biogas, which is produced from decomposing organic waste from landfills, agricultural waste and wastewater from treatment facilities. The biogas is captured and cleaned to create Renewable Natural Gas (also called biomethane). 2When compared to the lifecycle carbon intensity of conventional natural gas. The burner tip carbon intensity of FortisBC’s current RNG portfolio is 0.29 gCO2e/MJ. FortisBC’s current RNG portfolio lifecycle emissions are negative 22 gCO2e/MJ. This is below B.C.’s low carbon threshold for lifecycle carbon intensity of 36.4 gCO2e/MJ as set out in the 2021 B.C. Hydrogen Strategy.

FortisBC uses the FortisBC name and logo under license from Fortis Inc. (23-026.20 04/2023) 23-026.20-RNG_Paid_PrintAd_ConstructBusiness-PP7.indd 1

5/17/2023 12:02:52 PM

Connections

ADVOCATING

FOR CONSTRUCTION

BY CHERYL MAH

New VRCA president Jeannine Martin understands the challenges and opportunities facing B.C.’s construction industry, and is ready to use her position to ensure the organization is meeting the needs of businesses today.

“I want to ensure we are positioning VRCA as the voice of construction and we are the first call when there is an issue,” says Martin.

Since taking the helm in August, Martin has focused her attention on putting together a strategic action plan to support delivering on key areas for the association such as increasing member value, enhancing program offers, networking and advocacy.

When we spoke, Martin had just returned from Canada Construction Association’s annual Hill Day in Ottawa. The event, the largest ever held, brought more than 100 construction leaders from every province to Parliament Hill to advocate for comprehensive infrastructure investment, workforce development, and procurement modernization.

“It was fantastic meeting with members of Parliament to discuss issues and initiatives that are so important to the construction industry,” she says.

“We’re really pushing for a 25-year investment strategy in infrastructure so companies can plan and build accordingly.”

To address the workforce shortage, CCA is urging government to partner with industry to implement immigration policy changes and long-term planning strategies. Procurement practices also need to be modernized to better balance risk-sharing between public contracts and the private sector.

Locally, advocating for prompt payment legislation has been a priority. The lack of visible progress on prompt payment in B.C. continues to weigh down the industry.

“We continue to be promised that it will get more attention but we are incredibly disappointed at the lack of movement,” says Martin. “Construction is such a huge engine of the economy — con-

tributing $151 billion to Canada’s GDP in 2022 — but we’re not getting that needed high-level dialogue with the B.C. government. So if we can’t get government to pay attention to construction — what are they paying attention to?”

“I want to ensure we are positioning VRCA as the voice of construction and we are the first call when there is an issue.” says Martin.

6

CONSTRUCTION BUSINESS

November/December 2023

Connections While the outlook for construction is strong, the ongoing labour shortage combined with a growing housing demand is a serious challenge.

More needs to be done at all levels to deliver innovative solutions and the VRCA wants to make sure future leaders and professionals are being trained, says Martin, who is a big advocate of the advancement of women and underrepresented groups in construction.

“I think the more women can see each other in these areas of leadership in construction, the more we’ll see other women wanting to join and it’s something I want to shine a light on. Let’s make sure we’re pushing each other forward and advancing each other through sponsorship and mentorship,” she says, who hopes her leadership role serves to inspire other women.

Leadership roles are nothing new to Martin, whose career prior to joining Vancouver’s largest regional association involved stints with a variety of construction and engineering companies as well as industry boards. She has served on the board of directors for ACEC-BC and currently sits on the board for the B.C. Construction Roundtable where she is a past president.

Originally from California, Martin graduated from Northern Arizona University where she studied public relations. She went on to focus on business development and marketing for different companies in the U.S. before moving to B.C. in 2010 to work for Buckland & Taylor (now COWI).

Jeannine Martin attended CCA’s annual Hill Day in Ottawa, along with other key industry representatives, to meet with parliamentarians to discuss core issues.

She says joining VRCA was about timing and opportunity, explaining she was not initially intending to apply but at the suggestion of the interim association president, threw her hat into the ring.

“Having served on association boards, I was familiar with how associations operate and working with the staff,” says Martin. “I have attended many VRCA events in the past so the more I thought about it — it felt like a perfect fit. The organization does amazing things and plays to so many things I love such as connecting people, elevating outcomes and supporting the industry.”

We Care. We Help.

Now that the groundwork for moving forward is in place, Martin says the organization will continue to focus on increasing member value by exploring different opportunities such as a women in construction half day conference in the new year and creating smaller networking events for members to build their businesses.

“I’ve really enjoyed joining the organization and meeting the staff to move things forward,” says Martin. “I feel lucky to be a part of an organization that has been around for 95 years, and I hope I can continue to build on that legacy.”

1-888-437-1100 www.wmbeck.com info@wmbeck.com November/December 2023

CONSTRUCTION BUSINESS

7

Construction Safety

Take Steps to Mitigate Fire Risks

BY SIMON J. FENN

construction or unprotected engineered lumber. Yet introducing a fire-resistive coating to the wood used to construct a building’s frame can significantly lessen the risk of a catastrophic fire event during the most critical period: when the building is framed but before other fire protection systems have been set up.

In addition, these products continue to provide fire-retardant capabilities even after the building has been completed — an attractive benefit for the building’s owner. Adding the coating is a simple process that happens to the wood before construction begins but doesn’t change the method of construction.

4. Augment site security. The risk of fire can

C

onstruction sites are hit by fire in unexpected ways, whether due to improperly stored construction materials that catch fire or a vandal intentionally setting a blaze. But for builders and building owners, there’s a wide gap between a total loss and a damaged structure. Those who adopt new materials and technologies, and also take steps to mitigate the risks, can lessen the threat of fire and prevent their projects from going up in flames.

FIRE PREVENTION TECHNOLOGY Buildings are most vulnerable to fire when they are under construction. Whether the structure is made of concrete, steel or wood, buildings in the process of being constructed lack the technology to slow the spread of fire, whether it’s active fire detection systems or passive systems such as walls and doors.

In addition, hot work such as welding, soldering and grinding are standard construction activities, but can be risky ones. Hours after these activities are performed, flames can still spark and smolder, leaving the building at risk of damage or total destruction.

Wood-framed structures are particularly vulnerable to fire risk. An exposed wooden skeleton can go up in flames in a matter of minutes, leaving the builder with a catastrophic loss.

Therefore, contractors who build wood-framed structures must be mindful of the risks and take steps beyond traditional fire mitigation strategies to protect their projects.

BEST PRACTICES FOR RISK MITIGATION Modern homes are equipped with smart technology that alerts residents when a stove has been left on or 8

CONSTRUCTION BUSINESS

if smoke is detected in the room. Buildings that are under construction don’t have that technology in place, but builders can still work to reduce risk.

Consider these five strategies to reduce fire risk on a jobsite: 1. Start with the code. Whether your building is made of concrete, steel or wood, it’s always best to meet — or exceed — standard building guidelines. Although most builders know to consult the code for final specifications, few consider it for interim guidance. Yet the provincial and federal code is a great place to start when it comes to fire protection and mitigation strategies, since that is a major risk during construction. If you’re constructing a tall wooden structure, the National Building Code of Canada 2020 includes specific technical requirements for natural and engineered wood.

2. Consider alternative materials. In the last

decade, Canada has seen the construction of nearly 500 mass timber structures — and more are going up every year. Mass timber is an engineered wood product made of multiple layers of wood that are glued or nailed together. Not only is mass timber strong enough to create structural load-bearing components such as columns and beams, but it also burns in a highly predictable way, charring the outside of the wood while protecting the inside.

This is an attractive option for builders since these buildings are less likely to burn completely in the event of a fire on site.

3. Introduce specialty products. Wood is vul-

nerable to fire in any form, especially stick frame

November/December 2023

come from many places, whether through vandals and other bad actors or even a simple accident. Protect against these risks with a fully secured jobsite, including proper fencing, signage, lighting and security cameras. High-tech options, such as alarms, ignition cut-off switches and GPS tracking devices, support the basics by alerting decision-makers when there is trouble on site. In addition, don’t underestimate the value of a security guard when it comes to deterrence of vandals. A lit, well-monitored jobsite is a much less attractive target than a dark, abandoned one.

5. Build a culture of safety. Everyone can do

their part to lessen the risk of fire on site.

Empower workers through formalized, clear processes and procedures. Start with the basics: introduce an approved hot works permit system and be sure all workers know where to report smoke or flames. Be sure any extra building materials, especially combustibles and flammables, are stored in pre-approved locations. In addition, maintain a strict no smoking policy outside of designated areas.

All it takes is one spark for an entire site to go up in flames — no matter how close the structure is to completion. An effective fire prevention strategy begins with safety policies and security features, but it’s greatly enhanced by the adoption of fireretardant materials and other safety products.

Insurers, for their part, may offer more competitive insurance premiums and better conditions to builders who utilize these materials, a boost that benefits not only the builders but also the eventual building owners. Consult your broker or advisor about the best way to protect your building from the risk of fire both during construction and after completion.

Simon J. Fenn, CIP, is senior vice president at global insurance brokerage Hub International.

Construction Safety

Create a Safety-First Culture

BY DAVE BADGER

D

ecades of learning from mistakes and leveraging new technology, tools and reporting means our workers are safer now than ever before.

But accidents and fatalities still happen. We all remember where we were the last time a team member was involved in an incident. That dreaded phone call you never want to make or receive.

There’s always more work to be done when it comes to keeping our people safe. It’s not just about making sure everyone is in the right PPE or ensuring hazardous zones are clear. It’s also thinking about employees’ mental health, creating a safe environment that empowers someone to speak up when they notice a potential hazard. It’s a shift from seeing safety as another box to tick to one where your company is invested and committed to protecting the wellbeing of workers and maintaining a culture of safety on jobsites.

So if it’s real change you’re looking for — it needs to come from the leadership team and standardization of your operation’s safety practices.

It can be a lot of work, but if done properly, it shows your people that you care about them. And when people feel cared for, they stay.

RAISE THE BAR ON SAFETY PRACTICES Federal, provincial and territorial safety associations are trying to make a difference in the safety statistics, but the annual fatality rate for the construction industry is still too high. In Canada, one out of every five worker deaths is in construction.

Developments in equipment and technology are helping to better identify potential hazards, but we can’t solely rely on these to keep our workers safe. And the construction industry may be regulated by health and safety acts, but there’s no legal requirement for businesses to obtain safety qualifications.

As a result, many construction employers across Canada are looking at COR Certification (Certification of Recognition) as a way to take a more proactive role in their company’s occupational health and safety. The program recognizes and rewards employers who go beyond the current legal requirements by using a set training matrix and system to measure a company’s safety. COR certified companies can show how they have invested in an extensive program that focuses on integrating safety into all aspects of their business. To achieve COR certification companies need to demonstrate that they have systems in place that ensure employee and employer input and engagement, rigorous compliance to policies and procedures and a commitment to continuous improvement.

KEEPING PEOPLE SAFE KEEPS PEOPLE Employers who care about their employees’ mental and physical wellbeing are at a much greater advantage when it comes to attracting, hiring and

retaining workers. Following strict standards and guidelines can not only help build a reputation as a company who values their employees — but it can also be the difference between a great employee choosing to stay with you or leaving to find a job elsewhere.

Your customers are also expecting you to meet specific health and safety standards. Many companies are being more conscious and discerning in choosing who to work with, so making the most of every opportunity will give you that edge you need in today’s competitive climate. The third party vetting provided by COR helps to ensure you have the right information and accreditation, and that processes are in check. You can be confident that your safety procedures are meeting a specific standard and that your workers know how to proactively identify, evaluate and control potential hazards. This can go a long way in preventing incidents or injuries from occurring.

Plus, certification can be the difference between being awarded a job or passed over as the public and private sector are increasingly requiring COR as a pre-bid qualification for contractors.

CULTURE CHANGES COMES FROM THE TOP Is safety part of your core business values? If not, it’s time to ask your leadership team why. Buy-in from leadership is one of the most important factors when it comes to changing company culture and ensuring new processes are understood and followed. Safety programs can be a significant financial investment and require a lot of time and dedication from team members. Start by assigning a safety evangelist who

can drive your business forward — someone who believes that the most important work is taking better care of people. While some team members may be slower to see the value for all the perceived red tape, financial and time commitments — it will pay off in the end.

Educating and training your workforce on new processes is also essential. Employees need to be equipped with a company phone in order to implement a safety app for people to check in regularly and easily report near misses, hazard identifications and when necessary, injury incidents.

That data and information is then analyzed and used to review job hazard assessment, enhance training and ultimately help you make better business decisions.

A COMMITMENT TO DO BETTER Construction companies have both a financial and moral obligation to build and maintain a culture of safety.

The good news is that you don’t have to do it on your own and as the industry puts more emphasis on keeping workers safe, COR certification won’t just be a “nice to have”, but a requirement for jobs in the future. It can help you establish the right standards and procedures to keep your workplace safe, which over time will help drive a safety-first mentality throughout your whole organization.

Dave Badger is the safety manager for Cooper Equipment Rentals. He has 25 years experience as a health and safety professional in the rental business and is a certified trainer for mobile equipment, WAH, and propane.

November/December 2023

CONSTRUCTION BUSINESS

9

Legal

Managing Disputes to Maximize Success

M

ost construction participants embark on a project operating on the assumptions that scope changes can be minimized by an accurate and reliable design, complete specifications, and a well-defined scope and allocation of risk. A good commercial relationship gives participants comfort that if there are changes, the parties will ultimately be aligned on their approach.

As heartening as it may be that human nature is to approach new ventures with a veil of optimism, complex construction projects are often plagued by at least a few challenges and parties must be ready to manage a dispute in circumstances where the parties are no longer aligned in their approach. Consider the following strategies to proactively and effectively prepare for and manage disputes as they arise during a project.

THE CONTRACT IS KEY The contract is the most effective tool available if it is properly negotiated and thoughtfully considered in the context of the particular project. Contracts are not one-size-fits-all. While standard form contracts are very helpful and often appropriately utilized, be aware of the hazards of lengthy supplementary conditions. Problems often arise when a party uses supplementary conditions that were originally drafted for a different project delivery method or contract form.

Additionally, conditions that impose wholesale preemptive waivers of claims or limitations on damages are often included without adequate forethought.

Further, consider what documents make up the “contract”. What documents are incorporated by reference? What is the hierarchy of contract documents in the event of an inconsistency? Do you have and have you read all of the contract documents? The following are examples of particular clauses to consider on infrastructure projects: • Equivalent Project Relief — Be aware of equiva-

lent project relief provisions that limit recovery of a subcontractor to the recovery of the builder from

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CONSTRUCTION BUSINESS

the owner. Such provisions can result in significant limitations on the claims where the event or delay is largely or solely the result of a party other than the owner. It is not uncommon for the terms of the prime contract to be incorporated by reference into the subcontract, including a term that the prime contract takes precedence in the event of an inconsistency of terms. Be aware of these provisions that purport to incorporate other contract documents by reference. Whether properly incorporated or not, if a dispute arises, the party seeking to benefit from such a provision will inevitably rely on it.

• Allocation of risk for site or subsurface conditions — Consider whether the allocation

of risk is appropriate and whether it should be negotiated in the context of available information, access to conduct independent investigations, and the scope and type of risk in the context of the particular project and the scope of work.

• Allocation of responsibility for access or permits — This is often an area of significant

grief, particularly when the owner has regulatory or otherwise mandated responsibilities that it seeks to delegate to others who do not have the knowledge, expertise, or access to be able to manage the processes that are critical to achieving or maintaining compliance with such responsibilities. Where an allocation of responsibility has been written into the contract, consider whether there are accommodations to make the allocation of responsibility a viable option (such as schedule extensions, additional remuneration, coordinated efforts), or whether it is simply untenable.

IS A CHANGE ORDER ALWAYS NECESSARY? Some years ago there was a story about a nice looking boat named “Change Order”, with a dinghy hanging off the back called “Original Contract”. While the owner of the boat seemingly managed the change or-

November/December 2023

der process effectively on some series of projects, the change order process can often be a mystifying process that spurs disputes.

Parties sometimes assume that all changes or extras will be properly documented and acknowledged by both parties and will be agreed and paid. Everyone will be better off if the time impact, price adjustment, and detailed scope of the change is well documented.

It may be that there is a cost impact but no schedule adjustment, or vice versa — and in either case parties should document that in a formal change order signed by both parties. Anything that goes unsaid and unwritten provides an opportunity for a dispute.

A change order is a form of amendment to the contract. Beware that it is only as good as it is complete. Contracts typically provide the owner with the authority to order changes and the contractor the ability to request a change. Certain contractual terms may restrict the scope and costs that can be claimed under a change order. Review a proposed form of contract with a critical eye to identify limitations on claims for schedule adjustments, overhead, profit or impacts. Ideally, the contract will include clear and complete terms that account for the unknown by providing one or more formulas to address changes or extra work. As much and as reasonably as possible, consider risk inherent in the type of work or of construction and include terms to address circumstances, should they arise. While meeting minutes and emails are effective tools for communication, they are nowhere near ironclad amendments to the contract.

Finally, note that noncompliance with change order or claims provisions in the contract may bar recovery. Where a dispute arises, documenting the events, impacts, and costs is critical to the successful resolution of the claim. All of those efforts may be thwarted if a party fails to comply with the process provided in the contract, and in particular the periods and form of notice.

Perhaps, unlike the owner of the boat named Change Order, the primary objective of effective contract negotiations and mid-project change management is not to achieve a windfall, but rather to enter into and complete a project with effective tools in hand to avoid disputes, fairly protect the parties’ interests, maintain progress and successfully complete the project.

Vanessa Werden is a partner at the construction law firm Jenkins Marzban Logan LLP. With over a decade of experience serving the industry, her work has included healthcare facilities, wastewater treatment plants, hydroelectric power facilities, telecommunications infrastructure, and a stadium. She sits on the board of the BC Road Builders & Heavy Construction Association, the MMCD Documents Committee, and the Regional Engineers Advisory Committee (REAC) Construction and Procurement Task Force.

2023 VRCA

AWARDS OF

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OUR INNOVATIVE SPIRIT

ON OCTOBER 17TH, we gathered to celebrate the best of our industry, honour outstanding achievements, and recognize the relentless pursuit of excellence that defines our members and their contributions to the construction sector.

With immense pleasure and pride, I congratulate the nominees, Silver Award winners, and Gold Award winners from the 34th Annual Awards of Excellence.

This year, we received an impressive array of submissions, with more than 100 entries vying for recognition and distinction across 15 award categories. These submissions represent the embodiment of innovation, dedication, and craftsmanship that are the hallmarks of the construction industry in our region. I extend our sincere appreciation to all those who submitted their work for consideration.

In addition to our project awards, we presented 10 esteemed awards for outstanding

achievements that span a wide spectrum of accomplishments within the industry. These awards reflect the spirit of innovation, sustainability, and leadership that continues to drive our region’s construction sector forward.

I would also like to express my heartfelt gratitude to our judges, sponsors, and partners, without whom we could not have this fabulous annual event.

Congratulations to all the nominees and award winners. Your work inspires us, your achievements drive us, and your dedication is a testament to our industry’s enduring spirit of excellence.

We will see you next year for the 35th anniversary of the Awards of Excellence.

Jeannine Martin President, VRCA

CONGRATULATIONS RICK WAGNER ON YOUR 2023 VRCA LIFE MEMBER INDUCTION! OUR VISION is to be recognized in British Columbia as the leader in the commercial contract floor covering industry.

We are dedicated to providing top quality service and exceptional customer satisfaction.

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CONTRACTOR OVER $70 MILLION GOLD GENERAL Centennial Expansion Partners — Centerm Expansion Project and South Shore Access

Highly Complex Port Expansion

BY CHERYL MAH

WORKING ON A complex expansion to a fully op-

erating container terminal at the Port of Vancouver required detailed planning, strong collaboration and a small army of people and equipment.

The Centerm Expansion Project and South Shore Access was a highly challenging project and huge in scope, making it one of the port’s largest projects undertaken to date.

Completed in early 2023, the $350 million newly expanded terminal will increase capacity and efficiency at the port to meet the increasing demand and future growth for container trade. The improvements increase the maximum container-handling capacity at Centerm by two-thirds, to 1.5-million TEUs ((20foot equivalent units) from 900,000. This was accomplished by adding 15 per cent to the terminal’s overall footprint.

“We’re incredibly proud of our work leading to this award-winning terminal expansion,” says Cliff Stewart, vice president of infrastructure at the port authority. “The expanded Centerm terminal is an important addition to the Port of Vancouver as we continue to work to deliver the container capacity Canadians and Canadian businesses need to thrive now and into the future.”

Work on the project took place on various sites and included expanding the terminal’s footprint to the west and east; reconfiguration of the container yard; a new operations building that preserved the historical façade; changes to Waterfront Road to create a continuous port road from Canada Place to Highway 1; 14

CONSTRUCTION BUSINESS

creation of a new 500m long Centennial Road overpass and removal of the Heatley Road overpass.

The challenging project was delivered by Centennial Expansion Partners, a joint venture between Dragados Canada, Jacob Bros. Construction and Fraser River Pile & Dredge. The project is a first in the country - the expansion of an operating port facility completed through a design-build.

The success of this demanding and multi-faceted project earned the team a VRCA Gold of Excellence

November/December 2023

in the general contractor category.

“We’re thrilled to win gold and we are very proud of the project,” says Sarah Clark, president and CEO of Fraser River Pile and Dredge. “This was a very complex project to design and build.”

The project required many types of construction including road and bridge construction, marine dredging, filling and construction, port amenity construction, demolition as well as building construction. The majority of the work had to be staged and sequenced to allow for the ongoing operation of the

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terminal and access road throughout the construction period.

“We had to work really close with DP World (terminal operator) on the upland work. We could only get access to different areas of the terminal in very small pieces to allow them to keep working so that was a big challenge,” notes Clark.

Expansion work at the terminal began in 2019 and was completed over a four-year construction period.

The facility was able to achieve record through put in 2021 during the height of the construction activity.

The team had to overcome many technical and logistical challenges. On top of the complexity of the project and normal stringent safety measures, COVID protocols had to be implemented as well for almost two years.

“We had a really good team and lots of expertise from our main partners. We also had excellent subcontractors and suppliers,” says Clark.

Environmental considerations were a key driver on this project with a focus on lowering greenhouse gas emissions by reducing vehicle wait times, improving port roads, adding capacity for container ships to connect to electrical shore power, and upgrading some yard cranes from diesel to electric. The project successfully achieved Vancouver Fraser Port Authority’s goals of Envision Platinum certification and the operations building is seeking LEED Gold.

In 2022, the project was awarded the Institute for Sustainable Infrastructure Envision Platinum award, their highest rated award.

SILVER WINNERS GENERAL CONTRACTOR — OVER $70 MILLION Ledcor Construction Ltd — The Stack

Ledcor Group of Companies — Highway 91/17 Upgrade Project

Design-Build | Marine | Rail | Buildings | Bridge | Electrical | On-Terminal Work

Centerm Expansion Project and South Shore Access Project

“We are proud of this award-winning project that will have a lasting impact supporting Canada’s growing trade through the Port of Vancouver.”

Cliff Stewart P.Eng., Vice President, Infrastructure, Vancouver Fraser Port Authority

November/December 2023

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CONTRACTOR — $20 to $70 MILLION GOLD GENERAL PCL Constructors Westcoast — Fibreco Silos Repair & Replacement

PCL WAS CONTRACTED to demolish and rebuild 15, 3,500-ton grain silos on a live terminal site. The success of the project required quality work, effective scheduling and coordination to maintain rigorous safety standards, prevent disruptions to business operations and meet customer needs.

The complex project consisted of a major terminal expansion that included ground improvements, over 20,000m³ of concrete structures and foundations, 18 new steel silos, structural steel towers, catwalks and supports in excess of 45,000 MT, new process mechanical equipment, new process electrical, building mechanical and electrical, instrumentation and controls for full automation of the facility, a new ship loader, a rail car dumper and expanded railyard.

The original schedule provided by PCL had the silos completing in April of 2022.

After being challenged to expedite, PCL was able to rework the schedule to complete the project four months ahead of schedule and under the budget goals.

CONTRACTOR Up $20 MILLION GOLD GENERAL Vancouver Pile Driving Ltd. — English Bay Barge

VANCOUVER PILE DRIVING was contracted to remove a massive floating structure that was stuck on the rocks just off the seawall at Sunset Beach in English Bay. VanPile removed the SMT-5000 barge from the beach and restored it. The success of this project was a combined effort between all the subcontractors, suppliers, partners and stakeholders who worked together to plan and successfully execute this project.

Throughout the planning, deconstruction, and removal process, the team committed to proactive measures to ensure no negative environmental impacts and minimal impact on park activities. Removal of the English Bay Barge was very unique. It required technical expertise in many areas including engineering and environmental. The project also included many stakeholders, First Nations, suppliers and subcontractors to ensure the structure was removed safety.

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GOLD GENERAL CONTRACTOR TENANT IMPROVEMENT OVER $10 MILLION PCL Constructors Westcoast — Apple Pacific Centre

THE APPLE PACIFIC CENTRE is a unique 17,500 sq.ft. tenant improvement in the heart of downtown Vancouver. The $22 million Apple Flagship Store features a 10m tall frameless glass façade, a stainless steel cantilevered roof, limestone cladding, a video wall and an additional $15 million in Apple-provided finishes. It is Apple’s first Flagship store in Canada.

Innovations included preloading and 3D survey monitoring to allow some of the largest glass in North America to be installed early and to zero tolerances. PCL also built the core and shell for the landlord at Pacific Centre. The project is a bespoke focal point and gathering centre for the city with the highest in quality materials and building tolerances.

GOLD GENERAL CONTRACTOR TENANT IMPROVEMENT UP TO $10 MILLION Canadian Turner Construction Company — Trulioo M2 Tenant Improvement

FOR THIS TWO-STOREY tenant improvement project, Turner provided construction management services for the completion of Trulioo’s new office space in the new M2 building, located in Mount Pleasant. The project consisted of a slab demo, installation of an interconnecting staircase, the inclusion of an arrival landing, a reception area with a kitchenette, a boardroom, alternate meeting rooms and open workstations. The space also includes high-end millwork fixtures, custom lighting and acoustic wall coverings, and a demountable wall system for the inclusion of a hidden “Dublin Pub”. This project was completed on schedule, and under budget. Design elements highlight how modern offices are responding to a return to work post-COVID work environment.

SILVER WINNERS GENERAL CONTRACTOR — $20 to $70 MILLION Peak Construction — UBC CR 8 Evolve

Lark Projects in joint venture with ICT — Imagining Communities Together — 150 West 4th

GENERAL CONTRACTOR TENANT IMPROVEMENT OVER $10 MILLION Novacom Building Partners — Zymeworks Office and Laboratory

GENERAL CONTRACTOR TENANT IMPROVEMENT UP TO $10 MILLION PCL Constructors Westcoast — Richmond Oval, Legacy Lounge Improvement Project

Smith Bros & Wilson (B.C.) Ltd. — Expo Line Escalator Replacement Civil Works

Upward Construction — Alka Pools

GENERAL CONTRACTOR UP $20 MILLION Graham Infrastructure — Capilano Substation Upgrade Project

Haebler Construction Projects — Yaletown Square

November/December 2023

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GOLD

GOLD

GOLD

TRADE AWARD OVER $4 MILLION Phoenix Glass — The Workshop

TRADE AWARD $2 to $4 MILLION Scorpio Masonry BC — Apple Pacific Centre

TRADE AWARD UP TO $2 MILLION RTI Industrial Ltd — Gateway Casino Cascades Delta

THE WORKSHOP is an eight-level industrial office in Mount Pleasant, Vancouver. Phoenix Glass assisted with design and planning of the building envelope and installed the SSG curtain wall, GFRC panels and glass canopy for this project. A custom designed system was used to unitize GFRC and glazing into large unitized building panels. This innovative design included using an exterior cladding assembly and curtain wall assembly to create a single unitized prefab panel, a first of its kind in North America. The unitization of these panels in a factory controlled environment led to a higher quality while reducing the carbon footprint by minimizing equipment and waste on the jobsite.

THE APPLE PACIFIC CENTRE project in Vancouver consists of 9,300 square feet of interior limestone cladding and 2,200 square feet of exterior limestone panels. It also includes 7,200 square feet of large format granite floor tile and threads that were carefully installed by Scorpio, paying close attention to line up each joint with the vertical joint in the limestone cladding which also matched the joints of the ceiling panels and the glass façades. The main feature is the 45-foot grand staircase with limestone that seems to be endless towards the ceiling of glass beyond the sky and rooted by granite stairs.

RTI PERFORMED the steel erection, decking installation and miscellaneous steel for the Gateway Cascades Casino in Delta. The project boasted more than 1.2 million pounds of steel and was completed in 12,000 craft hours with zero lost time injuries. The installation challenged RTI in almost every aspect of ironworking. The highlight of the steel erection was the feature canopy, an arch standing 60 feet above the slab floor. Due to weight restrictions on the slab below, the connectors were challenged to access the highest points of the feature roof without the convenience of boom lifts.

SILVER WINNERS Trusted manufacturer and

WE ARE PROUD supplier of innovative OFhigh-performance OUR GOLD curtain wall, window wall PROJECT! and architectural glazing

The Workshop is a 7-level concrete systemswith since 1992. office building a public roof top deck and a private 4th floor patio, 604-525-2800 92 Street BC located in the 8166 center of theDelta sought info@phoenixglassinc.com after Mount Pleasant neighborhood.

Trusted manufacturer and The 4th, 5th, 6th and 7th floors willsupplier highlight brilliant North Shore of innovative mountain views. Project highlights by high-performance Phoenix Glass include the installation of SSG curtain wall wall, curtain wall, window GFRC panels and glass canopy.

and architectural glazing systems since 1992.

604-525-2800 8166 92 Street Delta BC info@phoenixglassinc.com

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TRADE CONTRACTORS OVER $4 MILLION Matcon Underground Utilities — Riverbend Business Park, Building 5

Phoenix Glass — The Post TRADE CONTRACTORS $2 to $4 MILLION Division 2 Contracting — District of West Vancouver Municipal Hall Renewal

Flynn Canada — Vancouver Center II TRADE AWARD UP TO $2 MILLION Raicor Contracting — Apple Pacific Centre

Sterling Floor & Tile Ltd — Stemcell Technologies Advanced Bioreagents Manufacturing Facility

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GOLD MECHANICAL CONTRACTOR AWARD OVER $5 MILLION True Mechanical — TRIUMF — The Institute for Advance Medical Isotopes

THE 2500 M2 IAMI facility, constructed on the TRIUMF campus, brings together interdisciplinary TRIUMF faculty and students with partners from academia, not-for-profits, government and industry for research into a diversity of medical isotopes for health research and clinical use.

GOLD MECHANICAL CONTRACTOR AWARD $1-5 MILLION Black & McDonald Limited — Lions Gate Hospital, High Acuity Unit Renovation

BLACK & MCDONALD was the mechanical contractor for the renovation of the Level 2 High Acuity Unit at Lions Gate Hospital. The High Acuity unit represents a middle level of care between a regular hospital ward and the intensive life-support of an ICU. The mechanical scope of work included the installation of a new custom air handling unit complete with new air flow distribution system, replacement of plumbing and medical gas services to each space and upgrade to the fire protection system to suite the new layout. The systems included air, chilled/heating water, steam and domestic water.

GOLD MECHANICAL CONTRACTOR AWARD UP TO $1 MILLION Pacific Flo Mechanical — Trulioo M2 Tenant Improvement

FOR THIS PROJECT, Pacific Flo Mechanical relocated 75 per cent of the base building fan coils and installed new ones. The scope of work also included supplying and installing all the required plumbing for washrooms and coffee/kitchen stations. The tenant improvement required reconfiguring all of the heating and cooling hydronic piping to suite the new layout.

Challenges included installing two dishwasher in the fifth floor kitchen and overcoming the many conflicts with exposed piping in relation to the design which required new creative solutions. Despite challenges, Pacific Flo completed this project ahead of schedule.

SILVER WINNERS MECHANICAL CONTRACTOR AWARD OVER $5 MILLION Division 15 Mechanical — Riverbend Business Park, Building 5

MECHANICAL CONTRACTOR AWARD UP TO $1 MILLION Modern Niagara Vancouver — Atlas Power TI

Division 15 Mechanical — Vancouver Centre 11

Total Energy Systems Ltd. — Smith & Richards Downtown Park

MECHANICAL CONTRACTOR AWARD $1-5 MILLION Black & McDonald Limited — MSJ GHG Reduction Project, Phase 3

Modern Niagara Vancouver — VanRX Pharmasystems Inc.

November/December 2023

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GOLD ELECTRICAL CONTRACTOR AWARD OVER $8 MILLION Western Pacific Enterprises Ltd. — Vancouver Post Office Redevelopment

WESTERN PACIFIC ENTERPRISES (WPE) provided extensive design assist followed by complete electrical scope, including data and controls system, for the base building of this large-scale redevelopment of the heritage Canada Post processing facility in downtown Vancouver. Occupying a full city block, this 1.9 million sq. ft. development incorporates the original base building with two new 20 and 21-storey towers set atop the podium.

Facing structural restrictions, WPE produced the fabrication model for clash coordination, as well as a consultant coordination model as part of its design-assist role. This was key to avoiding significant costs of providing nine unit substations in four separate energy centres in a single renovation project.

GOLD ELECTRICAL CONTRACTOR AWARD $2-8 MILLION Centre Electric Ltd. — Discovery Building, Delta Q Technologies

DELTA Q is a leading manufacturer of industrial battery chargers for lead acid battery and lithium-ion batteries. This facility was designed to have Delta Q as the anchor tenant for the 75,000 square foot building. Centre Electric was the design/build partner for installation of Division 26 (electrical,) 27 (data /communication) and 28 (security) systems. This project consists of a three-storey commercial steel-structure building, with one level of underground parking that attaches to the existing adjacent building parkade. Preplanning and site coordination were key to a smooth installation. Due to the extremely tight spaces in the T bar ceilings, planning was required to overlay all the drawings in Bluebeam to determine precise junction box installation points and conduit routing.

GOLD ELECTRICAL CONTRACTOR AWARD UP TO $2 MILLION Western Pacific Enterprises Ltd. — Lafarge Emergency Fire Repairs

WESTERN PACIFIC ENTERPRISES (WPE) undertook the emergency repairs at Lafarge’s Richmond concrete plant due to fire damage which completely shut down the facility. Work included the supply and installation to replace damaged cables, cable trays and equipment as required.

WPE organized a temporary power solution to enable repair work to commence immediately. Crews were working 24 hours a day on two shifts utilizing more than 60 electricians, with some reassigned from other WPE projects and additional workers drawn from IBEW Local 213. The project was completed ahead of schedule and operational again within 30 days of mobilization.

SILVER WINNERS ELECTRICAL CONTRACTOR AWARD OVER $8 MILLION Houle Electric Limited — The Stack, Design Assist

Mott Electric GP — Centerm Expansion Project

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ELECTRICAL CONTRACTOR AWARD $2-8 MILLION Bridge Electric — Riverbend Amazon

ELECTRICAL CONTRACTOR AWARD UP TO $2 MILLION Houle Electric — Apple Pacific Centre

Centre Electric — Zymeworks Office and Laboratory

Sasco Contractors — Beban Park Electrical Upgrade

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GOLD MANUFACTURERS AND SUPPLIERS Wesco Distribution Canada LP — The Post

THE POST WAS a re-development of a heritage building in Vancouver.

This is one of the most iconic buildings in Vancouver and the project is an engineering feat. Wesco worked with Western Pacific Enterprises from design to execution, providing enough flexibility to begin procurement well before IFC drawings were available. This allowed Wesco to stay on schedule and on budget while providing a framework that allowed changes.

GOLD HERITAGE AWARD Haebler Construction Projects — Yaletown Square

HAEBLER CONSTRUCTION performed a full seismic and heritage restoration to an existing two-storey Yaletown heritage designated warehouse building from 1910, with a new three-storey addition above.

Known as Yaletown Square, the redevelopment of the building features a mix of commercial space located in the lower heavy timber portion with new shell office space floating above in a steel and glass addition.

Designed by Acton Ostry Architects, heritage interventions included preservation of the original exterior masonry walls, wood windows, and restoration of the storefront and cornice.

Adding three new floors above an existing heritage building was complicated. In the basement Haebler had to excavate, do shotcrete shoring and underpinning, and build shoring to ensure the building was seismically sound. The team was able to navigate COVID safely without having any shutdowns on site. The project reached substantial completion in December, 2021.

Haebler was able to execute the project successfully and under budget with the client happy with the end result.

SAFETY AWARDS SUPERIOR SAFETY RECORD Canadian Turner Construction Company Ltd.

Houle Electric Ltd. Modern Niagara Vancouver Inc. Mott Electric GP Omicron Construction Ltd. Peter Kiewit Sons ULC Status Electrical Corporation Western Pacific Enterprises Ltd.

ZERO FREQUENCY INJURY RATE EllisDon Corporation

GeoScan Subsurface Surveys Gisborne Industrial Construction Ltd. Graham Infrastructure Ltd Graham Construction and Engineering LP Scott Construction Management Ltd.

THANK YOU to all Haebler Employees, Sub-trades, and Consultants who contributed to the success of the Yaletown Square seismic and heritage restoration project VRCA 2023 Gold Award.

www.haebler.ca

604-874-0777 | info@haebler.ca

Yaletown Square - Gold Winner for Heritage Award

November/December 2023

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INDIVIDUAL AWARDS

OUTSTANDING WOMAN IN CONSTRUCTION AWARD Marsha Gentile, Ledcor

EDUCATION LEADERSHIP AWARD Matt Heesterman, Canadian Turner Construction Ltd.

YCL EXCELLENCE IN CONSTRUCTION Michael Pereira, EllisDon

Marsha (left in photo) has more than 25 years of industry experience in sustainable construction and has presented in numerous conferences and learning institutions. As one of the first Certified Sustainable Building Advisors in Canada, Marsha has been a LEED AP since 2004 and a LEED AP BD+C since 2009. She is one of only two Canadians serving as a current member of the USGBC LEED v5 Design & Construction Consensus Committee and she also sits on the CAGBC Materials Technical Advisory Group.

Matt has more than 18 years of experience in the construction industry, having worked in both the commercial and residential sectors. As a Red Seal carpenter, his expertise naturally led him to become a site superintendent, where he skillfully managed multiple tenant improvement and groundup projects with various teams. Since 2018, he has served as a board member for the Lean Construction Institute of Canada’s Vancouver and Vancouver Island Community of Practice. His commitment to spreading lean awareness and expertise has significantly contributed to the growth of lean within the industry.

Michael had his first introduction to EllisDon during a co-op term at the University of Waterloo, where he displayed an exceptional commitment to the construction industry. His focus has been primarily on P3s (Public-Private Partnerships) and Design-Build projects, particularly within the healthcare sector. In his current role, he exhibits his leadership skills by managing 35 individuals, ranging from project coordinators and assistant project managers to project managers.

His ability to develop and guide this team further exemplifies his leadership qualities and commitment to the advancement of the construction industry.

ZERO EMISSIONS BUILDING LEADERSHIP Curtis Hale, EllisDon Corporation

INNOVATION AND PRODUCTIVITY AWARD Mark Gaglione & Vincent Davenport, Timber Corp.

Curtis ‘s commitment and significant contributions have played a significant role in the industry’s approach to zero-emissions building standards, propelling EllisDon toward achieving local and provincial governments’ climate change goals by 2032. A creative mind in his field, Curtis has led the adoption of emerging building materials and construction methods within EllisDon, inspiring clients and the wider construction industry to attain their low carbon and zero emissions objectives.

Together, Vincent and Mark developed the innovative Hybrid Timber Floor System (HTFS) in collaboration with Dialog, redefining the possibilities within mass timber construction. This groundbreaking solution allows for spans of up to 12 metres (40 feet), with components assembled off-site into 40 foot panels.

By integrating mass timber within longer-span structural grids, the HTFS significantly broadens the potential applications for mass timber products. As this innovation reaches wider application, it is poised to substantially lower the embodied carbon associated with construction projects.

LIFE MEMBER INDUCTEES Don Wightman, Rick Wagner, Jason Glue, Ron Adams (missing)

MEMBER OF THE YEAR AWARD Peak Construction

CONSTRUCTION WORKPLACE HEALTH AND SAFETY INNOVATION AWARD Modern Niagara - Ergonomics in Motions

Southwest Contracting Modu-Loc Fence Rentals Alexander Holburn Beaudin + Lang LLP

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Ron Adams began his career at Con-Force Structure in 1973 before becoming president/CEO in 1993.

He served as a director on the Canadian Prestressed Concrete Institute and was named a Fellow of the Canadian Prestressed Concrete Institute.

Jason Glue has 30 years of construction experience in business leadership roles. He has been an active VRCA member since 2012 as well as BCCA and CCA. In 2019 Jason set up his own business, JG Strategies Ltd. Rick Wagner, president of Maxwell Floors, started with the company in 1980 as an apprentice floor mechanic/ installer. He has over 38 years’ of experience in the contract floor covering industry. He sits on the CCA board of directors representing the National Advisory Council Trade Contractors division.

Don Wightman is president of PML Professional Mechanical, which he started in 1995. He joined the VRCA as a board member in 2014 and became the chair in 2020. He will become the chair of BCCA in 2024.

COR® certification: • improves safety outcomes • reduces workplace injuries • demonstrates commitment to safety This voluntary program recognizes contractors dedicated to occupational health and safety, offering benefits like increased project opportunities, improved employee retention, and potential annual incentive payments from WorkSafeBC. Lower injuries may also lead to reduced WorkSafeBC premiums, resulting in additional savings.

Take the first step towards a safer workplace today!

Contact the COR® team at cor@bccsa.ca