THE MAGAZINE OF AECON GROUP INC. WINTER 2018, VOLUME 5

ONWARD AND UPWARD WE HAVE TAKEOFF! LIGHTING THE WAY AT THE FINISH LINE Eglinton Crosstown Bermuda Airport Spotlight on Update on Regina Wastewater LRT Project Redevelopment Project Tristar Electric Inc. Treatment Plant Upgrade

PUBLICATION MAIL AGREEMENT #41329046 14 THE MAGAZINE OF AECON GROUP INC. WINTER 2018, VOLUME 5

AECON’S VISION: To be the first company people go to for building things that matter.

ONE is a magazine published by Aecon Group Inc. for its employees and clients. For more information about Aecon, visit our website at aecon.com. aecongroup aecongroupinc For more information on any of the articles FEATURES published in the magazine, please contact Rob Kinnaird at 1 877 232 2677 or email [email protected]. 14 WE HAVE TAKEOFF! Michele Walter, Editor-in-Chief Irina Lytchak, Features Editor Bermuda Airport Rick Radell, Photographer Redevelopment Project Rob Kinnaird, Senior Director of Business Development

Art direction & design: Hambly & Woolley Inc. 22 ONWARD AND UPWARD Eglinton Crosstown LRT Project 44 LIGHTING THE WAY 22 Spotlight on Tristar Electric Inc. 60 AT THE FINISH LINE Update on Regina Wastewater ARE YOU AWARE OF, AND Treatment Plant Upgrade

DO YOU UNDERSTAND, ALSO IN THIS ISSUE:

THE HAZARDS AND RISK? 2 Moving Aecon Forward Amidst a Dynamic ON THE COVER: Environment of Growth and Opportunity • ALWAYS ASSESS YOUR WORK TO IDENTIFY HAZARDS. Bermuda Airport Redevelopment Project By John M. Beck 4 Major Projects at a Glance • NEVER UNDERESTIMATE A POTENTIAL HAZARD. FOLLOW ON THE BACK COVER: Night paving on the Highway 410 Widening Project 6 Did You Know? BEST PRACTICES − EVERY DAY, EVERY TASK, EVERY TIME. 44 60 The Jackson-Lewis Company • ALWAYS ADOPT A QUESTIONING ATTITUDE TO IDENTIFY 8 Concessions Group: Aecon’s Experts in P3 Development POTENTIAL HAZARDS AND RISK. 32 Meet Don Brophy • IF A SITUATION CHANGES: STOP, STEP BACK AND REASSESS. This magazine includes certain forward-looking 36 Easing the Daily Commute statements that contain information concerning Highway 410 Widening Project possible or assumed future results or operations of Aecon. These forward-looking statements are 52 Redefining Innovation based on current operating plans and competitive, John Hart Generating Station financial and economic data but are subject to risks Replacement Project and uncertainties. Although Aecon believes the expectations reflected in these forward-looking 68 Under Pressure statements are reasonable, it can give no assurance Port Mann Main Water Supply Tunnel Project the expectations of any forward-looking statements will prove to be correct. 76 Safety Message By Mike Archambault LEADERSHIP MATTERS

MOVING AECON FORWARD AMIDST A DYNAMIC ENVIRONMENT OF GROWTH AND OPPORTUNITY

By John M. Beck

President & Chief Executive Officer, John Hart Generating Station Aecon Group Inc. Replacement Project

It’s an exciting time for construction and Canada. We’ve seen a dramatic paradigm for the purposes of pursuing, developing ONE MAGAZINE HIGHLIGHTS infrastructure development in Canada. shift in our industry in the last several years and sharing best practices across the I’m pleased to present this issue of ONE All levels of government – federal, when it comes to how projects are organization so that we can further Magazine. It provides our employees, provincial and municipal – have committed procured and executed. Today’s mega- enhance Aecon’s value proposition partners and clients with an in-depth to many billions of dollars in construction projects are infinitely more multifaceted when bidding and executing work for look at projects across all our operating spend over the next decade, which will than ever, with contracts incorporating our clients. sectors. While it is by no means an manifest itself in the refurbishment of design, build, finance, maintenance and Innovation is a pivotal element in the exhaustive representation of what we aging assets (bridges, roadways and operations, all of which demand broader overall success of a company, but it must do, it does speak to who we are, the “Innovation is a pivotal element in nuclear plants) and the development of competencies to fully understand and carry never come at the cost of the organization’s scope of work we are capable of new infrastructure (pipelines and out a contract’s requirements. To meet the core values. Safety is – and always will be delivering, and the pride we take in the the overall success of a company, transportation networks), as well as need, we are committed to the ongoing – our number one core value. We continue work we carry out every day. renewed private-sector investment in the enhancement of robust systems and to make significant strides in further Our Major Projects at a Glance feature but it must never come at the cost energy and mining sectors. It’s all good processes, such as SAP, so that we have strengthening our safety culture through a provides a quick overview of Aecon news for Aecon, as we are fully committed the best tools in place to continue to strategic focus on behavioural-based projects with a contract value exceeding of the organization’s core values.” to pursuing this robust pipeline of project effectively execute and manage risk, while safety practices and proactive safety $100 million. Our feature articles offer a opportunities and growing our company. still ensuring high-quality, on-time/on- initiatives, such as risk assessments, more in-depth look at our multi-year The year ahead will be focused on budget project delivery, and consistently hazard identifications, workplace safety national and international projects. Some optimizing our value proposition in the meeting our financial targets. meetings, workplace inspections, worker of our major projects reached completion marketplace. While some resource-market Another way in which we are ensuring inductions, and training and education. in 2017, such as the Regina Wastewater sectors currently present more limited that we’re ready for the next step in Moving forward, we must remain diligent Treatment Plant and Vancouver’s Port opportunities, Aecon’s overall strategy of Aecon’s evolution is by accelerating our and relentless in our ongoing pursuit of a Mann Tunnel. Some projects continue to diversification has strengthened our focus on innovation. The globalization of safe and incident-free workplace, even move forward, such as ’s Eglinton the pivotal contributions of this key leaders, Don Brophy. Don has had a prolific resiliency and flexibility in leveraging our today’s construction and infrastructure more so as our industry increasingly Crosstown LRT and the Darlington operating segment to Aecon’s overall career with Aecon and we thank him for “ONE Aecon” solution to clients. When development industry dictates that, to be moves toward large and complex projects. Refurbishment. Other projects, including business strategy and success. Our his expertise and contributions to our added to our vertically integrated successful in this fast-paced environment, Aecon has been a proud partner of choice Bermuda’s L.F. Wade International Airport second profile features Aecon’s Tristar success over the years. capabilities and proven expertise in both we must adopt an innovation lens in all on multiple joint venture projects and, in Redevelopment and B.C.’s Annacis Island business unit, which continues to grow its With dynamic people leading the way, a private- and public-sector partnerships, the that we do. I’m convinced that innovative many cases, we’ve led the way when it Wastewater Treatment Plant, are just reputation as a world leader in airport well-developed safety culture and a future looks very promising. thinking is alive and well at Aecon. The comes to safety best practices within beginning their journey. lighting and traffic technology. diversified business strategy to capture Internally, Aecon continues to shape and creation of our Aecon Innovation Council those partnerships. I consider it a In this issue, you will also find two As per tradition, our employee profile unprecedented marketplace opportunities, restructure our company in response to the emanated from a need to harness that testament to our commitment to our Aecon business profiles. The first profile this issue highlights one of our longest I am very optimistic for what the future ever-changing economic landscape in leading-edge, transformational thinking number one core value. highlights our Concessions business and serving and most respected senior holds for Aecon. It is an exciting time.

3 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 4 MAJOR PROJECTS AT A GLANCE

Current and recently completed projects with a contract value of > $100 million (amounts represent total contract value)

TTC Sheppard Station Tunnels

1 YORK VIVA BUS RAPID TRANSIT CONTRACT VALUE: $261M BERMUDA AIRPORT REDEVELOPMENT CONTRACT VALUE: $274M (USD) 2 HIGHWAY 410 WIDENING CONTRACT VALUE: $156M DARLINGTON NUCLEAR RE-TUBE & FEEDER 3 TTC SHEPPARD SOUTH REPLACEMENT (DEFINITION PHASE) JOHN HART GENERATING STATION REPLACEMENT STATION TUNNEL CONTRACT VALUE: $600M CONTRACT VALUE: $375M CONTRACT VALUE: $279M SUNCOR FORT HILLS ORE PREPARATION PLANT DARLINGTON NUCLEAR RE-TUBE & FEEDER CONTRACT VALUE: $105.9M 4  EGLINTON CROSSTOWN LRT REPLACEMENT (EXECUTION PHASE) CONTRACT VALUE: $5.3B CONTRACT VALUE: $2.75B

5 EGLINTON CROSSTOWN LRT DARLINGTON NUCLEAR TURBINE GENERATOR ENBRIDGE LINE 3 REPLACEMENT TUNNELLING REFURBISHMENT CONTRACT VALUE: $242M CONTRACT VALUE: $177M CONTRACT VALUE: $265M

6 UNION STATION TRAIN SHED DARLINGTON NUCLEAR RE-TUBE WASTE REVITALIZATION PROCESSING BUILDING CONTRACT VALUE: $196M CONTRACT VALUE: $127M

NORTH WEST REDWATER REFINERY CONTRACT VALUE: $339M

NORTHEAST ANTHONY HENDAY DRIVE CONTRACT VALUE: $1.81B

REGINA WASTEWATER TREATMENT PLANT CONTRACT VALUE: $158M

1 5 3 6 2 4 REGION OF WATERLOO'S ION STAGE 1 LRT PORT MANN MAIN WATER SUPPLY TUNNEL CONTRACT VALUE: $583M CONTRACT VALUE: $240M DAWN-PARKWAY EXPANSION ANNACIS ISLAND WASTEWATER TREATMENT CONTRACT VALUE: $250M PLANT STAGE 5 PHASE 1 EXPANSION CONTRACT VALUE: $252M

5 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 6 DID YOU KNOW? THE JACKSON-LEWIS COMPANY 1

1 HOLT RENFREW 2 Holt Renfrew’s Toronto flagship store was built in 1979 at 50 Bloor Street West. The 73,000-square-foot retail space cost $6.5 million to build. Today, the store remains Holt Renfrew’s busiest and most prestigious location.

2 WOODBINE RACETRACK Originally opened in 1956 close to the shores of Lake Ontario in Toronto’s Beaches neighbourhood (“The Beach”), Woodbine Racetrack made the move north in 1993. The Jackson-Lewis Company built the current racetrack, The Jackson-Lewis Company, an Aecon equipped with three racecourses, on predecessor company, was founded in land just northeast of Toronto’s Toronto in 1913 and was responsible for Lester B. Pearson International Airport. several landmark buildings in the Greater In 2010, Queen Elizabeth II visited the Toronto Area. racetrack as part of her state visit to Some of the company’s most notable Canada, viewing the 151st running of The regional projects, which have stood the Queen’s Plate, as well as taking part in the test of time, include Woodbine Racetrack, presentation of trophies. Holt Renfrew’s flagship department store 3 The facility continues to attract millions and Mississauga Civic Centre. of visitors each year and is home to the Over the course of its operations, the Canadian Horse Racing Hall of Fame. It is Jackson-Lewis Company was part of also the only horse racing track in North Banister Pipelines, which also included the America that can stage thoroughbred and Foundation Company of Canada Limited – standardbred horse racing programs on the same company that built the CN Tower. the same day. By 1997, Banister was renamed BFC. It was acquired by Armbro Construction in 3 MISSISSAUGA CIVIC CENTRE 1999, and the new company was The Jackson-Lewis Company acted as rebranded as Aecon Group Inc. in 2001. both project director and construction manager for this $60-million project. The 750,000-square-foot building, designed by Toronto’s Jones & Kirkland Architects and completed in 1987, includes an office tower, Council Chambers and the Great Hall. It is still the fully functioning seat of the municipal government for the City of Mississauga.

7 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 8 PROJECT MATTERS

CONCESSIONS GROUP: AECON’S EXPERTS IN P3 DEVELOPMENT

For more than two decades, Aecon’s Concessions group has led the way in securing, financing, designing, building and operating many of Aecon’s milestone mega-projects, all the while becoming experts in the domestic and international P3 market.

Cross Israel Toll Highway

8 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 9 // AECON CONCESSIONS

A SHIFT IN THE MARKET Although the P3 procurement model arrived in Canada in the mid-1990s, its origins can be traced to the United Kingdom in the 1980s. At the time, the British government was exploring alternative means of building and financing large, complex infrastructure projects by engaging the private sector. This collaborative partnership approach spread across Europe and Australia, eventually making its way to Canada a decade later. Aecon, under the banners of its predecessor companies, was considered a P3 pioneer in those days. Our company was involved in two of the first Canadian projects to be completed under this new cooperative framework: the 407 Express Toll Route (407 ETR) in Ontario and the Cobequid Top row: Stephen Payne, George Nohos, Ross Ardeshiri, Steve Nackan, Sakthi Arumugam Pass Toll Highway in Nova Scotia. (Assistant Controller), Mano Yogaratnam (Senior Controller), Eitan Ladizinsky, Melanie Starke “These projects were procured in a (Project Coordinator) way that didn’t just require construction Bottom row: Renee Vital (Assistant Administrator), Cassandra Siwek, Jennifer Villabroza (Executive Assistant), Colin Sam (Associate General Counsel), Rafael Midence, Vincent Rallon knowledge,” says Nackan. “They involved (full titles found under Project Profile on page 13) expertise in design, financing, long-term asset management and rehabilitation. Each project was seen as a transfer of risk in exchange for the expertise the private sector had to offer.”

CHANGING WITH THE TIMES The functions of a Concessions group are portfolio of multi-dimensional projects The shift toward P3 procurement delivery diverse and complex and call upon a specific while generating value for the company,” in the 1990s meant some significant skill set that is highly valued but not easily explains Nackan. “We have the skills and changes in how Aecon approached the explained. When it comes to the Aecon experience to put together the pieces of the market, namely the need to add depth Concessions group, perhaps the best way to puzzle and fit the overall picture together and dimension to its service offering. describe the contributions of President when it comes to major P3 projects.” “We began looking for partners who Steve Nackan and his team is to say that First introduced to Canada in the could bring financial, operations and without their leadership and expertise, we 1990s, the P3 model has, over the last maintenance capabilities, so we could simply wouldn’t be the company we are two decades, signalled a dramatic shift continue to be a strong player in the today. Aecon’s elevation to multi-billion-dollar in the way governments carry out major construction market,” says Nackan mega-projects, our ability to sit at the table public infrastructure projects. Both the of Aecon’s strategy in the early years of and partner with some of the world’s largest federal and provincial governments P3 procurement. “We had to develop the infrastructure development players, and our have increasingly turned to these formal skills outside of construction necessary success in the competitive Public-Private collaborative arrangements between to address all the elements of and deliver Partnership (P3) market – both at home and the private and public sectors to meet these kinds of projects. That’s why we Skyport President Aaron Adderley (left) and Aecon Concessions President Steve Nackan abroad – are largely due to the strategic the redevelopment needs of Canada’s started to build a team, even before I efforts and successful track record of this aging infrastructure. arrived at Aecon.” talented group. “Canadian governments at all levels Eglinton Crosstown LRT rendering courtesy of Norm Li for Crosslinx In 1993, Aecon predecessor companies As one of Aecon’s core business (municipal, provincial, and federal) have Armbro Construction Ltd. and BFC segments, the Concessions group become more sophisticated in the sense Construction Corporation joined AGRA specializes in the development of that they have turned to the private sector Monenco Inc. and Dufferin Construction domestic and international P3 projects, as not only for designing and building a major Company to form the Canadian Highways well as other infrastructure development project but also financing it and then International Corporation (CHIC). It aimed projects requiring private financing managing the long-term operations and to offer a fully integrated package of solutions. Within these project structures, maintenance,” says Nackan. “A company expertise in project financing, design, which span toll roads, airports, rail, energy like ours has the capabilities to pull construction and operation. It had the and utilities, Aecon has the ability to together a long-term package for these capabilities to apply any combination of play a pivotal role as financier, investor, mega-projects while understanding how these resources to the development of constructor and/or operator. their assets perform in the long run. Our turnkey infrastructure projects around the “The vision for the Concessions Concessions group specializes in creating world. CHIC soon became a highly group from the very start has been to proposals that look after these projects in respected international transportation develop opportunities for Aecon in the a more holistic way, which is also more infrastructure development company infrastructure segment and to build a cost-efficient for our governments.” specializing in P3s.

10 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 11 // AECON CONCESSIONS

PROJECT FILE

AECON CONCESSIONS

OFFICE LOCATION: Toronto, Ontario It was under the CHIC partnership that Aecon, in 1994, became involved in the Bermuda Airport Quito International NOTABLE PROJECTS: Bermuda Airport Redevelopment Project 407 ETR, Canada’s first all-electronic toll Airport Redevelopment project, Eglinton Crosstown LRT highway, in Ontario. The Ontario project, Waterloo LRT project, Quito International government selected CHIC as its private- Airport project, UP Express Air Rail Link project, Cross sector partner to design, build, operate Israel Highway, 407 Express Toll Route (407 ETR), and maintain the $1-billion 407 ETR. Cobequid Pass toll highway By 1996, the company had been selected to develop and build the Cobequid Pass Toll COVERAGE: Across Canada and internationally Highway in Nova Scotia and to manage its toll operations. NUMBER OF EMPLOYEES: 76 “CHIC was our response to the 407 ETR opportunity, which then led to the KEY AECON CONCESSIONS EMPLOYEES: Nova Scotia highway opportunity and the Steve Nackan, President Cross Israel Highway,” explains Nackan. Eitan Ladizinsky, Vice President “The plan was to really take that vehicle Stephen Payne, Technical Services Senior Director on the road and essentially to do toll roads David Eyles, Operations & Maintenance Director around the world.” STRATEGIC THINKING Simon Allard, Operations & Maintenance Manager By the 2000s, CHIC was translated The Concessions group has developed Cassandra Siwek, Operations & Maintenance to what was then called Aecon’s multiple strategies for securing work Senior Specialist Infrastructure group. After Nackan joined and generating overall value for Aecon. Rafael Midence, Senior Project Analyst the group in 2005, he made the decision One such strategy is to leverage the Vincent Rallon, Senior Project Analyst to officially change the group name to company’s existing relationships. By Orlando Tudor, Senior Project Analyst Aecon Concessions, and Aecon’s civil establishing solid alliances with both and utilities group then took on the Aecon’s internal businesses and external KEY SUBSIDIARY/SECONDED EMPLOYEES: Infrastructure banner. partnerships, as well as accessing David Levett, Chief Technical Officer, resources available from the Government Crosslinx Transit Solutions NOTABLE PROJECTS of Canada for international work, the George Nohos, Fixed Infrastructure Director, Since the group’s inception, every project Concessions group positions itself to Crosslinx Transit Solutions Maintenance Aecon Concessions has undertaken has successfully develop, bid on and execute, Ross Ardeshiri, Mechanical & Electrical Manager, included some combination of expertise in any number of different projects. Crosslinx Transit Solutions Maintenance project finance, design, construction, Another key strategy is the group’s Wally Caldwell, General Manager, Atlantic Highways operation and maintenance. ability to be a pioneer within the David Ling, Toll Operations Manager, For example, the Eglinton Crosstown construction industry by developing Atlantic Highways LRT project – the group’s largest leading-edge, customized, integrated Aaron Adderley, President, Skyport undertaking to date – involves the overall solutions for projects. Myron Burchall, Director of Maintenance & development, financing, operations and “We’re entrepreneurial and we Engineering, Skyport maintenance of the project. Concessions don’t simply respond to procurements,” Marcia Pringle, Human Resources & Training is also an equal partner and shareholder says Nackan. “We are always looking for Manager, Skyport in the operating company. A similar new opportunities and actively thinking Bob Withers, Director of Operations, Skyport Cross Israel scenario played out during the Cross Toll Highway about how to do things that are Donald Gray, Quality & Safety Manager, Skyport Israel Highway project, in which the interesting and different.” Ken Hassard, Commercial Director, Aecon Concessions group was a controlling The most recent project win for International Management Services shareholder of the highway operator. the Aecon Concessions team is the Shazar Hack, Technical Director, Through that model, the group picked up Bermuda Airport Redevelopment Project. Aecon International Management Services three additional P3 projects for operations The largest of its kind in Bermuda to Moe Kamleh, Technical Manager, and maintenance in Israel. date, the project calls for Aecon to Aecon International Management Services For the 407 ETR and Cobequid Pass assume operations of the existing airport Ken Villanueva, Finance Director, projects, Aecon Concessions was the toll under a newly created entity called Aecon International Management Services operator. For Ecuador’s Quito International Skyport, as well as maintain operations Jean-François Laberge, Finance Manager, Airport and the (current) Bermuda Airport of the new airport for a period of 30 Aecon International Management Services Redevelopment Project (full story on page years, upon project completion in 2020. 16), the group assumed airport operations, A signature project, the Bermuda Airport as well. Aecon Concessions’ portfolio of Redevelopment Project is a significant work also includes several privately contribution to Aecon’s existing financed Infrastructure Ontario (IO) project portfolio, a noteworthy boost healthcare projects. to Bermuda’s local economy, and a “The whole idea is that these are not testament to the Concessions group’s just investment projects,” says Nackan. reputation as being a “value generator” “They involve the responsibility of actively for Aecon and our clients. overseeing and constructing or operating For a complete profile of the Bermuda the infrastructure component of the project Quito International Airport Airport Redevelopment Project, please to properly manage all of the assets.” see page 16.

12 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 13 PROJECT MATTERS TAKEOFF! WE HAVE

BERMUDA AIRPORT REDEVELOPMENT PROJECT

On the tiny island community of Bermuda, Aecon Concessions builds upon its proven expertise by leading a multi-disciplinary team in the redevelopment and operations of a major new international airport.

14 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 15 // BERMUDA AIRPORT REDEVELOPMENT PROJECT 3,500 $274M TONNES OF STRUCTURAL STEEL CONSTRUCTION CONTRACT VALUE (USD)

A NEW BEGINNING project is to transform Bermuda’s aviation between the Government of Bermuda Located more than 1,000 kilometres from infrastructure and airport service offering, and CCC, which has fully subcontracted the U.S. mainland, the tiny island nation of and to increase the airport’s overall capacity the construction work to Aecon under a Bermuda – just 24 miles long and one for international flights. This will, in turn, contract valued at US$274 million. mile wide – relies heavily on its dramatically enhance the country’s tourism Financing for the project has been arranged international airport to service the needs opportunities. by Aecon Concessions and includes a of its 65,000-plus residents. Add in The Bermuda airport project is an US$285-million fixed coupon US private tourism and international business as the important achievement for Nackan and placement, amortized over a 25-year term, two main pillars of Bermuda’s economy, Aecon Concessions. The team has been with approximately US$70 million of and the reliance on an effective actively focused on this opportunity for shareholder equity committed at financial transportation hub becomes even greater. more than two and a half years. But close and injected during construction. Yet, after 75 years in operation, the Nackan is the first to say his team could “Arranging 25-year, fixed-rate, non- country’s L.F. Wade International Airport not have accomplished what it has without recourse financing for a small island airport was decidedly in need of a major upgrade. the “ONE Aecon” contributions of so project was one of our most significant Enter Aecon and the genesis of Bermuda many internal Aecon groups, including challenges,” explains Concessions Vice Skyport Corporation Limited. Infrastructure, Human Resources, Legal & President Eitan Ladizinsky. “Ultimately, we Led by Aecon Concessions President Commercial Services, Corporate Affairs, were able to put together a competitive Steve Nackan and his team, Aecon Finance and Information Services. financing package that delivered announced in March 2017 that it would “As the overall developer of this exceptional, long-term value without in any finance, operate and redevelop the project, we had to create a roadmap that way impacting our client’s sovereign L.F. Wade International Airport in would lead us toward this culmination balance sheet.” partnership with the Government of point,” says Nackan. “This is a prestigious Nackan adds: “Creating the groundwork Bermuda and the Canadian Commercial landmark project that doesn’t come along for this project has been an exciting Corporation (CCC), a Crown corporation every day but does fall squarely in line process because there are so many of the Government of Canada. with our motto of ‘Building Things That different factors that have to be dealt with The Public-Private Partnership (P3) Matter.’ And since we’ve had a hand in when it comes to not only an international project calls for the construction of a new, building many important landmark airport but also an essential national asset larger, state-of-the-art airport terminal while projects, including airports in Canada and for Bermuda. It’s a tailor-made solution operating and improving traffic flow internationally, we are in a solid position to that is based on the ability of CCC to sign throughout the existing terminal, as well as take this on.” government-to-government contracts, and the renovation of existing facilities and The Bermuda airport project is being on Aecon, as developer and builder, to provision of new retail spaces. The ultimate delivered under a government-to- work with CCC as the developer making goal of this signature redevelopment government framework agreement this a signature Canadian project.”

16 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 17 // BERMUDA AIRPORT REDEVELOPMENT PROJECT CONSTRUCTION MILESTONES

After months of excavation to prepare the base of Bermuda’s new passenger terminal, construction crews began pouring concrete for the first new taxiway at the L.F. Wade International Airport in 15 years. On May 28, 2017, crews began the loudest part of the project: driving piles into the ground. The work entailed SKYPORT LAUNCH Gordana Terkalas. “Skyport then went on driving 719 steel piles to a depth of In preparation for the unveiling of the to fill all vacant positions with a mix of 115 feet, forming the footprint of the Bermuda Airport Redevelopment local Bermudian hires. The team is new terminal building. The steel piles Project, Aecon launched Bermuda supported by the deployment of a team were installed using two rigs, one Skyport Corporation Limited – a special- of experienced international airport provided by Aecon Foundations and the purpose Bermudian company wholly professionals, such as Ken Hassard, who other by Bermudian subcontractor owned by Aecon Concessions – to has managed the commercial aspect of Correia Construction. manage and coordinate the overall numerous airports over his career, and Committed to minimizing delivery of the project, and to operate and Ken Villanueva, who brought his construction noise for area residents maintain the airport until 2047. Since its operational finance experience from the and businesses, crew members from launch in March 2017, Skyport has Quito Airport Project.” Aecon Foundations and Correia assumed all existing airport operations, With the added support of significant Construction, as well as 28 local maintenance and commercial functions financing raised by the Concessions labourers, worked seven days a week to under the leadership of President team in preparation for this project, complete the work. Impressively, the Aaron Adderley, who is the former Skyport has greater resources at its team not only met the challenge, but General Manager of the Department of disposal, enabling an improved airport they did so in record time, completing Airport Operations (DAO). When the experience for both Bermudians and the pile-driving work four months ahead project reached financial close in visitors while training airport staff to of schedule. It was a remarkable March 2017, the entity formerly known as provide superior service levels. achievement and a significant indicator DAO ceased operations, and the majority that reflects Aecon’s commitment to of its staff accepted employment with BREAKING GROUND going above and beyond to reduce Skyport. The Government of Bermuda The project got under way on April 28, construction impacts. introduced the Bermuda Airport Authority 2017, with a formal groundbreaking On the evening of July 26, 2017, (BAA) to oversee Skyport’s operation of event on the premises of the existing crews began to pour concrete for the existing airport and overall airport. Representatives of the Government Taxiway W, which has replaced Taxiway performance under the agreement. of Bermuda, CCC, Aecon and Skyport S as the second pathway in and out of The formal launch of Skyport took joined together to officially kick off the existing airport’s terminal apron. place in Bermuda in April 2017. It was construction on the new 277,300-square- Once again, time was of the essence. commemorated by a team of dedicated foot airport terminal. Work was carried out at night to Aecon employees who were on site in It is one of the largest infrastructure minimize disruption to aircraft arrivals Bermuda to join new Skyport employees at projects ever undertaken in Bermuda, and departures. Frank Ross, Executive a joint press conference co-presented by with a schedule calling for work to be Advisor to Aecon Infrastructure, says the governments of Canada and Bermuda. completed over a span of 40 months. The crews worked diligently each night to By taking over a publicly-managed Aecon team struck a delicate balance; it prepare the surface and then pour asset that was previously run by came up with a plan that allows work to approximately 100 cubic metres of government agency DAO, Aecon be completed near the fully functioning concrete until this portion of work was Concessions took on the responsibility airport without disruption to daily completed in September 2017. of overseeing an existing team of operations, and with minimal impact for Taxiway S remains closed due to the experienced (and former) DAO managers nearby residents. construction of the new terminal, and staff, bolstered by new hires, to “This required a cohesive and well- but Taxiway W reached completion increase and improve the existing thought-out approach to construction,” and was opened for use on October 16 airport’s operations. explains Stephen Payne, Senior Director, – marking another major transitional “Approximately 80 per cent of the Technical Services, Aecon Concessions. milestone. staff previously working for DAO chose to “There were literally a lot of moving By July 31, 2017, project crews transfer over to Skyport,” says Aecon parts, but we managed to successfully had also begun to place concrete for Human Resources Vice President capture all the requirements.” the foundation of the new terminal structure. In September 2017, structural steel fabrication for the main building began. The first loads of structural steel, totalling 3,500 tonnes, arrived on site by the end of October and assembly commenced on November 20, ahead of schedule.

18 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 19 // BERMUDA AIRPORT REDEVELOPMENT PROJECT 61% PROJECT FILE OF THE CONSTRUCTION WORKFORCE BERMUDA AIRPORT IS BERMUDIAN REDEVELOPMENT PROJECT

CLIENT: Government of Bermuda

LOCATION: St. George’s, Bermuda

TYPE OF CONTRACT: Government-to-Government / 89% Public-Private Partnership (P3) / Design-Build- OF SKYPORT EMPLOYEES ARE BERMUDIAN HIRING LOCALLY Finance-Operate-Maintain A LOOK AHEAD As the new airport constructor, Aecon With construction work well under way is committed to engaging the local CONSTRUCTION CONTRACT VALUE: US$274 million and firmly aligned with the project workforce. To date, the team has optimized schedule, the future looks bright for the a maximum number of Bermudian CONCESSION TERM: 30 years Bermuda Airport Redevelopment Project. subcontractors, even exceeding the initial The world-class project not only embodies contractual requirement. AECON BUSINESS UNITS: Concessions, the value of the long-standing bilateral “The project has already, and continues Constructors, Social Infrastructure, Foundations, relationship between Canada and to, boost the local economy and help Utilities, AME, Tristar Bermuda, but it is set to have a positive provide jobs for local workers,” says Payne. economic impact for Bermudians and Indeed, the Bermuda Airport SCOPE OF WORK: Development, design, financing international visitors for generations to Redevelopment Project has been a major and construction of a new state-of-the-art airport come. catalyst for job creation in Bermuda. After terminal and associated infrastructure. The contract “We are honoured to be able to work awarding the first set of contracts in April also includes the operation and maintenance of the with Bermuda on such a historic project,” 2017, both Aecon and Skyport recruited existing and new airports under a 30-year concession. says Steve Nackan. “Over the past two construction workers and employees for and a half years, we have developed many day-to-day operations and maintenance of CONSTRUCTION PERIOD: March 2017 to July 2020 relationships with Bermuda’s businesses, the existing airport facilities. At this phase people and the community, and we look in the project, Bermudians make up an EMPLOYEES ON SITE AT PEAK: 450 - 475 forward to building on these. We are impressive 61 per cent of the project’s invested not only in Bermuda’s airport but construction workforce and 89 per cent of SAFETY: 0 Lost Time Injuries (LTIs) as of also in its future.” the Skyport team. November 2017 But there’s another impressive chapter in this project’s employment story. Aecon KEY AECON CONCESSIONS EMPLOYEES: Infrastructure, in collaboration with Aecon Steve Nackan, President Human Resources, has developed an Eitan Ladizinsky, Vice President innovative and foundational program, the John Saczkowski, Vice President Aecon Bermuda Internship Program. Stephen Payne, Senior Director, Technical Services Launched in the spring of 2017, the program offered interested Bermudians KEY AECON CONSTRUCTORS EMPLOYEES: an opportunity to pursue training Frank Ross, Executive Advisor, Infrastructure opportunities in the construction industry Don Brophy, Senior Vice President, Heavy Civil across Ontario. Following a thorough Conor Smythe, Project Director application and vetting process, Aecon Dale Beaton, Project Manager helped to place six chosen candidates Albert Furlong, Financial Manager from various backgrounds – including Frank Ayer, General Superintendent engineering, architecture, and mechanical Scott Bell, Environmental Health and Safety Manager and electrical engineering – with several consultancy companies across SKYPORT MANAGEMENT TEAM: Ontario involved in the Bermuda Airport Aaron Adderley, President Redevelopment Project. Since completing Ken Hassard, Commercial Director the six-month internship and returning Bob Withers, Director of Operations to Bermuda, several of the candidates Ken Villanueva, Finance Director have been placed with Aecon Constructors Shazar Hack, Technical Director and Skyport to continue working on Myron Burchall, Director of Maintenance & this project. Engineering “This has been a tremendous success Donald Gray, Quality & Safety Manager story for Aecon, Bermuda and Skyport,” Marcia Pringle, Human Resources & Training Manager notes Ross. “This program has truly Moe Kamleh, Technical Manager started these interns on a career path.” Jean-François Laberge, Finance Manager The local employment and internship Steve Nurse, Head of Security programs take place within the broader context of the Aecon and Skyport KEY AECON SUPPORT EMPLOYEES: Corporate Social Responsibility and Social Gordana Terkalas, Vice President, Human Resources Investment platforms, which have seen Nicole Court, Director, Corporate Affairs more than 200 Bermudian firms participate Colin Sam, Associate General Counsel in the project’s development.

20 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 21 PROJECT MATTERS E C

The Eglinton Crosstown Light Rail Transit (LRT) continues to be Aecon’s largest infrastructure project to date, promising millions of Torontonians an enhanced public transit route across the city upon its completion in 2021. Just two years after financial close and construction kickoff, the project has made significant progress as a result of the combined efforts of Aecon and its joint venture partners under the Crosslinx Transit Solutions (CTS) consortium, including the start of construction on all underground stations and a maintenance and storage facility.

THE BACKGROUND that will link to 54 bus routes, three In September 2008, the provincial agency subway stations, the regional GO Transit Metrolinx launched a massive 25-year, system and Toronto’s Union Pearson (UP) $50-billion regional transportation strategy Express route. to coordinate and integrate transportation and public transit in the Greater Toronto THE PLAYERS Area. By 2010, the City of Toronto had Proud to be playing a key role in bringing approved a key project in that plan – the the Eglinton Crosstown LRT to fruition Eglinton Crosstown LRT line, which is Aecon, along with equal joint venture bisects the city at its midtown point, project partners ACS Infrastructure/ running from in the west to Dragados, EllisDon and SNC-Lavalin under in the east. Following a the consortium name of Crosslinx Transit competitive process, CTS was awarded a Solutions (CTS). CTS is designing, contract in July 2015 to design, build, constructing and financing the project, finance and maintain the Eglinton and it will also maintain the LRT system Crosstown LRT line under a Public-Private for 30 years, including all lifecycle Partnership (P3) model. repairs and renewals of building and system components. EGLINTON CROSSTOWN LRT PROJECT THE PROJECT As a project owner, client Metrolinx is The state-of-the-art, 19-kilometre LRT line responsible for overseeing all design and features a combination of 15 underground construction, determining the project stations and 10 at-grade surface stops. scope, acquiring land, and conducting Aecon continues to be a driving force behind one of Nine kilometres of the Crosstown line will testing and commissioning in coordination run below ground, while 10 kilometres with public transport agency Toronto North America’s largest transit infrastructure projects. will be built above ground, and remain Transit Commission (TTC). separated from regular traffic. The project From a project agreement perspective, also calls for construction of the Eglinton clients Metrolinx and Infrastructure Ontario Rendering of Maintenance and Storage Facility (EMSF) are managing this massive P3 project and Station at the site of the former “Kodak Lands” leading the alternative financing and courtesy of Norm Li for Crosslinx at Black Creek Drive and . procurement process, providing oversight Overall, the Crosstown LRT is an on both quality control and project intricate transit communications network agreement execution.

22 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 23 // EGLINTON CROSSTOWN LRT PROJECT PROJECT FILE

EGLINTON CROSSTOWN LRT PROJECT

CLIENTS: Metrolinx, Infrastructure Ontario

LOCATION: Toronto, Ontario AND SO IT BEGINS… A project to construct a $5.3-billion LRT TYPE OF CONTRACT: Public-Private Partnership (P3) / system across the largest and busiest city Design-Build-Finance-Maintain in the country takes teamwork. It also requires the project development CONTRACT VALUE: Aecon is an equal partner in the $5.3-billion expertise, size and pedigree of companies Crosslinx Transit Solutions (CTS) consortium to develop the like Aecon and its joint venture partners. Eglinton Crosstown LRT. Right from the beginning, this project was about bringing together the best and JOINT VENTURE PARTNERSHIP: Aecon, ACS Infrastructure/Dragados, brightest companies in Canadian EllisDon, SNC-Lavalin infrastructure development to undertake an incredibly complex task. AECON BUSINESS UNITS: Concessions, ACML, AME, AUE, As a member of the CTS consortium, Constructors, Utilities, Foundations, Tristar (formerly AGITT) the Aecon Concessions team has played a major role in developing the Eglinton SCOPE OF WORK: Crosstown LRT project. Led by Aecon · A 19-kilometre route of LRT track running along Eglinton Avenue Concessions President Steve Nackan and INNOVATION ON (10 kilometres underground and nine kilometres at-grade), from the Vice President Eitan Ladizinsky, the future in the west to Kennedy Station in the east Concessions group functions as an THE FLY! · 25 LRT stops, of which 15 are underground stations and 10 at-grade extension of Aecon that focuses on surface stops, separated from traffic developing, financing, investing in and the At the intersection of Oakwood Avenue · A maintenance and storage facility long-term management of, projects that and Eglinton Avenue West stands · Communications systems Aecon constructs. a large steel structure that is easily · 30 years of maintenance and lifecycle activities When it came to the Crosstown LRT visible from afar. For the first time ever in project, the Concessions team was Canada, an overhead crane has been TIMING: Construction on stations began in Spring 2016; project is responsible for building a partnership with assembled on a pile wall above an open scheduled for completion in 2021. the other developers under the name of excavation, to assist with construction of CTS to oversee everything from the the Crosstown LRT’s Oakwood Station. EMPLOYEES ON SITE AT PEAK: 3,500 management of the bid, to negotiating the The crane represents the significant contract, liaising with lenders, and collaboration of the Oakwood Station KEY CTS EMPLOYEES: working with the clients – Infrastructure construction team as they worked John Bisanti, Chief Executive Officer Ontario and Metrolinx – to reach a together to find an innovative solution to David Levett, Chief Technical Officer (Aecon) successful bid submission and the challenges they faced. Jorge Del Solar, Chief Commercial Officer subsequent financial close. “At Oakwood Station, the footprint of Ignacio Ugarteche, Chief Financial Officer “Given its scale and complexity, this the open pit is the footprint of the station, project was the first of its kind for Aecon so there was no extra space for us to KEY CTS CONSTRUCTORS EMPLOYEES: and one in which our team’s role has been install a tower crane or a luffing crane, Bill Henry, President & Project Director more prominent than on prior Canadian P3 which is typically used on other Geoff van der Lee, Implementation & Deputy Project Director bids,” explains Ladizinsky. “The due construction sites,” said Paula Oliveira, Ken Johnson, Contracts & Performance Director diligence and legwork required to win the Oakwood Station Project Manager. Andy Lederman, Commercial Director (Aecon) project, get to financial close and now “We had to find a creative solution, Roger Belair, Program-Wide Health & Safety Director execution has required many more and an overhead crane was our answer. Scott Thorburn, Technical Director resources and a laser focus.” It will provide us with the load capacity Steve Riddell, Construction Health & Safety Director Apart from acting as a developer on this we need and is easier to assemble and Kristin Jenkins, Communications Director project, the Concessions group is also in disassemble.” Gabriel Patron, Deputy Segment Director (Aecon) charge of establishing and overseeing the The 35-tonne capacity overhead crane Tim Russell, Deputy Segment Director (Aecon) Operations & Maintenance (O&M) portion stands 12 metres tall and will help lower Anders Persson, Segment Director (Aecon) of the project along with the three other and lift materials and equipment, as Manuel Ruiz, Segment Director Crosstown consortium partners under a needed, for Oakwood Station’s mining Steve Plyler, Segment Director separate 30-year contract. An exceptional and construction activities. Juan Azofra, Segment Director achievement, this particular O&M contract “Installation of the overhead crane was Murray Heppner, Segment Director – in the P3 LRT sector – is also the first of challenging because engineering firms in Eric Mumm, Segment Director its kind for Aecon. It forms part of the Toronto have never designed something Denisa Leiba, People & Culture Director (Aecon) company’s 25-per-cent equal share of the like this before. But, we successfully Charles Todd, Contracts Director (Aecon) operation, maintenance and lifecycle of the worked together to make it work for the Phil Holliday, Project Director, Revenue Vehicle Task Force (Aecon) Eglinton Crosstown LRT and its vehicle fleet. first time in Canada!” adds Oliveira. Spencer Cameron, Project Manager (Aecon) “Considering that this was the first The overhead crane was called into time Aecon had bid on this kind of O&M action in September 2017, with mining KEY CTS MAINTENANCE EMPLOYEES: contract, it is a significant success for our activities at Oakwood Station beginning Ernesto Capillas, Maintenance Director team,” explains Aecon Concessions in October. Alex Sivakov, Finance & Administration Director Senior Director Stephen Payne. “It was George Nohos, Fixed Infrastructure Director (Aecon) Construction of the main new territory for Aecon, but we were able Fun fact: Oakwood Station’s overhead entrance station box for David Dixon, Vehicles, Systems & Operations Director to join an established group of players and crane and beams weigh 73,000 kg, which Mount Dennis Station become a meaningful member of the joint is equivalent to 12 African bush elephants. venture team.”

24 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 25 // EGLINTON CROSSTOWN LRT PROJECT E C

A SURPRISING FIND

Excavation at construction sites often unearths very surprising finds! In August 2017, crews working on the site of the Eglinton Crosstown LRT line uncovered bone fragments and what appeared to be ceramics while carrying out hydrovac activities at the future station’s secondary entrance. They acted quickly; stopped work, cordoned off the area with a suitable buffer, and contacted the project’s designated environmental team, including an archaeologist and the Toronto Police Service. The archaeologist soon confirmed the bones were, in fact, horse bones, likely buried in the 18th century when the site EARNING A “SOCIAL LICENCE” was a farm. The Fairbank team handled the event professionally, and the area was cleared in a matter of hours so work Given the sheer expanse of the Eglinton CROSSLINX AND THE The program also focuses on a could continue. Crosstown LRT project and its respective COMMUNITY BENEFITS PROGRAM commitment to maximize procurement construction timeline, the CTS project Introduced by Metrolinx, the Community and supplier opportunities for social team decided early on that a prime focus Benefits Program recognizes the enterprises and local businesses. The CTS would be determining how best to add correlation between major infrastructure team has taken steps to produce value to the multiple neighbourhoods that investments and the need to provide community murals and partner with local dot the 19-kilometre construction route. benefits for the communities affected by businesses on various initiatives, such as In fact, developing the “social license” these major projects, including washing storefront windows along to collaborate with and contribute to employment, apprenticeships and local Eglinton Avenue. these communities has been a top supplier opportunities, wherever Finally, as part of the Community objective since day one, says Crosslinx possible. The program is part of Benefits Program, the CTS Builds People & Culture Director Denisa Leiba. Metrolinx’s commitment to include a Communities program demonstrates care With a project schedule that calls for Community Benefits Program for all and stewardship of the neighbourhoods another four years of active construction, major Toronto transit projects, beginning along Eglinton Avenue with successful followed by 30 years of LRT system with the Eglinton Crosstown LRT. initiatives such as: sorting Thanksgiving maintenance, the opportunity to “Crosslinx’s Community Benefits donations at a local food bank (near contribute to the development of Program creates economic and social value Kennedy Station); including students vibrant and economically healthy for Eglinton-area communities by engaging from a local high school (near the future neighbourhoods was seen as essential in workforce development and training, ) in mentorship to building a strong foundation as a diverse employment, social procurement opportunities at a Habitat for Humanity community partner. Local job creation and community improvement activities,” GTA build project; and organizing a and skills development were two areas explains Patience Adamu, MPP, Lead, three-part Women in Construction series of immediate actionable interest. Community Investments & Programs, in partnership with the YWCA Toronto “At Crosslinx, it’s all about Crosslinx. “We recognize the unique and (near Kennedy Station) to empower and collaboration, and we can rely on our 58 diverse nature of neighbourhoods along provide mentorship to more than 20 local workforce agencies to help us Eglinton Avenue and are working to Eglinton-area girls. recruit from the communities in which produce – and have produced – benefits we build,” explains Leiba. “Hiring local that precede the ultimate benefit of new aCROSSTOWN residents means that our project benefits transit infrastructure.” aCrosstown is a traffic application that from knowing the ins and outs of the The program is divided into various was created to make it easier for people neighbourhoods on the alignment, and streams, one of which is Employment, in surrounding communities to better that inside knowledge is critical to being Training and Workforce Development. As navigate Eglinton Avenue during the a good neighbour.” an inclusive employer, CTS has been Eglinton Crosstown LRT construction. By understanding these neighbourhood building relationships with local workforce Delivering real-time information about dynamics, fostering relationships with agencies that work with individuals facing traffic and transit conditions along the community stakeholders, identifying how barriers to employment. As part of its corridor, the app is a user-friendly planning CTS can assist in addressing community efforts, the team has participated in job tool that puts safety first. It also features needs, and looking for every opportunity to fairs, offered resumé review tips and hands-free, audible features so that add value to the community, Leiba says provided pre-orientation details to help drivers can keep their hands on the wheel the team is making great strides in its improve job matches and support and their eyes on the road. community integration plan. applications to CTS. excavation

26 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 27 // EGLINTON CROSSTOWN LRT PROJECT THROUGH A $5.3B GLOBAL LENS CONSTRUCTION CONTRACT VALUE A world-class public transportation project E C like the Eglinton Crosstown LRT calls for world-class expertise. In addition to local boots-on-the-ground knowledge and experience, CTS President and Project Director Bill Henry says Crosslinx has GREAT PROJECTS START WITH Iconography is an important element in attracted an internationally diverse, highly GREAT DESIGN creating visual recognition and branding 3,500 skilled workforce that continues to steer The cornerstone of a major project like clarity. Visual identifiers – readily EMPLOYEES the project forward. the Eglinton Crosstown LRT is design. recognizable and depictive components – “Our partner companies have supplied Project design that meets all client needs brand the LRT line and present a consistent much of the talent, and we have brought while being cost-effective from a language of image, materials and on talent from all over the world. Having a constructability perspective provides the colour that enable users to identify, broad range of knowledge, skills and requisite solid foundation. enter, and experience the new Eglinton experience helps productivity and The Design-Engineering Joint Venture Crosstown LRT. innovation to ensure the project is carried (DEJV) consortium on this project consists 600k out safely and with quality. I’m incredibly of SNC-Lavalin Inc., IBI Group and several Transparency calls for the transition CUBIC METRES OF EXCAVATION proud of how this team of people, from specialty consultants. Together, the DEJV between the public realm and the transit different companies and different consortium members created a design system to be seamless, uplifting and countries, has come together to build the narrative defined by four elements: safe. The architecture of the stations new Eglinton Crosstown LRT.” Simplicity, Iconography, Transparency provides unobstructed views to facilitate and Urbanity (SITU). orientation and the perceived sense of security. The glass facades of the stations Simplicity is rooted in the idea of allow for natural light to penetrate deep implementing only what is needed and below into the concourse levels and no more. Through the use of simple minimize the buildings’ impact on the LAYING DOWN forms and lines, the design establishes a surrounding community. pure, articulated and inspiring aesthetic THE TRACK that is visible throughout the different Urbanity speaks to how the transit project elements. system design relates to its immediate August 10, 2017, marked a major milestone surroundings and the local community. for the Eglinton Crosstown project; it was Eglinton Avenue along which the new the day crews installed the first piece of the LRT track will run – either above or below LRT track, along the Eglinton Crosstown KEY DESIGN ground – involves varying levels of line. On hand for the milestone were economic, cultural, ethnic, urban and Toronto Mayor John Tory, Aecon President topographic diversity. These variable & CEO John M. Beck and Crosslinx MANAGEMENT demographics directly impact the design President and Project Director Bill Henry at of each station, while the overall design the future Eglinton Avenue site of the PARTNERS of the project strives to maintain Mount Dennis Station and the EMSF. consistency and pay homage to the The first track that crews installed that Aecon Utility Engineering changing landscape. day was a turnout track, which is a part of Daoust Lestage Inc. To further elevate the design and the track system to move vehicles through DIALOG Ontario Inc. performance standards of the new LRT the maintenance and storage areas in the Dr. G. Sauer & Partners Corporation system, the design team put a lot of EMSF. The metal is sourced from H.J. Entuitive Corporation thought into features such as short- and Skelton, a company in London, Ontario, and H.H. Angus and Associates Limited long-term bike parking, dedicated the track is manufactured by DT in the IBI Group pedestrian routes, High Solar Reflectance Czech Republic. As the first portion of the Jensen Hughes Inc. Index paving, green roofs, water Eglinton Crosstown LRT to be completed, LEA Consulting Ltd. conservation, shielded exterior lighting to the EMSF will be ready to receive light rail NORR Ltd. prevent off-site light trespass, sheltered vehicles in October 2018. Read Jones Christoffersen Ltd. waiting areas, energy-efficient LED lighting SNC-Lavalin Inc. and heat recovery systems, landscaping Thurber Engineering Ltd. and the use of native, drought-tolerant plants and large trees. under construction

K K K Allen Rd. Allen Rd. Allen Rd.

Yonge St. Yonge St. Yonge St. T T T N N N ARAR AR MOMO MO A A A P P P E E N N E N IC IC IC U U U E E E S S S K K K TR TR A A TR A V V E E V T ET T NT DENNT DEN NT DEN E E E LL LL LL O O O N N KH KH N KH Y Y O O Y IL IL O IL AL AL ALIA IA IA K K D D K VALVDAL VAL N N N O O O A A D D A D R R C C R C UNUN UN D D DN N N N N O O N R OR R HI HI HI N N N E E E O O O E E E BR BR BR Don Valley Pkwy Don Valley Pkwy G G Don Valley Pkwy R R G R E E EO O A A O I LEBI LEB A M M I LEB M W W W Y Y Y S S S A A O O A A AO A ST ST ST I I I U U U T T T TPLEAT PLEA T PLEA ID ID ID CE CE CE A A CE CE FO FO A FO N N N M M EN EN M EN E E StouffvilleStouffville Line Line E StouffvilleD D Line D NI NI NI RB RB W WRB D WD D N N N IN IN IN S S S RD RD RD EN EN EKN K MUSEUM MUSEUMN N K MUSEUM N ANAN ONANON ON D D D VI VI VI NE NE NE I I AKAK I CEAKCE CE RE RE RE VE VE VE L L OUNLOUN OUN I I I NNYNNY NNY I I I O O COC HARMHARM C AKIAKI HARML L AKI IRCHMOILRCHMO N N IRCHMO N EN EN EN S S S KEELEKEELE KEELECALEDOCALEDO CALEDO FA FA O O FA O FO FO FO CHAPLCHAPL CHAPLA A A EG EG MEGM M LEALEA LEA LA LA LA SU SU SU SC SC PSARC PAR WYWY PAR WY SL SL OSLO P P O H H P GO GO H B GOB IO IO B IO K K K

KitchenerKitchener Line Line BarrieBarrie Line Line 1 1Yonge-UniversityYonge-University Line1 LineYonge-University Line 1 1Yonge-UniversityYonge-University Line1 LineYonge-University Line BlooBloor-Danfor-Danforthr thLine LineBloo2 2r-Danforth Line 2 UPUP Express Express UP Express ScarboroughScarborough Line Line3Scarborough3 Line 3

28 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 29 // EGLINTON CROSSTOWN LRT PROJECT

MILESTONE TIMELINE Eglinton Maintenance and Storage Facility (EMSF) under construction

SEPT Metrolinx unveils a 25-year, $50-billion 2008 CONSTRUCTION UPDATE foundation. It’s set to become the regional transportation plan to coordinate and Since the fall of 2015, the CTS consortium secondary entrance to the new transit hub, integrate transportation and transit in the has been preparing the LRT line for joined to the main entrance at Weston Greater Toronto and Hamilton Area. The largest construction of the underground stations Road and Eglinton Avenue by the new project in this plan is the construction of the and surface stops. Even prior to both Mount Dennis Station pedestrian tunnel. Eglinton Crosstown LRT. eastbound and westbound tunnels being The pedestrian tunnel will be built along completed under separate tunnelling with two new tail track tunnels, both of contracts and transferred to CTS control which are the terminating points on the FAST-FORWARD TO… (see ONE Magazine, Winter 2017), the LRT line. To build the pedestrian tunnel, consortium began construction of all crews were required to demolish the old MAR Crosslinx begins construction on Keelesdale 2016 underground stations in March 2016, Photography Drive Bridge deck, which ran Station – the first of 25 planned stations beginning with the stretch between over Eglinton Avenue West, between and stops – located second from the western Keelesdale in the west end and Science Black Creek Drive and Weston Road. In end of the line. Centre in the east. The concrete pour work February 2017, they shut down that part of for the two tunnels began in April 2017, Eglinton to dismantle the bridge. In the fall JUN Crosslinx begins construction on the future while a number of the underground of 2017, the project team began piling 2016 stations saw shoring work nearing activities for the new south abutment Laird Station – the second underground station. completion. between the station box and the bottom of The year 2017 marked the “Year of the slope excavation on the south side of JUL Excavation work begins for the construction the Dig,” when nearly 50 per cent (or Eglinton Avenue West. Excavation for the 2016 of the maintenance and storage facility at the approximately 600,000 cubic metres) pedestrian and two tail track tunnels began former “Kodak Lands” at Black Creek Drive and of the excavation for station entrances in December 2017. Eglinton Avenue. took place. It also signalled the start While construction activity has been of excavation and mining for the main full speed ahead on the underground station boxes. stations, crews have also been busy with AUG The TBMs reach Yonge Street, completing the 2016 Crews have also begun work on the preparation work for all designated surface Crosstown tunnelling work. Building Nine of the first stop at the west end of the LRT line, stops running from Sunnybrook Park former Kodak factory complex is temporarily Mount Dennis Station, which is located at Station on the west end of the line to moved to make way for one of three entrances to grade at the former site of the sprawling Kennedy Station on the east end. Mount Dennis Station – the westernmost station Kodak factory complex, known as the Key to any major public transit project is on the Crosstown route. “Kodak Lands.” The deliverable in the the Equipment Maintenance & Storage construction of Mount Dennis Station Facility (EMSF). Construction on Eglinton JUN MINING WORK BEGINS AT LAIRD STATION. required workers to temporarily relocate Crosstown’s massive 57-acre EMSF got 2017 the remaining landmark, Kodak Building under way in July 2016. Designed to Nine, about 200 feet from its original 1939 service and store more than 160 light rail AUG CREWS INSTALL THE FIRST PIECE OF LRT TRACK ALONG 2017 footprint to make way for the new station vehicles (LRVs), the facility is set to be THE EGLINTON CROSSTOWN LINE. build. The old basement of Building Nine completed by October 2018 and will allow was demolished to make way for the for the daily cleaning, inspection, NOV BUILDING NINE IS SHIFTED BACK TO ITS ORIGINAL station’s new concourse level, which will maintenance and repair of the LRVs. 2017 become part of a new transit hub joining Located next to Mount Dennis Station, the LOCATION, FOLLOWING THE CONSTRUCTION OF A NEW the LRT line with the Georgetown GO line dedicated EMSF will feature a green roof, FOUNDATION FOR THE BUILDING TO SUPPORT ONE OF and the UP Express route. In the fall of two artificial ponds and green tracks in MOUNT DENNIS STATION’S FULLY ACCESSIBLE 2017, Building Nine was moved back to its order to better integrate with the adjacent ENTRANCES AND CONNECTIONS TO THE LOWER original location and tied into its new parkland in the Black Creek Valley. CONCOURSE AND PLATFORM BELOW.

NEXT UP…

OCT The Eglinton Maintenance and Storage Facility 2018 (EMSF) at the site of the former “Kodak Lands” will be completed.

MAR The Eglinton Crosstown is scheduled for testing 2020 and commissioning. K K K K Allen Rd. Allen Rd. Allen Rd. Allen Rd.

Yonge St. Yonge St. Yonge St. T T Yonge St. T T N N N N AR AR AR AR MO MO MO MO A A A A P P EP NE E N N P E N IC IC IC IC U U U U E E E E S S S S K K TRK TRA TR A A K TR A V E V E V T E T T FALLV E T NT DEN NT DEN NT DENNT DEN E E E E LL LL LL LL O O NO KHN N KH KH O N Y KH O Y IL Y O IL O IL Y O ExpectedIL completion date for the Eglinton AL AL IA AL AL IA IA IA K KD K D VAL K D VAL DVAL VAL N N N N O O O A A D A D D O R C R A R C CD UN UN UN R C 2021 UN D D N D D N N N N NO N O R N O R HIOR HI NR HI N E N HI E O E N O O E E OE E BR E BR BR Don Valley Pkwy G Don Valley Pkwy G R Don Valley Pkwy G R R BR E E O E ADon Valley Pkwy O G I LEBO A M ARI LEB IM LEB M W WE W Y O Y AY I LEB Crosstown M LRT project. W Y S S S S A A O A O A A O A ST OA ST AI ST I U I ST U T U I T T PLEA T UT PLEA T PLEAID TID ID T PLEA ID CE CE ACE CE CE CEAFO A FO FO N CE CE N A M N EN FOM EMN EN E Stouffville LineE StouffvilleE DLineStouffville NLine D D M EN E D NI NI NI NI RB RBW RB W D RB W D WD D N N INN IN IN N S INS S RD RD RD S EN ERND K MUSEUMEN N K MUSEUM NK MUSEUM N AN AN ONEN AN ON KON MUSEUMD N D D VI VIAN VI NE ON NE NE D VI NE I IAK I AK CE I AK CE REAKCE RE CE RE VE RE VE LVE L OUN L VOUNE OUN L I OUN I I NNY NNY INNY II I NNY O O C I O HARMC AKICHARM L HARMAKI LAKIIRCHMO L N IRCHMO IRCHMONO N EN C EN HARMEN AKI L IRCHMO N EN S S S S KEELE KEELE CALEDO KEELEKEELE CALEDO CALEDO CALEDOFA FAO FA O FA O FO FO CHAPLFO CHAPL A CHAPLFO A EGA CHAPL EG M EG AM M LEA EGLEA LEA LA M LA LA SU LEA SU SSCU LASC PAR SC WY PAR WYPAR WYSU SL SL OSC SL P O HPARO P GO WYP H GOH B GO IO B B SIOL IO K O K P K H GO B IO K

Kitchener Line KitchenerKitchener LineKitchener Line Line Barrie Line Barrie Line Barrie LineBarrie Line 1 Yonge-University1 Y Lineonge-University1 Yonge-University Line Line1 Yonge-University Line 1 Yonge-University1 Y Lineonge-University1 Yonge-University Line Line 1 Yonge-University Line Bloor-Danforth LineBloor-Danfo2 Bloorth Liner-Danfo2rth Line 2 Bloor-Danforth Line 2 UP Express UP ExpressUP ExpressUP Express Scarborough LineScarborough3 Scarborough Line 3 Line 3

30 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 31 FAMILY MATTERS

PEOPLE MATTER For Aecon Constructors Senior Vice President Don Brophy, working with MEET: the company for more than four decades has been a family affair. Starting from his first day on the job with Aecon DON BROPHY predecessor company Pitts Engineering SENIOR VICE PRESIDENT Construction, and all the way through the AECON CONSTRUCTORS (HEAVY CIVIL) numerous milestone projects he worked on across Eastern Canada, Don’s growing family was by his side at every step, helping to ensure his success.

When did you decide to work with a bachelor of science in construction? degree in engineering in 1977. The day that I got hired on at After that, we started moving Pitts Engineering Construction around for work. as a Surveyor in 1973. Although interested in construction, I Why did you decide to go never really had a clear idea back to school? about what I wanted to do At the time, my wife was before then. I was brought up working with the government on a farm and worked with my in Ottawa, and we agreed that family from the time I was five this was a good opportunity to or six years old, through my get my degree in engineering. I school years. When I was hired could see that taking this step on with Pitts Construction to would open up the directions I work on the Arnprior Hydro could go within a company like Dam in Ontario, I knew this Aecon. It was an area in which type of construction would be I could see advancement come my future. quicker with a degree than without it. What kind of schooling did During technical school, I you have? studied surveying, and it just I went to Algonquin College and so happened that I got involved graduated as a civil technologist with the right project – the in 1973. One year later, I went Arnprior Hydro Dam – at Pitts back to school, to the University Construction, at the time, and of Ottawa, and graduated with that’s where it all started for me. a bachelor of science degree in engineering in 1977. What have you enjoyed most My wife and I were married during your years of working in June of 1974, and I went at Aecon? back to school, to the University It’s mostly been about the of Ottawa, that fall. I graduated people that I’ve met and worked

32 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 33 EMPLOYEE FILE

DON BROPHY

POSITION: Senior Vice President

DIVISION: Aecon Constructors (Heavy Civil)

EXPERIENCE: with over the years. I couldn’t Anne and I enjoy travelling, 1973 – 1978 Pitts Engineering Construction – have asked for better people to and I do a little golfing and skiing. · Surveyor work with. Throughout my We try to get out to visit · Party Chief whole career at Aecon, I’ve had my oldest daughter, Jennifer, · Project Engineer strong and positive relationships her husband and our two 1978 – 1986 Banister Foundation – with people who really knew granddaughters in Whistler, · Project Manager how to work hard and enjoyed B.C., a couple of times a year, 1986 – 1991 BFC / Foundation – the work that they did. and we travel regularly to · Project Manager Lennoxville, Quebec, to visit 1991 – 1999 BFC Construction – Why have you stuck with my oldest son, Gregory, his · Senior Estimator Aecon for all these years? wife and their son. · Chief Estimator From the beginning, I have Our other three children − · Vice President of Estimating enjoyed the type of work Stephanie, Stephen, Christine 2001 – present Aecon Constructors Aecon does and have never − and five grandchildren live (Heavy Civil) – found anything better. I’ve close to our home in Pickering, · Vice President of Operations been approached on several Ontario, and we see them all · Senior Vice President occasions over the years with the time. We’ve got a pool of Operations other opportunities, but when in our backyard at home, so I considered it all, Aecon was it’s perfect for when all the EDUCATION: the right place for me. grandkids come over to spend building a project, even though done fairly well in my executive Algonquin College (1973) – Civil Technology time with us. Sometimes, every bit of technology helps. role is the type of background University of Ottawa (1977) – B.Sc., P.Eng How did you manage to when we have the five of them I don’t think we will ever I have and my flexibility when balance a busy work life over, it gets quite wild! reduce staffing requirements it comes to working remotely. AECON FAMILY CONNECTION: with having a family? through advances in technology. I think the flexibility is a little Stephen Brophy (son) – Aecon EHS Advisor I’ve been in the business for You are leaving your post as More and more people join our more difficult to accomplish 43 years, and I’ve learned Senior Vice President at teams with each new year. nowadays because both heads HOMETOWN: Ottawa, Ontario that it’s very difficult for me Aecon but continuing to When I was working as a of the family are working full- to have a job in one place work with the company; Project Engineer, our team time, but a lot can still be done, CURRENT HOME: Pickering, Ontario and have my family live how come? consisted of about five people. depending on your situation. someplace else. In the first I have thoroughly enjoyed Now, for the same size and HOBBIES AND INTERESTS: Church, family, 15 years of my career, 15 working with Aecon for more complexity of project, we have What are some key lessons volunteering different projects brought us than four decades with a about 25 people managing a you have taken away to 10 different cities. During primary focus on domestic project because of what’s from this industry over the ASSOCIATIONS: the first seven years, our five projects but also having a keen required today. years? Which ones had · Toronto and Area Road Builders Association children were born in five interest in our international the most impact? · Heavy Construction Association of Toronto different cities. Although I work. So, when the opportunity What advice would you The biggest aspect of my job worked long hours on all was presented to me to give give to someone who is that made an impact on me was these projects, being together executive oversight to the just starting out in the the people that I surrounded allowed me to be home most Bermuda International Airport construction industry? myself with. In my previous nights while our children were Project for the next couple of I think if someone wants to roles, I’ve had the responsibility growing up. years, I discussed this with advance in the business, they of building the teams for the Once we moved to Toronto, my family and agreed to delay really need to spend a good various projects we worked on, where Aecon’s head office is, full retirement from this great amount of time on different and it was clear that selecting I’d typically travel alone from company and the people I projects in various roles, be it the right people for the right there to the various sites, enjoy working with. as a Project Engineer or a roles made everyone’s job so making it back home to the Project Manager and so forth, much easier. family most weekends. What do you think of the through the ranks. I find that a As I look back at some of Anne and I have now been technological advancements lot of young people today want the projects I have worked on happily married for 43 years. that have been happening to get into an executive role in the past, I realize that I was Our children are all married and within the construction fairly quickly, but I was nearly surrounded by some of the best we have eight grandchildren. industry over the past 50 years old when I became people in the industry, which is few years? a Vice President. That’s not to why we were successful in our What are some of your Technology advancement is say that it has to be that way, work. All of these relationships hobbies outside of work? good. There are many new and but there’s no replacement have been long-lasting, and My wife and I are very involved better ways to do things for the experience and time some I still enjoy to this day. with family and church nowadays, but you still need to that you need to spend out Whenever I’m travelling and activities. I am on a church know the basics of how to in the field, growing in your have the opportunity, I still visit board of directors and have approach a construction project understanding of the business with different people I’ve had been involved in building a new in order to build it. You need from the ground up. the pleasure of working with facility over the last few years. the hands-on experience of The reason behind why I’ve across Canada.

34 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 35 PROJECT MATTERS

HIGHWAY 410 WIDENING PROJECT

Aecon’s Highway 410 reconstruction project has been a major undertaking, but once completed, it will bring welcome relief to the almost 200,000 drivers Highway 410 at 407 Express Toll Route who travel its route every day.

36 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 37 // HIGHWAY 410 WIDENING PROJECT 617 180k SEWER STRUCTURES CUBIC METRES OF ROCK EXCAVATION 420k 900 CUBIC METRES OF EARTH EXCAVATION METRES OF TUNNELLING

Highway 410, also known as King’s both with access to and from the south on Highway 410, interconnects with several Highway 410. In the early 1990s, the of the major 400-series highways that interchange with Highway 401 was make up the massive road network reconfigured to include the connection to linking much of southern Ontario. Highway 403 to the south. By the end of Operating since the 1970s, Highway 410 the 1990s, Highway 410 was connected to has over the years expanded to connect to the 407 Express Toll Route (407 ETR), Highway 407, Highway 403 and Highway which opened in 1997. Most recently, 401 (one of the world’s busiest highways). Highway 410 was widened again at the In 2014, the Ontario Ministry of northern end of Brampton to connect with Transportation (MTO) selected Aecon the smaller Highway 10 (Hurontario Street), Construction and Materials Limited which carries commuters on to Orangeville (ACML) to tackle a major reconstruction of and parts north. “the 410” to better accommodate the region’s ever-growing population and SCOPE OF WORK improve traffic flow and safety. The move This latest round of reconstruction on the came as part of a broader economic plan most congested portion of Highway 410 by the provincial government to upgrade has been more than a formidable task. The highways, roads and bridges while addition of four extra lanes to the existing investing in people, job creation and six-lane highway will bring much-needed modern infrastructure. relief to the more than 188,000 vehicles At the time of tender, this project that use the stretch from Queen Street in represented the largest Bid-Build release Brampton south to Highway 401 on a daily by the MTO. The scope of work called for basis. The main scope of work has ACML to widen and reconstruct a entailed repairing, repaving and expanding 12-kilometre swath of road stretching south a section of Highway 410 from six to of Highway 401 to just north of Queen 10 lanes, including the building of one Street in Brampton. Construction officially general-purpose lane and one High began in September 2014 and is scheduled Occupancy Vehicle (HOV) lane in both for completion in November 2018. northbound and southbound directions. Other significant elements of the LOOKING BACK project included the widening and Highway 410 first opened in 1978 as a rehabilitation of seven bridge structures two-lane arterial road with at-grade along the 12-kilometre stretch, intersections. The roadway was built after construction of two new ramps at the it became apparent a major route was highway 401/403/410 interchange, and needed to connect the sprawling suburbs opening two new carpool parking lots at to the heart of downtown Toronto. During the Courtneypark Drive and Clark the following decade, the highway was Boulevard interchanges. Installing concrete restructured into a six-lane freeway with median tall wall barriers, high-mast full interchanges at Derry Road, Steeles lighting, traffic cameras and an Advanced Avenue and Queen Street. Later on, partial Traffic Management System (ATMS) with interchanges were constructed at the help of Tristar Electric Inc. are among Courtneypark Drive and Clark Boulevard, the next steps.

38 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 39 // HIGHWAY 410 WIDENING PROJECT 520k 19k TONNES OF ASPHALT METRES OF NEW CURB AND GUTTERS 15k 25k METRES OF SEWERS METRES OF BARRIER/TALL WALL

Night paving

TRAFFIC AHEAD been straightforward and included several Although this project isn’t unique or “ONE Aecon” opportunities for Tristar (see particularly different from other Aecon our profile of Tristar Electric Inc. on page road rehabilitation contracts, the one 50), Aecon Materials Engineering (AME), thing that has made it a stand-out project Aecon Utilities and asphalt cement is the immense volume of traffic that both supplier Yellowline. crews and motorists contend with daily. “Our groups have an excellent working And it’s not surprising. In addition to the relationship,” explains McIntosh. “We barrage of vehicles travelling the route help each other constantly for the greater each day, regional public transit services good of the job. Having our own asphalt have also been impacted, including cement supplier, asphalt plant and GO Transit, Brampton Transit and materials testing has really helped to MiWay, a public transport agency serving expedite the results, fully control the Mississauga. schedule and assure the level of quality.” “The biggest hurdle on this entire job has been the traffic,” confirms Senior STEADY ON! Contracts Manager Brent McIntosh. “I’ve With project completion scheduled for Fall worked on every major 400-series highway, 2018, the crews have completed about 75 and I’ve never seen traffic like this.” per cent of the work and are steadily To get the work done on time and in nearing the finish line. Over the course of such a highly congested area, the MTO construction, this project has not only placed strict working constraints within promised to bring relief to one of the most this contract. From the start of congested portions of Highway 410, but it construction, ACML was committed to has also created and sustained more than following a strict work schedule that 1,550 construction jobs. fluctuated depending on the portion of As evident throughout its history, it’s highway under work and included a high unlikely this will be the last restructuring of degree of night work to ease traffic Highway 410. With more people moving disruption. A more than average amount of into the regions north of the Greater rainfall in 2017 also meant that crews Toronto Area, the MTO has already ended up working weekends to mitigate indicated plans to continue widening the delays to the asphalt paving schedule. roadway north of Brampton’s Queen Highway 410 at Beyond the traffic hurdle, this job has Street in coming years. Courtneypark Drive

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the FDC Pilot team. “Any obstacles we had were quickly overcome, and the “Using Bedrock as our foundation has project team was off to the races using the solution. In turn, we learned valuable PROJECT FILE lessons that led us to revise some of the afforded us the opportunity to introduce processes to streamline and improve implementation at other project sites.” As with most things involving change, HIGHWAY 410 WIDENING PROJECT new tools that can really help advance there was a hint of trepidation from some in the field at the thought of introducing a CLIENT: Ontario Ministry of Transportation new mobile application. Following initial Aecon’s in-field project execution and FDC deployment, however, many project LOCATION: Mississauga/Brampton, Ontario sites reported little in the way of a learning curve. There were no major issues using TYPE OF CONTRACT: Bid-Build further support client relations.” the solution after only a 30-minute training session and a few days of in-field practice CONTRACT VALUE: $156.7 million — Information Services Vice President, entering time using their tablets. Natty Cidadao “FDC has definitely helped streamline AECON BUSINESS UNITS: ACML, Tristar, the data collection process,” says Mitch AME, Yellowline Davis, Project Coordinator on the Highway 410 project. “Gone are the days SCOPE OF WORK: The widening and of waiting for timesheets or driving reconstruction of a 12-kilometre stretch of around to collect them. The tablets are highway, from Eglinton Avenue/Highway 403 user-friendly, and comments from the in Mississauga to north of Queen Street/ foremen have been generally very Highway 410 in Brampton positive. With buy-in from site personnel, FDC can be fully utilized to include daily TIMING: September 2014 to November 2018 production entry from the foremen to provide the most accurate representation EMPLOYEES ON SITE AT PEAK: 140 of work being completed on site.” The benefits of the new tool quickly SAFETY: 0 Lost Time Injuries (LTIs) became apparent as the different teams began recording information, such as KEY AECON EMPLOYEES: production quantities, which they had Brent McIntosh, Senior Contracts Manager previously been unable to capture using a Rob Covassin, Director, EHS, Transportation manual, paper-based process. And yet, Shane Fuller, Senior Superintendent even with this additional data capture, Angelo Cornacchia, Senior Superintendent some sites noted a more than 80 per cent Manuel Cota, Senior Paving Superintendent or greater reduction in time spent Trevor Yantha, Paving Superintendent recording the data. In some cases, time Darrin Szczygiel, Assistant Superintendent savings amounted to almost three Abed Mater, Superintendent business days per week. Jim Redman, Project Coordinator “Overall, the implementation of this Mitch Davis, Project Coordinator application will be a significant cost savings Darlene Halliday, Senior Project Administrator for site overheads because of streamlining Anne Osborne, Project Administrator this process,” adds Warren de Leur, Aecon Jamie Borutski, Grading Foreman Energy Senior Project Coordinator on the Fraser Phillips, Traffic Control Foreman Union Gas LOBO project. Ron Haley, Sewer Foreman INNOVATION FROM WITHIN In fact, things have gone so well since Jesse Hughes, Paving Foreman the new implementation that the FDC Joaquim Ramos, Structures Foreman With SAP rollout and implementation across Aecon, Bedrock Release 2 opens the door on Pilot team quickly realized sites had Victor Freire, Structures Foreman Project Coordinator begun using their new tablets in Joao Araujo, Structures Foreman Mitch Davis using the innovative new custom applications aimed at making the job easier in the field. FDC Mobility Solution interesting ways they hadn’t envisioned. Joe Smith, Grademan on the Highway 410 At an Aecon site in Powassan, Ontario, Filipe Ferreira, Flatworks Foreman project site for example, Project Coordinator Mukhtar Abdalah El Tannoukhi, Project Manager, Tristar FIELD DATA CAPTURE (FDC) or tablet. Through SAP integration, FDC introducing more flexibility and further Galan set up shared folders on his tablet, Adam Barroso, Project Coordinator, Tristar MOBILITY SOLUTION enables real-time data to be at the users’ refining company-wide processes by allowing for real-time updates and David Gray, Civil Foreman, Tristar The Field Data Capture (FDC) Mobility fingertips as they execute projects, providing a new intuitive and scalable distribution of site documents and Vincent Gaudet, Electrical Foreman, Tristar Solution, currently in-use on Aecon’s enabling decision making based on the best “execution toolset” to meet the company’s drawings within his project team. Highway 410 Widening Project, is proof and most current information available. diverse needs. The focus with Bedrock 2, Galan’s intuitive use of the FDC mobile QUANTITIES: positive that the right kind of application can “FDC is a first-rate example of how says Cidadao is on the frontline user. tablet supports the domino effect that can 520,000 tonnes of asphalt offer effective, time-saving solutions in the we’re reaping the benefits of the Beyond the Highway 410 Widening come from an initial, collaborative solution 686,000 tonnes of granular field. Developed in the latter part of 2016 investments we’ve made in Bedrock as a Project, the FDC mobility application has once implemented, proving innovation is 420,000 cubic metres of earth excavation and piloted in the first two quarters of 2017, foundational support for Aecon,” says been piloted on other Aecon projects, such thriving at Aecon, both behind the scenes 180,000 cubic metres of rock excavation FDC is a mobility solution that allows Aecon Information Services Vice as the Lobo D – Union Gas site in and in the field. 19,000 metres of new curb and gutters project teams to capture field President Natty Cidadao. southwestern Ontario. Members of the 25,000 metres of concrete barrier/tall wall information data at the source, as it occurs. FDC is also representative of the kind of Bedrock support team travelled to various 617 sewer structures Instead of manually entering information customized solutions Cidadao’s team has pilot sites in 2017 to coach over 150 new 15,000 metres of sewers into an Excel spreadsheet or using paper begun to explore and build for Aecon’s field staff, from foremen to project 900 metres of tunnelling timesheets, FDC enables users to input in-field project teams under Bedrock managers, on FDC’s functionality. 31,000 metres of electrical conduit information, such as time, equipment Release 2, the next generation of Aecon’s “The hands-on support from Aecon’s 50 new overhead sign structures usage, and daily progress and production initial SAP implementation under the Information Services team really did the directly into a device agnostic mobile phone Bedrock banner. Bedrock 2 is focused on trick,” notes Patrick Beswick, a member of

42 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 43 PROJECT MATTERS

TRISTAR ELECTRIC INC.

Aecon’s Tristar Electric Inc. has gained international acclaim for its airport lighting installation techniques, but its service offering extends well beyond the runway.

Calgary International Airport

44 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 45 // TRISTAR ELECTRIC INC. 2016 SAFETY PERFORMANCE AWARDSAWARD

In September 2017, Tristar was recognized with twowith safetytwo safety awards awards at the at Utility the Utility Contractors AssociationContractors ofAssociation Ontario’s annualof Ontario’s convention annual Tristarconvention. Airports Tristar and AirportsTraffic Technologyand Traffic each receivedTechnology the each 2016 received Safety Performance the 2016 Safety Award of ExcellencePerformance for Award Lowest of AccidentExcellence Frequency for Lowest Rate (forAccident contractors Frequency with Rateless than(for contractors 100,000 hours). with less“These than 100,000 awards hours).demonstrate that the Tristar teams “These are deeplyawards committed demonstrate to gettinghow the their peopleTristar teams home aresafely deeply every committed day, while to working in dynamicgetting their and peoplecomplex home environments safely every in Canadaday, andwhile on working international in dynamic sites aroundand complex the world,” saysenvironments Eric MacDonald, in Canada Senior and onVice international President, Aeconsites around Utilities. the world,” says Eric MacDonald, Senior Vice President, Aecon Utilities.

Tristar Electric’s star has been known to International Airport and Ecuador’s Quito shine brightly when it comes to innovative International Airport, reflect the strength lighting installation solutions for today’s of Tristar’s symbiotic relationship with busy international airports. But a recent Aecon and its business segment merger with Aecon’s AGI Traffic opportunities. For example, the Tristar Technology (AGITT) has catapulted Tristar team in charge of successfully completing into a business now capable of a myriad of Quito airport’s airfield lighting work is now services, including intelligent transportation working on the Bermuda Airport systems, roadway and high-mast highway Redevelopment Project. lighting, and underground and overhead Even so, Tristar’s client base extends power distribution. well beyond Aecon. One of its more unique “In the airport industry, Tristar is an and challenging projects of late has been international name known throughout the an airfield rehabilitation program at Billy world,” says Tristar’s General Manager Bishop Toronto City Airport. Tasked with Brian Farrell. “But we’ve also been very installing inset lighting on the runways successful with our other services.” while the airport remained fully operational, Tristar had to schedule all work – including AIRFIELD ELECTRICAL WORK concrete pours – to be carried out through Known as Tristar Airports under the Tristar a series of night shifts over the course of Electric umbrella, the group’s airport division three months. What’s more, the schedule is focused on critical runway guidance called for all work to be completed each systems, which includes the development morning by 6 a.m. to allow for aircraft of new lighting installation techniques as to be back on the runways and ready for part of that mandate. In essence, Tristar is takeoff. Tristar continues to work on this capable of delivering any lighting typically three-year project but has taken great pride found on an airport runway. Project scope in knowing they pulled off the initial includes navigational systems that consist three-month lighting installation stage with of approach lighting, guidance signs, as well great success. as elevated and flush to grade inset lighting, “Working for Tristar’s airport division all of which are used to guide aircraft along has truly been one of the most rewarding the axis of the runway or taxiway. experiences for me,” says Farrell. “I’ve “We concentrate on all lighting systems been able to work with different people at that get the aircraft to the runway, and from many different airports, which all have the runway onto the taxiways and to the their own needs. All airport operational terminal,” explains Farrell. “It’s anything rules are similar, but each airport has its and everything that’s required to do that.” own individual way of doing things. It’s Runway lighting Some of Tristar’s more high-profile been a fun process trying to solve their installation at Vancouver airport projects, such as Toronto Pearson unique challenges.” International Airport

46 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 47 // TRISTAR ELECTRIC INC.

ROADWAY AND built in the 1990s. Today’s Traffic HIGHWAY LIGHTING Technology group under the Tristar banner The Traffic Technology division of Tristar is a descendant of that company and Electric provides a customer-focused continues to proudly foster innovative approach and specializes in everything solutions in partnership with the 407 ETR. from high-mast lighting and conventional lighting to street lights, traffic signals, POWER DISTRIBUTION pedestrian crosswalk signals, temporary Tristar Electric’s power distribution traffic signals, underground conduits and segment is a separate entity and valuable wiring, duct bank work, electrical service offering in its own right. This group maintenance services and freeway traffic installs the pole lines that distribute management systems (FTMS). electricity to individual homes within entire “One of the projects that we’re neighbourhoods. The work in this sector currently working on and are very proud represents another Tristar niche market of is Ontario’s 407 ETR,” notes Farrell and includes dedicated clients, such as of the Traffic Technology group. “We Toronto Hydro and the City of Toronto, as have been, and are, heavily involved well as several local distribution with this project. We’re upgrading all the companies in Ontario. The general scope high-mast, high-pressure sodium lights of work includes building new hydro pole to LED fixtures.” lines to service residential and commercial In fact, the 407 ETR job currently classifies spaces, setting up new distribution as the largest high-mast-to-LED conversion transformers – which are commonly found job for a highway authority in Canada. within close proximity to residences and “On this job, we’re responsible for all function to lower voltage so that it can be the electrical maintenance work on the used by household appliances and lighting 407 ETR,” says Farrell. “This includes very – and rehabilitating existing areas with large geographic areas and all of the new hydro lines while transferring the high-mast illumination, as well as the power from the old systems to new ones. preventative maintenance around existing “In addition to providing power to local traffic signals and any emergency pole residents and businesses, Tristar’s power knock-downs.” distribution segment installs various Leveraging solid relationships built on SCADA (Supervisory Control And Data consistent, quality work is a big part of Acquisition) switching equipment to allow Tristar’s success. The Traffic Technology authorities to remotely control and monitor group’s roots run deep with the 407 ETR. their distribution systems,” explains As the former AGITT, its predecessor Director Chris Manielly. company, BFC Traffic Technologies, was One of Tristar’s largest contracts responsible for all lighting work on the involves the implementation of full inaugural section of the electronic toll overhead distribution relocation for highway when the 407 ETR was originally Aecon’s Eglinton Crosstown LRT Project.

Billy Bishop Toronto City Airport

48 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 49 // TRISTAR ELECTRIC INC.

INTELLIGENT TRANSPORTATION electromagnetic detection systems SYSTEMS (ITS) used to detect traffic volumes and Intelligent transportation systems (ITS) automatically send signals to the large PROJECT FILE enable users to be better informed and displays commonly found on highways make safer and more coordinated use of that inform drivers of the traffic ahead. transport networks. These advanced applications provide innovative services for EXPANDING INTO THE FUTURE TRISTAR ELECTRIC INC. different modes of transport and traffic While Tristar Electric’s airport work is management. international in scope, the group’s roadway OFFICE LOCATIONS: Mississauga and Reflecting its range and expertise, lighting, power distribution and ITS work is Scarborough, Ontario Tristar Electric can install an entire ITS primarily focused in Ontario. from start to finish. Some of the group’s “The airport work is our strength, but STARTED: 1983 most notable ITS projects include the we are looking to expand the high-voltage Highway 7/vivaNext Rapidway in Markham and highway division internationally, as well RANGE OF SERVICES: Airfield electrical; intelligent and Richmond Hill and the Davis Drive as broaden it within Canada,” notes Farrell. transportation systems (ITS); roadway lighting; Project in Newmarket. The group has prepared several underground and overhead power distribution “An intelligent transportation system prequalification packages for power involves a lot of components and distribution work within Western Canada NOTABLE PROJECTS: Eglinton Crosstown LRT hardware,” explains Tristar’s Operations and is anticipating bidding on work within project (overhead hydro distribution relocation); Manager Nick Di Martino. “We are the provinces of Alberta, Manitoba and Bermuda Airport Redevelopment Project (airfield involved in everything from installing the Saskatchewan in the coming years. lighting); Highway 407 ETR (roadway lighting); underground infrastructure, piping, conduit “We have a lot of experience within Highway 7/vivaNext (ITS installation) and manholes to pulling in all of the fibre our group, and we have a lot to offer,” optic cables and installing all the intelligent says Farrell. “It makes it very rewarding COVERAGE: Across Canada and internationally switches and dynamic information displays.” to walk onto a project and be able to The group has also been involved in offer our expertise and be successful KEY CLIENTS: Ontario Ministry of Transportation, 407 setting up CCTV cameras and induction, in achieving the end goal to make the ETR Concession Company Limited, Union Gas, Toronto or loop detectors, which are customer happy. We really pride ourselves Hydro, Kingston Utilities, York Region Transit (YRT) on what we’ve accomplished.” NUMBER OF EMPLOYEES: 160 Bottom: Clamping in of a conductor that was installed during an overhead stringing operation Right: Traffic lighting rearrangements for the for the Eglinton Crosstown LRT at Kennedy Road Eglinton Crosstown LRT – Fairbank Station at KEY EMPLOYEES: and Eglinton Avenue and Eglinton Avenue Brian Farrell, General Manager Chris Manielly, Director Nick Di Martino, Operations Manager Jackie Gregorash, Business/Procurement Manager Pedro Sandoval, Project Engineer Paul Van Sydenborgh, Superintendent Lucy Jamison, Supply Chain/Procurement Manager Chad McDonald, EHS Advisor Domenic Spalvieri, Superintendent Tom O’Donoghue, Superintendent Steve Smith, Superintendent Mike Papais, Superintendent Frederick Oliver, Superintendent John Tomasi, Superintendent

50 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 51 PROJECT MATTERS R E D E F I N I N G I N N O V A T I O N

JOHN HART GENERATING STATION REPLACEMENT PROJECT

With its project completion date now in full view, the John Hart Generating Station Replacement Project has become a first-rate example of how innovation and ingenuity can reduce an environmental footprint.

52 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 53 // JOHN HART GENERATING STATION REPLACEMENT 60k 300k 57 CUBIC METRES OF POWERHOUSE EXCAVATION CUBIC METRES OF ROCK EXCAVATION COFFERDAM PILES

For almost seven decades, it functioned create the two tunnel portals needed to as one of Vancouver Island’s most lead to the powerhouse and water passage important power-generating facilities, tunnels. Over the course of 2017, crews but the original 126-megawatt John Hart have completed the underground Generating Station in Campbell River, powerhouse work by installing concrete British Columbia, was beginning to placements and hydroelectric components. show its age. In order for it to keep Marshall says the ASL-JV project team delivering clean, reliable energy, has proved to be innovative in more ways withstand earthquakes and protect than one. downstream fish habitats, the station “People often think that innovation only needed a major overhaul. has to do with building something new,” The John Hart Generating Station he notes. “We actually introduced other Replacement Project began with a innovative approaches, such as using contract award in 2014, making it the first existing equipment for tasks other than Public-Private Partnership (P3) their traditional use.” At one point, hydroelectric construction project in Marshall explains, his crews enlisted the Canada, and one of the largest on record. help of an excavator to erect formwork BC Hydro named SNC-Lavalin Inc. as the and place concrete – something it’s not preferred general contractor and generally used for – so that the team could subsequently signed a contract with stay on schedule. “I thought it was unique InPower BC (SNC-Lavalin). Aecon, in turn, to use standard equipment in different joined SNC-Lavalin Inc. in a joint venture ways to move the job forward.” partnership (ASL-JV) to carry out the civil The innovation didn’t stop there. construction portion of the contract, which The contract for this project also included was notable for its innovative underground the building of a new water bypass powerhouse to ensure the continued facility to provide flow continuity below delivery of reliable energy while improving the generating station and protect the facility’s environmental footprint. downstream fish habitats, since “With the help of our project partner approximately 95 per cent of the SNC-Lavalin, our team was the only project Campbell River flows past the station. proponent to come up with a design option Prior to construction, there was no that was different from the traditional layout water bypass facility at John Hart of a surface powerhouse, yet still meet the Generating Station. If one or more of the needs of the client,” explains ASL-JV six generating units in the powerhouse Project Manager Scott Marshall. were to go down, it could mean a delay up to 60 minutes long before recovering AN INNOVATIVE APPROACH... water flows arriving from the upstream OR TWO John Hart Dam. As a result, the The original John Hart hydroelectric facility downstream river flow could be reduced, operated above ground for many years stranding fish or exposing salmon eggs in “One of the key design constraints on this project was on BC Hydro property in the middle of the gravel. Elk Falls Provincial Park in mid-Vancouver “One of the key design constraints on Island. Given its setting, the facility was this project was to build a water bypass to build a water bypass facility that would ensure that a necessary yet somewhat lamented facility that would ensure that if any of the infrastructure within an otherwise pristine generating units go offline, the water flow landscape. Replacing it with a modern, into the river would not be interrupted,” if any of the generating units go offline, the water underground powerhouse would improve explains Marshall. “The purpose of the the park and give BC Hydro an opportunity new bypass facility is to provide an almost to bolster generating capacity to 132 MW. instantaneous transfer of flow from the flow into the river would not be interrupted.” With work beginning in 2014, the first powerhouse units to the bypass system portion of project scope focused on and the river.” — Scott Marshall, ASL-JV open-cut excavation to gain access to the To date, crews have completed the Project Manager portal face in the bedrock. Project crews construction of the water bypass facility and switched to a drill-and-blast operation to all related tunnelling and excavation work. Formwork and concrete placement at intake tunnels

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Hydroelectricity plants capture the energy of moving water to provide safe, clean, renewable energy with virtually no greenhouse gas emissions. About 95 per cent of the Campbell River flows through the John Hart Generating Station. It has a capacity of 132 MW – enough electricity to power 80,000 homes.

MAIN ACCESS TUNNEL

GATE GALLERY POWER TAILRACE TUNNEL CAMPBELL RIVER TUNNEL ADIT

POWERHOUSE CAVERN SERVICE TUNNEL

MANIFOLD POWER TUNNEL ADIT

POWER TUNNEL

SURGE TANK

JOHN HART RESERVOIR

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PROJECT FILE

JOHN HART GENERATING STATION REPLACEMENT PROJECT

CLIENT: BC Hydro

LOCATION: Campbell River, British Columbia

JOINT VENTURE: Aecon Constructors and SNC-Lavalin Constructors Pacific Inc. (60/40 ASL Joint Venture)

CONTRACT VALUE: $225 million (Aecon’s share)

AECON BUSINESS UNITS: Aecon Infrastructure One of the turbine/generator outlets (Heavy Civil) leading into the surge chamber SCOPE OF WORK: GOING ABOVE AND BEYOND further risks to the surrounding · New water intake at existing John Hart Dam The ASL-JV team, along with Hatfield environment. · Replacement of three 1.8-kilometre, above-ground Consultants, also took an innovative “Using salt to melt the snow can put a penstocks with a 2.1-kilometre tunnel approach to meeting and exceeding the real strain on our water treatment · New underground generating station environmental standards initially facility,” explains Steels. “If the runoff · New water bypass facility established for this project. Starting in the that flows into our treatment facility · New tailrace outlet structure planning stages, well before the crews contains high levels of salt, we would broke ground three years ago, virtually need to treat and neutralize it with TIMING: June 2014 to December 2018 every aspect of the replacement project different chemicals before it’s released has been viewed through an back into the river, which can overload EMPLOYEES ON SITE AT PEAK: 52 staff and 500 environmental lens. Given the project’s the facility. Sand is taxing, as well, trade workers provincial park location, that awareness because it creates turbidity in the water, has been further heightened, with project or makes it cloudy, which is why, with the KEY EMPLOYEES: crews addressing everything from nesting help of our aggregate supplier, we Greg Steels, Executive Committee Chairman of the barn swallows to endangered snails. At decided to use fine gravel instead.” ASL Joint Venture one point, they even had to build a new Anticipating large amounts of Don Brophy, Senior Vice President home for a colony of bats that were meltwater, the crews prepared by Blair Brandon, Senior Vice President discovered living in the existing cleaning out the tunnel entrance sumps Scott Marshall, Project Manager powerhouse. On several occasions, and removing snow from the main Dale Mogielka, Quality Control Manager workers had to be mindful of the frogs that construction site and high-traffic areas. Frank Trauzzi, Business/Labour Relations Manager insisted on making their way down into Any water that did make it into the James Dow, Safety Manager the deepest section of the project’s newly treatment facility was much easier to Richard Tame, Construction Design Manager excavated tunnel. neutralize because it contained very low 2,730 Nathalie Dinnissen, Project Engineer The winter of 2016/2017 proved to be a levels of sand and salt to begin with, TONNES OF REBAR Drew Reicheld, General Superintendent particularly difficult one for the ASL-JV ensuring the processed water was in Joe Hetherington, Superintendent team, as they were met with especially pristine condition once it was released Walter Boutilier, Superintendent harsh ice conditions and very high snowfall. back into Campbell River. Todd Ryan, Superintendent The turbulent weather challenged the Bradley Chow, Project Coordinator project’s environmental management team AT JOURNEY’S END Cesar Velez, Project Coordinator to think on their feet to find successful The project team anticipates reaching Francis Gonella, Project Coordinator ways to continue meeting all environmental substantial completion by December 2018. 500 Jerome Boucher, Project Coordinator standards during the snowfall – and the The final portion of the work entails the TONNES OF STRUCTURAL STEEL Logan Schrum, Project Coordinator expected melt – while still ensuring removal of the above-ground penstocks, Rory Peters, Project Coordinator construction progressed on schedule. two of the three surge towers, and the Noella Tarasoff, Senior Project Administrator “It was absolutely one of the harshest existing station. The commissioning of the Johnna Seccareccia, Nurse winters we’ve had on the project,” ASL-JV powerhouse and all generating units must Executive Committee Chairman Greg Steels also be completed before the station can QUANTITIES: says. “But we anticipated it and knew we officially begin operating in October 2018. 2,730 tonnes of rebar had to come up with a good solution.” “The constant collaboration between 60,000 cubic metres of powerhouse excavation To keep the workways clear of ice, the the production and environmental teams, 45k 300,000 cubic metres of rock excavation team came up with the idea of using fine as well as all the participation at the local CUBIC METRES OF CONCRETE 57 cofferdam piles gravel instead of salt and sand to spread level, really helped the morale of the job,” 500 tonnes of structural steel over the roads. Typically, when the snow notes Steels. “With everyone’s input and 45,000 cubic metres of concrete and ice start to melt, the salt and sand hard work, we’ve really been able to come 15,000 cubic metres of shotcrete run off into the wetlands, harming the up with innovative solutions on the go and nearby habitat. Alternatively, using fine keep things on track until the very end.” gravel to give the work roads traction allowed for construction work to progress 15k Intake tunnel at according to schedule and mitigated any CUBIC METRES OF SHOTCRETE the John Hart Dam

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REGINA WASTEWATER TREATMENT PLANT

The largest Public-Private Partnership (P3) water project ever executed in Canada, the Regina Wastewater Treatment Plant Upgrade Project has delivered on new environmental standards for its city and accolades for the Aecon-partnered joint venture team responsible for constructing on time and under budget.

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PROJECT TIMELINE

JUN Excavation begins (early works) 2014 17k 2.5 12k CUBIC METRES OF CONCRETE KILOMETRES OF UNDERGROUND DUCTING METRES OF CABLE INSTALLED FOR AND PIPING FOR NEW ELECTRICAL FEED MAIN ELECTRICAL SYSTEM JUL Project agreement signed 2014

AUG EPCOR begins plant operations 2014

AUG Greenfield site excavations 2014 complete

OCT Two tower cranes erected 2014

NOV Bioreactor base slabs complete 2014

MAR Grit Removal Tanks construction 2015 begins

JUN Secondary Clarifiers 2015 construction begins

NOV Grit Removal Tanks construction 2015 complete

MAR UV system in service It was a scenario that continues to play EPCOR Water Prairies Inc. in what “I didn’t really know what to expect 2016 out in multiple major urban centres across became the largest water project then- going into it,” says Jamie Abernethy, the country: a growing populace putting tendered in Canada and the City of Aecon Water Project Director, “but unprecedented pressure on aging Regina’s largest and most complex capital we ended up developing really good APR New BNR & Secondary infrastructure. In this case, it was the City project to date. The consortium formed to relationships on site. I was impressed 2016 Clarifiers begin operations of Regina’s wastewater treatment facility. carry out the work consisted of EPCOR with what everyone was able to For years, it had been approaching Water Services, Aecon Water (Lockerbie accomplish; so much in such a short capacity limits in servicing an estimated Stanley), Graham Infrastructure and amount of time. It really was a positive 200,000 residents. The year was 2013, Stantec Inc. joint venture experience.” AUG Secondary Clarifiers and the City was facing additional pressure 2016 construction complete from the provincial Saskatchewan Water A SOLID PARTNERSHIP UNDER CONSTRUCTION Security Agency, which had invoked a Construction on the Regina Wastewater A solid JV working partnership is deadline to introduce significant new Treatment Plant Upgrade Project got under imperative when there’s an immense SEPT Digested Sludge Tank erected wastewater effluent standards to protect way in June 2014. It was a first-time amount of work to complete, and the 2016 public health and the environment. venture for Aecon Water (Lockerbie GLS JV team had their hands full Following extensive planning, analysis, Stanley) working with Graham Infrastructure from the start. Work included the discussion and debate, as well as a local as part of the Graham-Lockerbie Stanley excavation of more than 375,000 cubic OCT Biogas System in service 2016 referendum, the City turned to the joint venture (GLS JV) project team. metres of soil (equivalent to 124 Public-Private Partnership (P3) model to Graham took the lead on the civil elements Olympic-size swimming pools), facilitate the substantial overhaul of its while Aecon led the mechanical, electrical, the pouring of more than 17,000 aging wastewater plant. A $350-million instrumentation and programming cubic metres of concrete, and the DEC Substantial completion 2016 P3 project proposal was tendered, and the portions of the work. It turned out to be installation of more than 1,650 tonnes One of the plant’s bioreactors and project was subsequently awarded to an ideal partnership. of reinforcing steel. piping used for process air

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Lower level of blower building

“The main challenge was keeping the expectations. In the case of the newly existing facility fully operational while upgraded Regina Wastewater Treatment making the upgrades,” notes Abernethy. Plant, all testing to date has been carried “It required an intimate knowledge of both out while the plant has been fully the current process and the upgraded operational, which is a challenge in itself, process to avoid or mitigate shutdowns.” as conducting these tests calls for the And while the heavy construction was water levels to reach extreme conditions. the most visible part of the project, the “Every wastewater treatment facility is GLS JV team also upgraded the existing different,” explains Abernethy. “There are facilities and installed sophisticated so many unique criteria that need to be technology, including new turbo blowers taken into consideration. So far, our testing and fine air bubble diffusers. The purpose has been meeting all of the requirements, of the turbo blowers – which are equipped but we’ve been experiencing some with magnetic bearings that make them challenges with the extreme conditions, frictionless due to magnetic levitation – is which is why we’ve worked with Stantec to support the high oxygen requirements, to implement some changes.” while the fine air bubble diffusers increase With tests conducted daily, the team oxygen transfer efficiency to allow for a has been able to collect a significant decreased footprint. amount of data for engineering firm and The work also included the installation project partner Stantec to input into a of two prefabricated stainless steel tanks biomodel, which, in turn, simulates for a dissolved air flotation system, more treatment at those most extreme than two kilometres of underground conditions to determine if the modifications ducting for a new primary 25-kilovolt are effective. electrical feed, about 2.5 kilometres of Commissioning continues with the aim underground piping up to 54 inches in to turn over the facility by the end of 2017. diameter, and more than 40,000 weld and groove inches for the process piping. MIND YOUR SURROUNDINGS From an environmental perspective, the TESTING, TESTING plant’s location and operating system dealt In December 2016, two years after the crew several challenges throughout construction began, the GLS JV team the project’s construction phase. reached substantial completion. With all The original plant operated as a REGINA WASTEWATER TREATMENT new process systems in service, the facultative lagoon system, with multiple project was proudly delivered on time and lagoons attracting thousands of Canada under budget. In fact, notes Abernethy, the geese every spring. During the first PLANT UPGRADE AWARDS construction portion was actually finished spring of construction, the crews didn’t several months ahead of schedule. anticipate the thousands of geese that 2014 WINNER: 2015 RUNNER-UP: 2017 WINNER: “The original project duration was 30 would flock to the lagoons to nest. C.W. Chuck Wills Award P3 Award for Best Waste/ WCW Exceptional Municipal months, which is something the owners They had to enlist the help of partner for Municipal Infrastructure, Energy/Water project Water/Wastewater Project didn’t believe could be done,” explains Stantec and its environmental officials 2014 National Awards for category, P3 Bulletin Award, Western Canada Abernethy, “but we did it; our crews did a to carefully relocate the existing nests Innovation and Excellence in Water (WCW) fantastic job, which was a difficult task to to a safer location before work could Public-Private Partnerships achieve given the tight timelines.” continue. With the benefit of knowledge This last year – 2017 – has been all and experience now on their side, the about the requisite commissioning of the team proactively scheduled around new facility. This is a vital and often nesting season the following spring challenging aspect of any project, with and managed to successfully avoid Settling tanks used for equally demanding timelines and high project delays as a result. primary sedimentation

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PROJECT FILE

REGINA WASTEWATER TREATMENT PLANT UPGRADE PROJECT

CLIENT: EPCOR, for the City of Regina

LOCATION: Regina, Saskatchewan

CONTRACT VALUE: $158 million

JOINT VENTURE PARTNERSHIP: Graham-Lockerbie Stanley JV (GLS) (Aecon Water and Graham Construction)

AECON BUSINESS UNITS: Aecon Water Infrastructure Inc.

SUMMARIZED SCOPE OF WORK: · Conversion of a lagoon treatment plant into a new biological nutrient removal treatment facility · Retrofit, refurbishment and new construction

TIMING: June 2014 to December 2016 (substantial completion)

EMPLOYEES ON SITE AT PEAK: 45 - 50 staff and 200 trades

KEY EMPLOYEES: Glen Sinclair, Vice President, Aecon Water Jamie Abernethy, Project Director Bill Morrow, Senior Superintendent Garry Germscheid, Construction Manager

QUANTITIES: 400,000 cubic metres of excavation Another environmental consideration for refurbished grit removal system and 17,000 cubic metres of concrete the team was the plant’s location adjacent implements the strictest approval 1,800 tonnes of reinforcing steel to Wascana Creek, a stream that originates requirements to protect both public health 2.5 kilometres of underground ducting for in the fields east of Regina, close to the and the environment. This is done with new electrical feed village of Vibank, and travels southeast for the help of an upgraded SCADA 2.5 kilometres of underground piping approximately 45 kilometres before turning (supervisory control and data acquisition) (up to 54-inch diameter) west again at Tyvan. Working alongside it network, which has improved the overall 3,300 safety meetings called on the crews to comply with the automation of the plant. 12,000 metres of cable installed for main local stormwater discharge requirements, “The upgraded SCADA network electrical system including controlling and treating site runoff. provides the operations staff with dial-out The team followed a strict set of guidelines alarms, which is when a computer calls that helped to reduce pollutants in the the on-call staff, allowing them to check stormwater runoff, including the the status of the plant simply by using implementation of a proper erosion and their mobile devices,” explains Abernethy. sediments control plan. The GLS JV team In addition to this, the plant’s new AECON WATER: LEVERAGING JV also installed an ultraviolet system at the treatment solutions have the capacity to plant to disinfect water before it enters reduce nutrients that can damage the Wascana Creek. environment from re-entering the river EXPERIENCE FOR NEW OPPORTUNITIES and to improve conditions for all aquatic The value in a successful joint venture experience often extends beyond the SAFER SYSTEMS life in Wascana Creek and the Qu’Appelle project itself. The baseline established by Aecon Water and Graham in their The City of Regina’s newly upgraded River system. inaugural GLS JV working partnership not only garnered industry accolades wastewater treatment plant was built to Adds Abernethy: “The plant uses the (see page 69) but also set the foundation for future work. sustain 30 years of growth. In this regard, modified ‘Johannesburg’ process for The Aecon-Graham JV team leveraged the knowledge and expertise its design is ahead of its time. Aside from biological nutrient removal to meet the gained on Regina’s mega wastewater project to truly understand how to bid the secondary treatment facilities that more stringent effluent requirements on – and subsequently win – a new project as a unified, proven consortium. now include biological reactors and imposed by the regulatory bodies.” The JV is now leading the Annacis Island Wastewater Treatment Plant Stage secondary clarifiers, sludge thickening, UV Finally, the new facility includes a wet 5, Phase 1 Expansion Project in Delta, B.C., carrying out a similar scope of disinfection upgrades, and improvements weather flow treatment system used to work that will see the facility increase its capacity and also meet seismic to the existing anaerobic digesters and temporarily store large storm flows that impact requirements. Construction began in May 2017, with an estimated biogas systems, the plant also boasts a might overwhelm the plant’s capacity. Another one of the completion date of April 2021. plant’s bioreactors

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PORT MANN MAIN WATER SUPPLY TUNNEL

Aecon cements its role as an innovative partner-of-choice in B.C.’s heavy civil sector with Vancouver’s Port Mann Main Water Supply Tunnel — the region’s ambitious response to the growing demand for fresh drinking water.

Interior of a Port Mann Main shaft

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Praised by the Tunnelling Association of Canada (TAC) for exceptional engineering skill, a comprehensive understanding of underground construction and an innovative approach to modern tunnelling, the Port Mann Water Supply Tunnel project was awarded TAC’s Canadian Innovation Project of the Year Award in October 2016. A formidable engineering project located far beneath British Columbia’s Fraser River, the Port Mann Water Supply Tunnel is a fitting example of what can be achieved when challenge meets innovation. The project − the first in a series of major water transmission system upgrades planned for the Metro Vancouver region – challenged its McNally-Aecon joint venture team early on with adverse riverbed soil conditions and the highest groundwater pressures ever observed in Canadian soft-ground tunnelling. The team attacked the problems with careful planning, innovative techniques and a comprehensive understanding of underground construction, resulting in the project successfully reaching substantial completion in January 2017. “By working as a team, we were able to successfully complete this challenging Workers lowering TBM project,” says Frank Huber, Director, Major cutterhead down the shaft Projects, Management Systems & Utility Services, Metro Vancouver. Originally built in 1974, the Port Mann Water Main is one of several key water supply links between Metro Vancouver’s watersheds and the municipalities located south of the Fraser River. The region’s ever-growing population and demand for 26,000 clean drinking water spurred the CUBIC METRES OF CAST-IN-PLACE CONCRETE construction of a new water main tunnel to double the supply capacity and provide enhanced earthquake and river erosion resiliency. The new tunnel is located 30 metres below the Fraser River bed (45 metres below the river’s surface level) and completely replaces the old tunnel. The key partnership bringing this 1.6M KILOGRAMS OF REINFORCING STEEL project to fruition was the formal joint venture (JV) team of McNally Construction Inc. and Aecon Constructors (now called Aecon Major Projects West). “We were truly an integrated JV,” says Aecon Project Manager Andrew Rule. “McNally brought the tunnelling experience and we brought the heavy 41,000 civil, concrete and piping experience; it CUBIC METRES OF EXCAVATION was really one team that worked together on everything.” Aecon has worked with McNally in the past, so becoming one team on this joint venture was an easy task, says Rule. “They’re a really great crew; excellent tunnellers, and they have the right people 1.5M and experience.” KILOGRAMS OF STEEL WATER PIPE

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At one point during Squirrel’s journey under the river, the TBM “The new Port Mann Water Supply Tunnel enables encountered mechanical problems in the excavation chamber, which is located at the front section of the machine. To fix the problem, crews needed access to it, which becomes a challenge Metro Vancouver to meet peak demands for water when you’re dealing with a massive machine…in a tunnel... under the water. The project team grappled with the conundrum and came up with a practical, innovative solution: they installed long into the future and, at the same time, mitigates a large marine platform at the surface of the Fraser River directly above the TBM. “After we installed the platform, we used in-ground cooling concerns about possible damage from earthquakes tubes to freeze the area around the head of the TBM so that we could gain entry into it and make repairs,” explains Rule. “That was a pretty big challenge and very unique for this type or high flows in the Fraser River.” of work.” In fact, not only was the installation of the marine platform — Marilyn Towill, Director, not part of the original scope of work, it ended up being the Operations & Maintenance, stroke of brilliance that helped the joint venture team win the Tunnelling Association of Canada’s (TAC) coveted Canadian Metro Vancouver Innovation Project of the Year award in 2016.

LOUGEED IGWA CROSSING

ORT ANN WATER AIN NORT

PROJECT OVERVIEW BUILDING THE SHAFTS Construction of the north-side shaft C RAIL LINE It’s safe to say the new Port Mann tunnel The first phase of construction included began while Squirrel tunnelled underneath couldn’t have happened without the help excavating the 60-metre-deep south-side the Fraser River from the south shaft. of “Squirrel.” As is tradition in big shaft. Because of its close proximity to the With the north shaft excavated, the tunnelling projects, the nickname river and associated geology, crews spent a crews could then begin work on a similar affectionately assigned to the tunnel significant amount of time installing the slurry reinforcement system found in the boring machine (TBM) on the Port Mann wall primary ground support and removing south shaft. ORT ANN WATER SUL project delivered big time, despite its materials from the base of the shaft in Deeper and smaller in diameter than its small-stature moniker. Squirrel was tasked preparation for pouring the concrete base. south-side counterpart, the north shaft TUNNEL NORT SAFT with boring a 3.5-metre-diameter tunnel And since the bottom of the shaft was below required special consideration when it AR ILL that ran from the south side of the Fraser water level, specialized divers were employed came to preparing for an anticipated future ASS River in Surrey, B.C., to Maquabeak Park in to work underwater to complete the task. seismic event. The design called for the CROSSING Coquitlam. Before Squirrel’s work could The next step was to strengthen the installation of an isolation layer between begin, however, crews first needed to interior of the shaft with a reinforcement the slurry walls and the permanent lining. excavate and build two massive shafts on system consisting of rebar cages, which The isolation layer consists of a grey, either side of the river. were first assembled on the surface and plastic fabric called UHMW, or ultra-high Following the completion of the south then lowered into the shaft. Crews would molecular weight, and it functions as a shaft, Squirrel began to tunnel north, as then fill the reinforcement area around the slippery separation layer that prevents the crews installed the precast tunnel liner shaft walls with approximately 140 cubic slurry wall from making contact with the sections that would protect and support metres per lift, totalling 2,200 cubic permanent lining, thereby decreasing the ORT ANN WATER SUL the 2.1-metre-diameter, welded-steel metres, of self-consolidating concrete. A seismic loading on the permanent lining water pipe that would eventually carry unique product, self-consolidating concrete of the structure. TUNNEL SOUT SAFT drinking water to area residents. offers a “runnier consistency” that allows Like the south shaft, the north shaft In keeping with one of the stated for flow around very heavily reinforced also serves an additional purpose. After ORT ANN WATER objectives of the overall project, both the structures, and is able to set without the the TBM reached the north side and was SUL TUNNEL COLETE new shafts and tunnel are fully earthquake need for any mechanical vibration. hoisted out of the north shaft, crews used resistant to mitigate the risk of any future Crews used a large hopper to transport the top of the north shaft to construct a seismic damage causing a threat to the the concrete down the shaft and then valve chamber that controls the flow of region’s water supply. place it through an opening in the form. water to the other side of the river. Interior view of tunnel from portal

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PREPPING FOR SQUIRREL SQUIRREL GETS TO WORK the required and continuous maintenance In November 2013, the first major In December 2013, the Port Mann Water of the TBM, meant that the first milestone for the Port Mann Water Supply Tunnel south shaft job site was 100 metres of the tunnel took a few PROJECT FILE Supply Tunnel project had been realized; where Squirrel, the massive TBM, was months to complete. the south shaft reached the end of lowered into the 50-metre-deep shaft to “It was a real geological challenge construction and crews began preparing begin its boring duties far beneath the getting across the river,” says Rule. “The for tunnelling. river’s surface. It took a total of 30 days to riverbed was made up of a combination of PORT MANN MAIN WATER SUPPLY As work on the north shaft commenced lower Squirrel into the shaft and assemble clay, large boulders, sand and cobblestones, TUNNEL PROJECT on the opposite side of the river, the crews it. Once boring commenced, Squirrel and then, to add to that, the water pressure were also prepping to receive the first set worked its way toward the north shaft at was pushing the limits of existing Pipe travelling CLIENT: Metro Vancouver of a very large order of precast concrete an average speed of 10 metres per day. technologies in North America.” within the tunnel segments that would be used to line the For the Port Mann project, it was crucial In order to keep Squirrel moving, a TRANSPORTING THE WATER LOCATION: Vancouver, British Columbia tunnel deep below the Fraser River. It took that Squirrel be an earth pressure balance team of 15 to 20 people was required to After completing the tunnelling portion of a third-party company nearly one year to (EPB) machine, designed to tackle both be on hand at all times. The machine was the massive project, crews began to install CONTRACT VALUE: $170 million manufacture 6,000 of these individual the high pressure associated with the operated by a crew of five people while the lined steel pipe that would transport sections, which, when assembled tunnel’s depth and the challenging geology other workers operated the locomotives the region’s drinking water. The steel pipe TYPE OF CONTRACT: Lump Sum (Bid-Build) together, create the 1,000 ring segments under the Fraser River. and transported materials out of the tunnel was made of nine metre-long segments that make up the interior liner of the “The pressure from the weight of the and shaft. welded together underground. After it was JOINT VENTURE PARTNERSHIP: one-kilometre-long tunnel. water – and in our case, there was a lot of Squirrel was equipped with two skins − fitted into the tunnel, workers filled the McNally Construction Inc. – Aecon Constructors Since the weight of the earth and it – and the difficult geology required this outer and inner. Once it reached the 40-centimetre gap between the tunnel and (Construction Management provided by Hatch groundwater above the tunnel is particular type of tunnel boring machine be north shaft at Maquabeak Park, Squirrel’s the steel pipe with cellular concrete, which Infrastructure) considerable, the thick concrete segments used,” explains Rule. “It uses a technique forward and head sections, as well as securely held the tunnel liners in place. were built to withstand the extreme that holds the water and earth pressure its inner skin and all of the hydraulic On December 17, 2016, the project’s final AECON BUSINESS UNIT: pressure far below ground, protecting both back using an internal screw conveyor rams, were removed from the shaft. The milestone was achieved in a quiet Surrey, Aecon Major Projects West the workers in the tunnel during system that allows the inside of the outer skin remained in the ground to form B.C., neighbourhood when the last piece construction and the water supply pipe machine balance to remain at atmospheric the permanent seal between the shaft and of pipe was installed by Metro Vancouver’s SUMMARIZED SCOPE OF WORK: that would be installed within it. pressure, which is why it’s called ‘earth the tunnel. crews, linking the new tunnel to the · Set-up of two shaft sites and sinking of two Once the precast concrete tunnel pressure balance.‘” Following 18 months of tunnelling, existing drinking water network. 60-metre-deep shafts (Coquitlam and Surrey) liner was completed, an earthquake- In fact, one of the greatest challenges Squirrel dutifully completed its job. Upon “The entire project was an engineering · One-kilometre excavation of EPB (earth pressure resistant, welded-steel pipe was inserted of the project proved to be the ground removing the machine from the ground, challenge that both the engineers and our balanced) tunnel with precast segmental lining inside. The annular space between the conditions under the river. The water workers were impressed to see the TBM crews had to face,” says Rule. “We worked under the Fraser River, from Surrey to Coquitlam steel pipe and precast tunnel liner was pressure was calculated as being the had remained in reasonably good condition, with very tight construction tolerances and · Installation of welded-steel pipe lining backfilled with 2,300 cubic metres of highest ever observed in Canadian which meant it could be refurbished for a numerous geological constraints. It was · Construction of two near-surface valve chambers cellular concrete. soft-ground tunnelling. This, along with future project and continue its lifecycle. tough, but it turned out to be such an innovative and incredible job in the end.” TIMING: Spring 2011 to January 2017

OUT OF SIGHT, OUT OF MIND EMPLOYEES ON SITE AT PEAK: 70 - 80 Following project completion and extensive landscaping touches, the Port KEY EMPLOYEES: Mann Main Water Supply Tunnel is now Andrew Rule, Project Manager “By working as a team, we were fully functioning, delivering double the Mark Thompson, Project Controls Manager capacity of clean, safe drinking water from Steve Skelhorn, Tunnel Manager Metro Vancouver’s reservoirs to Surrey Sean Gamble, Tunnel Superintendent able to successfully complete this and neighbouring communities south of Arash Foadi, Civil Superintendent the Fraser River. Brian McInnes, Planning & Engineering Manager “The new tunnel enables Metro Peter Lyon, Safety Manager challenging project.” Vancouver to meet peak demands for Paul Babstock, Quality & Environmental Manager water long into the future and, at the same — Frank Huber, Director, Major Projects, time, mitigates concerns about possible QUANTITIES: Management Systems & Utility Services, damage from earthquakes or high flows in 26,000 cubic metres of cast-in-place concrete the Fraser River,” says Marilyn Towill, 1,600,000 kilograms of reinforcing steel Metro Vancouver Director, Operations & Maintenance, 41,000 cubic metres of excavation Metro Vancouver. 1,497,000 kilograms of steel water pipe Although so much of the work that went into this project is hidden deep beneath the ground, locked out of sight for those who live in the surrounding area, the project team and workers who invested many hours working on the new Port Mann Main Water Supply Tunnel will forever know what a magnificent feat of engineering, determination and hard work rests beneath the surface.

Port Mann Main Water Supply Project site

74 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 75 SAFETY MATTERS

BETWEEN THE LINES By Mike Archambault Senior Vice President, Chief Safety Officer

Aecon has built much of the To put that into perspective, this AT-FAULT VEHICLE INCIDENT Although these metrics are considered transportation infrastructure that spans equates to: FREQUENCY FROM 2016 TO 2017 “trailing indicators,” there is a correlation our country, including highways, urban · Driving from St. John’s, Newfoundland, (END OF Q3) between training and a reduction in at-fault roadways and bridges. We’re proud of to Vancouver, B.C., approximately vehicle accidents. REMEMBER TO ALWAYS IMPLEMENT this contribution to our nation and its 5,224 times This significant reduction highlights the 3.71 connection to our employees, who rely on · Driving around the circumference of basic principle that when best practices SAFE DRIVING PRACTICES: this critical infrastructure on a daily basis. Earth approximately 925 times are followed every day, it’s possible to Whether the drive is part of a daily reduce vehicle incidents. commute or to a required job site location, As a result, Aecon relies on robust Aecon’s comprehensive driver training for our employees and contractors, training and our employees to help program focuses on basic principles that  Complete a circle check to ensure there  Always signal and let others know 2.7 each day can bring a new driving operate our fleet in a safe and professional anyone can use to immediately reduce are no immediate hazards around the your intentions before changing lanes challenge. Some of these destinations manner. Although everyone must pass potential hazards and risks on the road. It’s vehicle before use. or turning. can be remote, locations with little traffic certain testing standards to obtain a important to never become complacent or  Always follow the speed limit and  Check mirrors regularly and be aware along the way, while others require license to drive different classes of hold on to bad habits that may contribute adjust speed to accommodate road and of vehicles around you at all times. driving through bustling suburban and vehicles, does this mean that everyone is to an incident when you’re behind the weather conditions.  Slow down and watch for pedestrians in 1.69 metropolitan areas and on some of a safe driver? The answer is “no.” wheel or in the passenger’s seat.  Remain focused on driving and populated areas. the busiest highways across North Consider this: Aecon measures the With proper training and due diligence, avoid potential distractions, such  Ensure your vehicle is properly America. Not only do our routes change, frequency of at-fault vehicle accidents per such as the implementation of safe driving as electronic devices. maintained and safe for use on the road. but so do the conditions and potential one million kilometres driven. This enables practices, we can all contribute to safer  Always wear your seat belt.  Be ready for changing conditions, such hazards, such as rain, ice, snow and us to measure improvements made to the roadways and reduce our risk of at-fault  Keep a safe distance between your as rain, snow, ice or fog. proximity to the public. company’s motor vehicle incident incidents, no matter how remote our vehicle and others so you can avoid  Be winter ready; consider snow tires, Considering the size of Aecon’s vehicle frequency. destinations or how busy our commutes. potential hazards or dangerous changing tire pressure with the and equipment fleet, it’s clear that Aecon In 2015, Aecon’s at-fault frequency was situations. temperature, the type of washer fluid in employees are exposed to potential road 3.71 per one million kilometres driven. That  Familiarize yourself with your travel your vehicle, etc. hazards every single day. same year, we introduced a comprehensive route for long or non-routine travel.  If driving a rental car or other vehicle We have approximately 1,100 pickup driver training program that addressed  Keep an emergency kit in your vehicles know how to control the lights, trucks and 170 dump trucks, as well as high-risk drivers and included both in-class – for yourself or to help someone else. windshield wipers, etc. 1,200 additional pieces of equipment, and practical training. Some 1,400  Take breaks and rest accordingly 2015 2016 2017 – Q3 including vans, trailers, hydrovac trucks, employees participated in this program. during long trips. bucket trucks and service vehicles. By the end of the third quarter of 2017, Frequencies are per one Last year alone, these vehicles drove Aecon’s at-fault frequency had notably million kilometres driven approximately 37 million kilometres. dropped, to 1.69 per one million kilometres.

76 ONE // THE MAGAZINE OF AECON GROUP WINTER 2018 77 Aecon East Headquarters Aecon West Headquarters Aecon Pacific Headquarters 20 Carlson Court, Suite 800 110 9th Avenue SW, Suite 300 1055 Dunsmuir Street, Suite 2124 Toronto, Ontario Calgary, Alberta Vancouver, British Columbia Canada M9W 7K6 Canada T2P 0T1 Canada V7X 1G4

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