THE MAGAZINE OF AECON GROUP INC. WINTER 2017, VOLUME 4, ISSUE 1

THE WAY OF THE FUTURE AT THE CORE COMING FULL CIRCLE MAKING THE CONNECTION Eglinton Crosstown Darlington Nuclear RFR Northeast Anthony Henday Bell Canada Gigabit LRT Project Project (Execution Phase) Drive (NEAHD) Project Fibe service

PUBLICATION MAIL AGREEMENT #41329046 THE MAGAZINE OF AECON GROUP INC. 14 WINTER 2017, VOLUME 4, ISSUE 1

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

THREE-POINT ONE is a magazine published by Aecon Group CONTACT Inc. for its employees and clients. For more BARRICADE information about Aecon, visit our website at aecon.com. SAFE ACCESS / EGRESS aecongroup aecongroupinc FEATURES For more information on any of the articles APPROPRIATE PPE published in the magazine, please contact Rob Kinnaird at 1 877 232 2677 or email [email protected]. 8 Making the Connection in HIGH-VISIBILITY CLOTHING Digital Innovation Michele Walter, Editor-in-Chief Irina Lytchak, Features Editor Bell Canada Gigabit Fibe service Rick Radell, Photographer Rob Kinnaird, Senior Director of Business Development 14 The Way of the Future Art direction & design: Hambly & Woolley Inc. 36 Eglinton Crosstown LRT Project TRENCH INSPECTION 36 EMERGENCY At the Core of Building PLANNING & FIRE PREVENTION Things That Matter HAZARD & RISK Darlington Nuclear RFR Project ASSESSMENT (Execution Phase)

COMMUNICATION HAZARD SIGNAGE & AWARENESS 52 Coming Full Circle Northeast Anthony Henday Drive (NEAHD) Project

PREVENT. PREDICT. PROTECT. 52 8 ALSO IN THIS ISSUE:

PREVENT UNSAFE WORKING CONDITIONS BY ON THE COVER: 2 Staying Resilient in Times of Change ASSESSING FOR HAZARDS AND RISK. A worker training on the nuclear reactor By John M. Beck vault mock-up at Darlington Energy Complex in 4 Major Projects at a Glance PREDICT POTENTIAL SAFETY OPPORTUNITIES Clarington, 6 Did You Know? THROUGH INSPECTIONS AND MONITORING THE BACK COVER: Kodak Building Nine WORKPLACE. Northeast Anthony Henday Drive (NEAHD) Project in 24 Connecting Communities Edmonton, Alberta Region of Waterloo's ION Stage 1 PROTECT EMPLOYEES, THE PUBLIC AND THE Light Rail Transit (LRT) Project ENVIRONMENT BY FOLLOWING BEST PRACTICES. This magazine includes certain forward-looking 32 Meet Larry Brokenshire statements that contain information concerning 44 Mastering the Alliance of Partnership possible or assumed future results or operations of Aecon. These forward-looking statements are and Trust based on current operating plans and competitive, Spectra Energy Pipeline Facilities Projects financial and economic data but are subject to risks 64 Suncor Fort Hills Ore Preparation Plant and uncertainties. Although Aecon believes the expectations reflected in these forward-looking 74 Introducing Aecon’s Innovation Council statements are reasonable, it can give no assurance 76 Safety Message the expectations of any forward-looking statements will prove to be correct. By Mike Archambault LEADERSHIP MATTERS STAYING RESILIENT IN TIMES OF CHANGE By John M. Beck President and CEO of Aecon Group Inc.

Tunnelling on the eastern portion of the Eglinton Crosstown LRT route

If there is one word to describe Aecon's presence in the market- If the Eglinton Crosstown LRT as drones, autonomous vehicles and 3D represents our largest transportation printing, is ever-present. These place, it is “resilient.” Our ability to respond to transitions within project to date, the Darlington Nuclear technologies will undoubtedly have a our industry and our company, and to capitalize on emerging Refurbishment project in Clarington, major – perhaps even disruptive – impact opportunities, is a direct reflection of our people, and our strategic Ontario, is our largest-scope project in the on both our industry and business in terms energy sector. Aecon’s role in carrying out of productivity, how we operate and the “In fact, the number of large- commitment to diversity. the execution phase of the Nuclear safety of our teams. To explore these Re-tube and Feeder Replacement Project changes and stay ahead of the curve, scale road, bridge, light rail for Darlington affirms our reputation in Aecon has formed an Innovation Council Despite tough economic times and building, financing and maintaining the the nuclear industry. The exceptional led by senior executives, which we transit (LRT) and subway strong headwinds in Alberta’s oil and gas Eglinton Crosstown LRT. The construction work we’re doing on Darlington will introduce in this issue. The Council’s sector, Aecon continues to flourish in key contract alone is $5.3 billion. Work is now position us well for future opportunities in mandate is to research new technologies projects is greater today than market sectors. A multitude of announced well under way, and Aecon is extremely the nuclear sector, including potentially that Aecon can leverage as we pursue a projects in the transportation proud to be a part of it. working alongside Bruce Power on a leadership position in technological at any other time in Canada’s sector offers unprecedented growth Much like the 407 ETR in the 1990s, similar nuclear refurbishment project. innovation within the construction industry. opportunities for our Infrastructure and the Eglinton Crosstown LRT is a Good news has also come to our Mining As I review all that we’ve accomplished history. Rest assured, Aecon is Concessions businesses. In fact, the watershed transportation project for our team, despite market challenges in the oil in 2016, I am reminded that the work number of large-scale road, bridge, light company, and the resources required are and gas sectors. With the successful our employees do every day remains the well positioned to successfully rail transit (LRT) and subway projects is just as monumental. The Crosslinx joint completion of our civil works contract for foundation of Aecon’s success. As we greater today than at any other time in venture team that’s bringing it to fruition Suncor Energy at its new Fort Hills mine continue to propel Aecon toward new deliver on a number of these Canada’s history. Rest assured, Aecon is has continued to grow and evolve. More in Alberta, we were able to extend our growth and prosperity, I would like to well positioned to successfully deliver on a than 65 Aecon employees have been service offering to include construction of thank each and every one of you for your opportunities.” number of these opportunities. added to the roster of this fully integrated the site’s new ore processing plant – continued hard work and dedication. Most When we think of Aecon’s contribution team. Thank you to all of our seconded OPP Dry. And adding to our roster of of all, I remind you of our commitment to to today’s transportation industry, one employees for taking on this opportunity international initiatives, we are pleased safety and ensuring that you and your project in particular garnered major with such commitment and enthusiasm. to be in the process of developing an co-workers go home safely every night. I attention in 2016, and for good reason. This issue of ONE Magazine provides an exciting P3 airport project in Bermuda. look to the future with great optimism ’s Eglinton Crosstown LRT is one introductory overview of the project and While projects of this magnitude are and wish you and your families all the of the largest Public-Private Partnership its related scope of work. It will be considerable accomplishments, it’s best in 2017. (P3) projects in the world today. Aecon is several years before the 19-kilometre important to stay focused on the road one of four equal joint venture partners in LRT is completed, but we will keep ahead. We must remain mindful of the fact Crosslinx Transit Solutions – the P3 project you posted on its progress and key that our industry continues to evolve and John M. Beck is the President and CEO of team that will be responsible for designing, milestone achievements. the introduction of new technologies such Aecon Group Inc.

2 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 3 MAJOR PROJECTS AT A GLANCE

Current and recently completed projects with a contract value of > $100 million

Eglinton Crosstown LRT Tunnelling Project

1 YORK VIVA BUS RAPID TRANSIT CONTRACT VALUE: $261M

INTER PIPELINE EXPANSION 2 HIGHWAY 410 WIDENING AREVA RESOURCES CANADA INC. 1 SUNCOR FORT HILLS ORE CONTRACT VALUE: $800M CONTRACT VALUE: $156M PREPARATION PLANT McCLEAN LAKE MILL UPGRADE DARLINGTON NUCLEAR RE-TUBE & FEEDER CONTRACT VALUE: $105.9M CONTRACT VALUE: $212.2M 3 TTC SHEPPARD SOUTH REPLACEMENT (DEFINITION PHASE) STATION TUNNEL CONTRACT VALUE: $600M 2 FORT HILLS – HEAVY CIVIL CONTRACT VALUE: $279M CONSTRUCTION DARLINGTON NUCLEAR RE-TUBE & FEEDER CONTRACT VALUE: $123M 4 EGLINTON CROSSTOWN LRT REPLACEMENT (EXECUTION PHASE) CONTRACT VALUE: $5.3B CONTRACT VALUE: $2.75B JOHN HART GENERATING STATION 5 EGLINTON CROSSTOWN LRT DARLINGTON NUCLEAR TURBINE GENERATOR CONTRACT VALUE: $375M TUNNELLING REFURBISHMENT CONTRACT VALUE: $177M CONTRACT VALUE: $265M 1 2 6  TRAIN SHED DARLINGTON NUCLEAR RE-TUBE WASTE REVITALIZATION PROCESSING BUILDING K+S POTASH CANADA LEGACY CONTRACT VALUE: $196M CONTRACT VALUE: $127M CONTRACT VALUE: $200M

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 CONTRACT VALUE: $500M

DAWN-PARKWAY EXPANSION PORT MANN MAIN WATER SUPPLY TUNNEL LAFARGE – EXSHAW EXPANSION CONTRACT VALUE: $250M CONTRACT VALUE: $150M CONTRACT VALUE: $100.5M

4 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 5 DID YOU KNOW? KODAK BUILDING NINE

Anders Persson, Project Segment Director, Eglinton Crosstown LRT, stands in front of Building Nine on "moving day"

Aerial view of Kodak Lands at West in Toronto, 1930 (photo courtesy of City of Toronto Archives)

the role, however, the building would first have to be moved. And although the EGLINTON CROSSTOWN LRT PROJECT distance was a mere 60 metres, when you’re shifting a 3,000-tonne heritage BRIDGES PAST AND PRESENT building, nothing’s taken lightly. After considerable prep work, including trash and asbestos removal, and hours of precision planning, Project Segment Director (and Aecon-seconded employee) Anders Persson led the charge to For nearly a century, film and camera into disrepair. Although it still stood physically move the building in late manufacturer Kodak operated a large plant proudly as a landmark designation amidst summer 2016. at the current intersection of the urban sprawl, the building became a Construction crews carefully hoisted Drive and Eglinton Avenue in the Mount sad, dilapidated reminder of its former the venerable building off its foundation Dennis neighbourhood of Toronto. glory, patiently awaiting its fate. and onto “wheeled” steel girders, and the The plant closed in 2005, and today That new lease on life came in 2012 hydraulic system employed for the task only one building remains – Building Nine when , the GTA’s regional public began quietly pushing the building – thanks to its landmark status as a transportation entity, bought the building forward. At a mere 20 centimetres per community hub for the Kodak employees with the plan to restore and integrate it minute, the pace rivalled that of a snail. who lived in the area. The building played into the construction of the new Eglinton Crews checked the building's progress host to numerous recreational, wedding Crosstown LRT project, one of the largest every step of the way. and holiday events for employees' families transportation projects in the country, for Two hours later, the move was but was perhaps most fondly remembered which Aecon is an equal joint venture complete. Building Nine was standing tall for its movie house, which played major partner (see story page 14). in its new permanent location, ready to motion pictures (produced on Kodak film) Plans for the heritage building called for be refurbished and integrated into for employees' families. it to become a new kind of landmark: the Toronto's newest transportation hub. No As with many fine buildings whose entranceway into Station, longer neglected, the historic structure Rendering of the future once-celebrated purpose falls prey to the westernmost station on the new will once again welcome people through as part of the Eglinton Crosstown LRT changing times, Building Nine quickly fell 19-kilometre LRT route. In order to fulfil its doors.

6 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 7 PROJECT MATTERS

MAKING THE CONNECTION IN DIGITAL INNOVATION BELL CANADA GIGABIT FIBE SERVICE

8 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 9 // BELL GIGABIT FIBE

Workers blowing cable into the ground PROJECT FILE

BELL CANADA GIGABIT FIBE SERVICE

LOCATION: Toronto, Ontario

CLIENT: Bell Canada

AECON BUSINESS UNITS: Utilities (AUE, Aecon Fibre, QX Locates, QX Splicing)

PROJECT TIMING: 2015 to 2018

TYPE OF CONTRACT: Design-Build

SCOPE: · Design · Construction · Locates · Splicing

AECON EMPLOYEES ON SITE AT PEAK: 100

KEY EMPLOYEES: Eric MacDonald – Senior Vice President, Utilities Dereck Oikawa – Telecommunications Director Larry McFadden – Telecommunications Manager Angelo Salvatore – Director, Ontario Operations Adam Budd – Operations Manager Sean Roberge – General Manager, Fleet Ross Deal – Manager, Fleet Operations Adrienne Clarke – Manager, QX Locates Jacob Barber – Superintendent Stewart Fraser – Project Manager Abel Amorim – Safety Advisor

One of Aecon’s corporate core values is Over the next five years, Bell aims to make subscribers through Bell’s fibre-to-the- Passion for Excellence. It is a reflection of Gigabit Fibe available to 1.1 million homes home (FTTH) program. our company’s collective effort to be an and businesses across Toronto, as well as “This project is a continuation of our innovative industry leader, always striving Quebec and Canada. The first rollout strong partnership with Bell Canada in to find better methods and increased value involved nearly 50,000 Toronto properties in deploying the latest technology to their for our clients. It’s also the philosophy late 2015. The projected completion date for customers,” says Oikawa. “And if Bell behind Aecon’s latest venture with the current scope is 2018. plans to move forward with the network long-time client partner Bell Canada. Its “We’re helping Bell bring their latest deployment over the next 10 years, we newly launched Bell Gigabit Fibe service, technology right to the home, and we’re want to be a part of it because we have a $1.4-billion investment from Bell, is doing that neighbourhood by the best people, resources and knowledge Canada’s largest gigabit infrastructure neighbourhood,” notes Dereck Oikawa, to design it, construct it and deploy it.” project that promises users an Internet Aecon Telecommunications Director. download speed of close to one gigabit “When it comes to technology, nobody SCOPE OF WORK per second. With Aecon’s help, Bell has knows what’s coming next. In thinking When Aecon first joined forces with Bell been deploying the service quickly and ahead, Bell is investing in a network that several decades ago, telecommunications efficiently, while revolutionizing the way prepares for future technological services were delivered via a copper that Internet access is delivered to evolution.” network. Over time, that technology was customers' homes. updated with the faster hybrid fibre optic “When Bell announced the launch of A SOLID HISTORY network known as FTTN, which essentially their largest-ever fibre deployment project, Aecon is no stranger to working with Bell involved laying fibre over the copper it made sense that Aecon would be a big Canada. The two companies have a network to deliver faster Internet access part of it,” says Eric MacDonald, Aecon long-standing partnership that was to neighbourhoods. Senior Vice President, Utilities. “We have solidified even further through a fibre-to- As time progressed, so did the been working on every major Bell strategic the-node (FTTN) program. The FTTN technology. Bell, knowing its program in recent history, and that’s project called on Aecon to install and neighbourhood node set-up wasn’t going to prepared us for what we’re embarking on connect fibre-optic cables into numerous provide enough bandwidth for consumers' now.” neighbourhoods across Ontario. This time ever-growing Internet and entertainment The plan for Gigabit Fibe comes as part of around, Aecon takes it a step further by demands, was intent on bringing the fibre Bell’s overall $20-billion investment in its extending Bell fibre network installation network even closer to its customers. broadband fibre and wireless networks. directly to the homes of individual “It was the next logical step for Bell,” Worker fusing fibre

10 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 11 Fusing fibre // BELL GIGABIT FIBE THE COMPLETION OF THIS PROJECT IN 2018 WILL INVOLVE UPGRADES TO 27 BELL CENTRAL OFFICE FACILITIES. THE INSTALLATION OF SOME 9,000 KILOMETRES OF NEW FIBRE THROUGH MORE THAN 10,000 UNDERGROUND MANHOLES AND ON AN ESTIMATED 80,000 POLES A worker blowing cable into a conduit

explains Oikawa. “That’s why we’re The completion of this project in 2018 RAISING THE BAR ON helping them to extend their will involve upgrades to 27 Bell central PARTNERSHIP neighbourhood footprint right into the office facilities across the Greater Toronto For the Bell Canada Gigabit Fibe project, individual houses.” Area and the installation of some 9,000 Aecon has taken the extra step of aligning A worker operating a directional drill in order to place new conduit From the time Bell announced its new kilometres of new fibre, through more with Bell from a partnership perspective by network investment, several Aecon than 10,000 underground manholes and on branding our fleet of vehicles with a new business units have been diligently an estimated 80,000 poles. design. Now, Aecon vehicles servicing the working on making Bell’s vision a reality. many neighbourhoods earmarked for The initial work phase called upon Aecon THE LAST MILE Gigabit Fibe service conversion will feature Utilities Engineering (AUE) to design plans For Bell, updating its legacy copper Bell’s iconic blue-and-white logo. for the new fibre cable layout, as well as to network with the faster, more user-friendly “By wrapping our trucks with the new assist Toronto Hydro with hydro pole fibre optic network is part of a long-term Bell signage, we are demonstrating the inspection around the city before aerial plan, and Aecon has been a partner in the close partnership between Aecon and construction commenced. For network evolution from the beginning. Bell,” says Oikawa. “We want Bell underground construction, QX Locates Copper networks deliver data using customers to understand that we play an was engaged to mark specific utility electrons, which travel at less than one per important role in the construction portion locations that construction crews would cent of the speed of light. Fibre cables, by of this, but also that they are going to use as reference points for installing new contrast, transmit information using benefit from the end goal, which is this ducts and fibre optic cables. The QX protons, which can travel at an impressive exciting new network we’re helping to Locates team was also responsible for 60 per cent of the speed of light. It’s this install.” providing fibre connectivity to customers. significant shift into information highway “We really want people to understand To optimize the execution of Bell’s overdrive that Bell is depending on to why we’re doing this,” adds Eric program, Aecon committed full-time labour support its Gigabit Fibe customers with MacDonald. “We’re extremely proud of and fleet resources through the connection speeds fast enough to the fact that we’re deploying a world-class establishment of a new business unit download a three-gigabyte, high-definition network in some of the biggest cities in called Aecon Fibre, which has since been movie in just 25 seconds. Canada, for one of our most important responsible for all of the trenching work, clients.” directional drilling and aerial installations for Bell Gigabit Fibe.

12 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 13 PROJECT MATTERS E C EGLINTON CROSSTOWN LRT PROJECT

Aecon leads the way as an equal consortium partner in one THE WAY of North America’s largest transit infrastructure projects. OF THE FUTURE

14 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 15 // EGLINTON CROSSTOWN LRT PROJECT

It’s a state-of-the-art light rail transit (LRT) line and Aecon’s largest contract value project undertaking to date. Upon its completion in 2021, the Eglinton Crosstown LRT will offer millions of Torontonians an enhanced public transit route E C across the city. Aecon is proud to play a key role in making it happen. We are one of four equal joint venture partners in Crosslinx Transit Solutions, the team responsible for building the rail line under a Public-Private Partnership (P3) model. Working together as one, the team’s already leading the charge on this remarkable journey to the end of the line.

Cut-and-cover Method: Several types of cut-and-cover methods will be used on the Crosstown. Typically, the first step in constructing a station for the Crosstown is installing shoring (support of excavation) around its perimeter and entrances. This involves cutting an area the size of a station’s footprint, excavating a shallow area and installing steel piles, braces, and tie-backs around the sides. Shoring supports the surrounding loads until the underground portions of the station are complete. Once shoring is in place on one half of the roadway, a temporary cover (wood or concrete) is placed over the opening to allow the crew to safely excavate below it while traffic flows above.

Rendering of on the Eglinton Crosstown LRT route Top Down Excavation: Top down, a modified version of the cut-and-cover method, requires the installation of underground retaining walls, typically concrete diaphragm walls. This is followed by excavation to just below the roof slab level of the underground structure, with the retaining walls and struts supporting the soil at the sides. The roof slab is then constructed providing a massive support across the excavation. Work then proceeds through the station’s future entrances, downwards to the base slab level of the underground structure. Once the base slab is finished, side walls are built and the intermediate struts are gradually removed.

VALUE OF PROJECT IN together as one,” notes Denisa Leiba, EGLINTON CROSSTOWN LRT: CONSTRUCTION COSTS A COLLABORATIVE People and Culture Director, Crosslinx SCOPE OF WORK Transit Solutions, and a seconded employee from Aecon. “There has been PROJECT OVERVIEW CULTURE an intermingling of talents and experience To say the Crosstown LRT project is a but, the reality is, success will only come massive undertaking is an It’s full steam ahead for the Eglinton Crosstown project, a 19-kilometre LRT line that will When Metrolinx selected Crosslinx in July when we’re all successful.” understatement. It’s a beast, albeit an bring much-needed relief to the transit woes of Torontonians. Traversing the city in an 2015 as the preferred team to deliver the intricate, expansive and strategically east-west slice across the midtown artery of Eglinton Avenue, the Crosstown rail line Eglinton Crosstown LRT project, the From the Aecon perspective, more than engineered beast. Nineteen kilometres involves a combination of 15 underground stations and 10 at-grade surface stops. It is one partnership of Aecon/ACS Infrastructure 65 employees have been seconded to the long, the LRT line features 25 stations and of the largest transit infrastructure projects under way in North America today. Aecon has Canada/EllisDon/SNC-Lavalin hit the Crosslinx team to date. For the duration of stops −15 underground stations and 10 joined partners ACS Infrastructure Canada, EllisDon, and SNC-Lavalin to form Crosslinx ground running with its unique team the project, they will be Crosslinx at-grade surface stops. It links to 54 bus Transit Solutions (Crosslinx), the joint venture project team that will bring it to fruition. structure. Unlike some joint venture “employees,” as will their counterparts routes, three TTC subway stations, arrangements where each partner tackles from the other consortium companies. various GO Transit lines and the Union As with many of today’s mega public transportation projects, the Crosstown LRT follows a specific scope of work, the Crosslinx Together, the hybrid Crosslinx team will Pearson Express. the Public-Private Partnership (P3) model. Aecon is an equal partner in the $5.3-billion $5.3B team has melded into one entity, pooling tackle each segment of work scope with Crosslinx consortium to develop the Eglinton Crosstown LRT project in Toronto. Upon all resources and then assigning best-fit a single-source approach until the Crosslinx will employ three key the LRT's completion in 2021, Metrolinx, the region’s transit authority and also the roles to those with the greatest expertise. project’s completion in 2021. building methods to construct the 15 project client/owner, will turn to the Toronto Transit Commission (TTC) to operate it. Since the Crosstown project contract underground stations: top down signing, the Crosslinx team has grown “The philosophy of the consortium is that excavation, sequential excavation The impact of this highly anticipated LRT line on commuters in the to more than 420 employees. we are a fully integrated team; there is no method (SEM), and cut-and-cover (GTA) is expected to be dramatic and immediate once the first train leaves the station scope split,” explains Leiba. “Because we method. The surface stops will include five years from now. In fact, Metrolinx is estimating that within its first 10 years of “What’s really impressive is that our four are joint in commercial contractual terms, dedicated right-of-way tracks separate service, the Crosstown line will be carrying 5,500 passengers per hour (in peak direction) companies, which all have different this ultimately means that we’re totally in from the rest of the traffic, as well as and making 100 million passenger trips annually. missions on a larger scale, have come this together.” transparent and spacious shelters. At the

16 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 17 // EGLINTON CROSSTOWN LRT PROJECT PROJECT FILE western end of the line, a maintenance and storage facility will be built, north of Mount Dennis Station – the first stop on TIMELINE OF MILESTONES the line. Situated on 42 acres of land EGLINTON CROSSTOWN commonly referred to as the Kodak • Contractual milestones • Construction milestones LRT PROJECT Lands, the complex will provide a space for train maintenance and repairs, as well SEPT • Metrolinx unveils a 25-year, $50-billion-dollar regional CLIENTS: Metrolinx and Infrastructure Ontario as employee and office parking. 2008 transportation plan to coordinate and integrate transportation and transit in the Greater Toronto and LOCATION: Toronto, Ontario A compelling feature of the Crosstown Hamilton Area. The largest project in this plan is the LRT is the incorporation of a singular construction of the Eglinton Crosstown LRT. TYPE OF CONTRACT: Public-Private Partnership elevated guideway at the west end of (P3) the line, connecting Mount Dennis 2012 • The City of Toronto green-lights the construction of the Station to . The viaduct Eglinton Crosstown LRT from in the west to CONTRACT VALUE: Aecon is an equal partner in structure with bridge spans will feature in the east. the $5.3-billion Crosslinx Transit Solutions aesthetically pleasing columns, portals consortium to develop the Eglinton Crosstown SEPT and retaining walls. • Before the line can be built, initial tunnelling takes place to LRT project in Toronto. 2012 accommodate the planned underground stations. Under And when it comes to operational speed, Sequential Excavation Method: Following the installation of separate contracts from the LRT line construction, JOINT VENTURE PARTNERSHIP: Aecon joins the Crosstown LRT reigns supreme as an shoring, the area is divided into manageable segments for excavation. Metrolinx issues and awards the first of two tunnelling ACS Infrastructure Canada, EllisDon, and Using a planned sequence, a crew mines below street level. The excavated urban public transit option. With an cavern is lined with primary concrete “shotcrete.” Then, the station box is contracts. With this in place, the first round of tunnel SNC-Lavalin as equal partners under the average speed of 28 kilometres per hour, constructed within the cavern to accommodate the associated platform construction begins at the west launch shaft in June 2013 consortium name Crosslinx Transit Solutions. Crosstown trains are expected to travel and rail infrastructure. The sequential excavation method is used in tight with two tunnel boring machines (TBMs) named Dennis urban areas to minimize the relocation of utilities. faster than existing TTC trains, buses and and Lea journeying east from near Black Creek Drive to AECON BUSINESS UNITS: ACML, AME, streetcars. . Constructors, Utilities, Aecon Foundations, AGITT JAN • Infrastructure Ontario issues a request for qualifications SUMMARIZED SCOPE OF WORK FOR AECON 2013 (RFQ) to shortlist companies for Eglinton Crosstown LRT JOINT VENTURE GROUP (CROSSLINX): Crosslinx Transit Solutions team was line construction. Aecon partners with ACS Infrastructure · A 19-kilometre route of LRT track running along organized under six major project MAKING THE TEAM TRANSITION: Canada, EllisDon and SNC-Lavalin to form Crosslinx Eglinton Avenue (10 kilometres underground segments. For ease of reference, the Transit Solutions and pursue the bid. and nine kilometres at-grade), from the future segments were assigned numbers rather Mount Dennis Station in the west to Kennedy THE AECON PERSPECTIVE than names, as the scope of work for NOV • While the mega-contract for LRT line construction is still in Station in the east each is intricate and fully integrated. 2013 the RFQ/RFP stages, the 50/50 joint venture partnership of · 25 LRT stops, of which 15 are underground Aecon's largest contract value project to Aecon’s contribution as an equal Aecon and ACS Infrastructure Canada is awarded a stations and 10 at-grade surface stops, date, the Crosstown LRT calls for consortium partner actually reaches As a Segment Director, Anders Persson’s $177-million tunnelling contract for the eastern portion of separated from traffic immense resources and expertise. back to the bid process, when the four main focus in the initial phase of this the planned Crosstown, between Yonge Street and Laird · A maintenance and storage facility companies first joined forces. five-year project has been to ensure his Drive. Construction begins in September 2015. · Communications systems More than 65 Aecon employees have team is cohesive and execution-oriented. · 30-year maintenance and lifecycle activities been seconded to the Crosslinx team “The pursuit for the Crosstown Crosslinx is still in its initial growing JUL • Aecon and its three consortium partners form Crosslinx from across several Aecon business units: project started over three years ago when stages, so Persson has the task of 2015 Transit Solutions and are awarded the $5.3-billion-contract TIMING: Preparatory works for construction on Mining, Nuclear, Heavy Civil, Utilities, we all came together,” explains Marty orienting and integrating new employees to design, build, finance, and maintain the Eglinton stations under way since fall 2015; construction Project Controls, Legal, Concessions, Harris, Senior Vice President, Aecon almost daily. Crosstown LRT. on stations began in spring 2016; scheduled for Buildings, Corporate, Transportation, and Transportation East. “As a partnership completion in 2021. Human Resources. The seconded team, we selected a number of people “Without a proper team in place, this MAR • Crosslinx begins construction on Keelesdale Station – the employees are filling a range of roles from who became dedicated to preparing the type of project can definitely get a 2016 first of 25 planned stations and stops – located second EMPLOYEES ON SITE AT PEAK: 3,500 operations to support services, including bid and putting into place the strategies whole lot more demanding,” says from the end of the line at the west end of the Crosstown leadership roles, such as: Roger Howarth, that would oversee how our Crosslinx Persson. “It has been an interesting ride LRT route. SAFETY: 0 Lost Time Injuries (LTIs) since project Commercial Director; Anders Persson, team would be organized, and what the so far, in many different ways, and I start (as of Fall 2016) Segment Director; Denisa Leiba, People various site segments would include.” think most individuals in our industry live JUN • Crosslinx begins construction on the future , and Culture Director; Charles Todd, for these types of challenges because 2016 the second underground station. KEY CROSSLINX EMPLOYEES: Contracts Director; Phil Holliday, Interface Shortly after Metrolinx selected Crosslinx they get the opportunity to help solve Bill Henry – President and Project Director Director; David Levett, Chief Technical as the preferred proponent to build the them. This particular project has been JUL • Excavation work begins for the construction of the Geoff van der Lee – Implementation and Deputy Officer; George Nohos, Maintenance Crosstown LRT in July 2015, seconded challenging due to the sheer size of it 2016 maintenance and storage facility located on the former Project Director Manager; Gabriel Patron, Deputy employees from all of the four partnering but overcoming obstacles is also what Kodak Lands at Black Creek Drive and Eglinton Avenue. Steve Riddell – Health & Safety Director Segment Manager; and Tim Russell, companies made their transition to the can make coming into work every day Manuel Ruiz – Segment Director Deputy Segment Director. Crosstown project. The newly created so exciting.” AUG • The TBMs reach Yonge Street, signalling the completion Bruce Blair – Segment Director 2016 of all Crosstown tunnelling work. Building Nine of the Juan Azofra – Segment Director former Kodak factory complex is temporarily moved to Javier Rey – Segment Director make way for one of three entrances to Mount Dennis Station – the westernmost station on the Crosstown route. KEY AECON EMPLOYEES: ESTIMATED NUMBER OF STAFF PER SEGMENT (AS OF OCTOBER 2016) Roger Howarth – Commercial Director SPRING • The Crosslinx project schedule calls for Building Nine to Anders Persson – Segment Director 2017 be shifted back to its original location, following the Denisa Leiba – People and Culture Director construction of a new foundation for the building to Charles Todd – Contracts Director support one of the Mount Dennis Station fully accessible Phil Holliday – Interface Director entrances and connections to the lower concourse and David Levett – Chief Technical Officer platform below it. Spencer Cameron – Project Manager 77 89 64 64 71 George Nohos – Maintenance Manager 30 2021 • Current timeline completion date for the Eglinton Gabriel Patron – Deputy Segment Director Crosstown LRT project. Tim Russell – Deputy Segment Director

Segment 1 Segment 2 Segment 3 Segment 4 Segment 5 Segment 6

18 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 19 // EGLINTON CROSSTOWN LRT PROJECT TRACKING 500 163 28km/h 29 3,500 100M THE FUTURE NUMBER OF SUBMISSIONS RECEIVED BY METROLINX FROM NUMBER OF PASSENGERS THAT CAN BE PERCENTAGE DECREASE IN GREENHOUSE GAS EMISSIONS PER PERSON NUMBER OF EMPLOYEES ON SITE AT PEAK PROJECTED NUMBER OF LRT PASSENGER TRIPS ANNUALLY BY 2031 THE GENERAL PUBLIC OFFERING SUGGESTED NICKNAMES FOR ACCOMMODATED ON ONE LRT VEHICLE AVERAGE SPEED OF LRT THROUGH CROSSTOWN PASSENGER TRANSPORTATION THE PROJECT’S TUNNEL BORING MACHINES (TBMS)) E C 490 NUMBER OF PASSENGERS ACCOMMODATED AT ONCE BY LINKING THREE VEHICLES 5,500 PROJECTED RIDERSHIP OF THE CROSSTOWN PER HOUR IN THE PEAK DIRECTION BY 2031

UP Express UNDERGROUND AT-GRADEROUTE SURFACECONNECTING ROUTE STATIONS MOUNT DENNIS KEELESDALE CALEDONIA FAIRBANK OAKWOOD CEDARVALE FOREST HILL CHAPLIN AVENUE EGLINTON MOUNT PLEASANT LAIRD SUNNYBROOK PARKSCIENCE CENTRE AGA KHAN PARK WYNFORD SLOANE O'CONNOR PHARMACY HAKIMI LEBOVIC GOLDEN MILE BIRCHMOUNT KENNEDY & MUSEUM

Kitchener Line 1 Yonge-University Line 1 Yonge-University Line 2 Bloor-Danforth Line

EGLINTON CROSSTOWN: SEGMENTS

SEGMENT SEGMENT SEGMENT SEGMENT SEGMENT SEGMENT 1 2 3 4 5 6

Two underground stations Five underground stations Two underground Four underground Ten at-grade surface stops System-wide installation/construction Mount Dennis Caledonia interchange stations stations · Sunnybrook Park · Aga Khan Park & Museum and tunnelling fit-out · Including the refurbishment of Building Nine as main entrance to · Including GO Transit and the Eglinton Oakwood · Wynford · Sloane station (see page 19 for more on this landmark building) TTC bus terminal integration Cedarvale Mount Pleasant · O’Connor · Pharmacy All track work, communication and Keelesdale Fairbank · Both will act as mobility Leaside · Hakimi Lebovic · Golden Mile signalling · A 13,500-square-metre maintenance and storage facility Forest Hill hubs, connecting the new Laird · Birchmount · Ionview · A 418-metre elevated guideway Chaplin LRT line to the city’s existing Two underground stations EGLINTON CROSSTOWN: CALEDONIA STATION · A mobility hub, housing a bus terminal offering connections to Avenue TTC Eglinton West and · Science Centre · Kennedy GO Transit, UP Express, TTC, and the LRT Eglinton subway stations · Both stations to include utility and tunnel portals

A ONE // THE MAGAZINE OF AECON GROUP B ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 C WINTER 2017 D // EGLINTON CROSSTOWN LRT PROJECT

WHAT IS THE DIFFERENCE BETWEEN A E C SUBWAY AND AN LRT?

Similar to subways, LRT systems capacity without the (comparative) consist of modern, electricity-powered expense and infrastructure required PROJECT PROFILE vehicles that carry passengers in for subway systems. LRTs travel at a EGLINTON CROSSTOWN dedicated lanes, separated from faster speed than subway trains and motor vehicle traffic. Both can be can offer greater travel convenience LRT TUNNELLING boarded at all doors, sometimes travel for passengers due to more frequent PROJECT underground, and can carry a large stops across shorter distances. number of passengers. What’s more, from an environmental perspective, LRT vehicles generally KEY AECON What puts the LRT ahead of the game require less power to operate than is that it provides significant transit traditional subway trains. EMPLOYEES Juan Tineo – Project Manager Hazem Sharaf – Project Engineer assigned to the joint venture group Andrew Inouye – Project Engineer carrying out the western tunnelling Mario Valle – General Superintendent PREPPING FOR work, the earth boring was completed in pairs. One pair of TBMs tunnelled THE CROSSTOWN the west portion from Black Creek Drive to Yonge Street, while the Aecon/ACS Infrastructure Canada LRT: TUNNEL TBMs worked their way from east of Brentcliffe Road (near Laird Drive) WORK AND westward to Yonge Street. Each TBM measures about 10 metres AECON long and weighs approximately 430 tonnes. The earth boring takes place Before Aecon and its Crosslinx Transit about 16 to 20 metres below ground. Solutions joint venture partners were The rotating cutter-heads of each TBM awarded the $5.3-billion mega-contract begin the work of carving the tunnel at to build the Eglinton Crosstown LRT a diameter of 6.5 metres, inching stations and track, client Metrolinx had forward 15 metres per day. Up to 10 to first address the project’s initial operators are required to maintain the construction deliverable: excavating pace. The earth generated by the TBM two tunnels to facilitate the flow of actually moves through the machine below-grade transit traffic in both itself and is deposited onto a conveyor directions across the city. belt. From there, it is dumped onto a continuous conveyor belt set along the To get the job done, Metrolinx ordered length of the tunnel and makes its way four tunnel boring machines (TBMs) up to the surface. and issued separate tunnelling contracts for the western and eastern As the TBMs power forward, crews legs of the Crosstown line. Aecon, in a work at the rear of each machine and $177-million, 50/50 joint venture are responsible for installing pre-cast partnership with ACS Infrastructure concrete rings. They bolt them together Canada, won the eastern portion of the and pump in grout behind them to tunnelling work in November 2013. fill the space between the excavation and the exterior surface of the rings. Built by Caterpillar, the TBMs are These same crews operate the rail massive machines. They are the cars, move the earthworks and install quintessential iron workhorses for utilities and track. tunnel work, as they can bore through any amount of earth. Each of the four By the time all tunnelling work reached Crosstown TBMs was dubbed an completion in August 2016, it was affectionate nickname: Dennis, Lea, estimated the volume of material Humber and Don. The latter two were excavated was wide enough to fill the assigned to the Aecon joint venture rink surface of the city’s Air Canada project team. Work got under way in Centre and would, if set vertically, September 2015. As with the TBMs challenge CN Tower height status.

2020 ONE ONE // // THE THE MAGAZINE MAGAZINE OF OF AECON AECON GROUP GROUP WINTER 2017 21 // EGLINTON CROSSTOWN LRT PROJECT PRESERVING A COMMUNITY LANDMARK With a mega-project the size and scope of E C the Crosstown LRT, the focus is typically on the present and the future, anticipating what needs to be done today in order to manage the expectations of the future. But the formative stages of this five-year transportation project have also included preservation of the past. Of particular note is one building that client Metrolinx and the Crosslinx project team have been addressing over the last number of Secondary entrance to Mount Dennis Station months to ensure it gets the attention its storied history warrants.

In project terms, it’s known as Building Crosstown line, and it will provide key used as a dedicated recreation facility for Nine. But to its neighbouring community access to GO Transit and the Union valued Kodak employees who worked at and generations of residents, it’s fondly Pearson (UP) Express connections. the plant complex. The complex is now remembered as the Kodak Building. It long gone, leaving Building Nine to carry stands tall and imposing at the western “There’s an agreement between the on the Kodak legacy. end of the Crosstown LRT line, the last community and Metrolinx that the former remaining building on what used to be a Kodak building will be retained, and most From a Crosstown project perspective, the sprawling Kodak factory complex – the of it will be heritage-treated and repurposing of the building falls under Bermondsey platform stop “Kodak Lands” – at Black Creek Drive and refurbished,” explains Aecon’s Anders “Segment 1” deliverables. The team has Eglinton Avenue. Persson in his role as Segment Director, already excavated and separated Building on the Crosslinx team. “One of the Nine from its foundational roots, and then Despite never having been fully reasons that building is so treasured by the repositioned it 60 metres away on steel the impact for transit riders is expected to deployed along Eglinton Avenue will now designated a heritage building by the City community is because, as kids, the current girders. Next steps call for the Crosslinx be immediate, both in terms of speed and be redeployed into different routes to of Toronto, Building Nine is considered a residents of this neighbourhood used to go team to demolish the building foundation, EGLINTON convenience. With more than half of the feed the Crosstown, as well as to broaden venerable community landmark due to its there with their parents, who worked at excavate the site and construct a new Crosstown LRT – an estimated 10 the existing transportation network across rich history, now echoed by its barren Kodak, and watch pre-screenings of the foundation in its place. Following an kilometres – located below ground, daily the city.” CROSSTOWN LRT: walls. Following two years of public movies that were made on Kodak film at estimated eight months of construction factors affecting transit effectiveness, consultations, Metrolinx made the decision the time.” work, the building will be moved back to such as traffic and weather, are largely The team working behind the Crosstown to repurpose the building to become the its final resting spot and secured to its IMPACT AND taken out of the equation. also hopes the project, in the long run, will main hub of the Crosstown LRT’s Mount Built in 1939, the four-storey, new foundation. implement a wave of revitalization across Dennis Station. Building Nine will now act 11,000-square-foot structure sitting in the “Anyone travelling on the Crosstown will some of the neighbourhoods the INTERSECTIONS as one of three fully accessible entrances triangle formed by Eglinton Avenue, For more about Building Nine, turn to find that their journey will be pretty Crosstown will now be running through. to the westernmost stop on the Industry Street, and Black Creek Drive was page 6 or visit aecon.com. consistent and reliable,” says Roger As it stands today, buses are the only Howarth, Crosslinx Commercial Director “The construction work may be somewhat form of public transit servicing the and a seconded Aecon employee. “It will challenging for people right now but once 19-kilometre lateral stretch of Eglinton connect people with the backbone of the we’re done, the value of the land, the Kodak Building Nine before construction began Avenue earmarked for the Crosstown TTC subway system, specifically at major retail, and the residential areas will LRT. Once the Crosstown tracks are intersections like and Yonge improve dramatically,” predicts Howarth. complete and the LRT is fully functional, Street. All of the buses that used to be

Aerial view of Mount Dennis Station

22 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 23 PROJECT MATTERS CONNECTING COMMUNITIES

REGION OF WATERLOO'S ION STAGE 1 LRT PROJECT

As a member of the GrandLinq consortium, Aecon helps Ontario’s Waterloo Region link its ever-growing urban communities with the construction of a new light rail transit (LRT) public transportation system.

A portion of the ION LRT servicing northern Waterloo, including the University of Waterloo and Wildfrid Laurier University

24 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 25 // WATERLOO REGION LRT

PROJECT FILE A new platform stop along the ION LRT route

500km 200,000 REGION OF WATERLOO’S ION STAGE 1 OF NEW LANE ROADS WOULD BE NEEDED TO ACCOMMODATE NEW RESIDENTS PROJECTED TO MOVE TO WATERLOO REGION OVER NEXT 20 YEARS LIGHT RAIL TRANSIT (LRT) PROJECT EXPECTED GROWTH IN THE REGION IF THERE WERE NO ION LOCATION: Kitchener/Waterloo, Ontario

Tom Cressman, EHS Advisor, GrandLinq CLIENT: Region of Waterloo

AECON BUSINESS UNITS: ACML, AME, Utilities, AGI 36,000 Traffic Technologies, Buildings, AUE, Concessions JOINT VENTURE PARTNERSHIP: GrandLinq PEOPLE PROJECTED TO BE LIVING WITHIN 600 METRES OF THE Contractors, a 50/50 joint venture and fully integrated WATERLOO LRT, ONCE IT IS FULLY FUNCTIONING partnership between Aecon and Kiewit (under the GrandLinq consortium comprised of Aecon, Keolis, Kiewit, Meridiam, and Plenary Group)

PROJECT TIMING: 2014 to 2017

CONTRACT VALUE: $500 million (Aecon portion: $250 million)

TYPE OF CONTRACT: Design, Build, Finance, Operate and Maintain

SCOPE: · 19 kilometres of light rail connecting Conestoga Mall in Waterloo to Fairview Park Mall in Kitchener · Operations, Maintenance and Storage Facility (OMSF) · Light Rail Vehicle (LRV) Car Wash Facility · Wayside Maintenance Facility · 19 LRT stops · 2 driver relief stations THE PROJECT TACKLING UTILITIES EMPLOYEES ON SITE AT PEAK: 800 SAFETY: 0 Lost Time Injuries (LTIs) as of November When the Region of Waterloo — a tri-city “The real challenge behind any urban LRT construction is 2016 municipality in southern Ontario known for its dealing with utility relocations,” notes John Almeida, GrandLinq burgeoning high-tech industry — approved plans Construction Manager and a seconded Aecon employee. KEY EMPLOYEES: for a new light rail transit (LRT) system in June For the Waterloo Region LRT project, Almeida says some 56 John Almeida – Construction Manager and 2011, it was welcome news to the Region’s kilometres of underground pipe was installed, including new Vice President, ACML estimated half-million residents. As with many of storm sewers, watermain and sanitary systems. Before any Brian Pigott – General Superintendent Canada’s fast-growing regions, there has been a construction on the track could begin, however, crews had to Steve Buttenham - Safety Manager striking need to connect local communities. The relocate several utilities that run under the LRT route, including Mirek Futkowski – OMSF Senior Project Manager new LRT connects Cambridge, Kitchener and telecommunications, electrical, gas, and wet service Gillian Olpoko – Environmental Manager Waterloo and links them to other rapid transit infrastructure, such as storm, sanitary, and water mains. Albert Furlong – Project Controls Manager systems including GO Transit and , “The underground work here was a very sizable job,” he Domenic Spalvieri – Traffic Signals & Systems through an effective public transportation system. confirms, adding there was a large number of deep and complex Construction Manager The Region of Waterloo awarded the design, systems that had to be moved away from under where the LRT John Cancelli – Project Superintendent build, finance, operation and maintenance of the tracks were being built. .

new $500-million LRT system to the GrandLinq In fact, repositioning utilities away from the tracks consortium, consisting of Aecon, Keolis, Kiewit, represented a significant portion of the overall scope on this Meridiam, and Plenary Group. The design-build project. It was also considered a pre-emptive measure to ensure portion of the project was, in turn, subcontracted future access to the region’s underground chambers without to GrandLinq Contractors, a 50/50 joint venture disruption to the LRT service. (JV) partnership between Aecon and Kiewit. The Despite the inevitable challenges associated with third-party scope of work for the JV team called for the utility relocation work, Almeida says a decided advantage was construction of a 19-kilometre dual-track system the “ONE Aecon” contributions and expertise of Aecon Utilities (from Conestoga Mall in Waterloo to Fairview carrying out the work. Park Mall in Kitchener); 19 LRT stations; two rest “Just to be able to interface with the Aecon Utilities group stations; the Operations, Maintenance and and actually coordinate face-to-face with them was a huge Storage Facility (OMSF); the Light Rail Vehicle benefit,” he notes. “There’s a definite ‘value-added’ aspect to (LRV) Car Wash Facility; and the Wayside the service we’re able to provide our client by working directly Maintenance Facility. with our own Aecon business units that were in turn, working for third party utility companies.”

26 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 27 // WATERLOO REGION LRT THE ROUTE Construction on the 19-kilometre ION Stage 1 LRT system (the term “ION” means “going” in Greek) began in August 2014 and is expected to 19km reach completion in 2017. The new LRT route operates entirely at grade, with electric trains running on a dedicated rapidway separated from, but OF LRT TRACK running congruent to, vehicular traffic. For the vast majority of the LRT route, the trains will run on a double- track system down the centre of the roadway. Where the road narrows, the double track splits off into single-lane tracks running at the sides of the road rather than down the centre. A portion of the track is embedded in concrete to protect the surrounding materials and provide electrical isolation, noise reduction, and vibration mitigation. Other portions of the 56,000 track run on conventional ballasted rail, meaning they run on a track-bed of crushed stone packed between, below, and around the railroad ties. SQUARE METRES OF NEW SIDEWALK THE VEHICLES ION STAGE 1 LIGHT AND SERVICE RAIL TRANSIT ROUTE SCHEDULE Once the Waterloo Region LRT is fully operational, each light rail vehicle (LRV) is expected to NORTHFIELD comfortably carry 200 passengers. The Region’s transit schedule calls RESEARCH & TECHNOLOGY for LRVs to run every eight minutes

during morning and afternoon rush UNIVERSITY OF hours, and every 10 to 15 minutes WATERLOO during off-peak times. The trip between the two terminus points of CONESTOGA Conestoga Mall (Waterloo) and Fairview Park Mall (Kitchener) is WILLIS WAY LAURIER-WATERLOO estimated to take about 40 minutes. PARK While the LRT isn’t expected to drastically adjust a passenger’s trip WATERLOO PUBLIC duration, it is expected to be more SQUARE dependable in adhering to schedule ALLEN given its dedicated lane separate avoid delays in construction, the from vehicular traffic. archaeologists worked long hours in Throughout the course of the rail INNOVATIONCENTRAL DISTRICT STATION- AN UNEXPECTED tandem with the Ontario Ministry of track construction, crews installed Tourism, Culture and Sport to expedite GRAND RIVER the Overhead Catenary System HOSPITAL the review request. (OCS) – a system of overhead wires DISCOVERY Although it took nearly two months running above the rail tracks – that In spring 2016, construction on the new VICTORIA PARK for the archaeologists to uncover and supplies electric power to the LRVs. ION LRT system was temporarily halted document these unexpected findings, All told, by the time the system is in Uptown Waterloo after a section of the crews used the time to focus completed and fully functioning, “corduroy road” was discovered under attention on areas outside of the KITCHENER MARKET crews will have installed 830 . A pioneering road built by KITCHENER CITY HALL archaeologically sensitive zone and, QUEEN footings and 730 poles. Euro-Canadian settlers in the Region eventually, re-sequence their work. To between the late 1790s and 1816, a speed up the process, GrandLinq FREDERICK corduroy road consisted of sand- requested an exemption to noise covered logs laid tightly together across bylaws so that construction crews the direction of travel, much like railway A portion of the ION LRT route could work longer hours to compensate ties. They were typically constructed that's a centre-running for any time lost as a result of the double track before it splits over low or swampy areas. historical find. into single-lane tracks BORDEN “In keeping with requirements of MILL

the Ontario Heritage Act, work was immediately stopped and GrandLinq’s Environmental Department was informed about the find,” explains BLOCK LINE Almeida. “It was later determined that this was a corduroy road that was more than 100 years old and a significant archaeological find.” The crews made way for a team of archaeologists to enter the work site and plot the route of the corduroy road, which runs north along King Street from 200 William Street to the railroad tracks PASSENGERS EXPECTED TO BE FAIRWAY near Waterloo Town Square. In order to CARRIED BY EACH LIGHT RAIL VEHICLE (LRV)

28 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 29 // WATERLOO REGION LRT

An aerial view of the ION LRT yard

preventive/corrective maintenance of IN THE YARD secondary vehicles associated with the transit system, including road vehicles, Conveniently situated in one depot light and heavy trucks, and snowplows. location at the north end of the Waterloo Equipped with traction power substations, LRT route is the yard housing all the train control, communications, and facilities integral to supporting ongoing track-work and other associated wayside operations. Work on the yard began in components, this hub will be used for the November 2014 and reached completion repair and potential fabrication of track in October 2016. There are three main components, fasteners, signs and buildings on site – the Operations, graphics, as well as for rail cutting and Maintenance and Storage Facility (OMSF), drilling, maintenance and repair of support LRV Car Wash Facility, and Wayside equipment. Maintenance Facility. All three buildings Finally, we come to the LRV Car Wash are in close proximity and connected by Facility, which houses all necessary seamless track movement in and out of equipment for the exterior and interior each building and the yard. cleaning of the LRVs. The building has The OMSF houses all requisite been constructed to meet strict structures, equipment (including a wheel environmental control standards, such as truing machine), tools, spare parts, rinse water recycling. About 90 per cent storage and other ancillary components of all water used is reclaimed and stored related to LRT maintenance and in tanks. All unreclaimed water is treated operations. It is also home to the Paint before it's discharged into the local sewer Shop, the Welding Shop, the Central system. As each LRV enters the car Control Facility (CCF), which is equipped wash, it passes through a series of water with essential operations, such as train and detergent sprays, rotary brushes, and control, traffic management, security, blowers. The car interiors are cleaned yard operations and communications, as with the help of a centralized vacuum well as the LRV Maintenance and Repair cleaning system that includes wall- Shop for all LRV general train repairs. mounted hose connections along the The Wayside Maintenance Facility is cleaning platform placed at intervals Inside the Operations, Maintenance and designated for the inspection and aligned to vehicle doorways. Storage Facility (OMSF) located at the north end of the LRT route

30 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 31 Larry Brokenshire’s career with Aecon goes back more than 50 years, starting with one of the company’s predecessors, PEOPLE MATTER Adam Clark Company Ltd. His childhood curiosity about subjects like physics and MEET: geometry pulled him away from a potential path of competitive swimming. Instead, LARRY he embarked on a journey that would see his career come full circle under the BROKENSHIRE Aecon umbrella. Over the years, Larry has had his fair share STRATEGIC EXECUTIVE ADVISOR of personal struggles, yet, in overcoming AECON ENERGY EAST them, he has embraced a life dedicated to community work and volunteering. Today, he is not only an invaluable member of Aecon Energy East but also the face of Aecon in the community of Cambridge, Ontario. Both groups have come to rely on Larry’s unwavering dedication to their “I’ve grown very close to a lot of the well-being and success. people that I’ve worked with throughout my entire career... After so many years, it’s not just a work What was your first role in of high school, I had an relationship anymore, it becomes a the construction industry? interview with the guidance I started my career with Adam counsellor and found out that very strong friendship...” Clark Company in Hamilton in I was missing one science 1964 as a summer intern. After credit that would let me I graduated from Ryerson in get into optometry. I tried to 1966, they took me on as a pick it up midway through full-time employee. In the year but that didn’t work. layman’s terms, I started out My brother, Jack, had already as a “gopher” – go-for-this, gone to Ryerson for technology go-for-that – and, eventually, at the time, so I followed in as the project managers his footsteps. started to get busy, I was given small projects to look after. How did your position with I continued to work in the Adam Clark eventually lead project manager capacity up you to working for Aecon? until about 1975, after which I I left Adam Clark in 1977 to was elevated to the position of join Nicholls-Radtke, here Industrial Division Manager. in Cambridge [Ontario]. Bill Nicholls and Dave Radtke Your career with Aecon both worked with me at Adam spans half a century, but Clark and, when they left, they did you always know offered me an opportunity to that you wanted to get join them as a minor owner. into construction? Over the years, the always- My dad was a doctor of evolving business allowed optometry and I had thought me to have 50 years of about that as a career. About working within the same half way through my last year company! It started in 1985,

32 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 33 EMPLOYEE FILE

LARRY BROKENSHIRE when Banister Foundation costly and time-consuming De Novo as clients but so, too, facility, and women and their bought 50 per cent of Nicholls- process. At this stage in my can an Aecon or contractor children need to be protected, POSITION: Strategic Executive Advisor Radtke. By the time Bill and career, and because I’ve put employee, because as members which is why more people Dave retired between the mid- to a lot of time into building of contractor associations, we’ll need to step up to the plate DIVISION: Aecon Energy East late 1990s, Banister had come relationships with the building match the two cents each union to make sure they always have to own Nicholls-Radtke, trades, I can pick the phone up member contributes. a safe space. EXPERIENCE: changing the name to BFC or meet with them in person to 1966 – 1977 Adam Clark Company Ltd. – Industrial. Armbro proceeded to work out an agreement that When we last spoke What is it about working for · Assistant Project Manager purchase Banister and change satisfies both sides, without the with you, you were very Aecon that has motivated · Project Manager the company name to Aecon in issue going any further within involved with the Cambridge you to go to work every · lndustrial Division Manager 2001. That same year, Lockerbie the company. Rotary Club. Are you still morning for so many years? 1977 – 1997 Nicholls-Radtke Ltd. – and Hole out of Edmonton actively involved? I’ve grown very close to a · Automotive Sector bought Adam Clark, and, in In a past issue of Industrial For the past 24 years, I have lot of the people that I’ve Project Manager 2009, Aecon acquired Lockerbie Matters magazine, you been very active in the worked with throughout my · Gas Transmission and Hole. That’s how my career mentioned overcoming some community through the entire career. These people Project Manager went full circle all within the past struggles with substance Cambridge Rotary Club. I led have shared a lot of different · Automotive Sector Aecon family. abuse. What impact did that a Group Study Exchange team experiences with me. Vice President experience have on you? to the Republic of Korea for a After so many years, it’s not 1997 – 1999 BFC Industrial – How did your actual role Back in 2007, I was given month in 2002. It involved a just a work relationship · Project Manager within the various companies an opportunity to join an Rotarian Team Leader and four anymore, it becomes a very · Fabrication Manager change throughout the years? organization called De Novo as young business professionals strong friendship; we became · Estimating Manager After leaving Adam Clark, I a Director, and later, Vice Chair between the ages of 25 and connected within the 2000 – present Aecon Industrial – brought automotive sector of their Board of Directors. The 40. It’s best described as a workplace. I’ve also had the · Vice President, Automotive opportunities to Nicholls-Radtke De Novo Treatment Centre is vocational/cultural exchange, opportunity to work closely with · Vice President, and, within that company, an alcohol and drug treatment with a focus on world peace my son Greg for 23 years – up Strategic Initiatives I’ve held numerous positions, service operated as a partner- and understanding. It was a until about three years ago – · Strategic Executive Advisor including Vice President of ship between contractor life-altering experience for me and I really enjoyed watching Automotive. As time went on, associations and the unionized because it was in an area of him grow in this industry. I also EDUCATION: the automotive sector became members of Ontario’s the world I’ve never really appreciate working with the Ryerson Polytechnical Institute (1966) – Diploma in more and more difficult to construction building trades. experienced before and we younger people in the company, Mechanical Technology, Certified Engineering work in, so we reduced our The way it works is, for every had the opportunity to stay in either through the mentorship Technologist (C.E.T.) automotive clients down to hour of work that a member the Rotarians’ homes. I’ve program or on a labour relations one – Toyota – and reorganized of a local participating union been to Japan a couple of issue, and having the ability to AECON FAMILY CONNECTION: our two divisions – Automotive completes, two cents of their times for work, but the culture pass down my knowledge to Gregory Brokenshire (son) – Worked for Aecon and Projects – into one big pay goes to De Novo and is and hospitality of the Korean them. Those are the kinds of Industrial Central for 23 years construction group. Over the matched by the contractor. people really impressed me. things that make me want to get years, I moved off into a Working with De Novo is Everybody was so welcoming up in the morning and go to work. HOMETOWN: Hamilton, Ontario position reporting to the something that’s very close to toward our team. President and my title then my heart because of the Are you planning on retiring CURRENT HOME: Cambridge, Ontario became Vice President of personal struggles I’ve had What other type of volunteer anytime soon? What do Strategic Initiatives. When that over the course of my career, work are you involved with? the next few years look like HOBBIES AND INTERESTS: Exercising, golfing, vice presidency ended about and it gives me an opportunity Every Board I sit on, or have sat for you? volunteering two years ago, I became to give back what was freely on, has been volunteer work; I’m planning on ending my Strategic Executive Advisor. given to me. it’s my way of giving back. I sat full-time career with Aecon at ASSOCIATIONS: on the Board for Women’s the end of December [2016], · Association of Millwrighting Contractors What would you say has been Are other members of Crisis Services of Waterloo but there is always the of Ontario (AMCO) the most significant part of this organization from the Region for about seven years. I possibility of my continuing to · Construction Legislative Review Committee (CLRC) your role under the Aecon construction industry? got involved because my wife, stay on in some capacity, either · Cambridge Chamber of Commerce umbrella to date? The Board of Directors is made Rosanne, was a volunteer, then on a part-time basis or as a · Ontario Erectors Association (OEA) One of the most important roles up of contractor association an employee, and our rotary consultant. That would allow · Ontario Construction Users Council (OCUC) I have, besides a number of members, as well as union club did some hands-on me to slowly wind down this · Women’s Crisis Services of Waterloo Region initiatives that I do directly management from participating projects at the shelters. During stage in my career but still (WCSWR) for Ian Turnbull [Senior Vice union locals. The current chair, my time there, I was shocked continue to contribute, and · Ontario Construction Secretariat (OCS) President, Aecon Energy Patrick Dillon, is both a union to find out that the women’s that’s important to me. After · The Rotary Club of Cambridge (Preston-Hespeler) East], involves my work with representative and Business shelter here in Cambridge was 50 years of working for this · Ontario Association of Certified Engineering labour relations. I’ve spent my Manager of the Provincial constantly full, despite the company, I’ve become quite Technicians and Technologists (OACETT) whole career working with Building & Construction Trades fact that we all live in such an attached to it. Even when I was high-level union building trade Council of Ontario. Being affluent community. Our goal struggling, Aecon was very, AWARDS: management and I specifically involved in De Novo is also a was to eliminate the need for very supportive of me, and I will · 1998 BFC Humanitarian Award work with them to mediate large part of my relationship this shelter. In other words, the always appreciate that. It’s · 2005 Aecon Humanitarian through any labour issues that with the unions. The key lies ultimate goal was to get to a something I want to take with Honourable Mention Award may come up. Obviously, our in the fact that, in the province point where the shelter wasn’t me into my retirement. · 2006 Aecon Humanitarian Award main concern, and one of the of Ontario, the unionized needed anymore because · 2011 Aecon Outstanding Team Award (RFR Team) goals of my job, is to not end up construction industry takes women no longer had to deal · 2013 Ontario Construction Secretariat at the Ontario Labour Relations care of its own. As an example, with domestic violence. At the (OCS) Tripartite Leadership Award Board (OLRB), as it is a very union members can go to end of the day, it’s a necessary · Six-time recipient of the Rotary Paul Harris Fellowship

34 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 35 PROJECT MATTERS AT THE CORE

OF BUILDING THINGS THAT MATTER

36 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 37 // DARLINGTON NUCLEAR RFR PROJECT

PROJECT FILE After more than four years of meticulous preparation on the multi-billion-dollar DARLINGTON NUCLEAR RE-TUBE & FEEDER REPLACEMENT PROJECT Darlington Nuclear Re-tube & Feeder (EXECUTION PHASE) Replacement Project, Aecon’s Nuclear CLIENT: Ontario Power Generation (OPG) group has officially transitioned from dress LOCATION: Clarington, Ontario rehearsal to centre stage as an equal joint CONTRACT VALUE: $2.75 billion venture partner on Canada’s largest clean JOINT VENTURE PARTNERSHIP: SNC-Aecon 50/50 energy infrastructure project to date. Joint Venture (JV) AECON BUSINESS UNIT: Aecon Nuclear

SUMMARIZED SCOPE OF WORK: · Replacement of 3,840 feeder pipes and 1,920 fuel channels for four CANDU reactors at the Darlington Nuclear Generating Station · Procurement of materials and preparations for Units It’s been more than four decades since and the Ministry of Energy consider it a 1, 3 and 4 Aecon’s first foray into the nuclear sector, destiny project for future CANDU · Additional training of trades workforce but that inconspicuous beginning is refurbishments. virtually unrecognizable in terms of where “From an Aecon perspective, it’s the TIMING: Summer 2016 to Fall 2026 the company stands today. largest project ever for Aecon’s Energy Aecon, in an equal joint venture (JV) segment, with the execution phase EMPLOYEES ON SITE AT PEAK: 700 partnership with SNC-Lavalin, celebrated a representing a 25 per cent contribution to major milestone last summer with the our [Aecon] backlog and great value for our SAFETY: More than 2 million LTI-free manhours (as of completion of the initial “definition” phase shareholders. There’s definitely more October 2016) of the multi-billion-dollar Darlington Nuclear confidence about Aecon’s future as a Re-tube & Feeder Replacement (RFR) top-line EPC (Engineering, Procurement, KEY EMPLOYEES: Project. It was a remarkable achievement and Construction) company because of Aaron Johnson – Deputy Project Director for the JV team, which has been hard at this project.” Dan Olson – Construction Manager work for more than four years planning, Todd Hamilton – Operations Manager preparing and testing for the refurbishment BUILDING THE NUCLEAR Jeff Acorn – Operations Manager of four CANDU nuclear reactors at PORTFOLIO Tommy Hansen – Shift Supervisor Darlington Nuclear Generating Station, Since the 1970s, Aecon has played a role Stacy Brent – Shift Supervisor east of Toronto. With the pivotal shift from in the building, refurbishing and Sebastian Wojewoda – Construction Support the test facility to the power plant now maintenance of more than 100 nuclear Manager complete and the team firmly entrenched energy projects across Canada. In 2012, Caitlin Holdbrook – Project HR Manager in the “execution” phase of the project, Aecon Industrial Central’s experience Cheryl McCulloch – EHS Manager the JV team is operating in a live nuclear within the nuclear sector, coupled with Devin Grant – QC Manager environment to fulfil the massive reactor two years of meticulous work compiling a Angelo Lalkovski – Materials Manager refurbishment scope under a $2.75-billion comprehensive nuclear fabrication quality Hugh Loughborough – Contracts Manager contract awarded by client Ontario Power program, earned the group special Amanda O’Brien – Onboarding Training Manager Generation (OPG). The scope will be accreditation for the design and Tom Wigglesworth – Technical Training Manager carried out over the next 10 years, with construction of equipment for nuclear Ziad Saad – Project Manager, Materials Aecon’s share representing $1.375 billion power plants in the form of the coveted under the SNC-Aecon 50/50 JV “N Stamp” from the American Society of AECON STEERING COMMITTEE MEMBERS: agreement. Mechanical Engineers (ASME). Ian Turnbull – Senior Vice President, Aecon As Aecon’s largest energy sector The N Stamp designation was a major Energy East project to date, the Darlington RFR project accomplishment for Aecon’s Nuclear Sam Bambino – Vice President, Aecon Nuclear represents the culmination of four decades group and solidified the team’s stellar of knowledge and expertise in the highly capabilities in this niche industry. The specialized nuclear field. And although the first Darlington RFR project contract JV team’s shift on the Darlington site from followed soon thereafter, with long- test facility to power plant can be standing client and industry partner OPG measured as less than five kilometres, the awarding the definition phase to the real leap comes when measuring the SNC-Aecon JV team. The four-year project’s impact for Aecon and the definition contract consisted of both industry. fixed-price and cost-reimbursable “The Canadian nuclear industry has a elements and carried the expectation of very high stake in the success of this generating more than $600 million in project,” notes Ian Turnbull, Senior Vice revenue for the JV, including more than President, Aecon Energy East. “Both OPG $100 million in revenue for Aecon. A mock-up of one of the four reactors at Darlington

38 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 39 // DARLINGTON NUCLEAR RFR PROJECT 4 CANDU NUCLEAR REACTORS 1,920 FUEL CHANNELS TO BE REPLACED 3,840 FEEDER PIPES TO BE REPLACED 1.5M PLANNED TRAINING HOURS 2M LTI-FREE MANHOURS (AS OF OCTOBER 2016)

The scope of work on the RFR definition The JV team initiated work in spring 2012, detailed planning, pre-training and on the RFR project. The tools and methods Johnson. Even the slightest upset can things don’t go exactly as planned. That’s phase called for: with Aecon focused on the construction of procurement of components in preparation developed and exhaustively tested on the carry a high cost. what the last four years have been all · Construction of a full-scale nuclear the full-scale nuclear reactor mock-up in for when the first reactor unit came offline mock-up reactor over the last four years “The team has undergone extensive about: meticulous planning, rigorous reactor mock-up for simulated testing Darlington’s Energy Complex building, during execution phase. It sounds strange are now being applied to the live planning and training for each of the project controls, anticipating the (carried out by Aecon’s Nuclear team) where workers could train in a safe, to say, but we literally worked non-stop for environment, where Darlington’s four re-tube and feeder replacement tasks, and unexpected, and having contingencies in · Development of specialized project inactive environment. The mock-up was an more than four years, and yet we’re really nuclear reactors are being refurbished on a we’re cautiously confident as we move on place that are clearly understood.” tooling (carried out by SNC-Lavalin) exact replica of an existing CANDU just starting the project now.” sequential basis. to the execution phase,” notes Turnbull. · Development of a detailed scope, (Canada deuterium uranium) nuclear This time around, however, the live “For a project of this size and complexity, TRAINING schedule and budget for the first reactor unit found just down the road at GOING LIVE environment adds a heightened level of being ready to handle unknown and As expected, the training component of reactor’s refurbishment Darlington’s power plant. Indeed, with the initial definition stage pressure for the team. Unlike traditional unplanned conditions is one of the key this phase of work is intense. Operating in · Procurement of critical reactor “The definition phase was our dress now behind them and the subsequent construction, which typically has some aspects of risk mitigation planning.” a live environment, workers receive components for the first unit rehearsal,” explains Aaron Johnson, multi-billion-dollar execution phase allowable margin for error, in a nuclear Adds Johnson: “It’s important in this comprehensive training and are · Preparation of all engineering and Deputy Project Director, Darlington RFR contract awarded by OPG in 2016, the reactor environment, “everything is to nuclear environment to have contingency consistently rotated throughout the course construction planning documentation project. “It allowed us to do all of our SNC-Aecon JV team hasn’t skipped a beat the infinitesimal tolerance,” notes plans in place in the unlikely event that of the project, according to their skill sets,

40 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 41 // DARLINGTON NUCLEAR RFR PROJECT AECON MILESTONES AT DARLINGTON: to mitigate the risks of prolonged work 2007 in one area. to Darlington Master Services Agreement (MSA) 2011 “We’re dealing with a challenging environment,” says Johnson. “We need to minimize the amount of time our workers 2012 spend in the reactor vault, so part of our to Darlington Energy Complex Reactor Vault Mock-Up mitigation strategy has been to make sure 2014 we’re in and out of there in short order, which is why we also designed better tools that would allow us to take 2012 advantage of doing things more remotely.” to Darlington Nuclear Re-tube & Feeder Replacement 2016 (RFR) Project (Definition Phase) SAFETY FIRST With four decades of successive experience working in nuclear facilities, 2015 Aecon’s Nuclear group is well versed in to Darlington Nuclear Re-tube Waste Processing Building safety protocol associated with this 2017 specialized field. “The safety aspects of this project are multi-faceted and based on the unique 2016 needs of the nuclear industry,” says Mitch to Darlington Nuclear Turbine Generator Refurbishment Holt, Aecon’s Nuclear EHS Director. 2025 “There’s an enhanced focus on safe work planning and human performance, driven by radiological and environmental concerns 2016 in addition to rigorous conventional safety to Darlington Nuclear Re-tube & Feeder Replacement 2026 requirements.” (RFR) Project (Execution Phase) Holt says past experience with our JV project team on the Bruce Power ‘Bruce A’ Restart Project beginning in 2005 was extremely successful and has laid the foundation for the Aecon-led safety program now being implemented on the In October 2016, work officially commenced on Darlington refurbishment projects. the first reactor – Unit 2 – as OPG took it offline “We have a dedicated [Aecon] WHAT’S INVOLVED and began the fuel extraction process. This entails RedBook section in our EHS program for the removal of spent fuel stored inside the reactor working in nuclear facilities, which has by way of the station’s fuelling machines. The undergone continuous improvement for IN REFURBISHING A spent fuel is then transferred into storage pools, the last seven years,” he notes. “Aecon’s where it will sit and cool for several years. safety performance on our nuclear projects NUCLEAR REACTOR? The replacement of the feeder tubes and fuel remains consistently above target as we channels on Unit 2 is expected to reach completion strive for a zero-incident workplace.” in 2019, at which point, the JV team will begin THE BASICS work on the next reactor. In accordance with ECONOMIC VITALITY Each of the four nuclear reactors inside Darlington’s Ontario’s long-term energy plan, the work on each With 20 per cent of Ontario’s electricity power plant houses an enormous reactor vessel reactor will be sequential, with increased overlap as currently provided by the Darlington Nuclear permeated with 480 fuel channels. As uranium fuel the work progresses over the years. The only Power Plant, OPG expects the station’s Workers training to operate the mock-up reactor vaults remotely undergoes a fission process inside the reactor exception will be the overhaul work on Unit 2, re-tube and feeder replacement will vessel, it creates hot, heavy water. The heavy water which won’t overlap with any of the other reactors significantly contribute to the economic transports the heat away from the fission process in order to ensure the best possible outcome. vitality of the province by extending the life through feeder pipes – 960 to be exact – which run Providing that the work on the first reactor goes of each reactor another 30 years, while from the fuel channels on either end of the vessel according to plan, on time and on budget, Units 1, securing the supply of emissions-free, and connect to four large headers located at the top 3 and 4 will follow and each reactor will be taken reliable baseload electricity. of each reactor. The headers collect the out of service for about three years apiece until the From an industry perspective, the superheated heavy water into steam generators, overall job has been completed. Darlington refurbishment is expected to where it’s converted into conventional (light water) become a benchmark project, shining a steam. Consequently, the steam powers a set of DISPOSING OF WASTE spotlight on Aecon’s industry-leading turbines, which creates electricity through a In addition to the re-tube and feeder replacement nuclear and fabrication expertise. generator – the product of a nuclear power plant. work, the disposing of the old feeder tubes and “We had a solid reputation in the fuel channels is another substantial job in itself. nuclear field going into this project and THE PROCESS As each of the original fuel channels is extracted we’re continuing to build on that through The key to the Darlington refurbishment lies in the from the reactor vessel, each is deposited into a valuable first-hand experience,” says replacement of the 960 feeder pipes and 480 fuel specialized flask which is then transported into Turnbull. “Being successful on this project channels that run through each reactor. Multiply the adjoining Re-tube Waste Processing Building will put us in the ranks of only a handful of that by four reactors and the JV team will be that’s being constructed by the SNC-Aecon JV top global EPC contractors capable of working on the painstaking replacement of a total team as part of the preparations for the re-tube managing large, complex nuclear projects. of 3,840 feeder pipes and 1,920 fuel channels over and feeder replacement work. It’s definitely a door opener for Aecon into the next 10 years. global energy projects.”

42 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 43 Spectra Energy compressor station upgrade in Merritt, B.C.

PROJECT MATTERS

MASTERING THE ALLIANCE OF A long-standing partnership with Union Gas Limited in Ontario has parlayed into a PARTNERSHIP AND substantial service agreement with parent company Spectra TRUST Energy, as Aecon continues to solidify its position in Western Canada’s oil and gas sector.

44 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 45 // SPECTRA ENERGY PIPELINE FACILITIES

PROJECT FILE

SPECTRA ENERGY PIPELINE FACILITIES PROJECTS

CLIENT: Spectra Energy

LOCATION: British Columbia

TYPE OF CONTRACT: Master Services Agreement (MSA)

AECON BUSINESS UNIT: Aecon Industrial Management Corp. (AIMC)

SUMMARIZED SCOPE OF WORK: · Constructability reviews · Construction planning · Integrated budget and estimate preparation · Earthworks, concrete, piling · Pipe and structural steel fabrication · Piping, structural steel, electrical, instrumentation · Site buildings · Assembly and installation of permanent equipment · Tie-ins to existing facilities · Commissioning and turnover

TIMING: January 2016 to December 2020

EMPLOYEES ON SITE AT PEAK: 500 Since 2000 – the year Ontario-based performer in the west. In order for Aecon Union Gas Limited first awarded Aecon a to carry out the construction of these SAFETY: long-term formal Strategic Alliance facilities projects for Spectra Energy, · Over 120,000 manhours worked ending October 31, contract to carry out its gas distribution Aecon Industrial Management Corp. 2016, with a Lost Time Injury (LTI) rate and Total work across the province – Aecon has (AIMC) stepped up to answer the call. Recordable Injury Frequency (TRIF) of 0 been living up to its reputation as a Aecon Energy’s Geden heads up the · Over 8,200 proactive leading activities completed contractor committed to fulfilling its business unit in the role of Vice President. (Leading activities include: inspections, behavioural- clients’ goals and objectives. That kind of The team consists of key employees from based observations, safety opportunities, hazard singular focus, combined with consistently Aecon’s Energy and Mining segments. assessments, training, and audits) exemplary work and a strong safety “This absolutely is a ‘ONE Aecon’ culture, has established a solid foundation project,” notes Geden. “We’ve been able KEY EMPLOYEES: of trust between Aecon and the gas to provide Spectra Energy with all of their Andrew Geden – Vice President, AIMC distribution company over the last decade required on-site services, and we can do Scott Ryan – Project Director and a half. It has also laid the cornerstone that because of the capabilities of our Gerry Kyne – Project Manager for a robust new Aecon opportunity in various business units. We’ve set Bryan Connor – Project Manager Western Canada with Union Gas parent ourselves up in a way that allows us to Kevin Loy – Construction Manager company, Spectra Energy. fulfill this new contract to the highest Danny Bowes – Construction Manager “Spectra Energy looked at the existing degree possible, while adding strength and Mark Adams – Technical Specialist Manager work model we had with Union Gas in development opportunities for local and Kevin Trotman – Technical Specialist Manager Ontario and they were really eager to try Aboriginal businesses.” Kevin Ford – General Superintendent (DIW) the same alliance-style approach in the The scope of work under the MSA Blaine Malberg – General Superintendent (DIW) west,” explains Aecon Energy’s Andrew involves the new construction activities Bill Gelinas – General Superintendent (DIW) Geden. “They wanted to partner with associated with Spectra Energy’s natural Josh Harding – General Superintendent (DIW) somebody who could eventually become a gas facilities. Mahyar Esmaeilzadeh – Project Controls Lead true alliance partner for them in Alberta A key element in the pipeline Elmira Torkamani – Project Scheduling Lead and British Columbia, and that’s a real transportation of natural gas, compressor Don Dow – Safety Director win for us.” stations are used to move natural gas Dan Parker – EHS Lead Aecon’s new contract with Spectra through a pipeline to maintain its flow Billy Clarke – EHS Lead Energy is in fact a four-year Master and pressure as it travels long distances. Leslie Fowler – Aboriginal Relations Services Agreement (MSA) in which Spectra Energy is entirely focused on Mike Derocco – Labour Relations Aecon will construct a number of natural ensuring the highest possible reliability Benjamin Tong – Estimating Lead gas facilities for the energy company of its compressor stations and is looking across British Columbia and Alberta. It’s a to Aecon to drive that enhanced tremendous opportunity for Aecon to reliability on existing stations, while leverage its oil and gas experience in the also increasing Spectra Energy’s ability Structural steel work east with Spectra Energy’s desire to build to distribute natural gas throughout on one of Spectra Energy's a productive partnership with a proven British Columbia. compressor stations

46 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 47 // SPECTRA ENERGY PIPELINE FACILITIES First stages of construction on a Spectra Energy compressor station building

A team of DIW workers on the Spectra Energy job site in Merritt, B.C.

“Spectra Energy is maintaining in southern B.C. began in May 2016, with organizations; one where it becomes infrastructure that they’ve had in place the northern sites following in August. difficult to see exactly where the owner’s since the 1950s and bringing it up to As with most new project endeavours scope ends and the contractor’s begins. speed with newer, state-of-the-art – especially those being carried out in a Having a fully integrated team approach compressor units,” notes Geden. “Doing less-than-familiar geographic territory – takes time and a great deal of focus and this work will help them improve the the work has presented some challenges, commitment from both sides. Seeing this reliability of their system.” among them the demands of a tight through will be the ultimate measure of Work on the compressor stations is start-up time frame and becoming success for our business as we take currently under way and spread out across operational in these areas of B.C. action toward building a true alliance five separate project sites. Respective “We needed to go out and source partnership from this MSA.” work duration ranges from two to 14 labour from scratch, and fairly quickly in a Geden says a second contract is in the months. Three of the sites are located in lot of these cases,” says Geden.“Our works for maintenance work on a number northern B.C., in the Fort St. John and main focus was not just getting people of Spectra Energy’s natural gas Dawson Creek regions. The other two on-site but ensuring they were properly processing facilities across B.C. The new projects are located in the southern part of aligned with our company’s core values contract will include both the planning the province, in areas surrounding the and understood the importance of this and the execution of plant shutdown towns of 100 Mile House and Merritt. contract. That’s been the biggest challenge work; a service crucial to maintaining the If work goes according to plan and so far, but also the biggest opportunity.” integrity of these facilities. The term of schedule, Geden says it is anticipated Indeed, Aecon’s experience with this second agreement, appropriately that Spectra Energy will add two years alliance partnerships and boots-on-the- named the Master Turnaround to the original term of Aecon’s MSA ground operations has aligned nicely on Agreement (MTA), is three years plus an contract. its facilities work for Spectra Energy. The automatic two-year contract renewal. Immediately following the signing of best indicator for Geden and his AIMC “The impact that we’ve made on this Aecon’s new MSA contract in February team to date has been the ongoing project so far has definitely led us to this 2016, the Aecon team initiated interaction with the Spectra Energy team second contract,” notes Geden. “Spectra constructability work, including and the development of new alliance Energy’s trust in us is built off of an preliminary reviews of Spectra Energy’s objectives. existing alliance model, and it’s drawing plans, executing budgets and “We share the ultimate goal of having something that we’re absolutely going to establishing schedules. The work on-site an alliance partnership between our continue to build on.”

48 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 49 // SPECTRA ENERGY PIPELINE FACILITIES >120,000 MANHOURS WORKED WITH A LOST TIME INJURY (LTI) RATE AND TOTAL RECORDABLE INJURY FREQUENCY (TRIF) OF 0 >8,200 PROACTIVE LEADING ACTIVITIES COMPLETED

50 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 51 PROJECT MATTERS

FULLCIRCLE

52 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 53 // NORTHEAST ANTHONY HENDAY DRIVE

PROJECT FILE NORTHEAST ANTHONY HENDAY DRIVE NORTHEAST ANTHONY HENDAY DRIVE (NEAHD) PROJECT (NEAHD) PROJECT LOCATION: Edmonton, Alberta

Aecon and its joint venture partners have CLIENT: Alberta Transportation CONCESSIONAIRE: Capital City Link General closed the loop with the completion of the Partnership (Meridiam, Hochtief, ACS) final section of Canada’s first free-flowing DESIGN-BUILD JOINT VENTURE: ring road in Edmonton. Now, thanks to Flatiron-Dragados-Aecon-Lafarge (FDAL) AECON BUSINESS UNITS: ATW, Transportation, this first-rate example of a project Utilities, Constructors completed under the Public-Private PROJECT TIMING: July 2012 to October 2016 Partnership building model, an estimated CONTRACT VALUE: $1.81 billion 40,000 motorists will have unparalleled TYPE OF CONTRACT: Public-Private Partnership (P3) access into and around the city. SCOPE: · 27 kilometres of six- and eight-lane divided roadway (equivalent to 160 single-lane kilometres) · 6 service interchanges · 3 system interchanges · 2 road flyovers · 47 bridge structures including: · 8 rail crossing flyovers · 2 river bridges · 58 overhead sign bridges · 45 cantilever signs

EMPLOYEES ON SITE AT PEAK: 500 (joint venture Ring road, beltway, loop or orbital. Construction has progressed in sections team); 11 Aecon Supervisors Although the names for these roads differ throughout the years, but it wasn’t until around the globe, their function is typically 2016 that Edmontonians could finally KEY EMPLOYEES: the same: to circumvent. enjoy the full benefits of a continuous Sami Abunaaj (ATW) – Roadway Ring roads first started appearing ring road, as first envisioned. Construction Manager in North America in the 1930s and Rob Richardson (Flatiron) – Project Manager grew in popularity as urban centres CROSSING THE FINISH LINE Graham Wilson (Aecon Utilities) – began upgrading and expanding their Aecon has played a pivotal role in this Utilities Coordinator infrastructure networks. Depending on massive transportation project, the single Jeff Peroff (Aecon Utilities) – Pipeline Utilities their purpose or design, ring roads can largest highway construction job in Gary Hodge (Flatiron) – Safety Manager offer a time-saving bypass for travellers Alberta’s history. Paul Anderson (ATW) – Paving Manager wishing to circumvent a town. They can For the last four years, Aecon has Stuart Nielson (ATW) – Grading Manager also provide multiple points of access into been an integrated joint venture partner a busy urban centre for anyone wishing to on the team responsible for carrying out DESIGN BUILD JOINT VENTURE — circumvent the congestion often the design and construction portions of AECON EXECUTIVE COMMITTEE MEMBERS: associated with slower inner-city traffic. the road’s final 27-kilometre northeast Mark Rivett, EVP, Infrastructure Both driving options are now available section, running from Manning Drive to Don Brophy, SVP, Aecon Constructors to Edmontonians with the completion of Whitemud Drive. Greg Steels, VP, Infrastructure Operations the northeast portion of Anthony Henday Aecon carried a 22.5 per cent interest Michael Derksen, SVP, Aecon Transportation West Drive, the final 27-kilometre stretch of road in the project scope with partners Flatiron that (literally) closes the loop on Canada’s Constructors, Dragados, and Lafarge, first free-flowing ring road. operating under a Public-Private The vision of an orbital road to Partnership (P3) framework. The team circumnavigate the City of Edmonton was subcontracted to complete the work was first set in motion more than four by Capital City Link General Partnership decades ago when the Alberta (CCLGP), a P3 consortium awarded the government purchased land surrounding overall $1.81-billion contract in 2012 to the city and began construction. The design, build, operate and partially finance road was initially called the the Northeast Anthony Henday Drive Transportation and Utility Corridor. (NEAHD) project.

54 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 55 // NORTHEAST ANTHONY HENDAY DRIVE

ANTHONY HENDAY DRIVE N 2

16

216 When the new – and concluding – OVERCOMING THE OBSTACLES corridors, resulting in a whopping stretch of road opened to the public on For the four joint venture project partners 523 major and minor utility “conflicts” October 1, 2016, this milestone involved in constructing the northeast that needed to be addressed. What’s achievement was celebrated by all. More leg of Anthony Henday Drive, their ability more, 100 of those conflicts had to be than just a 27-kilometre stretch of road, to meld as a cohesive operating team was tended to immediately to keep the project the Northeast Anthony Henday Drive put to the test from the earliest stages of on schedule. This involved doing integrity project completion represents the grand this four-year project. tests on older pipelines, getting permits finale of a multi-decade construction “We definitely had some major and permissions from pipeline owners to chapter and the opening of new hurdles to overcome,” says Derksen. relocate or protect the affected pipelines, opportunities for the City of Edmonton. “Especially in the first part of the project and then carrying out the prescribed work “Now that the ring road is complete, timeline, when we were dealing with before moving forward with the original it provides tremendous advantages for extreme weather conditions, including project scope. motorists trying to get around the city,” flooding, and some significant utilities Mother Nature also showed her notes Michael Derksen, Senior Vice infrastructure challenges.” wrath over the duration of this project. President, Aecon Transportation West. Indeed, the initial design phase of the In the earlier stages, weeks of non-stop Northwest Leg “Not only will it offer greater mobility for the Northeast Anthony Henday Drive project rain during Edmonton’s spring season Northeast Leg community as a whole, it will also impact revealed the construction zone was carried over into the summer months, Southwest Leg the economy and the overall region.” actually located on numerous utility saturating the site’s predominantly clay soil. 0 2 4 6 Southeast Leg kilometres

56 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 57 // NORTHEAST ANTHONY HENDAY DRIVE 27 6 45 KILOMETRES OF SIX- AND SERVICE INTERCHANGES CANTILEVER SIGNS EIGHT-LANE DIVIDED ROADWAY 47 58 523 TOTAL BRIDGE STRUCTURES OVERHEAD SIGN BRIDGES UTILITY "CONFLICTS" RESOLVED

With more than one million tonnes of inclement weather conditions. “We had overcome some of our earlier obstacles, asphalt to place, roadway construction was a good plan in place, though, and had and it really paid off.” significantly slowed, pushing back outlined the resources we needed at The last stages of the project included scheduled paving and threatening the various stages in the game. It came the pouring of multiple bridge decks, overall project schedule. down to modifying our schedules and placing gravel base, asphalt paving, In the summer of 2013, while in the accelerating certain portions of the project finishing all earthworks, installing lights midst of constructing two separate to stay on track.” and traffic signs, and setting up traffic in four-span bridges crossing the North While the first two years of foundation its final configuration. Saskatchewan River, project crews work and substructure construction were During this final phase, Aecon played experienced a major flood when the marred by unforeseen circumstances, the an integral role in coordinating with the river rose an alarming three metres in remaining project timeline was all about client, Alberta Transportation, to ensure a matter of 14 hours. With all of the making up for lost time. project completion was aligned with cofferdams flooded out, work came to “There were a total of five segments the highest standards of construction. a standstill while crews did their best to on this project,” notes Derksen. “We This meticulous process entailed salvage the situation. were challenged with completing all completing a checklist of essential items, “The weather is always a significant of them but still sticking to schedule reviewing all records for quality control, factor and can really hamper an in the final months. We added more and addressing any outstanding issues A portion of the Anthony Henday ring operation,” says Derksen of the ongoing crews and worked around the clock to before final client sign-off. road over the Saskatchewan River

58 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 59 // NORTHEAST ANTHONY HENDAY DRIVE

FINISHING TOUCHES the driving public all updated with the From the beginning of the project, Once the majority of all heavy road traffic changes taking place.” Steels has maintained the joint venture construction was completed in September From a landscape perspective, project team bringing this northeast 2016, crews and subcontractors turned earthworks crews had created storage section of Anthony Henday Drive to their attention to the finishing touches: ponds early on in the project to manage fruition. The team had both the multi-use trails (MUT), top soiling, seeding stormwater flows during construction. experience and tenacity required to and grassing, as well as any remaining There are 24 storage ponds in all, featuring overcome all obstacles and stay on final clean-up work. To make way for these inlet ditching, outfalls, and related piping schedule. Now that the final stretch of changes, traffic was regulated and that captured runoff water during the road has opened and an estimated redirected almost on a daily basis, which building of various portions of the road. 40,000 motorists are enjoying the required a lot of precise decision-making “These ponds were initially created as freedom of a free-flowing road around and skilled time management. part of a detailed stormwater modelling the City of Edmonton, the project has “Because we were getting down to the system, and they will continue to reside as been safely delivered on time to client final pieces of the puzzle towards the end, permanent wetland areas,” reports Greg Alberta Transportation. there were traffic changes happening Steels, Vice President, Infrastructure Says Derksen: “The experience of every couple of days,” notes Derksen. Operations. “We enlisted a subcontractor working on this project has been an “To get the job done, our on-site guy, to station a variety of plants in and around exceptionally rewarding one. Getting such Sami Abunaaj [Vice President, ATW] was the pond areas in order to extend their a tremendous amount of work done in tremendous in keeping the City of lifespan. It’s one of the nicest features of such a short period of time comes with a Putting in final touches before opening the Edmonton, Alberta Transportation, and this project.” great sense of accomplishment.” final leg of the Anthony Henday ring road to the public

60 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 61 // NORTHEAST ANTHONY HENDAY DRIVE “The experience of working on this project has been an exceptionally rewarding one.”

— Michael Derksen, Senior Vice President, Aecon Transportation West

Workers paving the final stretch of the Anthony Henday ring road

62 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 63 PROJECT MATTERS FORT HILLS ORE PREPARATION PLANT

64 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 65 // FORT HILLS ORE PREPARATION PLANT

PROJECT FILE

FORT HILLS ORE PREPARATION PLANT (FORT HILLS OPP)

CLIENT: Fort Hills Project Partnership: Suncor Energy Inc., Total E&P Canada Ltd., Teck Resources Limited Leveraging Aecon’s reputation for diversity, LOCATION: Athabasca region, northern Alberta a stellar safety record, and previous surface TYPE OF CONTRACT: Target Price Cost Reimbursable mining work for Suncor, Canonbie CONTRACT VALUE: $124 million ($115-million general Contracting delivers on its multi-million- contract and $9-million miscellaneous contract) AECON BUSINESS UNIT: Canonbie Contracting dollar ore processing plant contract for Limited northern Alberta’s new Fort Hills mine. SUMMARIZED SCOPE OF WORK: · Civil, structural steel, building erection, heating, ventilation, roofing, cladding, mechanical, piping, electrical, instrumentation, and scaffolding construction of the OPP-Wet · Assembly and installation of three rotary wet screens and twelve 4,000-horsepower slurry pumps

TIMING: July 2014 to November 2016

EMPLOYEES ON SITE AT PEAK: 340

KEY EMPLOYEES: Rob Strohmann – Senior Project Manager Cam Green – Vice President & General Manager Alberta is a top producer of bitumen – a partnership of Suncor Energy, Teck Jeff Light – Construction Manager – the thick, sticky oil that emanates from Resources Limited and Total E&P Canada. Frank Kattluss – Assistant Construction Manager the oil sands. The province boasts 85 per Canonbie Vice President and General Jim Henderson – Quality Project Manager cent of the world’s total natural bitumen Manager Cam Green says a major factor in Justin Cooke – Turnover Manager reserves, the majority of which is found in winning the work was Canonbie’s proven Ryan Lloyd – EHS Manager northern Alberta’s Athabasca region. track record with the mine’s operating Bart Simpson – EHS Lead Although the reserves are plentiful, partner, Suncor. Kevin Ford – General Superintendent turning bitumen into a market-ready “We’ve been working with Suncor for Wil Meade – General Superintendent product is considerably more complex almost a decade now, which has given us David Bohonis – General Superintendent than with conventional oil reserves. the opportunity to really deliver on a number Garry Kennedy – Mechanical Superintendent Emerging from beneath the ground via of projects and foster that relationship.” Cory Smith – Scaffolding Superintendent open pit mining, the oil sands offer up a Canonbie Senior Project Manager Rob Josh Harding – Electrical Superintendent clumpy fusion of sand, water, clay and Strohmann concurs. “The project team Andrew Helps – Electrical Superintendent bitumen that must move through multiple we currently have on-site has developed extraction and processing phases in a a very good relationship with Suncor over bitumen production facility before it’s the years. As one of our major clients, market-ready. Suncor fully understands what we're able At the new Fort Hills mine site in to offer as a company, what we do. The northern Alberta, about 90 kilometres work that we’ve done for them has been north of Fort McMurray, Aecon subsidiary successful in the past and now we’re Canonbie Contracting has spent the last building off of that.” two years hard at work on the front end of By the time Canonbie was initiating this bitumen process. Canonbie has just construction on the Fort Hills OPP in late successfully completed a $124-million 2014, another Aecon business unit – contract to construct the “Wet” section of Aecon Mining – had already secured its the mine’s new 22,000-square-foot ore own scope of work: a separate processing plant (OPP). Once the mine is $123-million contract from the same client fully operational and begins to produce oil for nearby work on the Fort Hills mine. in late 2017, the “OPP-Wet” will be the Whereas Canonbie was working on the second stop in the bitumen production processing plant, the Aecon Mining team process once it has been mined. was focused on mine development, Canonbie has been on-site at Fort Hills constructing the main open pit tailings, since 2014, when it was first awarded the dikes and haul roads, and making the processing plant contract by Fort Hills LLP initial mining cut. A portion of the Fort Hills Ore Preparation Plant (OPP) in Alberta

66 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 67 // FORT HILLS ORE PREPARATION PLANT One of the OPP’s massive rotary wet screens

3 ONE-MILLION-POUND ROTARY WET SCREENS THAT ARE 70 FEET LONG AND 25 FEET IN DIAMETER

68 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 69 // FORT HILLS ORE PREPARATION PLANT

Canonbie employees from left to right: Interior of the Fort Hills Ore Paula McCann, Jarrett Chasse, Remi-Pierre DeGrace, Preparation Plant (OPP) Landon Halpin, Mike McLeod, and Josh Nielsen

For the Canonbie team, significant deposited into crushers, loosely broken entirely different route than a typical, of three one-million-pound rotary wet the crushed ore with warm/hot water in able to mine and process its projected detailed planning with Suncor and down and conveyed to OPP-Wet. There, conventional OPP build. Rather than screens that had been shipped to the Fort order for the newly formed slurry mixture 110 million tonnes of oil sands per year, engineering firm Worley Parsons the crushed ore is mixed with warm water construct the structure first, the workers Hills site in eight separate sections by to aerate and entrain air bubbles. yielding an average of 180,000 barrels of preceded construction start on the and conditioned to create slurry. The preassembled the building and fitted all American equipment manufacturer, “We’ve never done anything like this bitumen per day at full production. “OPP-Wet” in November 2014. The slurry, in turn, is transported via hydro- the HV ducting, roof cladding and electrical McLanahan Corporation. Canonbie’s job before,” says Canonbie Construction “I’m really proud of the work the team scope of work involved civil, structural transport lines with the assistance of components in the truss space at grade was to assemble the three massive rotary Manager Jeff Light, “but we were able to has done on this job,” says Green. “The steel, building erection, heating, booster pumps to the facility’s primary level. They then installed the structural wet screens at ground level and then complete it all through our constructability, project was completed on time and with a ventilation, roofing, cladding, mechanical, extraction stage. It is in the extraction steel using large panels that were lifted lift them onto concrete piers 60 feet and with the help of our millwright and our stellar safety record. The team was piping, electrical, instrumentation, and process that the bitumen is removed from into place. By doing so, the crews were above ground using 500- and 660-tonne structural, and welding superintendents. challenged in some of the work scope, but scaffolding construction. the sand, further treated through several able to minimize the safety risk of working Demag cranes. For sure, the safety factor was our they really rose to the occasion and did it Typically, an OPP facility consists of procedures, and eventually readied for at heights and increase productivity Measuring 70 feet long and about 25 number one priority.” in the safest possible way.” two separate sections: OPP-Dry and shipping. throughout the course of the project. feet in diameter, the enormous rotary wet Canonbie’s scope of work on this OPP-Wet. OPP-Dry is the material- For Canonbie’s construction of the The other unique component of this screen barrels are used at the start of the project is now complete, and the Fort Hills handling plant where the mined ore is OPP-Wet, the project team took an project was the assembly and installation OPP-Wet’s slurry process. They combine mining project is one step closer to being

70 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 71 // FORT HILLS ORE PREPARATION PLANT “As one of our major clients, Suncor fully understands what we're able to offer as a company.”

— Cam Green, Vice President and General Manager, Canonbie

72 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 73 AECON'S INNOVATION COUNCIL “Our aim is to create a work EXECUTIVE COMMITTEE: environment that encourages · John M. Beck, President and CEO · Paula Palma, EVP & Chief People and Information Officer PEOPLE MATTER and nurtures our employees’ · Mathew Kattapuram, Senior Vice President, innovative ideas.” Strategic Business Development CURRENT MEMBERS: · Melissa Maki, Surveying Manager (Infrastructure) — John M. Beck, President and CEO, · Linda Gregatto, Contracts Manager (Infrastructure) Aecon Group Inc. · Scott Waters, Vice President and General Manager, Energy West (Energy) · Bill Clarke, Vice President, Business Development and Aboriginal Affairs (Energy) · Scott Ryan, Project Director (Mining) · Patrick Maillet, Engineering Manager (Mining) · John Hillborn, Director of Business Solutions (Information Services) · Steve Payne, Aecon Concessions Director (Concessions) · Mike Archambault, Senior Vice President and AECON Chief Safety Officer (Safety) INNOVATION COUNCIL

the sharp end of this modern-day brought forward to better improve our “Being a part of the Council allows us to take these new concepts and get them STAYING AHEAD technological convergence and taking service offering.” highlight the things that are already out to everybody so that we can avoid advantage of the opportunities in front of Since its inception in early 2016, the happening in the field and then helping to repeating the same challenges and us so that we are seen as leaders and Council has been meeting quarterly to get them implemented in a cohesive way mistakes.” OF THE CURVE early adopters of new technologies.” discuss and evaluate new advances in the across the entire company.” Maki’s contributions to the Council – To create a culture of innovation across technology sector that can be applied to As one of Aecon Infrastructure’s and to Aecon as a whole – represents a the company and provide a forum to our industry. In order for a proposed idea representative members, Maki has fraction of the potential that lies within the facilitate its advancement, Aecon has to gain traction, it must first align with brought to the Council innovations in new Aecon Innovation Council through its When it comes to approaching the nanotechnology resulting in exoskeletons established an Innovation Council. It is Aecon’s core values and overall business mobile mapping and unmanned aerial collective membership. Backed by the work we do with an innovative lens, the and drones – has conditioned us to start composed of an executive committee to strategy. The first step is for members to vehicles (UAVs). These technologies have mandate and mechanism of this new words spoken by Aecon’s President and thinking differently. Aecon has always oversee decision-making and present a supportive business case to the already been adopted in her operating forum, the vision of Aecon as an CEO John M. Beck perfectly encapsulate remained diligent in employing the latest representative members from across Council’s executive committee to segment for photography and 3D project innovation trailblazer has suddenly made a his vision of positioning Aecon at the technologies in our day-to-day work – Aecon’s operating segments. The Council determine if the idea merits study or site mapping applications. Now, however, substantial leap forward. forefront of our industry. from field equipment to company-wide is focused on challenging Aecon development. A green light at this stage as a member of the Innovation Council, “Ultimately, our goal is to stay ahead From a bird’s-eye view, the general support platforms like SAP – but these employees and fostering both their triggers resources to further study the Maki has had the opportunity to play a of the curve in this industry,” notes consensus regarding construction and introductions have largely been functional engagement and leadership in the innovation and/or fund its implementation. pivotal stewardship role in introducing this Kattapuram. “This Council will be the innovation is that ours is an industry that rather than visionary; they are development of innovative strategies that A vital role of the Council is to act as a type of technology across all of Aecon. vehicle to help us get there, but we typically lags behind most other industries implemented to address an immediate will enhance the efficiency and platform for expanding the many proven The ability to leverage valuable knowledge absolutely need the input of our people. in the world. In fact, many would say the need rather than strike a movement. productivity of Aecon’s existing innovative concepts currently in operation and lessons learned to new adopters They’re the ones in the field, and they’re construction trade hasn’t made any truly businesses or lead to new business in pockets across the company. across the company reduces redundancy the ones that will keep us out in front.” significant advances for the last half- Until now. opportunities. “There are a lot of great people at and, in itself, creates process efficiencies. century. “The engagement of representatives Aecon with a lot of great concepts, but “What you don’t want to be doing is And yet, the lightning speed with “It’s time to start thinking outside the box from our business segments is vital,” we’re definitely not talking about them on developing something fairly innovative to which our world continues to evolve due when it comes to innovation,” says explains Kattapuram, “because these are a big, corporate scale when it comes to save time and then someone on the other to year-over-year advances and Mathew Kattapuram, Aecon Senior Vice the people who have an in-depth innovation,” explains Council member side of the company has to go out and do convergences in technology — such as President, Strategic Business understanding of our business and the Melissa Maki, (Survey Manager, the very same thing, starting from artificial intelligence, robotics, and Development. “We’re focused on being at lens for what kinds of innovations can be Transportation, Aecon Infrastructure). scratch,” she explains. “We’re trying to

74 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 75 SAFETY MATTERS HARNESSING INNOVATION AND TECHNOLOGY TOWARD CONTINUOUS IMPROVEMENT IN HEALTH AND SAFETY By Mike Archambault Senior Vice President, Chief Safety Officer

Workers wearing a new ErgoSkeleton, which is a postural support device that when worn, encourages best practices in lifting and material handling by offering feedback on ergonomics and posture

The Aecon Environmental Health and AIMS The opportunity to place high-tech the manufacturers and vendors Aecon (UAVs). These drones successfully capture hazardous situations, they will never fully Safety (EHS) program is grounded in key The Aecon Incident Management System sensors on these items has the partners with are already in the process of the progress of some of our largest replace human performance. Instead, we elements that support the overall goal of (AIMS) improves the way in which we potential to: integrating tools such as cameras, sensors projects through the use of film and aim to incorporate new technologies into an incident- and injury-free workplace, track incidents, notify staff and keep · Notify the operator of heavy equipment and cloud compatibility as standard photography. They also offer the value- our existing EHS program to further including health and safety training, hazard detailed records of workplace incident when a worker is in a hazardous position features for new safety equipment. added ability to autonomously scan and strengthen and evolve it. assessments, workplace inspections, investigations. Through AIMS, Aecon now or blind spot Sensors on heavy equipment that work estimate the amounts of material left in Safety First, Aecon’s number one core behavioural observations and our Aecon has a live and paperless process in place · Monitor an employee's vital signs, such in conjunction with workers’ personal pits and quarries, effectively removing the value, will continue to serve as the Safety Opportunity program. All of these that has enhanced efficiencies and as heart rate and temperature, to better protective equipment (PPE) are another risk of surveyors being exposed to various foundation for ensuring everyone remains elements are routinely updated and deepened knowledge transfer. manage the individual’s exposure to example of new technology supporting hazards such as working in pits and safe each and every day. While we modified with the goal of supporting extreme hot or cold working conditions safety in the workplace. For example, quarries at heights or around heavy enthusiastically embrace new continuous improvement in our overall ON-THE-GO ACCESS · Monitor and locate people working alone a PPE item is equipped with a small equipment. technologies, they will only ever be as EHS performance. In the last few years, With many of our proactive leading or in remote locations sensor tag that, in turn, initiates an alarm good as our safety culture and personal the shift to leading indicators versus activities, we have introduced mobile · Take live readings of airborne visible to the worker operating a piece of ERGOSKELETON commitment to executing all activities trailing indicators has enabled Aecon to forms to complete safety opportunities, contaminants or noise levels for each heavy machinery. The alarm notifies the Similar to a backpack, the ErgoSkeleton is while following safe work practices. adopt a predictive approach to identifying behavioural observations and inspection individual worker operator to promptly stop if a worker gets a postural support device that when worn, Technology is simply a tool to add levels of potential health and safety hazards, risks reports in an effort to leverage the · Overlay worker locations onto 3D too close to the back of moving encourages best practices in lifting and safety and innovate the way we build and prevention strategies. With this shift increased presence of mobile devices in modelling equipment. The same technology can be material handling by offering feedback on things that matter. comes a natural focus on human our workplace. This offers our workers · Track the location of workers in the event used in congested areas with sensitive ergonomics and posture. It provides performance – the way people think about, immediate, real-time updates regarding of an emergency processing equipment or structures. feedback to the wearer when to adjust react to and perform their work activities. potential issues or concerns. Placed in specific locations, these small posture if they are bending or twisting in a Amidst the activities and proactive Sensors have the ability to capture and tags can notify the operators of heavy manner that has the potential to increase measures we practise on a regular SENSORS monitor information and transmit it to us equipment when they are too close to a the risk of a musculoskeletal injury. basis, innovation and new technology are Mobile devices and databases can be through mobile devices, cloud networks sensitive area. Aecon is currently piloting playing a greater role in the strengthening further complemented by technology to and other systems. Consider the concept applications of this and similar As exciting as new technologies may and evolution of our EHS program. enhance our health and safety programs. of human performance and the ways in technologies throughout various projects. be, there is one thing that remains a Here's an overview of new tools – some Consider a worker on a construction which work is performed. Having access constant – human performance. While already implemented and some under project wearing standard personal to information that provides insight on how DRONES technological advances may help us to consideration – that can help make our protective equipment (PPE) such as a hard to better assist our employees is an Several Aecon project sites have also handle material more effectively, use workplaces safer and more efficient: hat, a high-visibility vest, respirators or invaluable opportunity to ensure all tasks served as platforms for the introduction of drones to scan our projects, and apply safety glasses. are completed safely. Additionally, many of drones, or unmanned aerial vehicles sensors to track and signal potentially

76 ONE // THE MAGAZINE OF AECON GROUP WINTER 2017 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

PHONE: 416 293 7004 PHONE: 403 695 3085 PHONE: 604 235 1398 aecongroup TOLL-FREE: 1 877 232 2677 TOLL-FREE: 1 877 232 2677 TOLL-FREE: 1 877 232 2677 aecongroupinc EMAIL: [email protected] EMAIL: [email protected] EMAIL: [email protected] aecon.com