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< PreviousWhile even the most myopic of analysts couldn’t argue that last year was a success for the industry, what did become evident during end-of-year reports was that the residential and single-family segments of the market did some heavy lifting in keeping the industry as a whole from being hit even harder. According to FMI, this sub-sector, which includes residential improvements and single-fam- ily construction, experienced growth of 5% or higher. When taken in the context of the same report showing that public infrastructure and non-residential or com- mercial projects either remained static or suffered large losses, it is clear that this portion of the market ensured that there was something to build on as the industry moved into the new year. While the latest Non-residential Construction Index (NRCI) for the last quarter remained below the growth threshold of 50, it has inched closer to this metric and is now at 47.1, up from 45.6 in the previ- ous quarter. This in itself is indicative of a small glimmer of hope within the industry of better days to come. It is possibly unfair to base widespread predictions on reports and figures generated in 2020. Given that there is an almost total acceptance that the events of the past year are far beyond the norm and, therefore, should prob- ably not be considered the sole barometer of the current landscape. In previous downturns, external forces were applying pressure to markets and the responses to these challenges needed to be slow and considered. This is different. Globally, the goal is to bounce back to 2019 levels as quickly as possible. A combination of stimulus packages and widespread vaccination programs should contribute greatly to this. Positively however, there was early cause for optimism in the first quarter. Numbers from the Census Bureau that were released in February showed that construction spending, overall, was up almost 6% compared to December 2019. While it is too early to make definitive conclusions from this, the signs are encouraging. Notwithstanding the positive sentiment and desire throughout the industry to recover, it is impossible to con- tinue any upward trajectory through goodwill and hope alone. In addition to the obvious challenges faced through the pandemic and the destructive effects on investments and confidence, the industry has also had to accept rising costs and supply chain problems. This is according to an analysis by the Associated General Contractors of Amer- ica. The AGC believes that this data points to a threat to future employment and went as far as to issue a Con- struction Inflation Alert detailing the problems and urging a rollback of tariffs and other supply impediments. “These figures show most states are still far from recovering the construction jobs lost a year ago,” said Ken Simonson, the association’s chief economist. “The overall economy is recovering, but huge price spikes and ever-lengthening delivery times threaten to set construction back further.” These additional factors, while possibly not crucial to the industry’s survival, are certainly contributing negatively to an industry that needs to be rejuvenated quickly. The AGC went on to say that, while certain aspects of the downturn is a result of COVID-19, there were a numbers of policy changes that could be implemented immediately that could alleviate some pressure. Stephen E. Sandherr, CEO of the association said, “The coronavirus has wreaked havoc on many supply chains, but some of the price increases are the result of misguided policy decisions, including tariffs. Cutting tariffs and addressing shipping delays will give a needed boost to many firms struggling to get back to pre-pandemic business and employment levels.” In this regard, it is crucial that the Biden Administration comes good on its recent announcement of a multi-tril- lion dollar infrastructure package as part of its American Jobs Plan. As part of the package, almost $1 trillion alone has been earmarked for physical improvements to roads, bridges, rail lines, ports and the electric grid. It is hoped that the effect of these investments will, in addition to restoring the jobs lost during the pandemic, create 5 million new jobs across the broader economy. The program itself largely enjoys bipartisan support and is divided into two phases; physical infrastructure and human infrastructure. The plan for phase one is to prior- itize investment in areas such as clean energy upgrades, a stable of electric-vehicle charging stations across the country, development of a 5G telecommunications net- work, rural broadband deployment, 1 million affordable and energy-efficient housing units and advanced training for millions of workers. The second phase of this plan, the | 10 MAY 2021“ The overall economy is recovering, but huge price spikes and ever-lengthening delivery times threaten to set construction back further. ” | 11 APEIRON CONSTRUCTIONAmerican Families Plan, will focus on tax credits and fur- ther investment in areas such as childcare and education. While this program will certainly provide a welcome boost to the construction industry, it is yet to be seen if this plan can be realized due to tentative concerns around the tax increases needed to fund such a far-reaching program. In Canada, it seems as though the picture is somewhat healthier. Due to the early and sustained funding of infra- structure that was prioritized throughout the past year, the industry is beginning to see growth as the local econ- omy emerges from the downturn. Although the levels of growth are expected to be slightly muted, employment across the industry is predicted to grow by 64,900 work- ers (6%) over the next decade. BuildForce Canada pre- dicts that, contrary to the situation in the U.S., this growth will be centered around non-residential sector and will be driven “by a large list of public transit, health care, edu- cation, roadwork, and other civil infrastructure projects.” Executive Director of BuildForce Canada, Bill Ferreira, believes that the actual challenge throughout this period will be in keeping up with the need to hire new employees. “Canada’s construction outlook is strong for 2021 and well into the middle portion of the decade thanks to gains in the residential and non-residential sectors. And while we forecast growth to slow over the later years of our forecast period, we nonetheless expect that the industry will be challenged to recruit more than 309,000 new work- ers to replace retirees and keep pace with demand.” Overall, the construction industry is in a period of uncer- tainty. While there are heavy losses, both in terms of investment and employment, to be recovered, there is also evidence of a tentative roadmap emerging. Sustained investment is key, however. Infrastructure across the U.S. requires improvements on a scale that involves mas- sive amounts of funding. As evidenced by recent power outages in Texas and the incremental pivoting towards greener, more sustainable practices and energy sources, the nation is ready to see change. Already this year, the new administration has made changes to legislation ensuring that retrofitting of up to two million commercial buildings and the weatherization of four million homes will now take place over the next four years. This move brought consid- erable praise from the U.S. Green Building Council with Elizabeth Beardsley of USGBC saying, “President Biden’s Executive Orders focused on tackling the climate crisis is especially encouraging to USGBC. Seeing the White House prioritize action around greening the federal footprint and federal infrastructure investments as part of the ‘whole of government’ approach to climate is consistent with USGBC’s policy priorities to reduce carbon footprints and boost resilience across the building sector.” These positive actions have not yet saved the industry. The construction world still requires more and the indus- try remains in a precarious position. However, when the numbers are analyzed and the plans are laid out, things seem a little clearer. Funding is of paramount importance and if the administration gets this right, the possibility of rebounding is strengthened. Looking to Canada, the evidence is there. If the American Jobs Plan can success- fully pass all legislative junctures and become a reality, the chance of making real change to both the construc- tion industry and the lives of all people living in the United States is a very real possibility. | 12 MAY 2021| 13 APEIRON CONSTRUCTION| 14 MAY 2021WRITTEN BY WILL HENDERSON Sterling Ridge Group has a rich and varied history. It began life more than forty years ago with a series of acquisitions. The company founders built their reputation and knowl- edge through hard work, dedication and leadership. This led to a point where, according to Alawi Altahhan, Director of Project Management, Quality Assurance & Document Control with Sterling Ridge Group, ‘’They owned one of the biggest construction companies in Essex County.’’ Erie Sand and Gravel Limited began making acquisitions, building its reach across the construction industry until it held a massive portfolio that could provide a start to finish service for its clients, from design and planning, right through to project completion. Alawi explains that, while this growth was incremental, the end results were impressive. ‘’They bought a small company and then they bought another small company, one company to do truck- ing, other companies to do aggregates, general contract- ing, civil or infrastructure projects. While this growth has strategically been incremental, it has stimulated ongoing expansion and has allowed work to develop across mul- tiple industries, providing associated services to clients.’’ G rowth is a key aspect of any business. At a moment’s notice, costs can rise and local and global markets are always liable to fluctuations beyond their con- trol. It is vital, therefore, that a business has the stability needed to weather any potential storm. As we have all realized in the past eighteen months, nothing can be taken for granted in any industry. The pandemic has impacted how every industry, including construction, operates. Com- panies need to protect themselves while simultaneously be able to adapt to change, exploit strengths and address ongoing challenges. Growth and success can come in many forms; for Sterling Ridge Group, it came through incremental acquisitions which paved the way for a more collaborative and cohesive vision for the future. While the timing of this period of growth and change has not been ideal, the group has risen to the challenge. | 15 APEIRON CONSTRUCTIONWhile these interlinked companies allowed a complete knowledge and range of services available to clients, out- wardly, they were independent of each other. The decision was made to pull these composite parts together and form a bespoke entity that could serve the total needs of its clients in-house. “A couple of years ago, we said, why can’t we rebrand all these different companies with different names? Why not put them under one name with multiple divisions? In less than a year, we rebranded all those small companies into one big company named Sterling Ridge Group.’’ This rebranding and rehousing now allows the Sterling Ridge Group to work across multiple industries, providing a multidisciplinary service to clients. It is not an exaggeration to say that, between the various divisions of the group, a project can be completed from start to finish without needing to find additional con- tractors. ‘’Right now, we give our clients a wide range of services. One of our main divisions is civil infrastructure, another one is power infrastructure and energy; wind turbines, solar panels, electric. Then we have general con- tracting, the ICI division, which is institutional commercial and industrial building. We work with Chrysler, Ford, the University of Windsor. All these big names and we give them an A to Z experience.’’ This reorganizing and tying of various divisions together occurred just in time to take advantage of various large scale projects, namely the high profile Gordie Howe Inter- national Bridge. Sterling Ridge Group was awarded the Surcharge Project at the Canadian Point of Entry. This was the first large scale project performed by multiple divisions and allowed the group to showcase its myriad of in-house talents. According to Alawi, ‘’by coordinating the supply of aggregate, trucking and infrastructure work, the group achieved numerous milestones well ahead of schedule.’’ C.T. Soil Group of Companies & PGi 2000 LEGACY PARK DRIVE, WINDSOR, ON N8W 5S6 ctsoil@ctsoil.com info@purckagroup.com www.ctsoil.com www.purckagroup.com The C.T. Soil Group of Companies have completed engineering and testing services for Sterling Ridge Group Inc. since the early 1980’s. We continue to work on exciting projects with SRI, including the prestigious Gordie Howe International Bridge. The C.T. Soil Group of Companies (www.ctsoil.com) is spearheaded with Soil & Materials Engineering Inc. (providing geotechnical engineering and environmental assessment services) followed closely by C.T. Soil & Materials Testing Inc. (providing geotechnical instrumentation, construction materials inspection and testing, and structures condition surveys). We are also new members of PGi (www.purckagroup.com), and closely aligned with PGi member firm PURCKA Geo-Structural Engineers Inc. providing analyses in soil-structure interactions for building performance, temporary works design, and finite element modelling. The C.T. Soil and PGi collaboration allows increased value added to our mutual clientele. BUILDING THE FUTURE ON A FOUNDATION OF EXCELLENCE PROUD SUPPLIER OF STERLING RIDGE GROUP 519-251-9799 1701 Provincial Rd Windsor, ON N8W 5V7 Contact Us: james@lucierglove.com Alawi Altahhan Director of Project Management, Quality Assurance & Document Control | 16 MAY 2021While the benefits of combining the group are obvious, such a move also presents logistical considerations. Run- ning alongside the services these divisions provide are potential clashes of culture, differing values and company ethos. Alawi acknowledges that this was an aspect of the amalgamation that needed to be addressed. However, he feels that the company got things right in this regard. ‘’Those companies used to have small shops or headquar- ters in different locations. So, one of the first things we did was put all of those people under one roof. We renovated and redesigned our building, then our people started working with each other. Then we modified our adminis- tration work and document control. We put a department for document control in and now, we all follow the same procedures, the same document control, the same letter- head.’’ Any minor resistance to change that did surface was dealt with through directed mentoring and support for all staff members. This is a long term approach and Alawi speaks of the steady and cautious approach the company took to guide its staff through any initial tur- bulence. ‘’We take them step by step and we show them what we need. They work on changes. Now when they master these changes, they oversee others and they help them to adapt too. Even today, day by day, step by step, we are moving forward. We are still in the process.’’ C.T. Soil Group of Companies & PGi 2000 LEGACY PARK DRIVE, WINDSOR, ON N8W 5S6 ctsoil@ctsoil.com info@purckagroup.com www.ctsoil.com www.purckagroup.com The C.T. Soil Group of Companies have completed engineering and testing services for Sterling Ridge Group Inc. since the early 1980’s. We continue to work on exciting projects with SRI, including the prestigious Gordie Howe International Bridge. The C.T. Soil Group of Companies (www.ctsoil.com) is spearheaded with Soil & Materials Engineering Inc. (providing geotechnical engineering and environmental assessment services) followed closely by C.T. Soil & Materials Testing Inc. (providing geotechnical instrumentation, construction materials inspection and testing, and structures condition surveys). We are also new members of PGi (www.purckagroup.com), and closely aligned with PGi member firm PURCKA Geo-Structural Engineers Inc. providing analyses in soil-structure interactions for building performance, temporary works design, and finite element modelling. The C.T. Soil and PGi collaboration allows increased value added to our mutual clientele. BUILDING THE FUTURE ON A FOUNDATION OF EXCELLENCE “ The decision was made to pull these composite parts together and form a bespoke entity that could serve the total needs of its clients in-house. ” | 17 APEIRON CONSTRUCTION12755 Boul. Industriel | Pointe-aux-Trembles, QC H1A 4Z6 TEL: (514) 640-5355 | FAX: (514) 640-5357 | obe.com The most comprehensive collection of glazing-focused interior and exterior products and services in the industry. NEW PRODUCT! Now in addition to that, we are trying to target expansion within the GTA area.’’ These targets will require the contin- ued excellence that the group has provided until now. One aspect of this continued success and growth that is vital is the staff. Alawi is quick to point out that the group feels that the skilled staff it has on board is both the reason for its current strength and also the key to any future devel- opment. ‘’We have been adding a lot of talented people to our group in the last three years. Those people played a big part of the changes that we have made and they will continue this into the future. These workers are both the core and the future of the company.’’ 680 North Service Road E, Windsor, ON N8X 3J3 P: 519-945-0001 • F: 519-945-0701 • C: 519-816-1108 876 Richmond Street, Unit #3, Chatham, ON N7M 5J5 P: 519-354-4141 • F: 519-354-9268 www.hothambuilding.com Such a large scale rebranding and reorganization exer- cise can be distracting. The challenge of staying on track, maintaining focus and continuing the high levels of service that clients had become accustomed to during a period of change is enormous. Alawi believes that, rather than slipping from a position of industry leader, the Sterling Ridge Group is even better placed to achieve its growth targets. Identifying two markets that the group seeks to solidify and expand into. ‘’Our target right now is to be the number one company, providing the largest variety of construction services in South Ontario. Whatever you need, you can come to the same company, all the time. “ We have been adding a lot of talented people to our group in the last three years. Those people played a big part of the changes that we have made and they will continue this into the future. ” While it is clear that the pandemic has affected industries around the globe, construction being no different, the Sterling Ridge Group have tried to use the lessons it has learned to its advantage. By putting ‘’very comprehensive protocols in place’’ almost immediately, the company has been able to run its operations as smoothly as ever. ‘’We provide all the measures that they need to keep to maintain standards in house, on the site and in the office. We provide all the IT support. So for people working from home, they have access to the server, access to the draw- ings, access to space, work, communicate. So as of now, we have already adapted, we know what we are doing. It’s adding to the cost of running the project or running the company, but overall, it’s not a struggle anymore.’’ While the additional burden of pandemic related protocols may have been too much for another company, Sterling Ridge Group used these challenges as leverage to show what they could do as a collective force. Alawi sees the experience as a huge benefit to the group. ‘’We worked collectively to address issues, provide the necessary tools to our workforce and ensured worker safety and project completion. In those most difficult times, the strength, experience, dedication and loyalty of all of our people working together in a safe way helped us to weather the storm but also to achieve and succeed.’’ | 19 APEIRON CONSTRUCTIONNext >