APPRENTICESHIP IN CANADA - The Trowel · Some demo, a new office framed, boarded, install a frame,...

Publications Mail / Agreement # 40719512

Serving the wall & ceiling industry since 1953 • www.wallandceiling.ca • February / March 2016

Also in this issue:

Digital Takeoffs and Integrated Software Systems

Tool Design

Make Tax Time Easier

STEAL ME!

APPRENTICESHIPIN CANADA

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In the next issue: Tradeshows & Networking • Ceilings • Acoustics

06 A Long Way to Go: Shifting Barriers to Apprenticeship in Canada

Garnering interest in the trades is a key objective for many industry groups slowly overcoming hurdles to engagement.

10 A New Take on Takeoffs Unless productivity, efficiency, and cost-savings don’t interest you, it is time

to jump on board with digital takeoff and integrated software systems.

14 Tool Design Can Save the Day Save time, effort, and your health while staying productive and injury-free with tool selection tips from CCOHS.

18 Make Tax Time Easier by Having the Right Tools in your Tool Belt

CRA offers tax credits and trades-focused tips for getting the most out of your tax return.

CONTENTS • february / march 2016

04 editorial

20 building science

21 around the world

22 contractors 101

23 safety on the job

24 industry news

26 advertiser index

Departments & Columns

Simply scan the QRCode with your

smartphone to be taken directly to

the wallandceiling.ca website.

The Trowel teamLara Perraton, Group [email protected]

Jessica Kirby, Editor877.755.2762 • [email protected]

Lara Perraton, Advertising Sales 877.755.2762 • [email protected]

Christina Tranberg, Advertising Sales877.755.2762 • [email protected]

contributing writersCanada Revenue Agency Mark Breslin Kevin Burns Katie Callaghan Glenn MacMillan Drew Smith

cover photo© Can Stock Photo Inc. / photography33

Publications Mail / Agreement # 40719512

Serving the wall & ceiling industry since 1953 • www.wallandceiling.ca • February / March 2016

Also in this issue:

Digital Takeoffs and Integrated Software Systems

Tool Design

Make Tax Time Easier

STEAL ME!

APPRENTICESHIPIN CANADA

Published bi-monthly by

Point One Media, Inc.The Trowel P.O. Box 11, Station A Nanaimo, BC V9R 5K4t: 877.755.2762 • www.wallandceiling.ca

While information contained in this publication has been compiled from sources deemed to be reliable, the publisher may not be held liable for omissions or errors.

Contents ©2016 by Point One Media Inc.

All rights reserved. No part of this publication may be reproduced or duplicated without prior written permission from the publisher.

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Return undeliverable Canadian addresses to: The Trowel Circulation Department

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The Trowel is a registered trademark of the BC Wall & Ceiling Association.

The Trowel is published six times per year expressly for members of the wall and ceiling industry.

Journal of Record for

Photo courtesy of Milwaukee Tool.

4 » The Trowel

The Real Conversation We Should All be Having

By Drew Smith, BCWCAPhoto courtesy of Sarah Dunlop

Brian: Good afternoon, Bob. This is Brian from The Tower calling. I need a little job done downtown in an office building tonight. Some demo, a new office framed, boarded, install a frame, hang the door, and throw in a new ceiling with tile and it has to be finished ready for taping in the morning. Do you have anyone available?

Bob (LMAO): Are you kidding me? Seriously, where am I going to find a crew at this time of day to do this for me? It will take the rest of the day just to find them.

Brian: What do you mean a crew? You have journey people working for you, don’t you?

The preceding conversation, I hate to say, happens all too often in our industry. Where have all the journeypeople gone?

Back in the day, Bob would have been able to send one journeyperson with the aid of an apprentice to help Brian out with this project. Well, not anymore. Am I right?

Over the past few years our apprentices, for the most part, have not been receiving full training while on their respective job sites. We need to step back and ask ourselves, why not? The feedback I hear from my apprentices on and off the site is, “Buddy doesn’t have the time to show me.”

We, the industry, in my ever so humble opinion, need to change the way we address our young workers, our apprentices. This change will need to start from the top with contractors, supervisors, managers, and such—

those of us who are in a position of leadership. We need to set the bar, set the course for our apprentices. It’s not only an obligation to the apprentices; it’s an obligation to a continuing successful future for our wall and ceiling companies and our industry.

We need to fully train our apprentices or, for that matter, our more experienced workers in all aspects of our trade so in the future Brian can get that damn office built at night.

At both the FTI and BCWCA, your training centres for wall and ceiling installers, we can only touch the tip of the iceberg on the numerous aspects of our trade. In the short time we have with your apprentices when you send them to training (and we thank you for this) we can provide hands-on shop work working with our most common building materials, complemented by class room direction on standards and specifications required to complete our scopes of work to industry national standards. The rest, the jobsite training, is really up to you, the management of the industry.

Unfortunately, gone are the days of a fully rounded journeyperson as the norm. In are the days where we have a work force that only knows how to frame not board, board not frame, and so on. Shame on us for creating this mess. We now need to hire several workers to get a simple office project completed for Brian. Am I right?

Let’s strive to change this together. We need to invest more in our young apprentices so we can all benefit from their training in the future. We need to

move them around on our sites and let them learn from our more experienced workers. Don’t let Mac stay on the board pile for a year straight! He will lose interest in our trade, maybe even quit all together and find something else to do for a career. Let him experience some framing, some suspended ceilings. Encourage him to take the blueprints home to study and please, we need to encourage him not to be afraid to ask questions. We learn through hands-on experiences and open conversations. This is not a new process.

It is a pleasure for myself at BCWCA, and if I may speak for Stewart Baird at FTI, to be the instructors at your training centres, and to provide some degree of hands-on experience and delivery of information to your apprentices when they attend your schools. We congratulate you for recognizing the value in taking the first steps to ensure we have a quality future work force for our wall and ceiling industry.

The rest, as I stated earlier, is up to you, the contractors, the managers of your companies.

Let’s take the first steps together to improve our work force. It is easier when you have a partnership with a common goal: success in our industry. Cheers! ■

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Much has been written about Canada’s impending skilled labour shortfall. With some 250,000 skilled tradespeople predicted to retire in the next decade, getting more people interested in the trades as a career option has been a key objective for many industry groups.

A Long Way to Go: Shifting Barriers to Apprenticeship in Canada

© Can Stock Photo Inc. / photography33

wallandceiling.ca » February / March 2016 » 7

Two of the largest obstacles, negative perceptions of the trades, and a lack of information and awareness around apprenticeship, are still a problem.

Thankfully, according to Rosemary Sparks, executive director of Buildforce Canada, those barriers are starting to ease. “It’s anecdotal, but we are starting to see momentum,” she said. “People seem to have interest when before they didn’t.”

This can be attributed to a number of educational initiatives going on in the industry. Chris Atchison of the British Columbia Construction Association (BCCA) described recent trades-oriented marketing campaigns as “very refreshing and necessary” to help make the trades more appealing to young people and underrepresented groups.

He also pointed to initiatives like Project Shop Class, which invests in upgrading shop equipment in BC high schools. This “brings appreciation and respect back to [the trades]” by getting kids excited to work with new, modern equipment, Atchison said.

This method of early engagement has shown some promising effects. “The questions we’re starting to see now are about the ‘how’ of apprenticeship,

rather than the ‘what’,” said Sarah Watts-Rynard, executive director of the Canadian Apprenticeship Forum (CAF). “How do they find an employer, jobs, networking, what sort of opportunities are out there, and so on.”

While interest has increased, mobility can still be a major barrier to both apprenticeship and finding work after training has been completed.

“Young people need to be willing to move,” said Sparks. And following the work is a core tenant of the Skilled Trades Employment Program (STEP) operated by the BCCA. “The demand [for skilled trades] is absolutely there, but the local labour market is not always where it is,” said Atchison.

He emphasizes accurate labour market information as a key responsibility so that people interested in the trades can make informed decisions.

Thankfully, according to Watts-Rynard, the CAF is “starting to see the provinces and territories make things easy for apprentices to move.” Allowing apprentices to start an apprenticeship in one region and resume in another can help in times of low local demand.

Unfortunately, other barriers still

prevent underrepresented groups from taking full advantage of employment opportunities in the trades.

Women, for instance, face gender-based workplace discrimination, and often find workplaces unwelcoming. A recent CAF report finds that women have a much more difficult time finding employers as an apprentice due to discrimination; however, said Watts-Rynard, it’s not a universal experience.

“Employers want someone who is a good fit,” she explained, noting a number of employers who are real advocates for getting the best person for the job. The key for new apprentices thus lies in convincing an employer that they’re a good investment.

This is a sentiment Atchison echoes: “It’s not mindless work…You can get in with the ticket you have, but you can’t rest on that alone. You have to bring the right attitude to the job.”

This includes traits like punctuality, communicating well, being a team player, and contributing to the workplace environment in a positive way, on top of being able to sell yourself to an employer.

Thankfully, Watts-Rynard said there

“It’s not mindless work…You can get in with the ticket you have, but you can’t rest on that alone. You have to bring the right attitude to the job.”

8 » The Trowel

■ Apprenticeship in Canada

are, “some really great role models and mentors out there, especially for women and Aboriginals” who are helping new apprentices get ahead.

Other programs like the BCCA’s Integrating Newcomers program helps new immigrants with assessments, and links them in to local resources, including ESL training, which can help them integrate faster.

Ultimately, it comes down to employability. “People with a broad range of skills will always be employable,” said Sparks. Communicating those skills and the

value they bring to the workplace and to an employer is one of the keys to success—in any job, not just the trades.

“It’s not mindless work,” Atchison says. “It’s sophisticated and there are tech advancements in every aspect of the trades.” Unfortunately, the public perception of the trades still tends to run counter to the reality.

Thankfully, as perceptions start to shift, the shortfall is starting to ease as more newcomers enter the workforce. But there is still a long way to go. ■

Sources: www.swc-cfc.gc.ca/ and

www.aboriginalconstructioncareers.ca/

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In 2011, women held just 11.8% of construction jobs and accounted for only 14% of registered apprentices, concentrated mainly as hairstylists (80%) and cooks (about 30%). Women account for only 2% of carpentry apprentices, 1.9% of plumbing apprentices, and 1.5% of heavy equipment apprentices.

19% of Aboriginal men aged 25 to 64 reported being certified in building and construction technologies and trades. Carpenters and labourers are the most common occupations of Aboriginal workers with jobs and among those currently not in the labour force.

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par for the course these days and as systems evolve, the learning curves shrink. Enter the subcontractor’s best technological friend: takeoff software. In a tight market where guaranteed healthy profits are a thing of the past, project management has taken a front seat on the bus to success and this begins, well, at the beginning.

Historically, takeoffs have been done manually—a testament (tribute?) to contractors’ skill, patience, and commitment, but despite best efforts, manual takeoffs are subject to errors and redundancies, and in the event of changes

In the good ole’ days (read: ten years ago) technology was almost a bad word in construction. The trades have always consisted of hands-on, made-from-scratch tasks that gadgets could only over-complicate—until now. As most of the developed world goes online in some capacity or another, the use of technology is unavoidable and, dare we say, beneficial to productivity, efficiency, and accuracy on the job site.

The good news is, this isn’t as obscure an idea as it once was. Tablets and smartphones on the dash, online ordering, digital estimation—it is all

A New Take on TakeoffsUnless productivity, efficiency, and cost-savings don’t interest you, it is time to jump on board with digital takeoff and integrated software systems

by / Jessica Kirby


outside of the contractors’ control, a nightmare to redo to accommodate.

Takeoff software essentially streamlines the process, irons out the redundancies, increases productivity, and saves a big chunk of time and money. Ideally, the takeoff software will integrate with the company’s estimation software (you do use estimation software ... right?) for a fully streamlined and efficient system.

Using takeoff software, contractors can import plans to the program and then easily select variables on the screen with just a few clicks. Standard features allow

contractors to calculate and modify lengths, quantities, and areas, while easily adjusting at any time for changes and additions. Most programs are self-correcting, meaning if an error is input the program won’t continue unless it is corrected. Besides eliminating the hassle of large paper blueprints, bids are completed roughly ten times faster than using traditional methods, and save hundreds of hours each year. Because changing one variable automatically updates the rest in sequence, the contractor is always on top of the most current and accurate totals, and can go into bid day with ease and confidence.

Integration is an essential component of using takeoff software to its full potential. While creating digital takeoff and presenting it to the estimator to then create a manual estimate is still faster than doing the entire process manually, a seamless integration between takeoff and estimation software is the best course. When both softwares are of the same brand name they store pricing, material, measurement, and calculation information in a central database where values reflect changes made anywhere in the system. The central database maintains current material pricing, so the bid remains accurate in real time.

Need to create a bid? Track changing costs? Source alternative materials? Factor in change orders? Explore labour options? Stay flexible on bid day? Integrated software turns the entire process from a pile of paper, headache included, to a point-click-results affair that is simple for everyone.

So how to choose? There are many, many digital solutions to takeoffs and estimation—choosing a brand is like choosing a car in that it is really difficult to find a poor one in terms of structure or functionality, but if it isn’t chosen

for an individual’s specific needs the situation could head south in a big hurry.

Some features to look for in any integrated system are the platform or dashboard, standard versus add-on features, follow-up capabilities, and practical components such as mobile versions, ease of use, learning curve for the team, and cost.

The platform or dashboard of a software system is its “face”—the look, feel, and functionality you’ll be looking at every time you open the program. If visibility is an issue, choose one with big buttons and bright colours; if you are brand new to technology choose a simple user interface, and if you are tech-savvy you could sacrifice the flash for a more robust feature offering. Just be sure to choose something that isn’t going to drive you crazy every time you open up your iPad.

The type of business you run, your sales volume, and scope of work will all weigh in on what features you are after. There is a fine line between running a barebones system to avoid clutter and grabbing a few extra features to plan for future growth. Most systems will come with a skeleton offering with incentives to add features in bundles—be sure to bundle items you will actually need and not just what the company is selling. And think ahead—maybe you don’t need an automated invoice generator now, but if your five-year plan comes through and you triple your sales, will it make sense to have this in place so your administrator is freed up for other things? You decide.

Which brings us to follow-up capabilities—just what do you want this thing to do once your bid is complete? Depending on the system, you can have it schedule the job (once your amazing

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12 » The Trowel

digital bid wins it for you), organize your labour, track your tools, schedule your crews and subtrades, create and send invoices, and collaborate with other team members. It comes down to how much you want to technology to do for you and how big you can daydream about what you’ll do with the time it frees up.

While dreaming is important, practicality is golden—and the practical components of a software system can be small but saving-grace factors in choosing the right system for your company. Mobility is a big one—it is hard to find a software that does not have a mobile version but they are out there. With tablets and smartphones being the number one growing technology item in the construction field, it is essential your program works seamlessly between the office desktop computer, the tablet on the dash, and the smartphone in your pocket. And of course, don’t forget learning curve for getting the crew on board. Although the newer generation in construction is a little more tech savvy, there is still a great deal of resistance to going digital. Systems with simpler interface, training included, and on-going tech support will help crews get through the learning curve and onto technology’s smooth road forward.

And finally, it helps to consider cost. Leaving this item to the end is intentional, because the price can’t be in the forefront of the decision. Purchasing software should be like a car or a major equipment purchase in that it is a smart, essential purchase that has to put functionality and purpose first and foremost. Technology is a lifelong investment and if you go with cost over finding the right fit, there is a good chance the process will end in disaster. Obviously cost is important, but it should be about finding the best price on a system tailored to your needs and functionality, rather than just finding the best cost. ■

■ Takeoffs

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Hand Tool Ergonomics - Tool Design

Reprinted with permission from / CCOHS

How can one reduce the risk for work-related musculoskeletal disorders (WMSDs) resulting from the use of hand tools?

Tool design (weight, shape, fit to the user, and the task), workstation design (size, shape, and layout), and the way tasks are scheduled are all key factors in making hand tool use safe and risk-free. An effective prevention strategy must address all aspects at the same time.

Weight of the toolIdeally, a worker should be able to operate a tool with one hand. The weight of the tool may depend on the use:

• 2.3 kb (5 lb) if the hand tool will be used away from the body or above shoulder height.

• 0.4kg (1 lb) for precision tools to allow for good control.

Tools above these recommendations should be supported with a counterbalance.

Our status as tool users makes us stand out as human beings, but when it comes to work-related handtool use, we aren’t always as prepared for greatness as we think. Musculoskeletal and repetitive use injuries are common and cost employers thousands every year. Save your time, effort, and body while staying productive and injury-free with this handy Q&A from the Canadian Centre of Occupational Health and Safety (CCOHS) on ways tool design can save the day.

by / Canadian Centre for Occupational Heal and Safety

Tool DesignCan Save the Day



It is also important that the centre of gravity be aligned with the centre of the gripping hand. In other words, tools should feel “easy” to hold either in an upright position or in the position it will be used (i.e., pointing down). For example, drills that are front-heavy will require effort (especially in the wrist and forearm) to hold in a usable position and should be avoided. The exception to this principle is a power hand tool, such as a grinder, that has to be heavy in order to reduce the force that the worker has to exert while using it.

HandlesWith the exception of tools for precision work (e.g., watchmaking, microsurgery, carving), the handles and grips of hand tools should be designed for a power grip. The belief that smaller tools should have smaller handles while larger tools have larger ones is debatable.

Handle shape

Tools with “bent” or angled handles or tools with pistol-grips are beneficial where the force is exerted in a straight line in the same direction as the straightened forearm and wrist, especially when the force must be applied horizontally.

Tools with straight handles are for tasks where the force is exerted perpendicular to the straightened forearm and wrist, for instance, when the force must be applied vertically.

Shaped tools such as bent-handle tools are effective where most of the tasks are done in the same plane and height as the arm and hand, and when only one or two other tools are used.

Knowing the tasks and the layout of the workplace where they will be used is vital for selecting the right tools for any given job. Select tools that do not require wrist flexion, extension, or deviation. In other words, select tools that allow you to keep the wrist straight or in a neutral position.

The crucial ergonomic principle in tool use and design – bend the tool, not the wrists – however correct and valuable does not always prevent discomfort and injuries when bent-handle tools are used indiscriminately, regardless of the layout of the work situation.

Diameter

Handle diameter recommendations vary. In general, cylindrical handles at 40mm (1.5 in) offer a better power grip, with a range from 30-50mm (1.25 to 2 in). For precision grips, a diameter of 12mm (0.45 in) is recommended, with a range of 8-16mm (0.3 to 0.6 in). The larger diameter will allow for maximum torque, while the smaller diameter helps with dexterity and speed.

Length

A handle that is too short can cause unnecessary compression in the middle of the palm. It should extend across the entire breadth of the palm. Tool handles should be not less than 100 mm (4 in) to reduce the negative effects of any compression exerted. Handles around 120 mm (5 in) are generally recommended. Keep in mind that the use of gloves requires longer tool handles.

Separation between handles

Crushing, gripping, or cutting tools such as pliers or tongs are equipped with two handles. The recommended distance separating the handles is between 65-90 mm (2.5 to 3.5 in). Grips that are larger than 100 mm (4 in) will be difficult for some users. Tools with larger or smaller spans will reduce one’s maximum grip strength.

Materials and texture of handles

To ensure a good grip on a handle, sufficient friction must exist between the hand and the handle. This is particularly important where a considerable force must be applied with a sweaty hand. Hand tools should be made of non-slip, non-conductive, and compressible materials. For example, textured rubber handles provide a good grip, reduce the effort needed to use the tool effectively, and prevent the tool from slipping out of the hand. Glossy coatings and highly polished handles should be avoided. The electrical and heat insulation properties of the handles are important for power hand tools. Handles made of plastics or compound rubber are recommended. Sharp edges and contours can be covered with cushioned tape to minimize lacerations.

The table on the next page summarizes some of the guidelines presented above.


16 » The Trowel

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Guidelines - Summary

considered (weight, size, etc.) to be sure that one type of hazard has not been exchanged for another.

What ergonomic factors are unique to powered hand tools?

Power tool triggers

Frequent movements of the index finger while operating the trigger of power tools (such as a power drill) poses a considerable risk for both “trigger finger” and “trigger thumb” (tendonitis in the index finger and/or thumb). A longer trigger, which allows the use of two or three fingers to activate it, reduces discomfort and minimizes the risk for injury.

Vibration

The only effective way to reduce vibration in power tools is at the design stage. This fact makes tool selection most critical. “Anti-vibration” materials will dampen some vibration above certain frequencies that are characteristic for the kind of material used.

Description Guideline ReasonTool shape Slightly contoured Easy grip

Direction of force is in-line with forearm and wrist (typically horizontal)

Bent handle Minimal wrist deviation

Direction of force is perpendicular to forearm and wrist (typically vertical)

Straight handle Minimal wrist deviation

Separation distance between handles (for crushing, gripping, or clipping tools such as pliers or tongs)

65-90 mm (separation distance) Maximum grip strength

Handle length > 100 mm Keep contact out of palm

Handle diameter (power grip) 30-50 mm Greater force and stability

Handle diameter (precision task) 8-16 mm Greater control

Material and texture of handles Non-slip non-conductive materials For comfort and reduces effort required to use tool

When should power tools be used?

When manual hand tools are used for tasks that require the frequent and repetitive use of force to perform a task or job, the risk of contracting an WMSD increases. One of the most effective ways in reducing injury risk associated with the use of manual hand tools is to replace them with power tools. Always conduct a risk assessment before making any change. Make sure that all aspects of the new tool have been

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What should one remember when selecting and using hand tools?

When selecting and using a hand tool it is important to:

• “Bend” the tool, not the wrist; use tools with angled or “bent” handles, when appropriate.

• Avoid high contact forces and static loading.

• Reduce excessive gripping force or pressure.

• Avoid extreme and awkward joint positions.

• Avoid twisting hand and wrist motion by using power tools rather than hand tools.

• Avoid repetitive finger movements, or at least reduce their number.

• Avoid or limit vibration.

• Minimize the amount of force needed to activate trigger devices on power tools.

How does hand tool maintenance reduce the risk for injuries?

The condition of tools is an important factor. Blunt or dull tools such as scissors, cutters, saws, screwdriver tips, in fact any tools in a poor state of repair, not only compromise safety but also increase (sometimes by a factor of ten) the effort needed to use them. Tools in poor condition should be discarded (with the exception of those few that can be restored to optimum condition, for example, a wood chisel or wood saw) and replaced with new ones. ■

Source: Hand Tool Ergonomics – Tool Design, https://www.ccohs.ca/oshanswers/

ergonomics/handtools/tooldesign.html, OSH Answers, Canadian Centre for

Occupational Health and Safety (CCOHS), 2015. Reproduced with the permission

of CCOHS, 2016.

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ica.

Make tax time easierby having the right tools on your tool belt

If you pay dues for membership in a trade union, hold on to your receipt. You may be able to deduct the amount paid on your tax return, including any GST/HST you paid as part of your dues. Find out more by searching Annual union, professional or like dues on the Canada Revenue Agency (CRA) website.

If you’re self-employed, you may also be able to deduct other reasonable expenses you paid to earn income—including vehicle expenses, supplies needed to complete a job, and office space expenses. Have you converted part of your garage into a workspace for your business? When you use part of your home for business, you may be able to deduct a portion of your maintenance costs such as heat, home insurance, electricity, cleaning materials, and more. To find out more, go to www.cra.gc.ca/smallbusiness and select Business expenses.

Employers can benefit too. If your business hires a qualified apprentice working in an approved Red Seal trade, you may

As a skilled tradesperson, quality is your “trade” mark. You strive to be the best and take pride in your workmanship. You have the qualifications and the skills, but do you have the tools necessary to file your tax return?

Speaking of tools, if you bought new ones for work this year, you may be able to claim the tradesperson’s tools deduction, a deduction of up to $500. You will need your employer to certify the tools were bought by you, for you, to be used directly in your work, to claim the deduction. You may also be able to get a rebate on the goods and services tax/harmonized sales tax (GST/HST) you paid. For more information on deducting the cost of eligible tools, go to www.cra.gc.ca/trades.

by / Canada Revenue Agency

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qualify to claim the apprenticeship job creation tax credit. This non-refundable investment tax credit is equal to the lesser of $2,000 or 10 percent of the eligible apprentices’ salaries or wages. Don’t need to use the whole credit amount this year? Carry the unused amount back three years or carry it forward up to 20 years. For more information on the Apprenticeship Job Creation Tax Credit and other investment tax credits, go to www.cra.gc.ca/smallbusiness and select Investment tax credit.

Most Canadian income tax and benefit returns for 2015 are due on April 30, 2016. However, since this date is a Saturday, the CRA will consider your return as filed on time and your payment to be made on time if it receives your submission or it is postmarked by midnight on May 2, 2016. Self-employed individuals and their spouses or common-law partners have until June 15, 2016, to file their income tax and benefit returns, but any balance owing is still due no later than May 2, 2016.

Filing electronically with NETFILE is easy, secure and allows the CRA to process your return much faster. If you use NETFILE and are expecting a refund, your money can be directly deposited in your account in as little as eight business days (weeks faster than if you filed on paper). For a list of software and web applications, including some that are free for everyone, go to www.cra.gc.ca/netfilesoftware.

Also, new this year, the CRA’s Auto-fill my return service is available through some certified software. This secure service automatically fills in certain parts of your income tax and benefit return. To use the Auto-fill my return service, you must be fully registered for My Account at www.cra.gc.ca/myaccount.

You can deal with many of your tax matters online, and at your convenience, by using My Account or My Business Account, which are both available at www.cra.gc.ca/electronicservices. Change your return, track your refund, change your address, and much more, all with a few clicks of a mouse. With so many services available online, it’s easy to stay on top of your tax affairs year-round. You can also choose to receive your notice of assessment online, so you can view your mail when it’s convenient for you. On the go? Get the MyCRA mobile app and access key portions of your tax information wherever you are, from your mobile device.

Even with all of your training and credentials, it’s still important to be vigilant. If your clients suggest you do a job “under-the-table” know that by accepting cash and avoiding taxes, you are putting yourself at risk. If you are caught evading taxes, you may face fines, penalties, or even jail time.

Under-the-table deals undermine the integrity of Canada’s

tax system and deprive Canadians of funds for vital programs that benefit everyone, including children and seniors. For more about the underground economy, go to www.cra.gc.ca/undergroundeconomy.

If you have ever made a mistake or omission and would like to correct your tax affairs, you can find more information about the CRA’s Voluntary Disclosures Program at www.cra.gc.ca/voluntarydisclosures.

To find out more about deductions and tax credits for employed tradespersons, go to www.cra.gc.ca/trades.

You can also stay on top of the latest CRA news or tax tips by following @CanRevAgency on Twitter. ■

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Under-the-table deals undermine the integrity of Canada’s tax system and deprive Canadians of funds for vital programs that benefit everyone, including children and seniors.

20 » The Trowel

building SCIENCEBRE INNOVATION PARK TO ACCELERATE SUSTAINABILITYGround set to break on demo complex to help industry achieve low carbon buildings

At the Living City Campus at Kortright in Woodbridge, Ontario, roughly 15 kilometres north of Toronto, an innovation park will soon rise to become a ground-breaking environmental demonstration, research, and education centre for the Canadian construction industry.

Through a joint effort between the Toronto and Region Conservation Authority (TRCA) and the Building Research Establishment (BRE), a building science research and knowledge generation organization working to improve the built environment, the BRE Innovation Park will be a platform to demonstrate inventive solutions to achieve low carbon buildings and sustainable neighbourhood development, further accelerating the commercialization and adoption of green building products and services into the Canadian mainstream.

In addition, such innovations will be launched on a global scale through an existing network of BRE Innovation Parks in the U.S., South American, European, and Asian markets.

Underground infrastructure of the seven-building, not-for-profit project will begin construction at the end of February, with work on the first building starting sometime next year. The project will develop around the existing Archetype Sustainable House, a demonstration home and living laboratory.

Along with BRE, TRCA will also collaborate with its municipal partners, building industry stakeholders, and academic institutions to expand its existing demonstration, research, education, and training programs at The Living City Campus where more than 40 research projects have already been completed.

Key activities

The BRE Innovation Park will provide ‘living’ laboratories for the testing, performance verification, and evaluation of low carbon products and services. It will also provide interactive demonstrations of low carbon and sustainable buildings and community concepts. Some demonstrations will include distributed and smart energy systems, low impact construction, net zero and net positive energy buildings, net zero water consumption, indoor environmental quality, and healthy interiors. TRCA’s Sustainable Technology Evaluation Program (STEP) will be overseeing research conducted at the Park and will provide research project design consultation, management, and co-ordination for industry and academic partners.

The BRE Innovation Park has also been identified as a renewable energy and sustainable construction test site for the Vaughan International Commercialization Centre’s (VICC) Test City Network.

According to City of Vaughan council minutes from last summer, the VICC is expected to “assist small and medium-sized enterprises (SMEs) and localize international technologies to create and commercialize new, innovative products.” In addition, the VICC will assist local companies with the expertise required to modify or adapt their products for international export.

The Park will provide VICC members access to its living laboratories and the opportunity to demonstrate their renewable energy and sustainable construction technologies in a real-life setting. The VICC will also be significant in driving Vaughan’s economic growth through technological innovation, utilizing the

region’s expertise to access local, national and international markets.

Along with assisting industry, the Park’s living laboratories will enrich the post-secondary community, providing infrastructure to test, demonstrate and pre-commercialize market-oriented projects born in university labs. Based on the existing model of the Archetype Sustainable House which was instrumented with more than 600 sensors, each structure within the Park will be fully equipped with provisions for building and product monitoring. The Park will bridge academia with industry, providing students with hands-on opportunities to put their research skills to work. The resulting technical papers and real-life research will also influence future building standards in Canada.

Site features

Each of the seven demonstration buildings within the Park will meet various themes and performance targets. Energy efficiency requirements will be set, at minimum,15 per cent above the Ontario Building Code and performance targets will be included for factors such as airtightness, low energy, renewable energy, and water reuse. Material use will also be of major consideration, with the implementation of low impact and durable materials, as well as emphasis on recycled content and advanced materials. The combination of these aspects will ensure the resiliency and durability of the buildings, while also minimizing waste in the construction stage.

In addition to the demonstration buildings, the BRE Innovation Park will include low impact development measures such as bio-swales, pervious

continued on page 26

by / Glenn MacMillan


around the WORLDLEED PLATINUM CERTIFIED GUANGZHOU PEARL RIVER TOWER: A BIG DRAW TO MULTINATIONAL ENTERPRISES

The Pearl River Tower, an environ-mentally-smart building that stands as a landmark within the Guangzhou sky-line, has passed LEED-CS platinum certification—the highest LEED rating, thus becoming a big draw to multina-tional enterprises.

The 71-storey skyscraper is the first project in Guangzhou to achieve the LEED-CS platinum certification.

Developed by the US Green Building Council (USGBC) in 1998, LEED or Leadership in Energy & Environmental Design, is internationally recognized as a green building rating system that sets the benchmark in project planning, design, construction, operation, and maintenance. It is the most systematic and influential assessment standard for measuring building sustainability.

Having attained this rigorous level of LEED certification, the Pearl River Tower is considered China’s first true green skyscraper and labelled the greenest building in China.

Rising at the heart of Pearl River New City, the tower has garnered global at-tention by virtue of its innovative green initiatives, including the design concept encompassing zero energy consump-tion. The soaring tower’s sculpted body directs wind to a pair of openings at its mechanical floors, where traveling winds push turbines that generate ener-gy for the building. At 309 meters with 71 floors, the tower redefines what is possible in sustainable design by incor-porating an array of cutting-edge eco-friendly technologies and engineering advancements. It is the collaboration between structural architecture and sustainable engineering practices that allows a project such as Pearl River Tower to become a reality.

A series of sustainable design and en-gineering elements, including a radiant

ceiling cooling system, solar panels, double-glazing curtain wall, demand-based ventilation air, and daylight re-sponsive controls all contribute to the building’s energy efficiency. While many of these sustainable attributes have been incorporated individually into skyscrapers around the world, the Pearl River Tower design represents the first time that they are used collectively, and thus it has been described as “one of the world’s most energy-efficient commercial office towers” by Wall

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Street Journal and “world’s greenest tower” by BBC.

The holistic sustainable architecture, engineering solutions, and unique building form all come together to make the Pearl River Tower one of the most innovative skyscrapers in the world.

For more information, please visit:<www.gd.xinhuanet.com/zt12/zjc> ■

SOURCE Xinhuanet Guangdong Channel

22 » The Trowel

I have heard for many years the lament over the loss of “the handshake” that once defined our industry. An unspoken honor system that governed relations and business more than any contract or attorney ever could. Where did the handshake go? It was not just one great dark cloud that swept away the handshake, but small chips knocked out from the foundations of trust and ethics in business. Now, many years and chips later the costs have become highly visible, as has a general acceptance of “situational ethics” as a price that must be paid if one is to avoid being “rolled”. Must it be this way? Not entirely.

There may be many who think that the words “ethical construction” are a self canceling phrase. And in the very complex, competitive and unforgiving world of our industry, it often is. Survival in the business now demands that one look over their shoulder at all times because the naïve and trusting pay the price more often than the hardened cynic.

In 25 years I have seen it all, as have you—delayed or denied payments, ugly claims, unacknowledged bad specs, brutal sub-contracts, blocked insurance markets, skimpy bid protests, back door PLA clauses, agency false claim threats, specious employee lawsuits or workers comp claims, change orders uncompensated, shakedown condo lawsuits, bid shopping, embezzlement, employee mistreatment, general CYA, and worse. So what to do in a Darwinian environment that does not provide a direct incentive for ethical behaviour and business practice? Everybody bends. Everybody rationalizes. Everybody lives in the gray area. Mine is not a foolish call for perfection or a judgment of others. Simply an observation of an area of business in need of improvement, with a significant potential for economic reward.

Organizational leadership requires alignment with some form of values that you, your managers, employees, and clients clearly understand. So the first question is: what are the values (visible and invisible) at work in your organization? And are ethical practices a part of this? According to the Conference Board, a national business leadership organization, some 75%+ or companies have a code of ethics as a part of their business plan and operation. The question (besides to simply look good) is why?

Well, let’s take a quick look at some of the building blocks of ethical behavior;

• Wisdom & Knowledge• Self Control & Discipline• Value of Others vs. Self• Courage & Integrity

What business leader would not want an organization populated by individuals who possess these characteristics? Is it a stretch to think that having an organization built on these values might have some inherent competitive advantages?

The primary business benefits are trust and loyalty. Now putting a price tag on these is pretty difficult, especially if you stand to lose an opportunity now and then as a result. But truth, trust, and loyalty are foundational elements that in absence kill a business’ image, relationships, and brand. This is a lesson that a number of public agencies are also coming to the hard way; when no one wants to do business with you, it is time to take a very hard look at your ethics in policy and practice.

Leadership ethic is most important of all. If leaders cannot display uncompromising integrity and ethics, they simply invite less than that among their employees and associates. Every year at EUCA every employee goes

DEATH OF THE HANDSHAKELeader-driven Ethics as an Alternative

By / Mark Breslin

through a 360 Review with every other employee anonymously rating sixteen key attributes we have decided define our organizational values. I am rated along with everyone else on trustworthiness, office politics, and integrity. I publicly post the results of my 360 Review on my door. A leader is being watched every minute and every action is a signal of what is acceptable or encouraged. No organization can, in my opinion, create business success and fulfilled, motivated employees with internal ethical disconnect. A devolving ethic in a company leads to all kinds of discord, conflict, politics, and financial impacts. Look at the leader and most often you’ll find the source of it.

Also critical to the future of our industry is the coming demographic shift of both Generation X and Y into the workplace. Ethics, integrity, and a sense of purpose is valued in most surveys even higher than money by these young and talented prospects. And it is because they have become so cynical at seeing everyone in the public eye talk the talk but rarely walk the walk. Attracting and retaining the best talent will soon have as much to do with “how you do business” as “how much you pay someone” to do it. Values and attitudes influence performance more than any other factors; what kind of values and attitudes are you recruiting, promoting, and training for within your firm or agency?

There are proactive steps you can take within your company or even our industry. Some basics you should consider might include the following:

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3 WAYS TO POSITIVELY MOTIVATE IN SAFETY Instead of focusing on negative outcomes, re-frame communications to be more positive in safety.

Safety, like any other message or idea, needs to be marketed to employees. Safety needs reminding. The more a safety message is repeated, the more employees become comfortable with the message.

The overwhelming focus of safety marketing in past has been wrong. Scare tactics, sad stories, and data charts do not provide inspiration or motivation to buy in to safety. They create fear and accident avoidance. That’s a short-term result that needs to be constantly fed and reinforced.

Safety is focused on achieving compliance instead of developing an affinity with personal values. A cop at the side of the highway causes short-term compliance. Values alignment creates safety buy-in so that cops become unnecessary.

Instead of focusing on negative outcomes, re-frame communications to be more positive in safety. Here are three ways you can begin to re-frame how you communicate your safety message:

Shift away from behaviour-avoidance.

Negative-based safety messages of “don’t do this” focus on behaviour-avoidance. People want to know what they should do, not what they shouldn’t do. “Don’t do this” is not a complete set of instructions. You don’t go to the grocery store with a list of things not to buy. You don’t buy in to a financial plan because of what you might lose. You don’t buy in to a healthy lifestyle because of what you might lose. You do those things because of what you will gain. But safety is focused on reminding workers of what they might lose if they don’t comply. Broke people don’t get invited to speak at financial planner

conferences. Fat people don’t get to offer their “don’t do what I did” advice to fitness trainers. People don’t want to know what not to do. They want a plan and strategy for success – one that builds on strengths and teamwork – not negativity and fear. Show your people how safety makes life better. What exactly would you like your people to do better? Be specific about what you want them to do. Point all of your energies at accomplishing that.

Remove irrelevant messages.

At a safety meeting, the safety manager ended with a gut-wrenching video of injury. After the video, one employee stood up and asked why they were shown the video? The employee pointed out its irrelevance. The story happened twenty years ago. The events depicted in the video could not happen at this company because there are too many checks and balances. The safety manager was embarrassed. Employees know what makes them respond positively. They know when they’re being manipulated. You don’t build a solid safety culture by appealing to a fear of failure. So remove the negatively-reinforced and irrelevant messages from your workplace. Especially from your PowerPoint slide deck. Be relevant. Lay out your specific plan of what you want your people to do. Then sell only that message. Do not

By / Kevin Burns

try to add shock-value or scare tactics. It confuses what you’re trying to do.

Ask them to take ownership of the safety program.

In sales, the person who doesn’t ask the customer for the sale rarely gets it. Safety is the one thing that everyone can agree on. No one wants to see someone else get hurt. Your people are on the same page as you in that regard. So, you assume that you shouldn’t have to ask them to “buy” in to safety, right? But, because they’ve never been asked, they treat safety as rules they are forced to follow. So ask. Show them how safety makes their lives better. Your people may have plans for when they retire but how many have a plan to make it safely to retirement age? I mean, a real plan that they execute each day? The safety plan, when worked properly, will get your people successfully to retirement age. If your people want to enjoy their golden years healthy and happy, then they are going to need a plan to safely get there. Ask them to buy in to the safety plan.


24 » The Trowel

industry NEWS

Call us today at 604-674-5336. Visit us online at www.magobp.com.

Magnesium oxide wallboard, a superior alternative to all types of gypsum and fibre-cement products. Get on board with MagO.

Manufacturers of the MagO Cladding System and prime sponsor for the Magnesium Oxide Cement Association.

• MOCA - Setting the Standard •

MOCA and CMMA Cement a Relationship

Great progress has been made advancing the magnesium oxide cement board cause. The inaugural Magnesium Oxide Cement Association (MOCA) / China Magnesite Materials Association (CMMA) conference was held in Vancouver in September, 2015. In December, MOCA president, Peter Francis, attended the CMMA AGM held in Chengdu China. He gave a speech to 400 delegates on the need for consistent quality as the main requirement for construction products sold in North America, and anywhere and everywhere durable buildings are being constructed.

At the AGM, CMMA and MOCA signed an exclusive bilateral agreement to co-operate on the development of markets and industry for MgO products in North America. The chief representative for MOCA and MagO Building Products, Zhou Linjing, was elected as Deputy Secretary General and Director for the newly formed Foreign Exchange program, further strengthening the ties.

In closed sessions with CMMA executives, an agreement was reached to co-operate on creating the MOCA standard as the definitive standard for all MgO boards. The MOCA standard was created by Mike van Geyn, A.Sc.T, and has been released in draft form for comment by a prestigious panel with representatives from National Research Council of Canada

BCWCA Welcomes New Executive Director

The BC Wall & Ceiling Association is pleased to announce Jeff Triggs has joined the organization as executive director. Jeff brings a wealth of experience obtained over 17 years working with GSDs in a variety of roles. Most recently, Jeff worked in the finance industry as a mortgage broker. He looks forward to serving the industry and meeting new people, and getting reacquainted with those he has not seen for a while. His vision is to be the catalyst for revitalizing the association and building on its strong foundation.

Leesa Matwick will remain with the organization as the training director/office manager. We would like to acknowledge and thank Leesa for the contributions she made over the past three years as executive director.

Jeff and Leesa look forward to working with you now and in the future to reach the goals of the BCWCA. An announcement will be made shortly regarding dates and times of upcoming events. For more information please visit www.bcwca.org. ■

(NRCC), International Code Council (ICC), ASTM International, Intertek, Structural Insulated Panel Association (SIPA), Quality Auditing Institute (QAI), International Accreditation Service (IAS), CMMA, BC Institute of Technology (BCIT), NTA Inc., Chinese Academy of Sciences, and select manufacturers and users.

The MOCA standard requires manufacturers’ factories to be audited four times each year using Intertek engineering staff based in Shanghai and trained in MgO production by CMMA. In addition, boards must be made to the MOCA quality assurance manual currently being edited and translated by Intertek.

The MOCA standard separates boards into various end uses:

• G Grade – General interior use, and interior wet use. Applications include interior wallboard and tile backer board. All board materials of higher grade shall also meet the G requirements. G grade boards will meet the requirement for non-combustible construction in the US but not in Canada (see NC Grade).

• E Grade – Exterior use. Applications include siding and outdoor applications that allow for direct weather exposure with appropriate coatings.

• NC Grade – Non-combustible for Canada; meets the requirements of CAN/ULC S 114 or ULC S135.

• S Grade – Structural grade. Applications include SIP panels and wall and floor sheathing; meets impact and racking shear and other structural requirements, and shall be 7/16” (11 mm). Minimum thickness to be confirmed.

• FR Grade – Fire Resistant grade. Eligible for used in MOCA fire resistant wall and floor/ceiling assemblies.


industry NEWSMore recently, MOCA formed an alliance with the SIPA and will present to that group’s membership in Puerto Rico this April. Following that conference, MOCA and CMMA will meet with the American Wall and Ceiling Association at its annual conference in New Orleans where the MOCA standard will be discussed.

For more information please call toll-free 844-242-4510, visit www.magobp.com, or email [email protected]. ■

Did you know Point One Media publishes four other

trade publications? They are:

forestindustry.com, Sheet Metal Journal, Solid Waste & Recycling, and TIAC Times

Find out more online at www.pointonemedia.com

New CaGBCmarket impact report demonstrates green buildings are

an engine of economic growth in Canada

Report shows green building industry employed nearly 300,000 and generated $23.45 billion in GDP in 2014 alone

A new Canada Green Building Council (CaGBC) and The Delphi Group report titled Green Building in Canada: Assessing the Market Impacts & Opportunities, is detailing the wide economic impact that the green building industry has had in Canada over the past decade, including generating $23.45 billion in GDP and representing 297,890 full-time jobs in 2014. This represents more jobs than Canada’s oil and gas extraction, mining and forestry industries combined, which collectively employed approximately 270,450 workers in 2014.

Canada is a global leader in green building with the highest number of LEED buildings per capita in the world. The report finds, when indirect and induced contributions are included, the overall economic impact of Canada’s LEED projects certified from 2005 – 2015 will lead to $128 billion in gross output over their lifetime, $62.3 billion in total GDP, and create 701,700 jobs.

Designed to support accelerated market transformation to high-performing, healthy green buildings and communities in Canada, the report provides an overview of the current status of activities in Canada’s green building industry. The report, sponsored by Toronto and Region Conservation Authority (TRCA)highlights many significant impacts and findings including:

• Ontario and British Columbia have more green building jobs as a percent of their total labour force than any other areas of the country in 2014 – equal to 2.1 and 1.6 per cent respectively, due in part to greater market leadership, progressive building code requirements, provincial and municipal green building policies.

• Companies active in the Construction and Trades segment accounted for the largest percentage (55 per cent) of green building employment and GDP in Canada, equal to approximately 164,445 jobs (approximately 13 per cent of Canada’s total construction work force) and $13.13 billion dollars in GDP.

• The market penetration of LEED certified buildings in Canada has been growing over the last decade, from 0.8 per cent across all asset classes for the period of 2004-2009, reaching 10.7 per cent for all new construction floor space (for the period of 2009 to 2014). Leading the way, 22 per cent of all new commercial buildings, and approximately 30 per cent of all new institutional buildings constructed in

Canada over the last five years were LEED certified.

The Green Building in Canada report also makes a number of suggestions as to how to accelerate industry growth and maximize economic opportunities. Expansion in these areas will positively impact jobs and the economy, along with providing significant environmental, health and societal benefits.

• Investing in Research and Innovation. The construction sector in Canada ranks at the bottom of all industries in terms of its expenditures in research and development (R&D). Greater federal and provincial government support for green building on the research and innovation agenda would help, with both economic and export development.

• Addressing the Gap between Building Design and Performance. Benchmarking, reporting and disclosure, along with greater standardization of modeling building performance in Canada, would result in buildings with better end-use performance and enhanced environmental and business benefits.

• Supporting Industry Training and Continuing Education. Green building requires professional expertise and a better trained workforce. Investing in education and training, as well as the policy, regulatory, and incentive frameworks to support skills development and ongoing learning will be essential to industry growth.

• Developing Supportive Policy and Incentives. Closing the gap between the market leaders who have embraced green building and the bulk of the building industry, through a range of incentive and financing options, progressive policies and changes to building codes, is the key to long-term market transformation.

Continued on page 26

26 » The Trowel

industry NEWS

Company Phone Page

Bailey Metals Products 800.818.2666 OBC

CertainTeed Gypsum 800.233.8990 09

Demand Products 800.325.7540 16

Dryvit Systems Canada 800.263.3308 05

Flannery Trim 818.837.7585 08

Grabber Construction Products (Canada) Inc. 800.567.8876 21

Lochsa Engineering 208.342.7168 19

MagO 604.674.5336 24

Mansonville Plastics (BC) Ltd. 604.534.8626 13

New West Gypsum Recycling 604.534.9925 17

NovaCrownTM 604.999.4295 23

SCAFCO Steel Stud Company 403.265.9005 IFC, IBC

Steeler Ltd (Delta BC) 877.678.6565 17

Winroc Corporation 888.2.WINROC 12

Advertiser Index

Continued from page 25

INDUSTRY NEWS

Continued from page 22CONTRACTORS’ 101

Identify the values and principles by which you want your organization and your people to be known.

Adopt or develop an ethics policy for your organization or agency that directly supports these values.

Include training on it as mandatory for all managers (not only situational ethical policies like harassment, safety, discrimination, etc.) that identifies the purpose and benefit to the company or agency.

• Reward and highlight ethical practices by staff.

• Outline consequences for unethical practices and do not compromise.

• Promote your ethical values, principles, and policies as part of your organizational brand, culture, and identity to your clients.

Though the handshake may be dead (or in Purgatory at best) that does not mean honor and integrity are not still a choice. An individual choice, best influenced by leaders, businesses, and an industry that values it. ■

Mark is noted as the number one speaker in the

nation on construction leadership, strategy, and

labour-management relations. He is also the author

of five bestselling books that have created profound

and positive change across the industry. He has

spoken to and inspired more than 300,000 people

during his career. Please view his latest book, “The

Five Minute Foreman,” or his collection of five at

www.breslin.biz.

Inspire your people and value them. Trust them, involve them and engage them in all aspects of safety. Allow them to buy-in to safety for the long-term. Don’t forget to ask them though. Show them that safety is enjoyable. Keep it positive. Once you get buy-in, it lasts a lifetime. ■

Kevin Burns is a management consultant,

safety speaker and author of The Perfect Safety

Meeting and Running With Scissors - 10 Reasons

To Invest in Safety In Slow Times. He is an expert in

how to get through to people and believes that the

best place to work is always the safest place to work.

Kevin helps organizations integrate caring for and

valuing employees through their safety programs.

Continued from page 23SAFETY ON THE JOB

The report was generated through extensive secondary research and literature review, 35 industry stakeholder interviews, and economic impact assessments quantifying GDP, job and industry strengths and capabilities. The full 94-pageGreen Building in Canada report is available to members through the CaGBC. The Executive Summary is free to the public. For details on CaGBCmembership, visit the website at www.cagbc.org. ■

pavement, and new habitats that support biodiversity, as well as public spaces and interactive exhibits.

Small-scale distributed energy production at a neighbourhood scale for thermal energy and electricity are also available. TRCA’s Sustainable Technologies Evaluation Program is currently engaged in the research and testing of solar and wind power generation systems with the Archetype Sustainable House as an in-situ laboratory.

Looking ahead, the BRE Innovation Park will explore expanding its demonstration activities to the full spectrum of building stock in satellite research projects. This would include retail, mixed-use, multi-residential housing, commercial, and industrial buildings. ■Reprinted from https://www.reminetwork.com/

art ic les/bre- innovat ion-park-to-accelerate-

sustainability/ with the author’s permission, 2016.

Glenn MacMillan is the Senior Manager of Water and

Energy with the Toronto and Region Conservation

Authority. He can be reached at gmacmillan@trca.

on.ca.

Continued from page 20BUILDING SCIENCE

LIKE us on Facebook to keep up to date with industry news between issues.

www.facebook.com/wallandceiling.ca

Are you working on an interesting or challenging

project? Tell us about it. Contact our editor, Jessica Kirby, at

[email protected] or by phone at 250.816.3671.

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APPRENTICESHIP IN CANADA - The Trowel · Some demo, a new office framed, boarded, install a frame,...

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