The construction industry is one that is borne from necessity; a simple equation that has served its customers and the wider world very well indeed. If something is needed, a solution is provided. While this may seem like a reductive way of viewing the vast contributions that construction has provided around the world, it has an element of truth to it. Simply put, innovation and progression within construction invariably comes from challenging situations and projects. This is itself is certainly not a negative thing, however. Historically, civilizations have grown and fallen through their ability to meet emerging challenges successfully. The modern age is different. The interconnected nature of our world should now ensure that the rising tide does indeed lift all boats. Our success is theirs, our innovation is shared. It is surprising then, that a very severe gap still exists around the world in terms of infrastructure. Not only that, without the most basic infrastructure tools in place such as buildings and roads, certain societies are not only limited in the industrial advancements they can make, they are eliminated from experiencing success or growth at all.

Residents of the United States are eagerly awaiting the commencement of infrastructure work that could potentially amount to trillions of dollars. Given the precarious condition of certain aspects of the U.S. infrastructure network, this is work that will undoubtedly improve the standard of living for millions. If we take a step back from this macro view however, we can see a different picture emerging. Similarly, it can be easy to overlook the standard of living that North Americans currently enjoy. While cracks have undoubtedly appeared as roads and pipes age, the quality that we have access to is hard to dispute. Despite the concerns that Americans currently have, from a relative point of view, we are the lucky ones.

Looking at the global picture, however, makes for staggering reading. Numerous studies have shown the detrimental effects, both socially and financially, that rural isolation has on communities around the world. While it may not be possible to bring infrastructure levels up to the levels seen across North America and Europe in the short term, there are certain challenges that can be addressed which will instantly assist rural communities in ways that many of us might find unfathomable. To contextualize this, we are not talking about high-speed internet or even underground electricity; the issues that people in remote, rural villages face are on a far more basic level. According to Bridges to Prosperity, a Colorado based company that works with communities in the most remote areas around the developing world, ‘’Almost one billion people around the world don’t have access to critical resources like health care, education, or employment due to an impassable river.’’ This geographical quirk, the route that a river can take, leaves massive numbers of people isolated, sick and poor. Thankfully, skills and knowledge that have been acquired by U.S. construction workers are now being redirected to give people living in these locations a fighting chance. Bridges to Prosperity aims to “work with isolated communities to create access to essential health care, education and economic opportunities by building trail bridges over impassable rivers.”

When something is needed, a solution is provided and, interestingly, it was a photograph published by National Geographic in March 2001 that proved to be the impetus for Bridges to Prosperity. The image, men hanging precariously from a rope as others tried to assist them in crossing a collapsed bridge over the Blue Nile River in Ethiopia, led company founder Ken Frantz to take action. Ken, who owned a construction company at the time, brought together a team of supporters full of enthusiasm and skill. The inaugural project to repair this bridge was only the beginning of a story that has changed the lived experiences of many people in areas such as this. The burgeoning group worked with Helvetas (now HELVETAS Swiss Intercooperation), an independent organization that is “committed to a just world in which all men and women determine the course of their lives in dignity and security, using environmental resources in a sustainable manner” to develop the bridge design and to develop a community training program. This partnership ensured that B2P has expert perspective and input to ensure it would get off on the right footing.

“Solutions only work if people can access them.”

While it may seem that these communities have needs greater than bridges, the logic behind this work is simple. All the supports in the world mean nothing if people cannot access them. It is acknowledged that governments, charities and individuals are working tirelessly to provide a multitude of programs for isolated communities in the areas of healthcare, education and employment. However, according to B2P, this only solves half the problem and, through the continued omission of this one key component, their focus and work is as necessary as ever. “Solutions only work if people can access them. A community health worker cannot be effective if she cannot reach the community. A new school cannot be effective if children can’t cross the river to get there. Agricultural programs cannot be effective if farmers can’t sell their crops at a market. Connection leverages the potential of these solutions to create opportunity.”

The benefits of a bridge to an isolated community is incalculable. It is one small change that spreads far and wide, leading to enormous opportunity, development and more positive outcomes. Two areas in which this is most evident is through healthcare and economic opportunity. According to B2P, easier access to healthcare has a positive knock-on effect on the behaviors in a community. Better access leads to increased care-seeking behavior. Their figures show that “when a community has safe access to a clinic, there is an 18% increase in visits. In an emergency, easier access means a more likely positive outcome. A healthier individual is better able to work or attend school.” Additionally, the benefits of safe access outside their own community are far reaching. By ensuring that people can travel safely, the benefits are enormous. “Safe access unlocks economic opportunity for a community. Farmers are able to sell their crops at outside markets or access agricultural inputs like fertilizer or seed. Bridges ensure consistent access to non-agricultural jobs. Women save time on household activities, spurring an increase in women entering the work force. Last mile connectivity goes beyond transforming local economies. When a rural community is networked to the world around them, they participate in the national and global economy, bringing transformation to the greater population as well as to their local community.” While the work is just getting started, successful projects have been completed in Rwanda, Nicaragua, Bolivia and numerous other countries. Workers in these areas are experiencing a general increase in wages of 35.8% and farmers have reported 75% higher rates of profitability. In addition to this, over 60% more women are entering the labor market. When looking at the need for infrastructure around the world, it is clear that we are not dealing with a level playing field. Yes, the U.S. has a failing infrastructure network in need of rejuvenation and investment and also yes, we are in a privileged position because of what we already have in place. These two things can simultaneously be true. Either way, it is unconscionable for us to ignore the positive effects that basic infrastructure can have on isolated communities. Clearly, this is not a magic bullet however. There is a huge body of work to be completed in these countries in addition to bridges. That is not to be disputed. Evidently however, the work being done by Bridges to Prosperity in providing this simple piece of infrastructure is having transformative effects on local communities and is, both figuratively and literally, a link towards more positive life experiences for people with the greatest levels of need.

“There is a lot to learn about. When you are just buying and selling a product that has been shipped to you; to me that is kind of boring. Natural stone is unique and when you work with it more and more, you become passionate about it.”

These are the words of Matt Bartels, General Manager of Select Stone Supply, an Ontario based company that provides natural stone solutions to building, landscaping and design professionals. The company prides itself on innovative and personalized solutions for custom homes and landscaping projects but, what is evident from speaking with Matt and company president Tony Schenkel, is that this is a company that views its products as much more than mere building supplies. With a rich history going back twenty-five years, Select Stone Supply has grown and developed through cultivating a deep passion for their material. What is even more impressive than this, however, is how the company has managed to remain viable and innovative after a quarter of a century in business; no easy thing. This longevity is testament to the reliability and nature of the products the company provides. Tony explains how, for him, natural stone has a certain quality that is unrivalled. “When you are talking about anything that is manufactured, whether it is phones or computers or concrete products, there tends to be a built in obsolescence, there is a life span. We don’t see that with natural stone. There is an ageless, timeless beauty.”

While precast concrete companies may be currently claiming much of the construction market, those at Select Stone Supply believe that what they offer is a genuine difference. Furthermore, it is a product that requires a more gradual learning curve. To this end, the company has been around long enough to build an enormous skill and knowledge base which, in the case of natural stone, is very much a prerequisite for success. This, according to Matt, is one of the main differences between the two sectors and evidently, it is not something that can be picked up overnight. “It is definitely a more difficult product to get up to speed on. If you are selling off the shelf stuff, you are just selling a SKU number and a color. The thing about natural stone is that you need to understand the properties of different types of stone, what regions or quarries it has come from, if it is local or imported stone, North American or European; there is so much more to it. It just takes time. For instance, when a quarry has to go deeper into the ground, the colour and the quality of stone changes. You have to know what you are talking about.”

A dedication to perfecting their craft gradually over time is a quality that is evident throughout the company. One key factor in maintaining steady and stable growth over such a period of time is the continuity that comes from a settled and established team working behind the scenes. With a staff that Tony refers to as “phenomenal”, it is clear that there are many more on the team that share Matt and Tony’s passion for their line of work. “One of our staff came over from England at eighteen years old. He has been hand-chiseling stone from a very young age. For twenty-five years now he has been hand crafting and carving stone for both housing projects and commercial buildings. He leaves every day covered in dust but he is creating a beautiful piece of stone and that is a skill that develops over time.” This is just one of many workers that have helped expand the skill base within the company. Furthermore, as anyone working within the construction world will know, it is not easy to attract and retain a high-quality staff. It is important, therefore, to recognize that at Select Stone Supply, there is a deeply rooted and dedicated workforce. “A core group of our workforce has been here for over ten years. Obviously we have had some people that come and go but our core group, the ones that the business has grown around has been here for quite a long time.”

“With a staff that Tony refers to as “phenomenal”, it is clear that there are many more on the team that share Matt and Tony’s passion for their line of work.”

Matt and Tony are quite rightly proud of the fact that its staff choose to remain with the company as “finding good talent is always a challenge,” but other, more significant challenges remain. Tony circles back to the need for stability and dedication in his line of work when discussing the omnipresent need for a high level of suppliers. Indeed, given the energy that goes into finding and accessing natural stone, it is no surprise that this is a perpetual concern. “One of our most significant challenges has always been the ability to find quality materials to work with. It is natural stone. It is not manufactured. It may be fabricated but there is a lot of effort involved in extracting it from the ground. It takes time and effort. We’ve been fortunate enough to develop strong relationships with suppliers, both domestic and international, who are as passionate about stone as we are.”

While the ripples of the pandemic are still being felt around the world, it seems as though those at Select Stone Supply have been fortunate to work in an industry that has gained momentum during the pandemic. The need for people to remain at home, coupled with the inability to spend money in any other meaningful way, had the unexpected benefit of assisting the landscape industry. This, according to Matt, has echoes of the 2008 financial disaster when the construction industry in Canada had again been predicted to fail. “Going into these challenges, there is always a level of uncertainty. The fear right away is that landscape work, regarded by some as a luxury, would be the first thing to go in times of economic uncertainty. During the 2008 crash, people kept saying it would hit us in six months time. It never really hit the construction industry in southern Ontario in the way that was predicted. People kept building homes and putting in landscapes and it was the same last year. Everyone worried nobody would want to spend money but again, it was the complete opposite. People were spending time at home so they invested in their homes. We were blessed that we could keep working and meet this demand.”

Having managed to excel and grow through the difficulty of the recent past, it is easy to see how the company has managed to develop and maintain a high level of service over such a long period of time. However, this success, like everything else at this remarkable company, is simply part of the long term process. As is the case with the product they specialize in, these things take time. The company is committed to a steady and gradual evolution and, by sticking to a plan that has served them well thus far, Tony sees no reason to deviate from this. “I don’t think we have ever put our aspirations in terms of market share. On one hand, we certainly want to be recognized as leaders in our field but we like what we are doing. We want to grow within our means and not just for the sake of growth.”

Which brings us to the future. Where does a company go when it is already recognized as being an industry leader with an enviable track record. According to Matt, they innovate once more by bringing yet more options to their customers. “We are nearing completion on construction of a new fabrication shop. This is our next step. We do not want to stay static. This new facility will allow us to create stone to spec on a larger scale, giving us greater control over product quality and lead times to meet the demands of our customers.” While it is evident from speaking to Matt and Tony that they believe wholeheartedly in their product, a passion for stone will not suffice in the ever-changing world of business. However, what is different is the knowledge that when this belief in the product is coupled with both the highest level of skill and a new purpose-built facility, it seems that Select Stone Supply may have all the ingredients needed to develop and grow long into the future. 

The precast concrete market is one where competition is fierce. This is neither a ground-breaking or surprising statement. What may come as a surprise, however, is that there is still a company in the Ontario region that is offering genuine innovation, dedication and excellence over such a prolonged period of time that it is currently mid-way through its seventh decade. M CON Products was established in 1989 and has grown to be an industry leader in precast concrete products for the sewer and watermain industry. However, the story of this company goes substantially further than this. M CON is a subsidiary of Central Precast Inc. which started out working from an unheated garage on Preston Street in 1956. During these early years, the fledgling business was producing precast steps for two of the largest housing developers of the time. Things have grown considerably since these humble beginnings and now M CON, has developed to be regarded as one of the finest producers of precast products in Ontario.

For Central Precast, the decision to expand its company structure and launch M CON Products was one of necessity. The company had experienced huge levels of success. The growth in multiple areas being the stimulus for a subsidiary that had the skills and opportunity to focus on a section of the market. Marco Mion, General Manager at M CON, explains how the company has excelled from the already high standards it was beginning from. “M CON, which actually dates back to 1956 when our parent company, Central Precast was founded. Essentially, most of the products that we manufacture today started out at this facility. It was a demand in the market, this increased need to expand, that led to our growth and to our current location. Today we are Eastern Ontario’s largest family owned and operated precast concrete infrastructure products producer. We manufacture products such as concrete, pipe, maintenance holes, catch basins, headwalls, box culverts and retaining walls to name a few products.”

Given that the company has been building experience and expertise since 1956, it is no wonder to discover that M CON is one of the leading figures in the precast industry. Serving municipal, commercial and residential markets alike, the company is founded on three driving principles; to offer innovative precast solutions, cost savings and unmatched customer service to its clients on every project. When considering the rich heritage that M CON, and by extension Central Precast, holds, Marco is quick to explain that the company does not necessarily try to compete with others in the field. Conversely, it seems that a desire to better itself time and time again is one of the main contributing factors to the company’s longevity and continued success.  “For the past few years, we have taken on a new mantra; ‘Our biggest competition is ourselves.’ We always try to be better, and to continue to improve each year. So long as we’re better than we were last year, then I think that will stand out.”

Equally, it is acknowledged that one key factor in attaining these self-made targets is by having a driven and knowledgeable staff behind the scenes. Marco is keen to stress that it is this willingness to study the macro, to tackle each challenge with a problem-solving attitude, that helps the company reach the high standards that it sets for itself. “We are looking at ways to make the jobs easier, more efficient and create a better work environment. We have a team of skilled technical individuals who approach each problem, or everyday request with an open mind. Our collective goal from the beginning is to produce quality products that will serve the communities in which we live and work in for generations.”

“We are looking at ways to make the jobs easier, more efficient and create a better work environment.”

This problem-solving attitude has led the company to some great successes through the years, building lasting working relationships across the region as a result. Given the nature of precast concrete products, it could be assumed that every other company is capable of delivering to the same standards. However, as Marco explains it, M CON offers its clients an incredible level of experience and skill which means that when a custom product is needed, his company can ensure that clients get what they need for their project, regardless of the requirements. “Clients come to us with various site issues and various projects they are looking for help with. We are here to assist them and find a solution despite any challenges we may face. More often than not we are working on creating custom products for them. Our clients come to us with a request, we look it over with great detail, we then take that concept and provide a solution.”

Pinpointing the cause for such a long and established history within the industry is no easy task. In fact, even excluding the traction gained by Central Precast, M CON itself has been providing for its clients for over thirty years now. What is clear is that a combination of factors are helping to ensure that the company is right at the forefront of its industry. But is there is any one reason for the company’s longevity? According to Marco, the answer is no. However, he does list a number of contributing dynamics that have certainly strengthened the company’s resolve throughout the years. “The first thing that comes to mind is our dedicated employees. They show up every day, eager to take on problems and find solutions whether it be an HR, production or customer request. Might I add, we have employees who have been with us for up to 40 years, which shows their dedication that much more. We also provide superior customer service, with a focus on quality and we have done so for a long time. Which leads into the relationships that we have built and the confidence we have instilled in our clients over the years. They really put their trust in us and continue to come back.”

So what does a company that has excelled in its sector for sixty-five years do next? The answer, unsurprisingly, is that it continues to do the things that helped it reach this point. M CON is leading the way in both innovation and dedication which has resulted in some high-profile projects recently. None more so than a new purpose-built facility in Ottawa for Amazon. This project, according to Marco, showcased the company’s ability to create bespoke solutions for clients, regardless of the difficulty or scale. “We just completed one of our largest Stone Strong retaining wall projects for the new Amazon building in Ottawa. The site conditions required a larger block than we stock. We had to modify the forms to produce these custom sized blocks. There were hundreds of them, on top of all the other standard blocks we had to produce for this specific project. It was great to see the engineering department and the production department work together collaboratively.” Simply put, by listening to their staff, problems get solved. In a crowded market it takes something special to stand out. Based on a track record that dates back to a time when Rock and Roll was only beginning to sweep through the nation, it is a safe bet to follow what is happening at M CON. For Marco, it is easy. Trust the staff that got you here. “In the past there would have been a lot of direction coming from the office. We now work closely with the plant staff. Their approach often differs from the office and we value and respect that. They are in the plant every day and they know what we are truly capable of. When we have custom projects, we head to the guys on the floor and ask for their input on how we can enhance certain products or whatever it may be as well as solutions on making the process more efficient.”

Every aspect of modern society now seems to be striving for greatness,  momentum, and  innovation. From every vantage point, the message is the same: take what you have learned,  push it forward, and strive to do better. Despite this constant pressure, construction has remained an outlier.  Our industry – notwithstanding the high level of design, skill and originality – was founded on some very simple, fundamental rules and principles. Buildings need to be built in such a way that they remain structurally sound, pipes require secure fittings, wiring needs precision and care; these elements of construction do not vary. These are constants in a world of change and it is this need for consistency that drives organizations like the Ontario General Contractors Association to maintain such high levels of support, diligence and dedication to both the industry and its members.

The OGCA was conceived in 1939 by a group of eleven General Contractors and has, for more than 82 years, supported its members by assisting them to deliver excellence in both construction and safety across the Industrial, Commercial and Institutional (ICI) sectors. Currently, the associations’ members account for around 70% of all of Ontario’s ICI projects, while offering guidance and assistance to small, medium and large firms. However, while the basics of building may remain unchanged over this period, the landscape of construction in Ontario has moved on considerably. The rationale for setting up the association, according to Giovanni Cautillo, president of the OGCA, was to bridge the gap between national and regional associations on all issues affecting general contractors with both structure and safety in mind. “There was a contracting community at the time that saw a need to get together and have a voice. The need is still very prevalent today, for standardization when it came to ensuring that builds were done similarly. You don’t want any shortcuts, especially when it comes down to anything that could jeopardize the structure and the integrity of that build. Another reason is to fulfil the need for safety. We want to take every precaution necessary to ensure that every worker goes home safely. That was one of the predominant principles that dictated the General Contractors Association.”

“We want to take every precaution necessary to ensure that every worker goes home safely.”

Fast forward to the modern construction industry where the OGCA now looks after the interests of around 200 individual member companies. While the goals of ensuring uniformity and maintaining levels may have been a relatively simpler one in 1939, the challenge of helping to coordinate an enormous industry must now be a very different beast. Where the association now fits is by working collaboratively with the Government of Ontario on behalf of Ontario’s general contractors in many key areas. These include removing red tape and other encumbrances for general contractors, focusing on the overall infrastructure supply chain and its optimization through full transparency and communication. According to Giovanni, ensuring that standards are maintained is quite a cyclical process which is equally informed by those on the ground as it is those in government. “The General Contractor community starts off with best practices. We get together and formulate what works well for the ICI sector. From that, you have health and safety agencies, associations or governments that make it part of their mandate through legislation or regulation, but all initiatives ultimately start from within the industry.”

By meeting the needs of the industry, it is important to ensure its long-term viability. Furthermore, it is impossible to view the sustainability of construction across the region without attempting to address the ongoing skilled worker shortage. As part of the association’s commitment to supporting the industry as a whole, the OGCA has been actively involved in this matter for over a decade, both by working closely with BuildForce Canada, who provide national workforce statistics for construction and who highlighted this matter close to a decade earlier, and by working to attract new entrants to careers within the industry. The work involved in this is not exactly straightforward. Generations of entrenched views around the construction trade have led to what Giovanni believes is a type of stigma and one which is incredibly misguided. “I need to give you a very blunt answer. It’s the stigma that construction has. I have met some of the brightest, most innovatively creative individuals in construction, and they’re all incredibly smart. I think that construction should be looked upon on par, as being equal to law or medicine. You go to school for upwards of 10 years, you get into a particular field and then you specialize. Construction is no different, but it doesn’t take you 10 years to get in. Once you get in, you can specialize in whatever you want, and the mobility aspects are huge.”

While these beliefs may well hold some truth, the challenge of changing embedded views relating to education and career paths may be one of the most difficult that the OGCA has had to face. While there is scope to promote the industry through career guidance and school visits, it seems as though these methods are not improving the situation for businesses. It is useful therefore, to have real world evidence to back up these claims. For Giovanni and those at the association, their experience of dealing with, and working through, COVID-19 can be used as a type of case study. “The general public has to understand that construction is a very lucrative career destination; it is a very satisfying career and construction is something that doesn’t go away. Case in point, construction has been, for the most part, “COVID-19 proof.” Other industries, like hospitality, restaurants and tourism and have basically dried up. There is nothing happening within those industries other than layoffs. In construction, we are still hiring. We’re still looking to hire people because construction is an industry that is a core driver of GDP. Overall, I like to think that construction has a lot going for it. We just need to showcase the reality of a career in the trades. That’s one of my biggest responsibilities.”

Should the OGCA be successful in attracting new workers to the industry, the jobs and projects are waiting. Since the pandemic, the government in Ontario has been eager to invest heavily in infrastructure projects as a means of stimulating the economy. This sustained period of investment is vital to recovery in the region. The offshoot of this is that the construction industry will benefit from a period of positivity. The message from the OGCA is clear. Sustained infrastructure investment is vital to Ontario’s post COVID-19 economic recovery. There is little doubt that investing in critical infrastructure is one of the best ways to help Ontario recover from the effects of COVID-19, as each dollar spent on infrastructure has a positive effect on the economy, and one aspect that the OGCA is keen to emphasize is that of green building. As part of his mandate, Giovanni is guiding the association towards a greater push on, and enthusiasm for, green building. “We have been talking to the Canadian Infrastructure Bank about green building and the importance of investments in the ICI sector. We are involved with both Workforce 2030 and Workforce 2050 to ensure that the labour force will be able to keep up with requirements that every new ICI structure being built will be carbon-neutral by the year 2030, and existing buildings retrofitted to be carbon-neutral by 2050. Right now we are working on the required skill sets, in order to develop the existing workforce to meet these aspirational goals.” The individuals being trained today will, hopefully, be the workforce of the future throughout the industry. Looking towards that future, the OGCA is eager to remember its past. By embracing the technological developments that have enhanced the construction industry, it is vital for Giovanni that the association does not lose sight of the value that a career in the  trades can bring, and the possibility that they can change the lives of some of their members. This, he believes, is something that he has learned through personal experience. “We need a bigger, broader push to ensure that construction is seen as a viable alternative and that you can make an incredibly good living from construction. I know that myself. I’m the son of an immigrant. He was a stonemason who came from Italy, and when he came to Canada, he was readily accepted in construction because of the experience and the skills that he brought with him. Construction allowed for him to live and build a house for his family, feed and clothe his children and create a life for himself here in Canada. That’s kind of the immigrant’s dream. But  we need to explain the opportunities available so that it can be anybody’s dream.”

In the past number of years, business owners have become ever more accepting of the need for accountability, particularly in the area of emissions and sustainability. It is now commonplace across all industries to evaluate the impact your product or project is having on the environment and take steps towards reducing or eliminating this footprint. The construction world is no different. In fact, figures on carbon emissions within construction make for stark reading. In 2019, the United Nations Environment Programme reported that the construction industry accounted for 38% of all global emissions. Rather than being evident of a decline, this figure marked the highest ever level since records began. In short, buildings are energy heavy, and the industry has a job on its hands figuring out how to navigate this potential tragedy. Furthermore, according to the International Energy Agency, building emissions needs to fall by 50% in order to reach net-zero by 2030.

When a society, and in particular an industry within it, develops and moves forward, a re-think can be required; a shift in the accepted norms that dictate how things are made and viewed. Given the level of change and innovation that is required within the construction world to meet this challenge head on, it is unavoidable that a pivot in mindset is called for. Developments of this magnitude are not easy, however. Industries can be reluctant to embrace the modern. Companies and suppliers, tradesmen and architects; all are skilled in what they know and what is new is also unproven. This in itself does not breed confidence.

“By shifting our ideas to one of constant interaction between a building and the elements, we reach a concept known as bioconstruction.”

This change can be hard fought and face stern opposition from those operating within the status quo. While the construction industry struggles to grasp the necessary changes around its carbon emissions, genuine change is slowly emerging. It is understandable that architects and builders have, until now, relied on ‘hard’ materials such as concrete and glass to build structures. These materials are historically proven to protect the individuals within the building from external elements such as rain and low temperatures. There is, however, an alternative way of thinking about structures and how they operate. The first re-think required is to reconsider and replace the word protect, with interact. By simply blocking out natural elements, buildings are inadvertently wasting fresh water and other vital resources. By shifting our ideas to one of constant interaction between a building and the elements, we reach a concept known as bioconstruction.

Bio Houses were first developed and built in Europe. However, their lineage in the U.S. dates back to pioneering work that was done in the 1970’s by ecologists John Todd, Nancy Jack Todd and William McLarney. The trio founded the New Alchemy Institute which designed buildings that worked with elements of the natural environment such as solar power, organic agriculture, aquaculture and bio-shelter designs. Since then, the area has blossomed and innovators within the area are making the industry shift its perception of what a building is and what is can be. Built using natural organic materials, Bio Houses allow a more sustainable relationship with the outside world. These chemical exchanges between the internal and external create and allow permeability into the building process. While, from a structural point of view, this may seem risky, evidence shows that these fears are unfounded. In fact, for over twenty years, biomaterials have been used in construction.

Mycotecture is the term used to describe a building that has been constructed using blocks made from fungal roots which are as strong as concrete. The blocks are constructed using mycelium which is the compound filament that mushrooms use as roots. This material is fireproof, resistant to mold and water and, rather astonishingly, can reach a higher hardness than concrete at the same weight. The process itself, while slower than that of concrete, is relatively simple; the dried mycelium can be shaped into any form needed such as bricks and used as part of the build. This, in turn, has led to exciting advancements and innovative companies such as Redhouse Studio, a humanitarian design firm that works with a technique called ‘biocycling’. Founder of the company, Christopher Maurer identified the huge number of derelict housing in his home city of Cleveland, OH, and created a process where the construction waste is combined with mycelium to produce a new material. Christopher says that this came about through a need to redevelop the city.  “The housing stock is so cheap and so derelict that most people want to just tear it down. That waste just ends up in landfills for the most part, as it’s too expensive to extract any of the good materials. Our ultimate goal would be to turn houses into new houses,” he explains. “So it would be recycling entire structures.”

“The company uses microorganisms to grow sustainable structural cement materials for the construction industry.”

Another exciting development that may also provide a genuine opportunity to reach emissions targets is being developed and rolled out in Research Triangle Park, North Carolina. Biomason has developed blocks that do not need firing and are as durable as traditional masonry. According to the company, these blocks are built “with carbon, the same way nature does. The company uses microorganisms to grow sustainable structural cement materials for the construction industry. Biomason’s technology harnesses the power of biology to reinvent traditional portland cement offering a stronger and CO2-neutral alternative.” Through a biological process that eliminates the need to emit carbon by removing calcination, the company is able to produce what it calls Biocement. This process enables production of cement tiles with the lowest carbon footprint on the market. In terms of the potential to revolutionize the construction industry and, most importantly, its carbon emissions, Ginger Krieg Dosier, Co-Founder and CEO of Biomason is confident. “Our biocement technology is ushering in a new era of construction – one that uses carbon as a building block rather than emitting it as a byproduct.”

While it is clear that this cross over between science and engineering is still a developing area, it does provide us with a glimpse of the possibilities available. Although reluctance remains across the construction industry to move away from the materials that have been relied upon for generations, the first steps in proving their worth are being taken. The industry needs change and the posturing and weak claims of sustainability are simply not enough anymore. It is clear that within our industry is the potential and knowledge required to meet targets and challenges head on. It is an industry that thrives under pressure and always delivers. Perhaps, unlike previous revolutions, the solution has been here all along. Alternatives do not need to be invented; they are in the ground we are building on. While digging up the soil, we have neglected to acknowledge the incredible materials right under our noses. The future of buildings is here already. We were just unaware of its full potential.

The construction world is a thrilling and fast-paced place. Literally and figuratively, it is ground-breaking territory where problem solving and product development can lead to positive changes around the globe. Despite this however, it can also be a difficult industry to negotiate. With competing businesses constantly striving to excel and dominate, fluctuating markets and the drive within companies to innovate and lead from the front, business decisions can become solely dependent on financial considerations. Unfortunately, the industry can become a case of risk versus benefit. In terms of encouraging positive relationships, community progression and genuine innovation, this is not a particularly good place to come from. It is refreshing then, to see the continuing upward trajectory of Aveiro Constructors Limited, an Ontario based General Contractor working in the ICI sector, that has served the local and international markets for almost forty-five years. It is not hyperbolic to state that this is a company that is focused on creating lasting, impactful projects that will benefit communities and clients alike. Indeed, this attention to ensuring the positive impact of its work is an aspect of the business that has, in addition to the technical skills and business nuance, been passed down through generations.

“Aveiro Constructors has built a vast wealth of experience, being in business for over forty years.”

Victor Aveiro, President of Aveiro Constructors, is rightly proud of both the longevity his company has achieved, and the quality of service it provides for its customers. While Victor acknowledges that it can find itself competing with larger companies on projects, he explains that the flexibility and foundation the company has built ensures that it is more than capable of rivalling these businesses. “Quite often, we are competing against General Contractors that are much larger than us. But we are fortunate enough to have our own operation; we have our own office and shop. We are not renting space so that facilitates us by being able to store equipment and stock. Our competitors don’t necessarily have that, so we are able to be more competitive sometimes because our overhead costs are lower.” In addition to this, Victor states that the reputation his company has earned over time means that it has built partnerships with other companies in the field, something that has enabled Aveiro Constructors to increase its reach across the industry. “Some of the large contracting firms in Ontario will have us join them to help and assist in the design process. Our part would be the design, supply and installation of the steel building. That is our specialty. It is also something that has helped us survive through hard times in our industry. We sometimes have other general contractors that will reach out and, literally, we can do work for our competitors.”

Recognition of the value in working together is something that has been instilled in Victor and is evident throughout the rich history of the company. Aveiro Constructors has built a vast wealth of experience, being in business for over forty years. The company was incorporated in 1976 by Victor’s parents, in partnership with his paternal grandfather. Victor’s parents shared all working aspects of the company, his mother running the accounts while his father worked primarily in the field. “My Dad would have done the estimating and running the jobs while my Mom ran the accounting side and the finances of the business. The two of them were partners.” Given that construction is, sometimes unfairly, seen as primarily a male led industry, this collaborative working model is not necessarily the norm. Refreshingly, it ensured that Aveiro Constructors were working to a progressive and inclusive charter long before such things were commonplace. Initially, the company targeted the residential market, a decision that was not initially successful. The struggled to gain a foothold. However, when Victor’s grandfather retired, his parents acted quickly, pivoting the business towards the area they now excel in; pre-engineered steel work. “They were able to turn it around, switching their model fairly quickly from residential into the commercial sector. They focused on pre-engineered steel building, and we are still very strong in that world.”

Around the time the company was set up, Victor’s father was working on a project that went beyond the technical details of a traditional building. The project, building homes in Chile, still resonates throughout the company and has, in a very tangible sense, influenced the course Victor has taken throughout his own stewardship of the company. “One of the milestone projects of his life is when he went to Chile. It was an emergency response project and, funded by the Canadian government, he built 30 homes in 90 days. That is one of the projects that he did just before he started this business and it kind of put him on the map of doing what he did for the rest of his life.” The reverberations of the project continue to echo through the work being done today. Victor talks in glowing terms about the work Aveiro Constructors did with Youth Opportunities Unlimited (YOU) to build a thirty-bed shelter for homeless youths in the London, ON area. It is the first building of its kind in Ontario and provides a “low barrier, trauma-informed model of care for youth between the ages of 16 and 24.” The shelter is pet-friendly, with each resident getting their own room. Additionally, six of the rooms are disability accessible. “That project was also kind of groundbreaking in that there is no other emergency use shelter in the London area or in Ontario, that we know of. To be able to make that project a reality was really very nice.” A secondary, but enduring, benefit of working on this project has been the positive relationships built between Aveiro Constructors and its partners, YOU and the architectural firm, A+Link Architecture. “Since then, we’ve been on other projects with them. We have a good relationship together have been invited to bid on other projects that they’ve been involved in.” Despite the impact that COVID has had on the construction industry, Aveiro being no exception to this, the future of the company is a positive one. While the pandemic had resulted in a slight scaling back for the company, there is growing evidence that the strong relationships the company has built, and the flexibility that comes from being a stable and enduring part of the local community, is assisting Aveiro Constructors in navigating uncertain times. “With COVID, we had around a 50% decrease from a bidding and estimating perspective. That made it far more challenging but we managed to keep a few jobs moving.” The future of the company is one that will be based on continuing the tradition of his company, doing the right things for customers and communities alike by playing to its strengths, building relationships and fulfilling promises. For Victor, it is simple. At the end of the day, it is about community and relationships. “We’re fortunate that the staff that are here are experienced. They know what they’re doing here and they are always willing to put the effort in, whatever it needs to be. So now, we are kind of taking more of a team approach. We are pretty lucky. We have good people here that are willing to kind of be part of that team and work together.”

The creative ingredients involved in an external design are manifold. Location and climate, materials and vision; all of these factors combine to form an overarching goal for any permanent structure. This is the case across the design spectrum, from sculpture to infrastructure and all types of building in between. While trends may exert its influence, ensuring a short term commonality, every design is generally led by these factors. For example, abundant local material can often bring down costs while geolocation can force a design team to make decisions on insulation or the long term viability of the building materials. Despite this however, there is something else; an unquantifiable. It is a driving force that underpins every detail of a building; comfort. These comforts can take the shape of temperature, natural lighting, energy costs, the list is endless. When placed within the emerging context of lowering carbon emissions, rising energy costs and overall health-conscious societies, it is not only a consideration, it is a vital component. The question is, how do these factors, emissions and energy and health considerations, sit with the need for a space to be comfortable? It seems that the answer to this has been around, quietly growing throughout our neighborhoods and cities, for a number of years.

It is important to view any deviation from traditional building designs within the context of modern society. Our world is slowly recovering from a pandemic and attention is returning to preventative measures that will help to offset the environmental effects of globalization and construction. Efficiency and sustainability are two topics rightly recognized as vital tenets in rebuilding this modern society, capable of meeting the needs of future generations. Co-developed by Dr. Wolfgang Feist and Dr. Bo Adamson in the late eighties, Passive House is a design and build standard with energy efficiency at its core. Through a specialized set of design standards, these buildings, both new and retrofitted, can achieve enormous energy savings by utilizing an innovative ventilation system. Stephen Quinn is a Passive House Certifier at Peel Passive House Consulting, a Canadian based company with international reach. The company is unique in that it offers clients both design and certification to Passive House codes. Stephen explains the concept. “It is an ultra-low energy house that is based on the envelope being completely insulated and airtight. Of course, when you have an airtight building, you need a ventilation system. This heat recovery ventilation system is operating 24 hours a day. These ventilation systems are 90% efficient so you are capturing and retaining 90% of the energy from inside the building, while at the same time providing a continuous flow of fresh air. Basically, it’s like you have your windows open all day long, but you’re not losing heat and the temperature within the building is maintained.”

“These ventilation systems are 90% efficient so you are capturing and retaining 90% of the energy from inside the building, while at the same time providing a continuous flow of fresh air.”

The Passive House standard has been recognized and used globally for around thirty years. However, it is still considered to be a developing innovation and has only been available in North America for around half that time. The reality is that any change to traditional building codes are likely to meet resistance and educating the public can be a challenge. However, it seems as though the net benefits of investing in a Passive House design are sure to make it a growing presence within the building industry. According to Stephen, the driving force behind peoples decisions to adopt Passive House designs are from an energy saving point of view. However, he is keen to stress that the benefits to peoples quality of living in these structures is equally positive. “Energy savings is one of the main drivers, of course. When you can reduce energy costs you are going to increase your savings and this is what most people focus on. What I found interesting though, are the different questions being asked about the benefits internationally. In other countries, it was, when am I going to get my investment back? Whereas in Germany for example it was, what level of comfort am I going to have within the building? There is an extreme level of comfort within these buildings. It is a truly unique experience that can’t really be put into words. The fact that you have this constant flow of fresh air coupled with a uniform temperature. It’s not comparable to other buildings.”

While awareness around the environmental impact of construction and buildings is growing amongst the global community, it is an unfortunate fact that financial costs will always be a large consideration. The balance between cost and benefit is a problematic one and it is well acknowledged that the quickest way to influence positive change is through competitive pricing. However, there is now potential for the list of potential benefits to grow; essentially outweighing any initial outlay. Given the ever changing landscape we find ourselves in, the requirements that we are placing on our buildings, both residential and professional, continue to grow. According to Stephen, through additional health benefits, Passive House buildings are already proving their worth in ways that may not have been anticipated in the past. “The health benefits come from the fact that we are able to control the supply of fresh air because it is all going through a filtration system. There are filters on the ventilation system that will stop things such as pollen getting through. Currently, there is a lot of discussion on ventilation and buildings. Studies have begun and people are looking into how the Passive House concept would be a viable solution in avoiding any sort of build-up of COVID or other types of viruses in the building.”

“The health benefits come from the fact that we are able to control the supply of fresh air because it is all going through a filtration system.”

Looking to the future, it seems as though Passive House has the potential to play a pivotal role in reimagining the direction our industry takes. While the relationship between construction and environmental concerns is a difficult one, it is not necessarily a negative one. Improvements are being demanded in terms of emissions and energy and, with full credit to the innovation and dedication within the industry, they are being heard and changes are being made. Passive House is a growing voice within this conversation. Its benefits are already clear but it has the exciting potential to be a complete game changer. With hot topics such as the Green New Deal and the New York regulations around net zero buildings, Passive House designs, and companies such as Peel Passive House Consultancy, might already hold an advantage. Stephen is unequivocal in his belief that, when coupled with a renewable energy source, the potential of a Passive House building is second to none. “In terms of Net Zero or Carbon Neutrality, the benefit of a passive house is that you’re automatically going in that direction, you’re reducing your energy demand to 10% of a standard building. You don’t need a whole lot of energy to heat or cool your building so it is quite easy to achieve a net zero or carbon neutral building. If you already have a passive house the only element that’s missing is adding on that renewable energy. So, whether that be on a local level with the homeowner themselves producing that energy through solar panels, or being hooked up to some sort of local grid where there’s a green, renewable energy source there. It is a good pathway to net zero.”

In March and April of 2020, the US economy lost almost 22 million jobs across all sectors, leaving the unemployment rate at 14.7%. Almost overnight, 22 million American families became one, or no-income households. By August, this catastrophic figure had softened, relatively speaking, to 11 million below February’s peak but these numbers, collected by the U.S. Bureau of Labor Statistics, illustrate how all-encompassing the effects of COVID-19 have been on the economy. The majority of these job losses, it should be pointed out, were across industries such as leisure, hospitality, retail and the arts. To put this in other terms, job losses largely affected workers with a greater risk of social disadvantage. The pandemic, as it did on so many other levels, exacerbated the difficulties faced by large sections of society and laid bare the challenges America faces in terms of social mobility and inequality.

The real world effects of these job losses can be seen everywhere but, it is fair to suggest that the result has greatly impacted the ability for low income earners to maintain their rent. Recent figures suggest that 21% of renters are behind on payments with this rising sharply when the numbers are investigated further to specifically study low-income renters and minority groups. While world events of the past eighteen months are not the sole cause of this escalating renting crisis, it has undeniably leaned heavier on at-risk groups, ensuring that the gap between communities is widening at a critical pace. COVID aside, the United States has long been on a worrying path where the most disadvantaged members of society are struggling to put a roof over their heads. The National Low Income Housing Coalition (NLIHC) has recently published a report on the extent to which affordable housing is currently available, and the barriers to accessing this support amongst low income earners. The numbers make for shocking reading; 7.6 million households spend over half their income on rent and utilities while only 37 affordable and available homes exist for every one hundred extremely low-income renter households. This deficit in availability is further emphasized by the actual shortage of homes needed across states, ranging from 7,500 in Wyoming to over 960,000 in California.

The solution to this problem does not rest solely on the construction world. In fact, businesses in the industry have suffered job losses on an enormous scale also. While there is an opportunity to contribute by utilizing the diverse range of skills and innovation that is evident right through the industry, the answer is more nuanced and complex. This is an issue that may require a considered approach from multiple angles if there is to be any chance of success. The basic tenets are clear, however; more affordable houses need to be built and the current crop of housing needs to be retrofitted to ensure that running costs are kept to a manageable level.

“In April of this year, the U.S. Department of Housing and Urban Development (HUD) announced the allocation of almost $700 million to the national Housing Trust Fund.”

Any attempt to rebalance the lack of affordable houses must be viewed through the lens of infrastructure and investment. With the Biden administration recently announcing its intention to invest large sums into the regeneration of many aspects of American life, it will be important to see some of this money being used to target low-income earners. However, funding alone is not a solution. In April of this year, the U.S. Department of Housing and Urban Development (HUD) announced the allocation of almost $700 million to the national Housing Trust Fund. This allocation is set to enhance the ability of individual states to produce more affordable homes. According to HUD, there are currently 480 additional projects under construction with this year’s funding expected to produce more than 5,400 additional affordable units. The move has been welcomed by NLIHC with the CEO, Diane Yentel saying, “This year’s allocation to the National Housing Trust Fund will provide critically needed resources to help build and preserve homes affordable to people most severely impacted by America’s rental housing crisis. This funding is a vital step in the right direction, though far more is needed.”

One underrecognized aspect of this issue, and a vital component of any positive future for low-income renters, is their ability to manage, maintain and live while also being able to pay rent. In order to do this, questions need to be asked about the type of buildings that are being provided for these households, particularly when dealing with existing units. It seems counterproductive that citizens on the lowest wages might be attempting to heat, cool and maintain houses that are unsustainably built or have degenerated to the extent that their energy usage is far in excess of best practice and modern standards. In order to ensure that this does not become a legacy issue of the future, attempts are currently being made to secure additional funding for the retrofitting of the nation’s public housing stock of close to one million units. The Green New Deal for Public Housing Act, which was brought forward by Representative Alexandria Ocasio-Cortez of New York and Senator Bernie Sanders of Vermont, looks to allocate $172 billion in order to bring public housing to a much more sustainable level by adopting retrofitting measures that would increase energy efficiency and improve health, safety, and comfort for nearly two million people.

According to Ocasio-Cortez and Sanders, there is an onus on government to provide an appropriate standard of living for these people. Given the disproportionate effects of COVID on low-income communities, this seems like a reasonable assertion. “Residents of public housing routinely suffer worse health outcomes due to mold infestations, lead contamination, poor indoor air quality, and unsafe temperatures and this bill would clear the substantial public housing capital backlog – ensuring all public housing is brought up to safe and sanitary conditions. No matter the circumstances you were born into, this bill ensures that everyone has a shot at economic and social empowerment.” Research that is underpinning the proposal was conducted by Director of the Socio-Spatial Climate Collaborative, Daniel Aldana Cohen. He believes that in order to address the housing crisis completely, 12 million units are required over the next ten years. This work would improve the quality of life for almost 2 million people in over 950,000 homes.

Despite the proposed legislation covering divisive ground from a political point of view, there are additional benefits for the construction industry that may provide the needed political appetite for this proposal to succeed. It is expected that the work would ensure the creation of up to 240,000 jobs per year nationally. In addition to that, the reduction of public water and energy bills would be in the region of $700 million per year. It is hoped that this work will fit in as part of the Biden Administration’s infrastructure bill which is currently being negotiated. While it is by no means certain that this proposal will result in changes to the stock of public housing, there is a growing temptation to envisage a public housing system that allows residents to live in a sustainable and efficient building. By utilizing the high level of skills in the construction world and adopting LEED ratings to both new builds and retrofitting alike, the countries lowest paid workers can live with the same basic security and comfort as their neighbors. Similarly, by working towards a more equitable recovery from the pandemic, construction workers can contribute meaningfully by bringing substantial economic and public health benefits to communities across the country. With investment expected across most areas of construction to facilitate these infrastructure improvements, it seems as though there may be light at the end of a very long tunnel for workers throughout the industry by taking the opportunity to work collaboratively in an attempt to solve the concurrent issues of housing and sustainability.  

The road to improvement is one that comes with many questions. Regardless of the context or topic, self-reflection and planning is a vital component when attempting to move forward. Under the microscope of modern society, the concept of green buildings, sustainability and climate change can be seen as a divisive one. However, once partisan politics and finances have been removed, it is evident that the need for a cleaner, more sustainably built world is growing each day. With over twenty-five years experience, the US Green Building Council is a non-profit, member based organization that has been at the forefront of promoting and developing sustainable practices and guidance across all industries. The USGBC is primarily responsible for the development of LEED (Leadership in Energy and Environmental Design) rating goals which they launched back in 1998. While it seems as though much of the world has changed since then, questions remain; what does it mean to be a green building and why is it important?

“U.S. Green Building Council was started in the 1990s, primarily by architects, engineers and others that work with buildings.”

The USGBC is an organization that, unsurprisingly, came about through questioning. Three individuals, Rick Fedrizzi, David Gottfried and Mike Italiano invited sixty representatives across the building industries to the founding meeting of the council, held in the American Institute of Archictects’ boardroom. The purpose was to provide a forum to share ideas and investigate the potential to create buildings that were energy efficient, sustainably made and which could contribute positively to the environment. As Melissa Baker, Senior Vice President at USGBC, explains, this would prove to be a pivotal movement in the green movement. “U.S. Green Building Council was started in the 1990s, primarily by architects, engineers and others that work with buildings. They wanted to define what it means to be a green building, and answering this question; what is the future of green buildings?’’ From this initial discussion, the conversation led to the design and implementation of LEED, a voluntary rating system to certify sustainable buildings and neighborhoods. From a highly successful pilot test of LEED v1.0 in 1998, ‘LEED for New Construction’ was publicly launched in March 2000 and “since then there’s been just over 100,000 commercial projects, registered and certified, in more than 180 countries and territories.’’

Given the current level of focus and the importance of working in a sustainable manner, it is interesting to get a sense of how far the USGBC has come in the intervening period. While Melissa explains that there had been, up until that time, an undercurrent of climate action, it wasn’t until the USGBC was formed that these ideas were brought together into a cohesive strategy. “I think that some of the parts and pieces were there and also, there had been a huge energy efficiency movement in the 1970s that had carried forward so at the time, there were definitely others that were concerned with the health of individuals and the health of the planet. I really think that the definition of sustainability, the triple bottom line; people, planet, profit that sparked the idea that a green building could bring everything together in one. Of course, there were buildings that did this before, but that movement pushed it mainstream and gave it more of a visible definition. There was individual health, planetary health, wellness, energy efficiency, water quality and savings. The USGBC brought together all these pieces.’’

While the LEED rating system has only been in existence since 2000, it has grown to be the single most important and recognizable certification in relation to green buildings. The fact that it is globally acknowledged is further testament to the deep well of knowledge and experience that has gone into these evolving standards. What is even more incredible is that this is, at its core, a voluntary endeavor for the companies and neighborhoods that participate. So, given that there is no definitive ruling that compels a developer to adopt LEED standards, how has the USGBC managed to attract over 100,000 projects? The answer, as tends to be the case, is slightly less than clear. Melissa attributes the success to a combination of attitude, belief and professional benefits. “One of the fascinating things about LEED and about the work that we do is that it is a voluntary system that has seen adoption at all levels. There are private sector organizations adopting LEED for both their own portfolios buildings and their building management companies. There are architecture and engineering firms promoting it to Fortune 500 company clients of theirs. There are policy based incentives too. In Washington DC for example, public and private buildings have to use LEED and in other places there are tax benefits or you might get your permits faster if you make a voluntary adoption of the rating system. In essence, it’s certainly been driven by public policy adoption but it is definitely a little bit of both. We’ve definitely seen a steady use of LEED over time.’’

“The term itself suggests a construction that is a living, breathing organism and, despite the mechanics and permanence of a concrete structure, the truth is actually not far from this.”

One area gathering traction is that of the Healthy Building. In addition to being a main component of the work the USGBC does, it is also something that may be misunderstood. The term itself suggests a construction that is a living, breathing organism and, despite the mechanics and permanence of a concrete structure, the truth is actually not far from this. Buildings, when viewed through the lens of LEED ratings, become vibrant places full of movement and energy. While this concept may be difficult to pin down, Melissa explains that the rating systems are specifically designed to scratch the surface of a building in order to inspect its health. “There is so much information in the rating systems. The site, the location, water, energy use, materials and resources. Then you have indoor environmental quality which focuses on the health and wellness of the individual. So, we have a lot of ideas, and we really try to help people to get started where they are, to look at the checklist and to understand the strategies. We can assist with identifying the priorities for their organization and where they want to start.’’

Despite the clear movement towards healthy buildings, LEED goals, and sustainable building practices in general, have certainly not been immune from the effects of the past year. The way we work has changed immeasurably throughout the pandemic but in relation to the goals set out by the USGBC, where we work and how we get back there is something that needs to be given massive consideration. Melissa describes how the concerns around building space and the people inside them was the primary factor in the organization launching a new initiative. “Initially, we wanted to observe. We didn’t want to react because it was obviously very stressful for many people. People stepped out of buildings so our relationship with spaces and buildings changed, but we also wanted to recognize that we had something to contribute, especially from our volunteer experts. We launched a vision called Healthy People in Healthy Places Equals a Healthy Economy. The idea was that we could bring that knowledge and expertise together to help with building re-entry and to help with health and safety and wellness for those that were still in buildings. We put together some credits, called the LEED Safety First credits, to address ventilation and air quality, green cleaning, water quality, and planning for building re-entry. We started with cleaning and disinfecting because we knew that there would be more cleaning and disinfecting happening. Supporting our community and helping to bring resources together for everyone was really our focus.’’

Despite the work being done globally to improve the outlook on climate change, it is abundantly clear that more needs to be done. Twenty-five years of LEED ratings has had a huge positive effect on how buildings are designed, constructed and inhabited. However, the message from the USGBC is one of concern. Though the organization is founded and based in the U.S., its outlook is very much on a global scale. Much is needed in terms of education and equity and, while there is little in the way of positives to be taken from the challenges of COVID, Melissa recognizes that it may have started a very important conversation. “I think that people are now paying attention. They see that from an equity perspective, those that were disproportionately impacted by the pandemic are also the most disproportionately affected by climate change. We know we have a lot of work to do. We know that buildings have direct and indirect impacts on climate, as well as health and wellness. So I think that collective impact of the work that we can all do is really critical. We see ourselves as a convener and an organization that brings people together. We need that collective pull of everyone to get there, or we’re just not going to be able to hit the target. We have a LEED Zero program recognizing net zero in energy, water, waste and carbon. These are very ambitious goals and in order to hit those targets, we all need to work together.’’

The USGBC is currently using LEED ratings v4.0; two decades of progress. Despite this, it could be easy to fall into the trap of feeling that the challenges are insurmountable. For Melissa and all at the USGBC, the opposite is true. Issues remain, but the tools available now, both physical and ideological, are cause for hope and in the times we are living through, that has to be enough. “The goals that we started out with twenty years ago, in many ways, feel even more tangible, but also much more achievable than when we started.  With new technologies and a fairly rapid greening of the grid, we have a lot more options, especially in the U.S. for projects to get renewable energy in a variety of different ways and like I said, I think people are paying attention.’’

Within certain sectors of the construction industry, there seems to be a resistance to change. Heritage and reputation are hard won commodities and, regardless of actual merits, can be far-reaching and long lasting. The plastic pipe industry has, by any reckoning, been around long enough to be considered a permanent fixture. For well over half a century it has provided flexible and durable solutions to multiple areas within the construction industry. However, given that it is in competition with materials that have been around for thousands of years, it is unfairly considered to be unreliable and unproven in some quarters. To question this narrative is the Plastics Pipe Institute, a long standing association that has been an advocate for its members, ranging from building and construction through to energy and Municipal work, since 1950. In addition to that, the PPI also prioritizes education around the benefits of plastic pipe usage across the industry. Yes, copper and concrete may have their benefits, but plastic has developed into a material that is sophisticated and proven and it is now expected to be the major growth sector in piping well into the future. Given the enormous figures being spoken about in terms of infrastructure investment, the signs are good for the industry.

In order to get a clear picture on where things currently stand, it is important to look back somewhat. The mission of the Plastics Pipe Institute is to “advance the acceptance and use of plastic pipe systems through research, education, technical expertise and advocacy” and it is within this context that the burgeoning industry set about forming a collective in 1950 having, according to David Fink, President of Plastics Pipe Institute, acknowledged that “at that point there was not an association or an organization that was managing thermoplastic piping. There were no standards or codes, or anything that was standardized as far as development of pressure listings and lifetime expectancies.” At the time, plastic was still in an embryonic stage with many aspects of the material still being created and invented. It was an unknown and the need to methodically research and test its capabilities was an essential aspect of moving the potential towards the tangible. Over time, this initial group, a thermoplastic pipe division within the Society of Plastics Industry, grew steadily into the leading North American trade association for all segments of the plastic piping industry.

It goes without saying that the PPI needed to ensure that they had the data available to back up claims of efficacy and performance. In the 1950’s, questions abounded about the strength, functionality and longevity of the material and understandably so. Change does not come easily and project managers can grow reliant on what they already know. The institute was faced with the task of providing confidence throughout the industry and this, as they found out, would take time. David is keen to stress that, by acknowledging that the road ahead was to be a long one, the PPI has been able to build up a secure and reliable bank of data. “To have confidence in using a material in any piping application, you have to understand what its capabilities are. How long it can last? How it can function? At the time, those things just weren’t available. We needed to develop resources. Having been around now for over seventy years, one strength of PPI has been addressing technical questions on capabilities for the materials within our hydrostatic stress board. With any new plastic materials or advancements in materials they submit data to the hydrostatic stress board, and then based on the data, they are provided with a listing. This gives confidence to end users.”

“It’s an opportunity to get information into the hands of those that might need to better understand how to engineer, design or install these plastic piping systems.”

Developments in the area has now given PPI the backing and experience to truly advocate for its members. This is achieved through a range of educational and promotional activities that include conferences, participation on committees and the provision of technical notes, and documents. According to David, the reach of PPI has grown steadily over the years and the institute has now become a vocal leader across the industry. “We developed a tagline a couple of years ago; PPI – the voice of an industry, and as far as getting the word out, it’s everything from participation in various conferences such as the upcoming and widely anticipated PPI Semi-Annual Conference, actively participating within and providing educational technical notes, documents, manuals, even handbooks for the engineering community. It’s an opportunity to get information into the hands of those that might need to better understand how to engineer, design or install these plastic piping systems.”

Given the pressure that is put upon the plastics industry from advocates of rival materials, it would be understandable if those at the Plastics Pipe Institute spoke in less than favorable terms about these competitors. However, rather refreshingly, that isn’t the case. David is keen to stress that PPI is a firm believer in free and open competition, following this with the prosaic acknowledgement that, “All materials have their place. Different materials have different features and benefits and subsequently, they should provide the end user with specific opportunities and options for their project.” This willingness to allow plastic the freedom to stand on its own merit and offer solutions based on research and evidence is rather at odds with the way many across the industry work. David explains that, despite the historical advantage that concrete and copper may hold over plastic, the Plastics Pipe Institute has a proven track record with evidence to back up the claims that for the right job, plastic is the right material. “First and foremost, plastic is a non-corrosive material. Corrosion is an eighty million dollar a year issue in the United States alone. So that helps with our longevity, and also our lower life cycle maintenance costs. Also, we tend to be usable in almost all of our applications. You don’t have joint leakage or joint separation and, as a result, plastic is resistant to things like earthquakes or ground movement. With plastics, there is also an ease of installation. The materials tend to be lighter weight than the materials that they compete with, so you can get materials to the jobsite with fewer trucks.”

Given the wide ranging benefits that the PPI have identified, it would make sense to think that the future may be a positive one for the industry. With the Biden administration pushing forward with huge plans to repair and develop infrastructure across the U.S., there is certainly scope for an increase in the use of plastics as a primary material. David feels that it is an exciting time for the industry and has identified numerous opportunities to advance the use of plastics. “The power and communications segment is probably going to see some phenomenal growth here over the next five years. As we have all learned, working from home during COVID-19, no one has enough bandwidth to get everything done. Also, if we take into consideration any new housing that needs to be built, we anticipate large growth in areas such as water, wastewater and natural gas distribution. With the lack of sufficient housing here in the U.S., the estimate is that we should be building about 1.2 million homes a year, so we believe that demand for housing is going to be very robust. I think there is really good potential for bipartisan support with this plan and I’ve seen numbers as high as a trillion dollars needs to be spent over the next 20 years, but we have got to start somewhere.”

Starting somewhere seems to be a running theme for the Plastics Pipe Institute. As an organization that is representing members in one of the fastest growing sectors of the construction world, it has had to think on its feet since 1950. This one-time newcomer to the industry has strategically and methodically developed its knowledge and skill bases to now offer genuine alternatives to legacy materials. For the PPI, the future of plastic piping is filled with opportunity. David feels that, as opportunity and growth remerge over the next number of years, his members are primed and ready to take full advantage. “I believe that we will continue to see plastics outpacing alternate materials. I think our members are going to grow at two to three times U.S. GDP for the next few years. It is really exciting to see the establishment of more manufacturers and more efficient manufacturing sites, to meet the demands and the needs of the industry. For the PPI, it is straightforward. We are going to continue to work at educating end users on the benefits of our materials.”

Changing directions and incorporating new product lines is nothing new in the construction industry, or any other for that matter. Businesses are at the mercy of trends and the shifting dynamics of markets, thus ensuring that occasionally, the road is already laid out for a company if it wants to remain successful. Large scale changes to products and services can, however, leave a company in the difficult situation of maintaining a brand identity and navigating relationships with clients that go back generations. In instances such as these, innovative thinking is required and fortunately for S3 Precast, they have this in abundance.

Tanks-A-Lot is a provider of quality concrete tanks, catch basins and precast fencing across Alberta and British Columbia and has been in existence almost forty years. The company has built up a highly regarded reputation as experienced and skilled water and wastewater specialists, working mainly in the residential markets. Created alongside the Tanks-A-Lot brand is S3 Precast, which itself has been in operation since 2018. When it came to diversifying the product line, an in-house decision was made to launch the new entity. With a different logo, branding and title, this may seem like a completely new venture from the outside. However, internally it is anything but. Lenil Samuel, Business Development at S3 Precast and Tanks-A-Lot, explains; “S3 Precast was started in 2018 but it is part of a bigger company. It’s more like a new division, with new products, but the company has been in place for a long time. The name reflects our core values of Service, Solutions and Sustainability.”

While the reason for launching the S3 Precast brand has its roots in the past, its sights are firmly fixed on the future. Different opportunities that were becoming available led to the decision to expand and grow with a ‘new start’ attitude. Lenil identifies a clear delineation between the two companies that is borne of necessity. “The companies operate in two separate markets. On the Tanks-A-Lot side of the business, the focus is mostly on residential work. We sell septic tanks, holding tanks, water cisterns. It is a different market with a different end consumer. S3 is going into completely different areas. Most of the end users are municipalities, cities, the government or commercial developers. That’s why it made more sense to start a brand within a brand. It’s completely different.”

Despite the clear lines that separate the companies from a public vantage point, the inner workings of both S3 Precast and Tanks-A-Lot come from the same team of individuals and staff. The business is operated in a much more fluid and seamless manner, with geographical markets or product lines being as closely interlinked as departments within a company. Regardless of how the companies are perceived, internally, there is no division. “We operate the business as one. There is no separate branch or physical location for the two companies. We operate from the same plant, same office building. The ownership is the same.” Unsurprisingly, this gives a wealth of benefits to S3 Precast, something which simply would not be available to a newer company. By sharing a production facility, both companies are strengthened by both scale and experience. In addition to this, the staff working in-house have the required skill-set to manufacture the full suite of products across the board. “Everything happens underneath the same umbrella and there are synergies in that aspect, where a lot of the overhead is shared between the two. With the production team that is actually making the product, again it’s shared which is great as we don’t need a separate crew for individual products. This allows us incredibly flexibility in responding to our customers’ needs.”

“As any company that is entering a new market will attest to, getting the first couple of years under your belt can be a challenging experience.”

With an existing platform of skilled staff and contacts throughout the industry, the S3 Precast brand has flourished. The company, by diversifying the product line and growing into the municipal market, effectively doubled its addressable market. While having a successful business behind it, along with a knowledgeable and experienced workforce, the company still encountered what Lenil refers to as “growing pains”. As any company that is entering a new market will attest to, getting the first couple of years under your belt can be a challenging experience. S3 Precast was no different. “I wouldn’t say it was all smooth sailing from the get go. Even though we didn’t have to start from scratch, in the sense that we had experienced personnel on board, we still faced challenges in setting up and eventually ramping up production. Mistakes were made, but you learn from them and incorporate changes as needed.”

One pivotal aspect of this early development was the opening of a new 90,000 sq. ft. manufacturing facility based in Sherwood Park, AB. This state-of-the-art facility was developed to ensure the company could produce to an industry-leading standard all year round, regardless of the punishing winter climate. S3 Precast and Tanks-A-Lot have benefitted from a climate-controlled environment that gives the companies a much greater level of accuracy and sophistication. The expansion involved the installation of a new automated batch plan with preprogrammed inputs that ensures a consistent mix is obtained every time. The company also incorporated ‘drycast’ concrete production. Whereas traditional precast concrete production involves a relatively wet concrete mix, drycast production involves zero slump concrete. This method allows for improved quality and a faster throughput, allowing S3 Precast to meet project timelines on a moment’s notice.

The company also recently obtained its Canadian Precast Concrete Quality Assurance (CPCQA) certification. This comprehensive, third-party administered and audited certification program is a testament to S3 Precast’s commitment towards quality and directly reflects its focus towards sustainability. After all, quality ensures your products stand the test of time.

One beneficiary of this production overhaul is the Imagine Jasper Avenue project. The innovative and forward thinking project, to revitalize and rejuvenate downtown Edmonton is a high profile and, more importantly, vitally important piece of work for both S3 Precast and the people of the City in general. When discussing the value of being involved in a project such as this, Lenil is unequivocal in his view. “The intent of this project was to revitalize Jasper Avenue – the main street located in the heart of downtown Edmonton – to make the space more livable and pedestrian friendly. It was really incredible to be part of this project, considering obviously that we’re a local producer located right here in Edmonton. It was good to be a part of this long term project for the city and to kind of leave our mark on it.”

“We are not really limited by geography and there are a lot more precast products that we could supply to our customers.”

In addition to being able to improve the city, the company was also able to showcase its innovative approach towards projects. “You can imagine, because the work is taking place downtown, it’s all tight corners, tight streets, there’s not a lot of room to move. The original design involved conveying stormwater using circular pipe from point A to point B. Our approach involved an alternate design whereby we were able to maintain the conveying capacity while reducing the overall length of the conduit. This innovative solution avoided crossing a major intersection, thereby eliminating further disruption to traffic and saving the project a lot of money – a reflection of our core value of providing solutions.” Given that the S3 Precast brand has effectively grown from product diversification, it is interesting to consider the next destination for the company. In order to maintain the rapid growth that has seen it become a leading member of the precast industry in Alberta, Lenil and those at S3 Precast are aware that they cannot afford to rest easy. As economies around the world react to stimulus projects and the possible recovery from the pandemic, it is important to ensure that the path ahead is well planned for and achievable. For Lenil, the future is one of sustained development and growth. “I don’t think we’ve kind of hit the peak of what we can achieve in terms of expanding, both geographically and in terms of our product line. We are not really limited by geography and there are a lot more precast products that we could supply to our customers.” Given the success that has been made with the S3 Precast brand so far, you wouldn’t doubt it for a second.

Modern markets, particularly those within the construction industry, move at their own pace. Each one dances to its own specific beat, reacting and evolving when necessary. Through a combination of industry and innovation, they are driven forward and it is only when the time is right that demands are made and questions are asked of those that service the industry. While certain sectors of the construction world may experience rapid growth as new technology emerges, most examples of this are in niche areas with fine margins of development. In many cases in fact, the opposite is true. Given that materials such as concrete and cast iron have  been used as a key element in the construction of buildings for thousands of years, it is safe to say that change doesn’t necessarily come easy in the infrastructure market.

“I think a better question, instead of why now, is, why only now?” These are the words of Iris Jancik, VP of Business Development and Sales at Plasson USA. The question relates to the timing of HDPE (High Density Polyethylene) becoming a leading choice of material in the piping sector and, given the growth that the company has experienced in recent years, it is appropriate that she is leading this discussion. Since its emergence in the piping sector, HDPE products have had to work twice as hard in order to prove detractors wrong and face down unfounded criticism in relation to its strength and efficacy. With the ever emerging need to modernize the North American infrastructure network, questions are once more being asked about the suitability of materials and the benefits of each. It now seems as though these years of research and education are resulting in an increased acceptance and dependence on HDPE as a reliable and credible material with unique benefits .

Plasson USA is the North American subsidiary of Plasson LTD., a leading manufacturer of polyethylene fittings for polyethylene pipes with a truly global reach. Plasson has approximately 2,000 employees and operates in over 100 international markets and it is within this context that the success of Plasson USA needs to be viewed. The company differs from many of the twenty-five subsidiaries worldwide in that it operates in a sort of hybrid manner; manufacturing products in its own right while accessing the support and experience that comes from the Plasson Headquarters in Ma’agan Michael, Israel. Many of the products are manufactured in these headquarters, in close alignment with the US subsidiary, creating a seamless network that can cater to the needs of any potential customer. Iris explains how this solid relationship works to serve the needs of the American market. “Most of the Plasson subsidiaries are marketing companies that are selling the fittings to their respective markets. At Plasson USA we do sell these fittings, of course. In fact, we also have some unique fittings that were specifically developed for the US market. These stem from the needs of our customers and we have several patents on them. Plasson global and the Research and Development department services all of the subsidiaries by trying to help meet customer needs in that specific location. That is something that we are all very proud of. We have new products coming out every year, new developments as the market changes and as the customer needs change.”

“Plasson global and the Research and Development department services all of the subsidiaries by trying to help meet customer needs in that specific location.”

This sentiment is echoed by Jeremy Harris, Business Leader, Fittings Group. Jeremy sees the link with the Plasson headquarters as being of huge benefit to the company as it allows for a bidirectional sharing of ideas and views which, inevitably, results in a more intuitive product line for customers. “Plasson does a really good job of responding to feedback around what products our customers need. We try to be innovative, where it makes sense. You can’t make everything that everybody wants but Plasson certainly likes to be on the lead edge when it comes to developing new technology or new products within that technology. We try to do a really good job of listening to the customers and what their needs are, and then we take those needs back to the headquarters to develop it, if it is a viable option for that particular market.”

Given the global reach and product versatility within Plasson USA, it seems as though the company is well placed to take advantage of the steady foothold that polyethylene is gaining within the piping industry. The road to this point has, however, been a slow one. It seems as though the markets were not ready to accept polyethylene into the fold. However, Jeremy believes that the changing mindset of providers, combined with a greater understanding around the long term benefits of polyethylene, are beginning to reap rewards within the industry. “In the nineties, the use of polyethylene was more geared towards gas utility. There were certainly other applications, other markets, but really the bulk of polyethylene in the nineties was more geared towards gas and maybe even some telecom. Over the past twenty years, we’ve really seen a major growth into the water markets. That is the market with the greatest potential.”

The reason for this, Jeremy believes, is a combination of necessity and education. Given the need to operate in an ever more sustainable manner, infrastructure decisions are becoming increasingly high-stakes. “I think it’s that we’re finally to the point where we’re treating water as a precious resource. Other piping materials will leak or corrode over time whereas polyethylene has a life of over 100 years. It doesn’t corrode the way that steel pipe will and concrete pipe could crack and break over time. Polyethylene is a very strong, elastic material and once it’s fused and bonded together, it’s a completely monolithic system. There is no weak spot meaning there is no potentials for leaks.”

One aspect of Plasson USA that stands out from other subsidiaries worldwide is its US production operation. Made in Corsicana, TX, the company is the sole provider of Spirolite, a specialized HDPE fluid network conveyance system encompassing pipe, fittings, manholes and structures made from spirally wound HDPE pipe in open, closed or solid wall profiles up to 120” diameter, or larger. The product is a leading piece of innovation that is used in large diameter thermoplastic pipes and fits into the industry as the necessary continuation of HDPE piping for low pressure systems. The subset in the market was identified and, through this advanced technology, the company is able to meet exact client specifications. Iris explains that, simply put, the product is available because it is exactly what the industry needs. “What we manufacture here in Texas is very industry focused. The Spirolite pipe systems are a homogeneous solution to the project’s needs.  It is a 100%, pressure grade resin HDPE pipe system for low pressure applications up to 120 inches.”  Where other pipe materials have an allowable leak percentage within their specifications, Spirolite is committed to zero leakage at every application.  

“It is a system that offers zero infiltration and exfiltration and there’s absolutely no other type that can say that.”

This, Iris explains, is a piping system that offers the flexibility and strength of HDPE while also being able to operate from pipe, right through to manhole. With water solutions, each joint, corner and junction has the potential for leaks. Plasson USA’s Spirolite system can negate these challenges by creating a secure, complete system. “Spirolite gives all the benefits of HDPE, which is the long lifespan, the flexibility, the durability and corrosion resistance and because we provide a complete system; pipe, fitting, elbow and the manhole, it is the only pipe system that can guarantee that it will be leak proof. Whenever you connect, even a concrete pipe with a concrete manhole, it will leak because the connection between the two depends on a third material between those two structures. HDPE is a continuous system. No material will fail before another, no material will be affected differently from the external factors than the other; it is a system that offers zero infiltration and exfiltration and there’s absolutely no other type that can say that.”

When an industry is ready for change, the companies within the industry need to be ready to react. This change can be unexpected or long overdue. With a creaking and failing infrastructure, it seems as though the US piping industry may be experiencing both. The current administration has plans to invest hugely in the area and, for Plasson USA, this will bring up key growth opportunities. Iris and Jeremy both feel that these opportunities are emerging because previous materials are failing prematurely, thus offering the HDPE industries the opportunity to show their benefits. However, one key aspect of this change, as Iris explains, is the people within the industry. Engineers are now willing to explore alternatives. Faced with an ever changing landscape, innovative solutions, such as those being produced by Plasson USA, are offering a viable answer. “Younger engineers are coming in that are a lot more open and willing to listen. It is not just a matter of budget or billions being poured into infrastructure. It’s also the industry becoming younger, again, from the natural cycle of how these things work. They are looking for more economical solutions, looking for a smaller carbon footprint, looking for a more environmentally safe product. What has been done in the past is not necessarily the best way. It could have been the best way for that time but today there are much better solutions. We call it an evolution not a revolution, just because it’s going to take time. But eventually, the US will have to catch up with the rest of the world and make HDPE their best practice.”

In order to be successful, a business must be ready to meet multiple demands from an array of sources. These demands; such as products line, service and efficiency can blur and change over time, molded by trends and external market forces. To withstand these diverse challenges a business needs to be on sure footing, to know where it has come from and where it is going. It needs to have foundations in place that allow it to bend and pivot when change is required, while never losing sight of what has led it to its current position. Insulated Roofing Contractors, a nationwide company based out of New Albany, IN, has a rich history which dates back to 1974. The company, family owned and run since then, has created a foothold in the market by sticking closely at all times to its vision of meeting the needs of its customers “with honesty, teamwork, and integrity.” Regardless of what changes the markets bring, IRC has, for forty seven years and counting, providing solid and reliable solutions with innovation and trust at its core.

The company, like others that span multiple generations, started from humble beginnings. Back in 1974 the enterprise was being run from a pickup truck with the whole business quite literally arriving at a job. What the company may have lacked in size at the time, it certainly made up for in character and integrity. As Marketing Director of IRC, Justin Baird, explains, while the company that his grandfather started may have had a few rough edges, it has now consolidated into a far more professional entity. “At one point it was just a guy in a truck, pulling up to the building and spraying right out of the truck, but it’s grown quite substantially since 1974. We have now completed over 10,000 jobs and we have sprayed, or laid over 140 million square feet of roof. So, while we may have started off in a truck and a trailer type of situation, we now have 14 crews and a fleet of vehicles.” What is clear from speaking to Justin is that, while the company has undergone enormous growth and development over this time, there has been an unyielding belief in two things; the importance of strong relationships with its customers and the integrity of the products that it offers.

IRC is a commercial roofer with an ability to meet the requirements of any and all roofing project. However, in addition to in-house skills that cover the gamut of industry needs, the company prides itself on its ability to excel in one particular area. While the company does offer single-ply roofing solutions to customers, what really sets IRC apart is its use of Spray Polyurethane Foam. Justin readily accepts that this is the area in which the company specializes. “What we are known for is our spray foam. We are one of the largest spray foam roofing contractors in the United States.” While it may not be the most commonly used material in the roofing industry, the facts around its efficiency tell a very different story entirely. Due to the ease of application its long term durability and top tier insulation properties, the roofing system is considered by those in the know to be one of the best materials for its purpose on the planet.

The company approaches every project with a willingness to support the customer in whichever way is needed and, by building almost half a century of knowledge and expertise, IRC is ideally positioned to assist customers on a range of services such as repairs, maintenance, retrofitting and new-construction. Undoubtedly, each project will have its own set of criteria and considerations, however, the benefits of using spray foam are far-reaching. With an average life expectancy of thirty five years, spray foam is a highly durable and efficient material which offers vast improvements to energy consumption compared to alternative roofing systems. Due to these savings, the roofing system recoups its cost in under five years and offers 50 cents per square foot in annual savings.

“We have now completed over 10,000 jobs and we have sprayed, or laid over 140 million square feet of roof.”

In an industry which is only now beginning to see the need to work in a sustainable and energy efficient manner, it seems as though those at IRC have been quietly excelling in the area of energy conservations for many years. Not only does the material have the highest R value of any alternatives, it offers superior efficiency in terms of both heating and cooling. For example, as Justin explains, on a typical ninety degree day, a spray foam roof will retain a temperature that is 50 degrees lower. This, when combined with other energy efficient factors, contribute to a fifty percent reduction of energy usage for the building. This figure is impressive enough but when you factor in that forty percent of a buildings energy is dedicated to heating and cooling, the benefits of using spray foam soon become apparent. “We are just encapsulating the building. With spray foam, neither the heat or cold exit through the roof. There are no theoretical penetrations anymore because they are all covered up and encapsulated, so there’s a lot less room for that heat to escape. Your building stays cooler longer in summer, and warmer in the winter.”

After forty seven years in business, it makes sense that IRC now enjoys a wealth of established relationships and repeat customers. While these are certainly of benefit to any company, they alone could not ensure the survival of the company through a pandemic. When faced with the devastating effects of COVID, IRC were forced into a rethink. After taking a couple of weeks to strategize and plan, the about-turn, to focus the majority of its work on educational settings, turned out to be a masterstroke. By identifying the structural needs of these buildings, in addition to the opportunity to work within these premises causing no disruption to learning, the company managed to navigate the choppy waters of recent times skillfully. “I guess in the past year, the education industry really helped us. It made sense as nobody was going to school. A lot of educational facilities were empty so it was kind of a perfect situation. Usually, it is really difficult for schools to get their roof repaired because of the kids in the school. So that was really nice and we kind of helped each other out.”

Being at the heart of a skilled section of the roofing industry cannot be the easiest position to be in. The need to maintain high levels of excellence and a pioneering spirit can be exhausting. However, by ensuring the highest level of service and professionalism over generations, IRC has amassed a large body of working relationships. Having been built through a family unit dynamic, the company enjoys a synergy with both customers and suppliers alike. These strong relationships have also benefitted IRC hugely in recent times as, in addition to the safety and financial implications that have resulted from COVID, lead-in times for materials and production costs have escalated to worrying levels. Thankfully, as Justin admits, these secure and long lasting relationships have ensured that IRC can meet its commitments and deadlines. “With suppliers, an estimate of how long it would take us to get things was between 13 to 16 weeks. Then, they came back and now it is about six to eight weeks so, we see that you’re trying to make improvements and to help us get our material. I feel like with our relationships with suppliers, because they are so good, and sometimes we have been able to be fortunate enough to get what we needed in time. So that was nice.” This supportive working environment is something that has been crafted and instilled in everyone linked to Insulated Roofing Contractors over many years. Currently, the company is at a crossroads of sorts. Not only is it eager to continue its journey in providing innovation, professionalism and quality to every project through ongoing expansion and growth plans, the long and established history of the company remains at the forefront of everything it does. “I think our mission statement hits the nail on the head. Without that honesty and that integrity, I don’t think we’d be anywhere. We truly do believe that when we say we are going to do something, we really are. We are all about quality, and we really do care about our customers. Most of all, we are a team here. This is a family. Everybody in this company is family to me. We all just want what is best for the company and not personally.” Clearly, after almost half a decade, IRC is doing something right. By remaining true to its core values and maintaining the familial relationships to its staff and customers alike, you wouldn’t bet on it being around for quite a while yet.

In an ideal scenario, health and safety would not need to be a consideration in a professional setting. The idea of risking your life, or even encountering the possibility of suffering a serious debilitating injury, while attempting to earn an income seems incompatible with how many of us view the world. However, as our professional lives have shimmered and blended into a form of lifestyle synergy, some all-encompassing living experience, there are an ever-increasing number of safety concerns across all industries. Each year, thousands of workers within the construction industry lose their live or suffer serious injury through work-related incidents. It is reported that in the U.S. alone, employers and their staff spend more than $100 billion each year resulting from back injuries sustained while working alone. Despite huge training and funding in the areas of safety and training, construction related jobs account for a large portion of work place fatalities. This is not a recent development either. While health and safety requirements are of a high standard, challenges remain. According to the latest figures from the U.S. Bureau of Labor, fatalities right across construction have risen year-on-year by 5% and the industry is well embedded within the top ten most dangerous workplaces. Even with an increased awareness of safety protocols, statistics show no sign of improvement so the question that needs to be asked is, what can be done to stop this?

For decades, research in the area of robotics has identified the potential to assist humans by amplifying their strength. As far back as 1965, General Electric spent a number of years designing and trialling a robotic exoskeleton suit that would improve the wearers strength by a factor of 25, thus allowing the user to lift a 1,500 pound object as if it weighed 60 pounds. It was anticipated that this ground-breaking technology, referred to as a “man-augmentation” system at the time, would operate by humans performing the “thinking” while the robot provided the strength. In a 1968 presentation to the Society of Automotive Engineers, Ralph S. Mosher, GE Project Engineer, wrote that “man and machine can be combined into an intimate, symbiotic unit that will perform essentially as one wedded system.” Unfortunately however, despite the clear innovation and will to succeed that was on display, the ‘Hardiman’ was unsuccessful due to many constraints such as its weight, stability and power supply issues. Thankfully, engineers did not give up.

“ABI themselves are now predicting that the market will be worth over $11 billion before the end of the decade.”

Many studies have been conducted in the area of robotics and exoskeletons, particularly in terms of their viability. Back in 2015, it was being predicted that the robotic exoskeleton market would reach $1.8 billion by 2025. This growth, which would have represented a market expansion of almost 40%, was being attributed to the opportunity that the technology provided within the construction industry. ABI Research, who has conducted the study, said that “commercial systems that augment or amplify capabilities will exhibit the strongest growth moving forward. This is especially true for industrial tasks requiring heavy lifting, extended standing, squatting, bending or walking in manufacturing facilities, particularly within construction and agriculture industries.” More recent research, however, is even more encouraging. ABI themselves are now predicting that the market will be worth over $11 billion before the end of the decade. It seems as though the industry is ready for change.

The Occupational Safety and Health Administration (OSHA), has issued guidelines recommending that two or more people should lift any weights over 50 pounds. So, within this context, does the robotic exoskeleton fit into the modern construction industry? In essence, yes. However, the technology is still in its infancy and is yet to be widely adopted. This in itself, given the level of technology currently available, is remarkable. For example, one such piece of technology is the Guardian XO from Utah based company, Sarcos Robotics. The company is an industry leader in “industrial robotic systems that augment human performance by combining human intelligence, instinct, and judgment with the strength, endurance, and precision of machines to enhance employee safety and productivity.” The Guardian XO is the flagship product within the Guardian range and was unveiled last year. The technology is borne from a collaboration with Delta Airlines and has been in the works for a number of years.

The product was first prototyped back in 2000 and at the time, was based on a hydraulic design. However, issues with an echo of ‘The Hardiman’ remained. According to Ben Wolff, CEO of Sarcos, “The first prototype used around 6,800 watts of power per hour.” Through design tweaks and technological advances, the XO, now battery powered, uses around 500 watts per hour. While this is a welcome advancement from an operational point of view, does the XO work? According to Sarcos themselves, the answer is a resounding yes. The Guardian XO is “a battery-powered, full-body exoskeleton designed to boost human performance and endurance while helping to prevent injury. This robotic suit, designed for employees to wear, does the heavy lifting. By bearing the weight of the suit and the payload, the exoskeleton may enable an employee to lift up to 200 pounds repeatedly for up to eight hours at a time without strain or fatigue.” With the XO demonstrating its capabilities last year at the CES trade show, these statements are not simply PR speak.

“The Sarcos team achieved a significant engineering feat last year by completing the R&D phase of the world’s first battery-powered, full-body industrial exoskeleton—the Guardian XO.”

It is worth noting that there seems to be a strong appetite for this equipment within the industry. Sarcos recently raised $40 million in an oversubscribed Series C round of investor funding. As the funding is to be used to begin commercial production of the XO, it seems as though the market is keen to bring this product to the masses. Speaking at the time, Wolff was keen to recognize both the innovation itself and its potential to revolutionize the industry. “The Sarcos team achieved a significant engineering feat last year by completing the R&D phase of the world’s first battery-powered, full-body industrial exoskeleton—the Guardian XO. This new funding will allow us to achieve our next goal of scaling production and shipping commercial units of the Guardian XO exoskeleton. In addition, we will also advance the development of our ‘smart’ version of the Guardian XO exoskeleton with our Cybernetic Training for Autonomous Robots (CYTAR™) artificial intelligence platform, which will enable the robot to augment the operator’s precision and skill to complete specific tasks.”

It is tempting to imagine a time when repetitive strain injuries, impact accidents and workplace fatalities are minimized, or eliminated completely. It is also vitally important to recognize that when the statistics are studied, it seems that the construction industry does still have a problem with workplace safety. It is perhaps too early to say that exoskeletons are the answer to these challenges however, strides in the right direction are being taken. In addition to the full-body XO, other companies such as Samsung are working on more targeted, limb specific products that support lifting, carrying or walking. This presumably stems from the acknowledgement that not every construction related use will need a whole body solution. This, again, is something that those at Sarcos are all too aware of also. “Not every task requires lifting 200 pounds,” says Wolff. “Maybe a suit only needs to lift 100 pounds. It could be much lighter and more efficient on power.” While it is abundantly clear that this technology has clear ergonomic and safety benefits, barriers remain, namely the cost and training for staff. However, it is important to recognize innovation and problem solving when you see it. Sarcos Robotics, along with Samsung and a number of other tech companies, are identifying a clear path towards a safer site, a project with zero fatalities, a workforce that is fit and able for the job. With construction exoskeletons, the future of construction safety, while always a vital consideration for any company, may just get slightly safer. 

While nations are at various stages of what is evidently a non-linear and inequitable recovery, the trajectory is finally, moving forward. After eighteen exhausting months, the world is attempting to piece itself back together and, in many cases, it will look vastly different to the way it was before. Facets of everyday life that were taken for granted are now being questioned. What is now safe? Is this sustainable? What are the risks involved? The world is beginning to wake up to the realization that change is needed, regardless of what had come before, or how long for that matter. However, sometimes in a period of flux, change can occur just for the sake of it. Industries throughout the world need to be mindful that knee jerk reactions can cause even more difficulties and, despite the current context, trends still need to be viewed with a macro lens. Construction is no different.

“According to the United Nations, two thirds of the world’s inhabitants will live in urban areas by 2050.”

According to the United Nations, two thirds of the world’s inhabitants will live in urban areas by 2050. This data is not pandemic related but similarly, in the long term, is it unlikely to change with the new advent of blended working. Brand new and historical cities need to grow, upwards and outwards, to accommodate population growth. While it is certainly cause for alarm, in many ways, it makes sense. Cities provide the highest level of infrastructure, salary rates, housing and culture. In an over-simplified world, cities offer quicker access to the things that make our lives easier. This influx of people, however, is already proving to be a huge concern. One key challenge is that our cities simply cannot cope with this growth, either literally or sustainably, in their current state. On a basic level, most cities simply do not have the infrastructure needed to manage this increase. Furthermore, in environmental terms, cities currently account for over 70% of all CO₂ emissions with lighting alone accounting for almost twenty percent of the world’s energy consumption. While there are plans, such as the Green New Deal, being proposed that may assist with the lowering of carbon emissions from our cities, the sheer number of inhabitants and the demands that they inevitably make on infrastructure make these goals seem unachievable. 

These concerns have led to the emergence of Smart Cities. Singapore, New York City, London, Helsinki; all are changing as they grow with their inhabitants, and all are Smart Cities. The term itself may conjure up images of futuristic technology and science fiction. However, the reality, while being no less innovative and exciting, is a little more grounded in current tools. According to Frost and Sullivan, a research company with over sixty years’ experience, a Smart City is defined as being one which “has an active plan and projects in at least five of the eight functional areas of Energy, Buildings, Mobility, Technology, Infrastructure, Healthcare, Governance, and Citizens.” In effect, the Smart City is one that offers interconnected infrastructure and governance through a series of technologically linked devices and resources. 

Hudson Yards in NYC is one pioneering example of the Smart City, an area that uses sensors and ICT to efficiently run various aspects of the space such as traffic and transport, waste management, crime detection and water supply. It is this interconnected nature that opens Smart Cities up to the possibility of accessing real-time data to improve the daily lives of its inhabitants. Further examples of the sustainability benefits that these cities can offer are now becoming evident. San Diego, for instance, saves $250,000 dollars per year by using adaptive smart lights that only illuminate when a vehicle approaches while Philadelphia saves $1m per year by using solar-powered trash bins, which automatically compacts the trash inside and allow five times more waste to be stored inside.

“San Diego, for instance, saves $250,000 dollars per year by using adaptive smart lights that only illuminate when a vehicle approaches.”

These headline stealing innovations can be misleading however. The implication of a plugged-in network lends itself to questions relating to civil liberties and security. In actual fact, Smart Cities are better considered as areas that utilize current innovation to maximize productivity and sustainability on a large scale. Simply put, it is digital infrastructure and each building, each person, can contribute to the Smart City in an independent way. Currently, many cities around the world incorporate much of the Smart City framework. By using renewable energy, smart meters, grids and low-emission mobility, these areas are already taking steps towards reaching the ‘five functional areas’ as set out by Frost and Sullivan.

With this in mind, it is interesting to see where the construction industry fits into this model. Clearly, there is scope for future infrastructure to be planned and built using smart products. However, given that the Smart City market is expected to reach a value of $1.56 TN by 2025, it is evident that the opportunities will be much wider and far-reaching. One area that is likely to offer enormous potential for construction growth is that of Smart Buildings, with a specific focus on offices and workspaces in general. 

While in some instances, such as Hudson Yards, smart and green meters can be incorporated at design stage, many existing cities around the world do not have that luxury. With populations creeping up and infrastructure creaking under the weight, the onus is on them to lower emissions and incorporate smart methodologies immediately. According to Melissa Baker, Senior Vice President at the USGBC, cities need to start collecting data in order to make these changes. “One of the big pieces is to set yourself up to collect data and understand how your building is performing. So where are you? What is your energy use? What are your sources of energy that are coming into the building? So really, how do you set yourself up to collect data for human experience; energy, water, waste, and also transportation to keep people connected? How do they get to the building? All of that great data collection and information can set you up to then say, okay, where should I invest my strategy, where should I invest my capital improvement dollars to have a better building?”

Recent reports show that Europe and Asia are ahead of the US in terms of rolling out and prioritizing Smart Cities. So, given that there is now a potential for large investment with plans already underway under the current administration, how does the United States ensure that its cities will be able to cope with the increased demand for municipal water, clean air, and efficient transport long into the future? Unsurprisingly, it seems as though tech companies are leading the way. San Jose, CA, has teamed up with Intel to work on a collaborative public-private project called Smart Cities USA. This initiative will utilize Intel’s Internet of Things (IoT) Smart City Demonstration Platform to drive economic growth, create 25,000 CleanTech jobs and encourage environmental sustainability in the locality with the overall goal of improving the quality of life for the city’s inhabitants. According to SmartAmerica, the project will work by “installing a network of Air Quality, Sound & MicroClimate Sensors, Intel and San Jose are creating a “sustainability lens” for the City. The “sustainability lens” uses IoT technology to measure characteristics such as particulates in the air, noise pollution, and traffic flow. City Management will use this information to drive improvements in air quality, noise, transportation efficiency, environmental sustainability, health, and energy efficiency.”

Given the traumatic world events of the past eighteen months, it could seem as though irreparable damage has been done to our communities and our cities. Population growth, coupled with unsustainable practices is leaving our world teetering on the brink. However, despite this, there is hope. Innovative technology has the capability to turn cities into efficient working places where humans can thrive and grow. The best part of the Smart City movement is that this isn’t the future, it is now.

Industry leaders within the construction world know how to get things done. In fact, given that buildings and structures have been around as long as we have as a species, it could be safe to assume that we have discovered everything that is worth knowing about construction and its manifold uses. For instance, recent archaeological developments show that concrete, while the exact dates are difficult to deduce, has been used for building purposes for somewhere between 9,000 and 12,000 years. During that time, advances have continuously been made in relation to tools, uses, design and procedures, enabling us to reach a point where cutting edge technology and scientific discovery is simply a part of what we do. However, given that this is an industry that is forever moving forward, striving to reach the next level of skill and service, it begs the question; where do we go next?

Augmented Reality is a piece of technology that has been spoken about for many years. From its inception, the potential for it to change the world we live in immeasurably has been both feared and anticipated in equal measure. It is a highly speculative area that few have been able to tap into effectively. The longer the world watches and waits to see how Virtual Reality and Augmented Reality (AR/VR) will be used, the louder the voices are dismissing it as a fad with no real benefit. However, given that the global spending on Augmented Reality for 2020 was somewhere in the region of $19B, an 80% increase on the previous year, perhaps it is time that the world, and the construction industry in particular, started taking notice. In fact, developments in the area are already becoming commonplace in some aspects of construction work.

The story of how Augmented Reality started to become a tool within the industry goes back a number of years. In April, 2017, vGIS Inc., a Canadian company specializing in collaboration software designed technology for the Tom’s River Municipal Utilities Authority (TRMUA) in New Jersey to quite literally see through the ground. TRMUA became the first municipality in the world to utilize this technology that, at the time, was still in its infancy. Using holographic GIS (Geographic Information Systems), vGIS Inc. used the Microsoft Hololens glasses as the platform for their vGIS software. This combination, along with the robust mapping work that the municipality had completed, allowed the wearer to see any subterranean utility lines. Incredibly, the workers on any public project had access to real-time in-field visuals of any water, electricity, drain or sewer lines and pipes without breaking stride.

Notwithstanding the time saving benefits of such technology, the ability to work in a safe and secure manner was revolutionary. At the time, Len Bundra, IT/GIS Director of Toms River MUA said, “The TRMUA has built a robust Geographic Information System (GIS) using ESRI’s ArcGIS Online Services. With our utility infrastructure and data now online, we can have real-time collaboration with our field crews. Field workers can now literally ‘see’ utility lines beneath their feet, when viewed through the Microsoft HoloLens. This takes GIS to a whole new dimension of dynamic mapping and data retrieval.”

“Current utility-locating equipment doesn’t take advantage of the wealth of data that already exists in municipal databases.”

Additionally, the creators of the software, vGIS Inc., believed that the venture was evidence of the positive effects of taking a collaborative approach, combining cutting edge technology with pre-existing information. On launching the project, Alec Pestov, CEO of vGIS Inc. said, “Current utility-locating equipment doesn’t take advantage of the wealth of data that already exists in municipal databases. Toms River MUA has a vision of how utility systems management should evolve, and we’re pleased to be their technology partner to bring their vision to life. Working together, vGIS Inc. and TRMUA have been able to create a completely new type of utilities-management platform by leveraging ESRI’s ArcGIS, Microsoft HoloLens and Microsoft Azure technologies.”

Since that ground-breaking foray into the industry, there has been steady progress and incremental improvements to the technology on offer. The insight that this project offered, primarily the opportunity to use existing maps and documents to give construction workers a fascinating advantage when navigating the job site, has grown to be a popular one. Virtual tours of existing spaces, allowing for remote understanding of the location, has been adopted throughout the industry. While alongside these advancements, architectural work has also begun reaping the benefits of these products; virtually touring buildings that are yet to be built being of huge benefit to a project. It seems that visualization, in each of these cases, is a key factor in the success of the products and tech. It is at this juncture, that VisualLive comes in.

VisualLive is a Tempe, AZ, company behind HoloLive, the first platform available to the AEC market that ‘’allows real-time 3D visualization, collaboration and field to office communication.’’ The company describes its product offering as ‘’off-the-shelf augmented reality software on Microsoft HoloLens, Android, and iOS for design, engineering, and construction companies.’’ What this means is that the company has designed an interface that is compatible with over 70 3D file formats, allowing the user to push large BIM/CAD files to a range of devices in one click. The opportunities that this software now offers is both astounding and thrilling. At every stage of the project, from planning and design through to verification and inspection, VisualLive’s technology can enhance the experience and create a fluid and intuitive experience for the worker. The data is cloud-based, ensuring that it can be accessed quickly in the field and, according to VisualLive themselves, the software ‘’quickly converts … files, keeping all geometries, textures, and materials, so that they are optimized while maintaining the critical information and data.’’

While the company is not the sole provider of this type of product, it is clear that the platform it has developed is proving to be incredibly successful throughout the construction industry. VisualLive now provides its services to over 1,500 commercial clients. From a macro perspective, it would seem that, since the pioneering use of this tech in Tom’s River Municipality, the scope and opportunity to provide tangible benefits has hugely increased. By enabling private companies to push designs and relevant data to devices in addition to utilizing multiple devices and platforms, the reach of this software is now far greater than it was.

“VisualLive now provides its services to over 1,500 commercial clients.”

Though the use of augmented reality is still most comfortable in the gaming and sales industries, it is becoming apparent that this technology is not something to be feared in construction. Reports suggest that the use of AR globally will again increase by a staggering 77% in the next two years. While these figures are speculative and may be subject to revision given the difficulties faced around the world, they provide hope nonetheless. Benefits to the construction industry, from training and planning through to real-time collaboration and on-site safety issues, show that the potential for a technological revolution is already here. While construction may well have been around for 12,000 years, it would seem that our learning journey is far from over.

Business does not remain static for long. Each year brings developments, adaptations and new ideas, clients can often look for things faster, better and cheaper. As industries grow and develop, the mechanisms that surround them change also; the tightening of regulations and infrastructure adaptations can leave a business on unsure ground. Ensuring that a company is successful over a long period of time is not an easy task and very few reach the fifty year mark. In order to achieve this, a company needs to work with the flow of an industry, to be innovative and flexible. The company also needs to understand that longevity comes from working with clients like they are family. With over half a century of experience and expertise, V. Paulius and Associates (VPA) have developed from being a design consulting firm to a complete turnkey solutions company, working with clients from site acquisition through to design-build. In addition to general contracting and construction management, VPA offers full architectural, engineering and planning services, specializing in customized storage, distribution and manufacturing facilities. The company, run by brothers Raymond and Robert Paulius, has certainly learned to make adaptations along the way.

“V. Paulius and Associates (VPA) have developed from being a design consulting firm to a complete turnkey solutions company, working with clients from site acquisition through to design-build.”

Vytautas Paulius started the company in 1967. His experience until then had been a story of dedication and perseverance. According to Raymond, his father had arrived, initially in Canada before making his way to the United States, from his home country of Lithuania as ‘’a 17-year-old kid that didn’t speak the language and had five bucks in his pocket.’’ His formative experiences in Canada were positive, attending the prestigious McGill University before completing his education with a master’s qualification in civil engineering. His desire to succeed brought him to the U.S. where he met his future wife and began gathering knowledge of the industry. Raymond explains that his father’s work as chief engineer for a large metropolitan development company in the New York area served as a worthwhile apprenticeship before he ventured out alone. ‘’He said to himself, I’m going to take this risk and do it myself. From there, he started as a design consulting company, strictly doing architecture, civil and structural engineering for industrial buildings. That is what he was managing at his previous job.’’

However, it became apparent to Vytautas that by expanding into related fields, he could grow the company in exciting new directions and provide a more well-rounded service to his clients. ‘’It started to grow and he saw that the real control and development of a project is in the construction. It morphed into this complete design-build very early on.’’ One skill that carried over from his previous engineering work was the use of tilt-up technology. Tilt-up uses ‘’site-cast concrete wall panels that you form-in-place as opposed to coming from a precaster. These panels are poured on-site on floor slabs, concrete aprons or casting beds. Once the concrete attains proper strength, you lift the panels up and the building is instantaneously built.’’ By utilizing and adapting a technique that was not particularly common in the Northeast of the country at that time, the company was able to offer genuine innovation to a customer base that, until then, was only being given one option. ‘’It’s very popular in the warmer climates, like in California, Texas, and Florida. In the northeast it wasn’t that prevalent because most of the builders were all working with concrete block. My father adapted it to our environment and to our weather and we proceeded to excel in this process. It was a very cost-effective way to build large distribution centers.’’

In addition to offering a complete design-build package to clients, VPA are also in the unique position of being able to secure the land required for a project. This came about through a highly successful working partnership that grew to the extent that the client suggested that VPA extended its services to acquiring the site and even financing the entire project. This allows the company to provide the complete spectrum of services which can be tailored to the requirements of the client. Raymond explains that this specific set of circumstances led to the company expanding in a truly innovative fashion. ‘’They asked us to assist in searches for potential locations. They would say, we need a distribution center in the northeast or in the New York City area. Please do a site search for us and come up with some prospects. Here are our financials, come back to us with the complete design-build package; land, building, financing, everything and we lease the building from you on a long-term basis. That was our ticket to a whole different level of business.’’

The decision took VPA into an exciting new direction, one that has led the company to where it is today. The development and investment into a property and real estate portfolio allowed them to strengthen relationships with clients by anticipating their needs. Raymond explains that by forward planning in this manner, the company was in the fortunate position of being able to both solidify and diversify. ‘’So my father would end up buying land, but he would look at larger parcels that we could develop in the future, so we started to develop industrial parks. This led to a whole succession of new clients, new possibilities. We began working with local Chambers of Commerce and commercial real estate companies to bring businesses into our park. We did this in the northeast – New Jersey, New York, we did it in Atlanta, and we are looking to do it in Florida right now.’’

“The development and investment into a property and real estate portfolio allowed them to strengthen relationships with clients by anticipating their needs.”

The project in Florida is not one that has happened overnight. Having built up a strong network of clients in food distribution, VPA has remained vigilant to the possibility of acquiring land parcels near ports. These relationships are borne from historical client relationships in Vytautas’ homeland and a proven track record in creating bespoke premises for the distribution and processing of meats and other foods. VPA had been using its Lithuanian base as a platform for distribution but a knock-on effect of the devastating Hurricane Katrina was that many ports along the Gulf of Mexico were left severely damaged and disabled. The company identified Jacksonville, FL as an alternate point of distribution and initial work was completed. However, the distribution industry settled once more and the plan was shelved until recently when Argentina-based Axionlog, a full-service logistics provider of restaurant food and supplies for some of the world’s largest fast-food chains in South America was seeking to enter the North American market. ‘’They were looking to establish a distribution center in this area, primarily Jacksonville because of its port and came across our property. They are going to start off by exporting U.S. manufactured products to Latin America and eventually importing goods for domestic distribution. The 38,000 square foot facility will be a combination of dry and cold storage with warehouse facilities and administrative offices. The plan is to expand the facility to a little over 100,000 square feet within 5 years.’’

Given the interconnected nature of logistics and supply chain management, the tumult of COVID 19 is likely to have been a stumbling block for any new developments around the globe. Interestingly, Raymond identifies the need to migrate to online platforms as a silver lining in terms of communication and collaboration. ‘Video conferencing has actually been a blessing. We have been able to communicate with Axionlog quite frequently and work through the design. It is nice that we have familiarity with that type of building because we’ve built so many of them. They have a great comfort level with us. And you know, it’s interesting how they have to adapt because we do some things differently in North America than they do in South America. So it’s a sharing of ideas, bouncing things off each other. Obviously building code requirements vary as well as construction methodology from country to country so it’s been a very challenging process.’’

Raymond and his brother Robert believe that, as a family business, they are in the privileged position of being able to offer continuity and ongoing support to clients. These relationships are an intrinsic aspect of the company and have led to exciting developments and opportunities to build long term partnerships. One in particular, a project with STERIS Isomedix, has resulted in the company assisting with cutting edge technology on a number of occasions, most recently as an essential response to COVID-19. ‘’Right now we’re working on a sterilization facility in the lower Hudson Valley, in the Village of Chester, New York. This is going to be the third project we’ve done for them in our industrial park since 1990, collectively totaling over 200,000 square feet. We worked with them to build a gamma irradiation facility which was a new building type for us. They came back to us and asked us to build a new facility using a different technology, E-beam irradiation, which is a particle accelerator used to produce a highly charged stream of electrons to sterilize single case medical devices, supplies and laboratory equipment. They now are expanding this facility and building two X-Ray irradiators which will also be used to sterilize all these products, but in larger palletized loads.’’

V. Paulius & Associates has been built, quite literally, from the ground up. It encapsulates everything about family run businesses. In this company, relationships matter. This is not a company willing to chase rapid expansion to the detriment of client experiences. Raymond explains that the company wants to build in a different way, to ensure that the success they have experienced over the past fifty years continues by doing the right things. ‘’We start a relationship with the client early on, and I think they become very appreciative of that. What happens is that they begin to trust us. They get a comfort level and then it leads to a very successful building. Maybe it leads to more buildings with the same client. Quite simply, that is our approach. There’s a line that says, hey, stick to what brought you to the Super Bowl, you know? That’s what we do. We stick to the buildings that we know.’’

Throughout the construction world, branding is key. To staff and company leaders, the goals and principles that drive their organization are evident; these mechanisms are take place on any given day. However, it is vital to the ongoing success of a company that these values are recognized outside the walls of the company. Branding can be subject specific, a logo, tagline, website, all are aspects of a brand and are equally important in developing and sharing the company’s message. What is at the core of this, though, is trust. By sharing what is important to a company, it can allow them to match with business partners that share these values. It can also enable both sides to enter into projects, safe in the knowledge that they are on an equal footing with clear, identified goals. With secure branding, a customer or client can feel confident enough to grow and develop a relationship with its suppliers. Through these synergetic links, both sides succeed together. The decision to launch the Evercast brand is the result of many years work, growth and consideration. Evercast is, by its very nature, an anomaly; it is an emerging brand that comes with a rich history.

Strategic acquisitions can be fraught with difficult decisions such as identifying the correct company. Simply put, this is not something that can be achieved at a distance. It is only by engaging with each other that the true bedrock of a company can be seen. It is at this level; the level of principles, values and goals, that the potential for a successful merger can be assessed. Once acquisitions take place and the inner workings of the organizations are teased out, the next challenge is deciding on how to present this new company to the world. In essence, this is an ongoing experience for the team at Evercast, one they have faced for many years. The organization is the parent company that brings together some of the most prodigious and successful precast concrete companies in the market including, American Block Co. Inc. and Eastern Vault of Princeton, WV; Dellinger Precast of Denver, NC; and, Seminole Precast Manufacturing Inc. of Debary, FL.

While these companies have been a collective for quite some time already, the launch of the Evercast brand is a recent one. Jeff Chastain, CEO of Evercast, explains that careful consideration has gone into this decision. ‘’We do a lot of market studies to understand the value of each of our brands in the market they serve. For us, there is real value in the Dellinger precast brand, or Eastern Vault or Seminole Precast. We felt it was really important that we maintain those brands in the market because the customers and suppliers and the communities we serve have really grown to value and respect those brands.’’

Clearly, there is importance in continuing to identify and operate under these successful and well regarded brands, however, Jeff feels that there is also a huge benefit of tying the companies together in a formal and public way. Given that the range of companies now encompasses a large geographical location, this offers massive benefits in terms of possible expansion to new markets and also, quite simply, stronger leverage in terms of buying power and economy of scale. ‘’That was really important to us. Now that we are bringing together all of these really great local and regional precast and prestress businesses, we wanted to find one common thread. Not only are all these great things happening in your local market, but it’s also connected with several other highly respected precast or prestressed concrete manufacturing companies in their respective markets. So we wanted to be able to show our customers that the business they have grown to love for the last fifty years is still there. We are still able to support you in the local markets, but now we are part of an even larger organization solely focused on precast and prestressed concrete.’’

“We can now offer services to customers and projects that are concentrated on both the I77 Corridor, which Dellinger serves, but also the I85 Corridor, where Precast Supply serves.”

Recently, Evercast welcomed another addition to the fold in the form of Precast Supply. This move was celebrated hugely internally and the company is very excited to move forward with a growth mindset for all divisions of the group. As with all previous stages of the company’s growth, this very recent acquisition adds value, experience and opportunity to the Evercast group. However, it is important to stress that the benefits are mutual, stretching wide across the portfolio in order to offer the best products and services to each company’s clients. ‘’We are very fortunate with the recent acquisition of Precast Supply in Concord, North Carolina. In fact, we have just completed it. They actually make a lot of similar products to Dellinger Precast that are in our existing portfolio and are in a similar geographical location. However, it allows us to expand our market share and our product offering. We can now offer services to customers and projects that are concentrated on both the I77 Corridor, which Dellinger serves, but also the I85 Corridor, where Precast Supply serves.’’

This combination of geolocation and product offering is a key incentive in growth and acquisition. While it might seem a strange choice to some given the similarities with Dellinger Precast, incorporating Precast Supply into the Evercast portfolio will now result in huge benefits and opportunities for all involved. This acquisition is the result of carefully considered and strategic planning. ‘’Geography does play a very important role in this, but having said that, it’s also about the types of products that you make. So, we look for both product type as well as geography to help support our acquisition growth initiatives. That is one of the great synergies that we get out of this, how do we take the best products and services that are offered by one company, and transfer those down to another company to help the entire organization win and grow.’’ As a result, existing customers of both companies will now receive huge benefits, something that Jeff is keen to emphasize. ‘’What we can now do is serve our customers better by sharing capacity. We can now apply the appropriate project to the most appropriate facility. For example, we could pair a project up with the facility that has the most available capacity or that is closest to the job site. By doing this, we will hopefully be able to win more projects and improve our service commitments to our customers.’’

Given that there are now five companies within the Evercast group, each with its own diverse history and heritage, it is important to ensure that there is a sense of cohesion among the various entities. It is a challenge that any organization would face in these circumstances and has led to, what Jeff sees as, a vital aspect of the Evercast brand. At the outset, the main stakeholders needed to ensure that core beliefs can permeate across the portfolio of companies. The group set upon identifying a collective vision; to create value for its customers by ‘’providing innovative, best in class precast and prestressed concrete products and services.’’ This vision now serves as a destination for the group, one which will be reached, mainly, by following its guiding principles, a set of values which were also identified at the company’s outset. Ranging from respect and communication, through safety and value and, perhaps most importantly, trust. They provide the group with a roadmap for the group vision, both short and long-term; standing as a set of rules that company adheres to. ‘’It keeps us grounded correctly. It keeps us understanding what our true North is and where we’re going. The guiding principles demonstrate how we are going to work in any situation or context. Whether that’s internally or across different company platforms, working with our customers or our shareholders or communities, you know that those guiding principles dictate things. It has evolved into becoming the foundation for how Evercast goes to market. Our portfolio companies have those guiding principles as their background as well.’’

For a company such as Evercast, the future is already preconceived. The group, backed up by its guiding principles, will continue to grow in two distinct ways. Further acquisitions of like-minded companies that match with its outlook and quality will continue to strengthen its portfolio, but additionally, there is also a clear target for the group to grow organically. The potential to mix product lines between companies will be of huge benefit as the group grows, allowing clients in multiple regions to experience the range of skills and services within the Evercast stable. However, Jeff is under no illusions that, at the heart of this growth and strengthening is the one thing that bring these companies together; its workforce. ‘’Employees are the most important, most valuable asset that you have in any business. We definitely want to make sure that we don’t go too quickly through acquisitions and forget to do a really good job on the integration side. If you fail at that, it can do some real damage to the business as opposed to doing good things. The reality is that, with acquisitions, there is some change, but not all change is bad. The really big thing is showing our employees that yes, this can, and will, be better than where you were before. We don’t come into these businesses to shrink. We come to grow.’’

Any start-up business will invariably be faced with challenges, many of these are common and expected. Attempting to gain a foothold in the market, sharing your message and establishing a reputation; these are all difficulties that need to be planned for and navigated. When opening your doors for the first time and venturing into a crowded market, they come with the territory. The construction industry is one that can be unforgiving. If you do not hit the ground running, your chances of survival are slim. Knowing how to read the market and anticipate change is essential and, for Brandy McCombs, owner and president of IBC, having these skills ensured her company had the flexibility needed to weather an early storm and become a force to be respected in Kansas City.

Brandy came from a family of entrepreneurs and always felt that running her own business would be where she would excel. Having gained an education over many years in the area of general contracting, the time to finally branch out on her own was initially a fraught one. However, this was not due to any lack of planning, rather it was due to issues that were outside of her control. The global recession was tightening, pushing the construction world to the point of collapse. Florida, Brandy McCombs’ home state, was experiencing incredible difficulties. This made it almost impossible for a start-up contracting company to survive, regardless of the skills, contacts and knowledge she had accrued throughout her career. Almost immediately, Brandy made the bold decision to relocate to Kansas City. While this did not prove to be an instant success, the company earned enough in its first few years to gain a small foothold in the market.

“By diversifying the range of services the company offered, it resulted in making IBC a much more rounded provider.”

It was in 2011 that things began to take a larger upturn for IBC. The company worked on a project at the famous Hollywood Casino, designing its high quality wooden interior. Brandy explains that, in some way, this marked the true beginning of the company and that it was an accurate showcase of what the company could offer. ‘’2011 was the biggest increase. At the time we were doing interior finish and construction but only for commercial buildings and we landed that project. Working with Turner construction we installed all the beautiful woodworking that you see in that facility. You walk in and there is wood paneling on the wall, there are acoustical ceilings, crown molding inlay. So it really starts there, in 2011. It just took off from there.

With the success and further business that they were able to acquire from their work on the Hollywood Casino project, the company thrived. IBC grew into a leading contractor in the Kansas City area. However, the need to expand was ever present. By remaining focused on a narrow number of services it could offer its clients, the company was inadvertently leaving itself open to potential challenges if markets took another downturn. ‘’As the business grew, I thought, what if 2008 happens again? We can’t sustain that kind of hit, so what else can we do? That’s when an opportunity came to work on the streetcar. KC Streetcars held a meeting and identified the areas that they were not getting any movement on. One of them happened to be what, at the time, we called traffic control.’’

It was this realization that led to IBC Traffic being set up. By diversifying the range of services the company offered, it resulted in making IBC a much more rounded provider. When giving an overview of the suite of services the company can now offer, Brandy likens it to a journey to your workplace, from the highway to your desk. ‘’We became a one stop shop for a lot of construction needs. So the way that I like to explain it is, when you are driving on your way to work and you are detoured or merge into one lane, we work on ensuring that happens safely. Then you get to your office, you park in the garages, we provide the signage. Then as you walk into your office and you open the door we, the interior carpentry department, install your door, your reception desk and the wood work inside too. That is how we touch lives in a way that people don’t even realize.’’

While this venture into differing fields gave IBC the security that diversity brings, it too came with challenges. The ever-present issue of sourcing and retaining skilled workers is something the company faced. However, Brandy is quick to point to the support the company received from the union. This is something that, she feels, gave her the flexibility to engage with her staff in a meaningful way while still attending to the growing company. ‘’I actually reached out to the local union, because we are a union contractor. They trained me and my staff and because they did the initial training this allowed me to continue running the business. I could keep doing that while guiding and assisting in the field as needed. To do it all would have been hard so I got my staff from the union, and we all grew together.’’

“One project the company is especially proud of, is Build KCI.”

It is difficult to view the past year as anything but a challenge. Business aside, the pandemic has wreaked havoc on the world’s population, bringing enormous levels of difficulty for people. That being said, the mobilization of employees from one industry to another has been a very real thing and, according to Brandy, it is one aspect of the past year that has somewhat eased the constant challenge of sourcing workers. In addition to that, the need to enforce stringent processes has been a positive for the company, enabling IBC to work methodically through its policies and emerge in a better position. Brandy wants to look for the positive in what has been a devastating time around the world. ‘’I’m going to attempt to put a positive twist on the whole thing. For myself and my company, the biggest concern over the years have been my people. For such a long time, we have been in growth mode, trying to add services and take care of things. Through COVID time, it has allowed me to step back and get our processes and procedures in order. Also, we have been gaining some momentum because people are now thinking, if this continues and I’m in a restaurant position during COVID, my job is not going to be sustainable. I have truly found that a lot of the restaurant hospitality industry has worked very well in the construction industry.’’

As the company has grown, so too has the enormity of projects it has been working on and associated with. One project the company is especially proud of, is Build KCI. The company has been in the fortunate position to assist on the project at multiple stages, from the beginning work with traffic management and safety, right through to striping the parking garages and fitting out the interior. Brandy feels that it is a hugely positive thing to work on this project, not just from a business point of view, but from ‘’It’s an iconic project and we have been talking about it for years. I have to travel and I use that facility quite often. This project is imperative for KC to grow because, as you probably know, airlines are pulling out of the market.’’

IBC has encountered and endured difficult times, from its inception at the height of a recession to its flexibility in diversifying the services it offers. This is a company that thinks on its feet and has the bravery needed to adapt to an ever changing market. While nothing in business is taken for granted anymore and companies are on high alert for any potential pitfalls, IBC sees the range of skills and services it provides as one mechanism for stability and growth long into the future. ‘’Our advantage over our competitors is that our clients only have one person to go to. We are a one stop shop for traffic, for barricading your project, for doing the interior finishes. We also supply and install on the inside so it’s a cheaper price point for the customer. We can be there, right from the beginning to help with the logistics of paperwork because we have been in the government arena for quite a long time. When it comes to all of these things, we know what we’re doing. We have the staff and the knowledge to help.’’

2020 will be remembered as being one of the most destructive years in living memory; a time that decimated almost all facets of human existence. Notwithstanding the clear and devastating effects the pandemic has had on health and wellbeing, the global economy has had to perform something of a mindset shift and, in many instances, a full scale reset. Construction has, in some examples, been comparatively well equipped to manage the day-to-day challenges of COVID. Anecdotal evidence suggests that, being a predominantly outdoor profession, social distancing has not been a particular concern.

Unfortunately however, the macro view is considerably different and overall, the numbers tell a very different story. The North American economy is currently operating at 22% below pre-pandemic levels and the construction industry needs to be viewed within that context. Indeed, many analysts suggest that, without a broad and far reaching stimulus package, the industry will be one of the slowest to recover from this seismic shock. However, it is worth noting that, within subsets of the construction world, there are green shoots of recovery. With the new administration pushing forward with large assistance programs to aid the recovery process, the question is considerably more blurred than it might seem from the figures alone. Perhaps, as we move into the second half of 2021, there may be light at the end of this darkest of tunnels.

While 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-family construction, experienced growth of 5% or higher. When taken in the context of the same report showing that pubic infrastructure and non-residential or commercial 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 previous quarter. This in itself is indicative of a small glimmer of hope within the industry of better days to come.

“Globally, the goal is to bounce back to 2019 levels as quickly as possible.”

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 probably 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 continue 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 America. The AGC believes that this data points to a threat to future employment and went as far as to issue a Construction 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 multitrillion 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 prioritize investment in areas such as clean energy upgrades, a stable of electric-vehicle charging stations across the country, development of a 5G telecommunications network, 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 American Families Plan, will focus on tax credits and further 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.

“Although the levels of growth are expected to be slightly muted, employment across the industry is predicted to grow by 64,900 workers (6%) over the next decade.”

In Canada, it seems as though the picture is somewhat healthier. Due to the early and sustained funding of infrastructure that was prioritized throughout the past year, the industry is beginning to see growth as the local economy 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 workers (6%) over the next decade. BuildForce Canada predicts that, contrary to the situation in the U.S., this growth will be centred around non-residential sector and will be driven “by a large list of public transit, health care, education, 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 workers to replace retirees and keep pace with demand.”

Overall, the construction industry is in a period of uncertainty. 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 massive 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 considerable 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 industry 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 successfully pass all legislative junctures and become a reality, the chance of making real change to both the construction industry and the lives of all people living in the United States is a very real possibility.  

With a winter season that stretches to almost half of the year and large portions of this time being in near total darkness, it is fair to say that operating a logistics company in Alaska can be a challenge. With spectacular views and treacherous conditions in equal measure, there is a necessity for both highly skilled and mentally prepared individuals. STR Alaska is a company that prides itself on being the best of both. The business, servicing its clients since 2014, has quickly established itself as a leader in the logistics and transport field and has developed a top level team of staff and a diverse range of services in, what it is fair to say, is a difficult environment. The goal of the company is to be a leader in its field, enabling its clients to move unique and complex loads with its top of the range fleet of transportation equipment.

The company was set up by a team of five partners about seven years ago. At the time, they were operating with just five trucks. However, once the company began to explore the market, there was an almost immediate realization that the potential for expansion was huge. It was evident from the beginning that there would be a need to quickly expand to keep up with the needs of its customers. Cody Hyce, Central Terminal Manager at the company, explains how things got off the ground at the company. ‘’We started off with about five trucks and a handful of trailers. Before too long it took off, right through that first summer. After the first summer we realized that we needed a lot more equipment and a lot more people to keep up with what our customers needed.’’

“By expanding the range of services to include smaller freights, the company found a path that has evolved considerably over time and has allowed it to tap into an ever growing list of sub-sectors.”

What was also clear from those early explorations into the market is that there was a broad range of opportunities available that, until then, hadn’t been considered. By expanding the range of services to include smaller freights, the company found a path that has evolved considerably over time and has allowed it to tap into an ever growing list of sub-sectors. ‘’We also needed to adapt to what we were transporting; not just the heavy loads that we started with, but also the smaller pieces that go with that. We went with a combination of LTL and heavy haul for six years. Then more recently we decided to get into the fuel market transport and distribution sector. So now we do it all; logistics, planning, coordination, tracking. If you need it done and it has anything to do with moving something, everybody in the state of Alaska knows that we’re the best option.’’

While this need for expansion may have been evident right from the start, there was also a natural element to it which meant that the company was never swamped and under pressure to grow at a level that could be unsustainable. Cody likens this growth to a ‘’constant friction growth’’ which enabled the company to expand gradually, meeting its clients one step at a time. ‘’We never hit a spot where we thought, okay, we need to get another ten office units and ten more office employees and twenty drivers right now. We were able to just keep injecting more people, one by one. We were able to hire guys and put them in new trucks as we go. We never really had to go through a big growth spurt like that. We just kind of kept a steady friction and we grew one by one.’’

STR Alaska is not the only logistics company in the region. However, there are very clear factors that sets it apart from its competitors. With a keen eye on both regulatory and industry issues, the company believes that attention to detail and an open, responsive relationship with its clients gives it an edge when it comes to meeting a client’s demands. Scott Ferguson, Logistics Manager at the company, explains how the level of detail in-house is a key indicator of continued success. ‘’What sets us apart is our response to markets. Our core ownership team are very engaged with industry, both at the regulatory level with the department of transportation and various agencies, or with groups within the transportation industry. The company is highly engaged with our clients to really have a clear understanding of what their needs are and how we can support them. Here in Alaska, we have an absolutely amazing landscape and just how companies like ourselves work in this environment is truly incredible. But one of the differentiators is really our higher engagement with the client to understand at a really high level how to support the growth and assist with other development initiatives.’’

Given the remote nature of Alaska and the sheer distances between locations, it is unsurprising that STR Alaska experiences difficulties with securing highly skilled staff. The company is rightly proud of the hardworking and experienced staff that it has on-board, however, when the time comes to hire additional workers, the company has occasionally found itself with a challenge to overcome. Cody explains how the success of the company has led to difficulties in finding the right employees. ‘’Alaska is kind of like living on an island, because of how isolated is. So if you put your company on an island and you get bigger and bigger, eventually you will either have everybody that’s worth hiring working for you, or you run out of people.’’

“One of the differentiators is really our higher engagement with the client to understand at a really high level how to support the growth and assist with other development initiatives.”

One way that STR Alaska has addressed this issue is with a bespoke and highly detailed training plan that it rolls out for new employees. This program works with the driver at their own level to identify their needs and work in a scaffolded way to develop and upskill the individual. ‘’I would say that our training is so specific that we haven’t developed one set of guidelines for training a driver start to finish. We are such a dynamic group that when we hire an employee, as a driver we can take that individual if they have the drive to work and the passion to be in the industry, and teach them everything they need to know over about a five year period. We tailor it to what the individual needs.’’

This need for growth across the company’s highly skilled workforce is testament to the success that STR Alaska has experienced in recent years. The company has added the oil industry to its portfolio of services. This addition, according to Cody, has resulted in attaining a sense of security that helps to smooth out the fluctuating market that many companies in the region tend to face. ‘’In the past, we would go through these ups and downs where wintertime is really busy and then in summertime there would be some dips in our revenue but fuel is consistent. It gets slightly busier in the winter but there’s always a steady volume and now things are predictable. Branching into that has given us an opportunity to flatten out those ups and downs in revenue and workload.’’ While this diversifying of services has resulted in increased revenue and growth, that is not the only reason to celebrate. ‘’We’re going to add about twenty-six employees. We are going to have twenty-six more jobs created under our business portfolio and that’s a good thing because we want to get to a place where we can give back to the community and not just focus on growing a company.’’

This sense of community is something that permeates through everything that STR Alaska does. Cody is fully aware that, by training and employing locally sourced employees, it ensures that the local economy can thrive and survive. This is something that the company feel will have a generational effect. ‘’I just want to get things growing to a point where you give back to the community, you can recruit more people that way to be part of your company. Also, you can inspire the youth when you are able to give back to your child’s school and sports teams. Those kids are going to be old enough to work someday and they’re going to need a job. It benefits them as much as it benefits our team and the company. What it really gets back to is the field of gratitude you know, the good feelings. In the end nothing beats that feeling.’’

At the end of the day, the company has built its reputation on being the leader in its field. From the steady growth that it has experienced, through its individualized training program and desire to work to any requirements its clients might have, the company quite rightly positions itself as one that can deliver solutions. It is not inconceivable to be discussing this company for many years to come. Scott is convinced that, by ensuring that STR Alaska continues to work towards the goals it has set itself, the company will go from strength to strength. ‘’Our relationship with our clients is really what drives business and drives our opportunities. We have a very targeted focus, as far as engaging with our clients because we are a transportation company but we are also a solutions company. We provide solutions to the very intricate challenges that the environment up in Alaska provides. To understand the needs of our clients requires that high level of engagement with our clients. I really think that from our management team down to our drivers, we do that better than anyone else.’’

“Every story has a place, let us build the place in your story.” In every interaction, product or project, this is the goal that Haren Companies sets out to achieve for its customers. A family run business since 1932, the company has evidently been part of too many stories to count at this stage. However, the desire to work with clients to produce work that stands the test of time is still the target. In addition to that, the general contracting company based in Kansas City are working for their clients, not only with a rich and engrained legacy to fall back on, but also with their sights firmly set on the present day. While this history bears witness to the success and perseverance of everyone associated with the company, those at Haren Companies are fully aware that it counts for little if you don’t continue to raise the bar on every level, from services to skills to execution.

“Haren Companies comes together to provide a diverse and wide range of services that can take a client from preconstruction right through to aftercare and support.”

Made up of a number of bespoke, dedicated companies, Haren Companies comes together to provide a diverse and wide range of services that can take a client from preconstruction right through to aftercare and support. The company has a high level of in-house expertise in both project management and restoration, working to ensure the same standard of service on a project, regardless of scale. Chuck Haren, Manager, is quick to explain how the model of skilled staff in the business enables them to work on virtually any project required. “Today we have several companies. Our largest markets are commercial building, senior living, multi-family and Municipal construction but we also have a restoration company and a commercial concrete company. This means that we can put a really large emphasis on self-perform work. We have about thirty-five tradespeople, and we really specialize in the carpentry trades, you know like rough and finished carpentry. In addition to that, We have some skilled interior finish workers, we have staff that can do paint and drywall and a little bit of tile and things like that. I like to tell people there really is no smallest project, you know. For the right client we can come in and install some cabinets or we could build a two hundred unit Senior Living Building.”

Managing to stay in existence, let alone a competitive force in the construction world for almost ninety years is a massive achievement. While the company now enjoys a group of owners, rather than the completely family-owned enterprise that was set up in 1932, many of the core values that have been relied upon since those early days are still in focus today. These values, coupled with a desire to move with the times, has ensured the company remains competitive. “I think we can attribute our longevity to a combination of staying true to what we do well, but always looking for opportunities to improve. I think every generation has done things differently. If you look at the way the company is today, it operates a lot different than when my grandfather was running it.”

Mike Mannino, Director of Operations at the company, recognizes that, while the construction landscape may have shifted over time, there are certain aspects of business that Haren Companies have brought along with them. “In the earlier days of the company, there was a great deal of self-perform work because that was the environment. At that time, many general contractors performed much of the work with their employees. Now, many general contractors have moved away from that and there are some that don’t have any skilled trade workers on their staff to do the work on the jobsite. Instead, they employ trade partners to do that on a contract basis. We do as well to some extent, and we value those relationships. However, we also have skilled trade workers on our Haren Companies team that work for us. We can handle a lot of the work internally.”

This focus and ability to self-perform many aspects of a job sets the company apart in some ways. It allows for a level of flexibility that isn’t readily available in modern construction and it is something that Mike is rightly proud of. “We have the ability to be pretty nimble. It helps us be more competitive and have a little more control over the project schedule and the quality. We also have the ability to prefabricate certain products in a warehouse setting. Many of those components and assemblies are customized. We see that as an advantage, to be able to perform work in advance of it being required on a project. It takes less time on the project and that has been a benefit for us.”

“It’s just having the right type of character and the right type of employees that fit within the company and that’s one thing that the Haren family has done very well, they focused on employing people that fit in with the culture and mission and values of the company.”

While the ability to self-perform many aspects of a job is a huge benefit, the company is not immune to the shortage of skilled workers that effects all aspects of the industry. To rectify this, the company utilizes its in-house skills to enable a training program that combines youth and experience. “We have a large range of skill sets and we strategically place the younger, less experienced workers with the right mentors. We have a great team who are willing to learn, and others that are willing to teach. A lot of their learning is from others every day, being on the jobs. It’s just having the right type of character and the right type of employees that fit within the company and that’s one thing that the Haren family has done very well, they focused on employing people that fit in with the culture and mission and values of the company.”

What really allows this company to stand above its competitors, however, is its ability to listen to the client, to find out exactly what is needed. Through extensive experience in many sub-categories of construction such as retail, commercial and multi-family, Haren Companies have built up a reputation of designing and producing projects that meet the needs of the customer for today but also into the future. The focus is on producing a building that will meet these needs continuously, will be adaptable and intuitive so that it will stand the test of time. Chuck explains that by putting in the work at the planning stage, the end result is a much higher quality product. “The only residential work that we do is senior living, or multi-unit developments. Everything else is commercial in nature. We have worked on a lot of religious buildings of churches and municipal buildings such as fire stations. What is unique is that, on those larger projects, we can we can do pre-construction, we understand the programming behind the facility. For example, if it’s senior living we know what the assisted living administrator needs. With nursing stations, we will know what code requirements will be. Also, we can take that level of sophistication to a small project too. Our clients will have the support of a project team that really understands the bigger picture.”

Clearly, as it is the case across all industries, COVID and its additional requirements have made things more difficult for everyone at Haren Companies. Chuck feels that the option of working from home simply doesn’t exist in construction as, by its nature, construction is a hands-on type of work environment. Adaptations have had to be made, particularly as the company is often working in occupied spaces. However, he feels that there will always be challenges in the industry and that this year, due to investors and companies gaining a little more clarity, there will more positive developments in construction. “We have adapted, as has everyone. You know, there’s always new challenges in this industry. Obviously we’re doing everything that the CDC recommends at minimum. However, most of our projects have to be much more stringent on workers coming in and temperature checks, social distancing. I think another aspect is how much it clogged up private development. A lot of people’s projects got put on hold because their investors weren’t really sure what the market was going to do. Everyone in Kansas City thought 2020 was the year that we were going to add a huge amount of office space. Nobody did these office projects because no one was really sure what the office was going to look like. Yeah. And you know, now though I think we’re really starting to see a change. Take senior living for example, they did everything to keep the residents safe. Now their staff is vaccinated, all the residents that want to be vaccinated have been. Having spent the past year keeping residents safe, they are now looking for 2021 to be the year that they work through the backlog of projects.”

Haren Companies has been in business for almost ninety years. Evidently, it has seen and adapted to huge changes in construction and the pandemic has been a seismic shock to the industry. However, the company has been around long enough to know that there will be a recovery and that it is well placed to capitalize on this recovery by doing the things it has always done, using a well-trained and highly skilled staff to listen to the needs of its clients. With this outlook, it wouldn’t be a huge surprise if this company was still around in another ninety years. By utilizing the wealth of expertise the company has in-house, Mike believes the company will be set up well for any future developments. “If we can have a good workforce of skilled tradespeople that are part of the company and part of the team, it makes us stronger as a company and there will continue to be other opportunities. We have talented tradesmen, but we also have talent throughout the company. Our superintendents that run the job sites are a huge factor, our project managers, our administration and accounting staff. It takes a whole team. Everybody works together which is what makes it really work.”

Now, more than ever before, sustainability is at the forefront of business operations and it forms part of all essential decisions in terms of productivity and growth. Transparency is now a prerequisite across all industries. It is a core tenet of a modern and connected world and the construction industry is just as accountable as any other. It is now standard practice for companies to take stock of themselves and the effects that their work is having on climate, the world and global supplies of material. Despite the additional level of attention and scrutiny that this may bring, this is undoubtedly a good thing. It is positive for companies and regulators, encouraging for clients and investors and reassuring for a public that is given near daily updates on climate deterioration. Like every other section of society, Construction companies need to look at their contribution. Nobody is exempt and there are aspects of every industry that can be improved.

By most estimates, the world population is expected to grow by over 2bn to nearly 10bn in 2050. The tangible outcome of this from a construction point of view is that it will result in enormous increases across all sectors from building construction to infrastructure, sanitation to transport. One report suggests that the required increase in buildings will be something in the region of 2 trillion square feet. In relative terms, this will be the equivalent of adding one New York City per month, every month for the next forty years. It is reasonable to fear that the effect this work could have on the planet may be catastrophic. The emissions from buildings are two fold, the power required to light, heat and cool a building cause a considerable level of energy. While this can be mitigated in ways through energy efficient methods, it is unavoidable that retro-fitting will be required to meet the targets currently being set in numerous jurisdictions. The other aspect of this work that has enormous impact on the sustainability of construction is the building methods itself, with concrete alone contributing around 8% of the total CO₂ being released annually into the atmosphere. In fact, if concrete were a country, it would be third largest behind China and the U.S. in terms of emissions.

That is not to say, however, that the outlook is one of complete pessimism. Across the industry, huge leaps in innovation and technology are being made. Ground breaking developments in science and machinery are being developed that are assisting the construction world in managing the necessary adaptations. Furthermore, the Global Cement and Concrete Association has recently committed to driving down and eliminating all CO₂ emissions throughout the industry by 2050. According to Dinah McLeod, GCCA Executive, this represents a huge, but ultimately essential, challenge. ‘’As we face the challenges for future generations and begin global economic recovery, concrete will be even more critical to building the sustainable world of tomorrow. That’s why we are making this commitment today, in order that our crucial industry aligns with global targets.’’

One company that is working towards this goal, and is already making huge strides towards drastically reducing the effects of concrete is CarbonCure. The company, which has designed a carbon utilization technology for concrete production is able to enable the reduction of cement content in concrete mixes while maintaining strength requirements. Cement, one ingredient in the production of concrete, has a huge CO₂ footprint. In fact, the material, which is usually made up of roasted limestone and silica, accounts for around 80% of concrete emissions. The technology that CarbonCure has designed achieves massive reductions through purifying waste CO₂ emissions that are collected from local industrial emitters. From there, the purified CO₂ is connected to CarbonCure’s technology, allowing it to be injected into fresh concrete. There are two benefits to this process, it eliminates carbon from the built environment by removing the need to use CO₂ heavy cement as part of the mix, and it permanently stores previous waste emissions. According to the company, not only does this process have huge benefits from an environmental perspective, it also increases the concrete’s strength. If this technology is to be used widely in the future, this will be a key determining factor for developers and contractors.

“The technology that CarbonCure has designed achieves massive reductions through purifying waste CO₂ emissions that are collected from local industrial emitters.”

However, CarbonCure is not content with simply being a participant in achieving the overall emissions targets. The company has also set its own goals, ones that are far reaching and hugely ambitious. The vision is to ensure that the carbon dioxide removal technology CarbonCure has designed will become standard for all concrete production around the globe. According to Robert Niven, CEO and Founder of the company, ‘’CarbonCure’s mission is to reduce 500 megatons (Mt) of CO₂ from the built environment annually by 2030. That is equivalent to taking 100 million cars off the road each year.’’ Robert believes that, while the industry as a whole is committed to reducing emissions, the methods that are currently being used are falling short, both from a reduction perspective and from a deadline point of view. ‘’While the construction industry has been adopting carbon reduction technologies and best practices, many of the technologies available today such as improvements in energy efficiency, increased use of alternative fuels and a reduced clinker/cement ratio, are insufficient. They simply won’t drive down the CO₂ emissions sufficiently to meet the fundamental goals of the Paris Climate Agreement. Disruptive solutions take too long to deploy and are often costly, without offering economic value in return. They can also result in some facilities becoming obsolete, or stranded.’’

This is a huge contributing factor towards the widescale implementation of any emission lowering initiative. However, as with any aspect of business, it needs to be viable and beneficial on a number of levels before it will be adopted. While there may be agreement and take-up by small numbers of sustainability minded companies, in order to gain the traction needed to meet global targets there needs to be widespread adoption across a varying number of industries and professions. This can only be achieved by being a commercially sound idea. As Robert explains, CarbonCure believes that their technology and product meets the need of the construction world on every level. ‘’Our vision is that concrete decarbonization and profitability are not mutually exclusive. Instead, our strategy is to create retrofit solutions for the concrete industry with very low barriers to adoption. These solutions reduce the carbon footprint while boosting profitability, raising quality, increasing resource circularity, and creating a differentiated sales advantage. By working alongside our industry partners, construction end-users, government and policymakers, and other innovators, we can effectively decarbonize the industry.’’ It may seem as though the figures, stark as they may seem, are insurmountable. The challenge facing citizens of the world in reducing carbon emissions make for grim reading. What differs however, something that provides hope and positivity, is that there are finally a number of strategies, targets and technologies capable of working collectively to achieve these goals. With research showing that 23 percent of the world’s top companies have committed to being carbon neutral by 2030, it seems as though the determination is out there. As these companies grow and develop, the innovation and technology that is now available must be utilized and prioritized; partnerships that these companies have within the construction world will be invaluable to ensure that this future growth and retrofitting work is sustainable and clean. This is a view which was also echoed by the GCCA. They believe that it is vital for industry leaders, consumers, suppliers and innovators to move forward as a global community. “The 2050 Climate Ambition represents our industry’s commitment to further reducing emissions and ensuring that the vital product we provide can be delivered on a carbon neutral basis by 2050. There is a significant challenge involved in doing so and achieving alignment across our industry on a sustainable way forward is an important first step. We cannot however succeed alone and in launching our ambition statement we are also highlighting the need for our industry to work collaboratively with other stakeholders in support of our ambition for a more sustainable future.” There is a long road ahead towards meeting these targets and it will not be easy. What is clear though, is that the technology CarbonCure has designed is one of a number of critical strategies available to the construction industry as they embark on this collective challenge.

On February 18^th, after almost seven months in space, the NASA Perseverance Rover landed safely on Mars. Video and audio of the landing was made public which only served to emphasize the level of drama and precision involved in the project. Amazingly, at all stages of the journey, the rover was remotely guided, every movement planned and executed by a human. This success was the culmination of many years work, combining technological innovation, mathematics and science to investigate the surface of another planet. While it may seem as though this is some sort of outlier in terms of what is possible in modern engineering, the technology behind this incredible feat is not necessarily out of reach here on earth. In fact, automated robots have the capability to assist and benefit the construction industry at all stages of a project. Furthermore, instead of being a threat to the jobs and roles that industry workers perform on a daily basis, robotics has the potential to assist and support construction projects at every stage.

The idea of automated robots within the construction industry is one that may leave people feeling uneasy. The thought of remotely controlled machines that can work longer and more efficiently than humans might bring concern for the future employment options of those within the industry. However, these fears are unfounded and, according to a number of companies that have developed and utilize these ground-breaking tools, the complete opposite is actually true. One company that is a leading member in the drive to make automated robotics a fundamental part of construction is Built Robotics. The company was set up by CEO Noah Ready-Campbell and co-founder Andrew Liang. Ready-Campbell used his experience of growing up in the industry –his father was a carpenter and contractor—and coupled this with skills gained while working at Google. Upon meeting the company co-founder Liang, Built Robotics had a prototype designed and running within six months. According to the company itself, Built Robotics’ mission is ‘’to build the robots that build the world. By upgrading off-the-shelf heavy equipment with AI guidance systems, Built’s technology enables machines to operate fully autonomously.’’

“Built’s machinery allows project managers and site workers to control these heavy tools from a remote distance or set them to work completely autonomously.”

According to Noah, the company is already proving its worth across many facets of the construction world. ‘’Built’s robots are deployed today across the $1 trillion earthmoving industry, and they’re being used to build critical infrastructure such as wind farms, gas pipelines, and new housing developments.’’ The logic behind this target is relatively simple. The construction industry has been, according to Noah, relatively untouched by the digital age. This is compounded by the fact that there are many issues facing construction such as ‘’a chronic labor shortage, productivity that has fallen by half since the 1960s, and an industry that, despite significant improvements, remains the most dangerous in America.’’

So how could Built Robotics assist in addressing these key issues in the industry? In addition to designing a fleet of automated robotic heavy construction equipment, the company has designed technology that can transform existing equipment –including excavators, bulldozers and skid steers—into fully autonomous robots. The AI systems can be installed on machinery built by any manufacturer and has the added bonus of retaining complete manual capabilities. This full level of automation was brought to the market last year, catapulting Built to the front of the pack in construction robotics. Built’s machinery allows project managers and site workers to control these heavy tools from a remote distance or set them to work completely autonomously. Using an onboard computer and cameras similar to those present in self-driving cars, the machinery can dig trenches or complete other large scale operations using GPS. In an incredible feat of innovation and technology, the vehicle can drive itself to the required location and dig vast quantities of earth once the coordinates have been set. ‘’After talking to dozens of contractors, developers, operators and engineers, I came up with an idea. We could take the latest sensors from self-driving cars, retrofit them into off-the-shelf, time-tested equipment, and develop autonomous software designed specifically for the requirements of construction. And because heavy equipment moves slowly and construction projects are already controlled-access sites, we could safely deploy the technology years before self-driving cars hit the road.’’

This is not to say that automated machinery is being welcomed with open arms by the industry. There are many that are fearful of robotics and the effect it may have. In 2017, the senate was lobbied to omit autonomous trucks from a piece of important legislation on self-driving vehicles. This, had the legislation gone through, would have left companies working within the robotics industry in an undoubtedly precarious position. The legislation did not progress however, and a new draft is set to include these heavy vehicles. For Built Robotics, this is a moot point. If they are working on private land, the vehicle does not require this approval and as such, the company is already providing support to many facets of the construction world, mainly in the energy sectors such as wind, gas and oil. The reason for this strong lobbying and apprehension is unclear. It seems that there may be a misconception that robotics are a step closer to removing the need for humans in construction. This, according to Noah, is certainly not the case. ‘’The shortage of qualified labor is an industry-wide challenge right now and finding the skilled workers that large infrastructure projects demand can be even more difficult in locations like these. Our robotic equipment is able to shoulder some of the load by assisting with basic, repetitive tasks, freeing up human operators to focus on the more specific, complex and critical activities.’’

One genuine area of concern is safety. The construction industry is still, according to the U.S. Bureau of Labor Statistics, one of the most dangerous in the country. Workplace deaths and accidents are still far too high for any modern industry and the construction world is in need of some mechanism or support to arrest this issue. Built Robotics claim to have performed over 10,000 hours of autonomous operations without a safety incident. Erol Ahmed, Built Director of Communications explained the technology behind the vehicle’s safety controls. ‘’Onboard cameras and the LIDAR systems will notify the autonomous machinery of nearby workers or other vehicles.’’ In addition to this, machine operators will be able to establish a ‘’geo-fence’’ that the robot is unable to operate outside of. Recently, the company has established a partnership with Mortenson, one of the most forward-thinking construction firms in the country. The partnership is focusing on renewables projects such as wind and solar farms. According to Molly Morgan, an equipment operator at Mortenson, safety is key to the ongoing success of these tools. ‘’I’m excited about the potential for Built’s technology. Our top priority is safety — if the robot can work on steep slopes, or near unstable ground, or in challenging or risky situations, then we one-hundred percent should use it.’’

While the future of autonomous robotics remains unclear and the technology is admittedly still in its infancy, there are encouraging signs that this may be adopted on a wider scale. For Noah Ready-Campbell, the proof of Built’s capabilities and potential across the construction industry is ready and waiting to been seen and tested. He feels that over time, the company will prove itself a worthy addition to any construction project. “We got a lot of questions early on about whether these robots are here to steal jobs. The answer is no. The computers are not smart enough, but they can free up operators to do the more challenging and valuable work. Suspicions typically evaporate fast once workers see how the technology can help make sites more efficient.’’

Events of the past year have shown that as a society, both nationally and globally, we still have much to learn about reacting to, and more importantly overcoming, struggle. The interconnected way that we as people work when faced with difficult situations is found to be lacking in numerous ways. As nations and industries emerge from the seismic challenges of COVID-19, the need for collective partnership is more necessary now than ever before. In addition to the horrendous health and mortality implications that the pandemic has inflicted on the planet, it has shone a light on many other aspects of society which are also in desperate need of support. Access to medicine, education, food, clear and accurate information; these are all areas of the modern world which need to be urgently restructured. The area of homelessness has, however, been a perpetual issue around the world. Unlike some other challenges faced by world leaders, it is not seasonal or cyclical. It is an omnipresent challenge that has been exacerbated enormously by the pandemic. While COVID-19 may not have caused a homelessness crisis, it has multiplied and magnified an existing problem.

While there is no clear cause for homelessness, there are certain demographics and cohorts of the population that are considered to be more at risk. In the U.S. alone, adult males are considerably more likely to fall into homelessness. Within this category, adult males of minority ethnicity make up the majority. When these figures are explored further and incidence per 10,000 people are factored in, men from the Pacific Islands, Native Americans and members of the Black community are the three largest subgroups by a considerable margin. This may well point to a wider systemic issue around education and opportunity, community engagement and mental health; however, the unfortunate truth is that currently the resources that are being allocated to assisting the homeless population are falling far short. Furthermore, the financial resources being put in place do not seem to be reaching those people at most risk of suffering from homelessness. A recent report published by endhomelessness.org acknowledged that ‘’Homeless services systems do not have enough resources to fully meet the needs of everyone experiencing homelessness.  Thus, it is helpful to examine the difficult decisions they must make, including how to allot the limited funds available to them.’’

“Simply put, there are not enough houses being built which, while also putting huge pressure on the housing market, is only making a homeless crisis even worse.”

This examination identified permanent support housing (PSH), emergency shelter beds and rapid rehousing as the three main support mechanisms, with PSH being the leading one. All three mechanisms have seen an increase in funding since 2007. This seems to be a sensible direction to move in, by any rationale. The issue that remains however is that despite almost 400,000 beds being made available for individuals in 2019 in the United States alone, there was still a shortfall of almost half that figure again. Despite policy moving in the right direction, problems remain. Simply put, there are not enough houses being built which, while also putting huge pressure on the housing market, is only making a homeless crisis even worse.

ICON is a growing business based in Austin, TX and was set up in order to meet the needs of an ever-deteriorating housing market. From the outset, the company identified three critical problems within the home construction industry: affordability, sustainability and availability. By acknowledging these as challenges that the company needs to overcome, the company is fast gaining a reputation as being one of the most innovative members of the home construction world. “Surely there is a better way to build homes that is more affordable, less wasteful, and more energy efficient than conventional building methods.” This was the question that one of ICON’s co-founders, Jason Ballard asked himself, having worked on thousands of homes in his previous role of CEO of an eco-friendly home upgrade company that aimed to normalize sustainable and healthy approaches to home improvement.

Between 2017 and 2018, Ballard worked with one of ICON’s two other co-founders, Evan Loomis to study and research ways to figure out what this ‘’better way’’ looked like. Around this time the pair also came into contact with Alex Le Roux, an engineer who was working in similar fields. The three men set up ICON and set about devising the technology required to work in a sustainable and affordable way, possibly changing the way homes are constructed forever. Their idea was to utilize 3D printing technology to build livable and affordable homes in a fraction of the time that it takes to construct a home using current methods. This resulted in the development of their Vulcan 3D printer, a cutting-edge printer that can build a home in under 24 hours.

In collaboration with non-profit organization, New Story, ICON worked with a cross section of engineers, environmentalists, designers and entrepreneurs to unveil the world’s first permitted 3D-Printed home created specifically for the developing world. The building was an example of one of the most forward-thinking construction projects ever imagined; homes between 600 and 800 square feet which could be printed in 24 hours to serve the needs of underserved communities. At the launch of the project, Jason Ballard discussed the innovative and sustainable aspects of using 3D printing. “With 3D printing, you not only have a continuous thermal envelope, high thermal mass, and near zero-waste, but you also have speed, a much broader design palette, next-level resiliency, and the possibility of a quantum leap in affordability. This isn’t 10% better, it’s 10 times better.”

This home, the culmination of dedication, ingenuity and next level innovation, was a game changer. The hope for all involved was that this project would be the catalyst for the development and reimagining of home production in areas most at risk of poor housing conditions and homelessness. The question for the ICON team now was where to take this technology next.

The partnership with New Story would develop further over the next year with the announcement in May 2019 of a project that would see a whole community of 3D printed houses built for low-income families in Tabasco, Mexico. The project would see fifty homes delivered ‘’to local families currently living in extreme poverty and makeshift, unsafe shelter.’’ Families were involved in the planning process and the houses are being built around green spaces and other necessary amenities with a community focus behind every decision. This announcement and the ongoing work with the project is evidence that collective thinking, community engagement and innovative technologies could be combined to address real world homelessness crises.

The technology designed and built by ICON also has the potential to be a contributory resource in tackling homelessness closer to home. In addition to the Tabasco project, ICON have partnered with the Austin non-profit Mobile Loaves & Fishes (MLF), an organization which is widely known for its working in supporting the local homeless and the Community First! Village, their fifty-one-acre master planned community that ‘’provides affordable, permanent housing and a supportive community for men and women coming out of chronic homelessness.’’ This ongoing partnership has now resulted in the delivery of a series of 3D printed homes to the village. The 400 square foot homes are part of Phase 2 of the village which, when completed and at full capacity, will have around 480 people living there. This will represent about forty percent of Austin’s chronically homeless population. Jason sees this project as a necessary part of what ICON represents. ‘’We’re going to have to take some risks if we want a better world for ourselves, and the team at Mobile Loaves & Fishes shares a similar vision in their efforts to empower the community around them into a lifestyle of service with the homeless. We need a radical rethinking in the way that we approach solving vexing issues in our society like homelessness. At the end of the day, this is all about people and the dignity of human beings.”

“With 3D printing, you not only have a continuous thermal envelope, high thermal mass, and near zero-waste, but you also have speed, a much broader design palette, next-level resiliency, and the possibility of a quantum leap in affordability.”

Back in 2017, ICON identified key challenges to housing supply issues and have set about dismantling these challenges piece by piece. They have built ongoing communal relationships, using sustainable and affordable technology, to provide enduring and life changing support to some of Tabasco and Austin’s most needy people. The residual effect of the company’s actions will be far reaching. That is certain. What is uncertain is the ability for city planners and governments to access this technology and use it in its attempts to tackle homelessness and housing problems in general. With this in mind, it is encouraging to hear that, in partnership with Moderne Ventures, ICON raised $35 million in a recent series A round of funding with a view to moving the Vulcan printer from the research and development stage and into a larger scale production model. Jason stated that this is the first step towards a growing movement of 3D printed homes.  “In early 2018, there were no 3D-printed homes in North America and today, there are almost twenty and we’re gearing up for hundreds more.”

While challenges remain, successes have been minimal in comparison to the whole picture. There may be hope that, with strategic and carefully planned projects, homelessness can be an issue that we, collectively, tackle head on. “The present challenges the world is facing due to new coronavirus have only emphasized the tremendous gap between the housing that we have and the housing that we need. We are grateful to those who have believed in our mission from the beginning and are excited to have a larger team of global investors joining us in our belief that the housing of our future must be different than the housing we have known.”