“My dad would drag me out to job sites when I was a little kid, so I was around the business my whole life,” says Plowman, who started out sweeping up drywall scraps. “I grew up in the business and learned how to work hard. My dad was a hard worker, and that’s the way it was. He taught me a really good work ethic.”

Before incorporating Delta in 1969, Ross was working for another construction business. Joining up with three partners who were using metal studs, the four formed a company that would do metal stud framing and drywall. “When rivers come together, they create a delta, and that’s why they picked the name Delta,” Plowman shares.

When he started with Delta in the 1980s, Rusty saw that many general contractors were making the move from union to non-union workplaces. Delta’s founding partners felt it was important to take care of their workers by providing fair wages and benefits like 401(k), health insurance, vacation time, and more, an approach they maintain to this day.

“We take care of our people because they are important to us,” says Plowman, who looks forward to awarding employees bonuses and certificates at milestone anniversaries. The proof is in the pudding: all of his superintendents have been with Delta for over 25 years, and there are, astoundingly, about 40 staff members who have been with the company for 30 years or more.

After earning his degree in construction management from Colorado State University, Plowman came to work for the company as a project manager and estimator in 1986. Today, he is the sole owner of the business, which takes on projects including schools, retail construction, recreational facilities, multi-story office buildings, hospitals, and MOBs––medical office buildings––in Colorado. A prequalified and preferred subcontractor, Delta is on the select bid list for many projects for design-build contractors. The company’s drywall expertise recently saw Delta complete CBOC, a community-based outpatient clinic for the Veteran’s Health Administration in Aurora, Colorado.

“We’ve been in pretty much all of them at one time or another,” says Plowman. Along with MOBs, Delta has done work for numerous schools in the state, and about 200 remodels of King Soopers for American supermarket and retail giant Kroger.

One of Delta’s most prominent projects remains Coors Field. Home to Major League Baseball’s Colorado Rockies, the $300 million ballpark has a capacity of over 50,000, including more than 4,500 club seats and 63 luxury suites. The team at Delta Drywall spent about a year on the landmark project, which opened in 1995.

At Delta, professional services include light gauge and structural steel stud framing, engineered metal trusses, interior and exterior insulation and finish systems, suspended drywall ceilings, acoustical ceilings, engineered load-bearing structural metal studs, plaster, and more.

Amassing an expansive portfolio over the decades, Delta’s work includes education (high schools, universities, and colleges), grocery stores, self-storage, veterans’ facilities, and myriad other projects. Delta is frequently chosen for the most elaborate jobs, as with the new campus building at the University of Denver’s Sturm College of Law. The work required 358,500 square feet of framing—238,500 square feet of wall framing and 120,000 square feet of ceiling and soffit framing.

“Of the 238,500 square feet of wall framing, 35,000 comprised 10” 12-gauge studs used to achieve a plenum for all of the mechanical equipment located on the fifth floor,” says the company. “Additionally, the College of Law consists of 576,000 square feet of drywall—equal to 15,000 sheets of drywall. Delta installed pre-constructed 16-gauge panels to build up the floors in classrooms and also constructed a stadium-style mock courtroom. The law building features three floors of library space and classrooms. One full floor is dedicated to office space.”

Other major projects include Western Union’s world headquarters in Colorado, and some of the company’s recent work includes Northglenn City Hall, a new 32,600-square-foot structure. A Net Zero building, the $34 million Northglenn City Hall project will generate the same amount of energy as it uses and will be Colorado’s first municipal building to receive Core Green Building Certification. Other recent Delta projects include the Prairie View High School CTE Center. Delta regards the school as more than a client, donating time and teaching young men and women about construction and hanging drywall.

Going beyond standard drywall, Delta also works with specific client requirements. Both Northglenn City Hall and the new 43,300-square-foot Windsor Police Headquarters utilize bullet board in certain areas. Weighing hundreds of pounds per sheet, the 1.5” thick drywall can resist assault rifle blasts.

“We don’t do just big projects; we also do a lot of little stuff for people,” says Plowman. This includes work for repeat customers such as medical facilities requiring lead-lined board for new MRI machine rooms. “These are clients we’ve dealt with for years, and they count on us.”

Health and safety are, of course, critical in this industry, and Delta Drywall implemented a written safety and health policy back in the 1980s, one the company continues to expand upon today. A long-time member of safety associations including ABC, ASA, and AWCI, the company has been Cost Containment Certified by the State of Colorado for over 30 years.

Under the leadership of veteran Safety Manager Mike Funk, who is celebrating his 30^th year with the company, Delta Drywall continues to be a leader in safe and healthy work practices. The company has always been—and always will be—committed to a safe and healthy workplace for every employee who works on its projects.

With a full-time in-house safety director overseeing policy with the cooperation of everyone from the owner, field superintendents, project managers, and field foremen to the most recent new hires, every Delta employee has input and is charged with the maintenance and enforcement of the policy.

“Delta employees are safety-orientated, both when hired and throughout their employment, on topics such as fall protection, scaffold safety, personal protection equipment, aerial lifts, and electrical safety, as well as any site-specific topics should they arise,” says Funk. “All training, from orientations and weekly job-site safety meetings to site-specific training, is bilingual to make sure all employees understand,” he shares.

“Delta also maintains an aggressive claims management policy with a good partnership with our designated providers and insurance company to keep our employees working while maintaining an Experience Modification Rating at or below a 10-year average of .91 credit. Every employee is an integral part of the successful safety and health policy that ensures all of those employees stay safe and go home each day the same way they arrive––injury-free.”

Delta is an active member of some of the most respected construction organizations in the U.S., including the Association of the Wall and Ceiling Industry, Associated Builders and Contractors, and the American Subcontractors Association of Colorado, which recently saw one of Delta’s estimators/project managers complete his term as Colorado’s President. Rusty Plowman himself is Past President of the Colorado Association as well as Past President of the National Association.

“I served as National President of The American Subcontractors Association from 2022 to 2023, and sat on their Board of Directors for about 10 years,” he says. During that time, he worked on local legislation and was involved with national lobbying efforts. Ross Plowman was a founding member of the American Subcontractors Association in the 1970s, and took Rusty along to meetings. “He felt that was very important because that’s where you learn to understand contract language and other things like that to be better businesspeople.”

Optimistic about the immediate and long-term future of Delta, Plowman says plenty of projects are lining up for 2025, including schools, a Ford dealership, municipal buildings for Adams County, and a new bus depot. As for Delta itself, he assures us there are others in line to see the company enter its third generation and looks forward to seeing the company succeed long into the future.

The post Safe to Say, the Leaders in Drywall Do It Safely<p class="company">Delta Drywall</p> appeared first on Construction In Focus.

Demolishing and rebuilding transmission towers is expensive, time-consuming, and extremely disruptive and harmful to the environment. It requires heavy materials like concrete and steel being trucked to site, multiple construction crews, hauling waste to landfill, and taking precious power off-line—electricity that is vital for hospitals, manufacturers, businesses and homeowners alike.

A better way… a safer way
Recognising there had to be a more economical and less wasteful option to building all-new towers, Ampjack was created in 2013. “It was born out of a need in the industry,” says Luke Chaput, President of Ampjack Industries/America Ltd. Starting out as a Manitoba Hydro lineman apprentice in 1989, Chaput has dedicated his career to the utility sector. A qualified Professional Engineer with a degree in Civil Engineering, he served as Business Development Manager and Special Projects Manager at Manitoba Hydro International before transitioning to contract consulting and taking on projects in South America, Central America, and the Caribbean.

While working as a lineman, Chaput was part of a team doing tower raising the conventional way, using cranes and bucket trucks. Raising the structures meant lines could have greater capacity and run hotter and in Manitoba, which is relatively flat, the traditional tower-raising method worked. Other locations, however, presented challenges such as difficult terrain that made it difficult for cranes and large equipment.

“With all of those issues, we had to come up with a better way, a more sustainable, safe, and accessible way to achieve the same result, which is raising the tower,” says Chaput.

Along with its AMPJACK^® lattice tower raising and AMPJACK^® tubular structure raising systems, the company’s services include foundation repairs and upgrades, corrosion inspection and repairs, cathodic protection, emergency tower repairs, and customized construction methods. “The tower raising is a patented technology,” Chaput explains. “The services we focus on—infrastructure, rehabilitation, or what we call life-extending or reliability and capacity increases—make us one of the few companies in North America to do that. We don’t build new power lines or compete with the big players who do that. We stay in our asset management/asset maintenance niche.”

Providing transmission owners of all sizes, whether it be large investor-owned utilities (IOU), private developers, federal or provincial agencies, and even the smallest REC/Muni/Coops, with total package solutions, Ampjack has worked on about 1,500 towers to date, ranging from 100 kV to 735 kV. Based out of Winnipeg, Manitoba, the Canadian entity is known as Ampjack Industries, while the Nevada operation is Ampjack America Ltd. The company takes on projects across North America, and is preparing for work in Spain, Scotland, and Ireland. The 2025-2026 schedule will see the team further expanding into Europe.

Ampjack’s approach was developed and engineered with safety in mind, including the workers high in the towers themselves and crews on the ground. While conventional tower raising uses a crane—which is slung to the top of the tower, then separated, with everyone below then working under a potentially dangerous suspended load—Ampjack’s system is installed inside the tower, which is split but never separated and securely holds the tower in place with hydraulic rams and cylinders in a positive control. This system gives the experienced crew complete control of the tower down to one-eighth of an inch in accuracy while the tower remains safely held.

“We completely eliminate the suspended load and do the work in a location on the tower that is well outside the safe working distances; we work a long way away from the energized wire,” says Chaput. “And because it’s an engineered solution, we can determine where we are going to install AMPJACK^®, split the tower, and raise it. So, there are a lot of safety features built into AMPJACK^®.” The AMPJACK^® system itself is designed to work in winds up to 25mph, with a four-to-one safety factor over typical conditions. The system allows crews to work in unique conditions, while staying safe, especially with unpredictable wind, rain, and other weather events.

How it works
The company is committed to safety, sustainability, and innovation. With a trained team including engineers, analysts, trainers, and power line technicians, about 90 percent of the company’s work is self-performed. “We are EPC—engineering, procurement, and construction—but we have worked in multiple ways: as a subcontractor, as a prime contractor with subcontractors, with utilities, and in all facets,” Chaput explains. Typically a prime contractor in North America, Ampjack will likely serve as a subcontractor to approved prime contractors in Europe.

Even when working as a subcontractor, certified Ampjack technicians are provided to every project, one in the tower with the crew and the other on the ground. “We are making sure AMPJACK^® is being installed safely and correctly, and being used correctly,” says Mike Haight, Director of Business Development. “Even if it’s not a full Ampjack crew, we are not just selling the equipment or leasing it out through a utility, saying, ‘Here’s a manual, have fun and let us know how it goes.’ We have qualified and certified personnel on every project to make sure it is going the way it’s supposed to. And if the technician deems it’s not correct or is unsafe, they will put a hold on that project until it is done properly.”

Described by the company as a “crane in a box,” the AMPJACK^® Lift System works on practically any tower design, from the simplest to the most complicated multiple circuit towers. Mounting inside the body of a transmission tower (which provides crews with a safe working zone), the modular system is engineered to safely lift the entire tower section and conductor.

“Our standard is five-foot increments,” says Chaput of the system. “We’ve raised anything from five feet up to 25 feet to date. So, a 200-foot tower can easily become a 225-foot tower.” Once the tower is raised to the desired height, new tower framing is installed, and AMPJACK^® is removed. “We’ve raised towers that were over 110 years old,” he says. “It’s pretty amazing what you can do. The infrastructure lasts a lot longer than people give it credit for.”

In all areas, the AMPJACK^® system stands out. It is safe and eliminates the need for large crews to demolish and rebuild an existing tower. There is no waste compared to complete rebuilds or new towers. Since AMPJACK^® can be brought in on a skid steer/telehandler or even via helicopter, it significantly reduces any environmental impact and allows utility customers access to sometimes completely restricted areas.

For utility customers, one of the biggest benefits is not having to de-energize existing power lines. Over 95 percent of the time Ampjack is raising towers, the power remains on. If utilities have to turn power off, they often reduce system reliability and have to purchase alternate power elsewhere at a higher cost.

“Keeping lines energized while performing the tower raises and upgrades is a huge cost savings to the transmission owners,” says Haight. “You’re not only reducing the overall project cost by reusing the existing infrastructure, rather than tearing down and rebuilding towers, but also maintaining their revenue by not taking lines out of service. Although not typically thought of in terms of cost savings, there is an inherent value to having a more reliable system as well, which is achieved with non-outage construction.”

ExoGrid™
The company’s latest innovation, ExoGrid™ is “the eco-friendly way to increase grid capacity without new right-of-way acquisition.” As a circuit multiplier, it allows for adding circuits above or below existing transmission lines. “It’s a little different from AMPJACK^® itself, and more geared toward traditional line construction, with a very different constructability,” says Haight.

“What we are essentially doing is building a steel exoskeleton around the existing tower to create a new structure to support the additional circuit(s). We can also utilize ExoGrid to rerate or strengthen existing towers to withstand more extreme weather events, harden for reconductoring, or change the tower for different uses, even when a new circuit is not being added.”

Lines only have so much capacity before they reach the maximum safe operating temperature of the wire, and ExoGrid™ is the company’s latest method to get more capacity out of existing right-of-way transmission systems. Essentially, taking over from where AMPJACK^® ends—such as in areas where doubling or tripling capacity is needed, like new data centre requirements—ExoGrid™ allows more circuits to be added and affords greater ability for existing towers to have more bundles of wire to exponentially gain capacity. “It is very good at increasing the existing strength of a structure to accommodate new wind or structural loads, which increases safety,” says Chaput.

Taking on challenging projects for many of the large IOUs in North America, Ampjack is responsible for both individual and multiple tower-raising projects. One of the largest was for one of the largest Eastern Canadian provincial utilities. A 735 kV thermal upgrade, the company took on 50 Energized Tower Lifts. With Ampjack responsible for engineering, material procurement, and construction, the large-scale job took place from March 2022 to September 2023. This saw the company work on a series of five-foot and 10-foot tower lifts on four unique tower types. “Ampjack supplied detailed design, the AMPJACK^® Lift System, material procurement, and installation of new mid body tower extensions for the project as part of our complete EPC service offering,” the company describes. “This project is a key milestone for our company, as it was the first energized 735 kV project completed using the AMPJACK^® Tower Lift system.”

In the years to come, the team wants to see Ampjack become a common name in the global utility sector. “When I started this company, I wanted to hear somebody say, ‘I’m going to Ampjack that tower,’” says Chaput. “I want Ampjack to become as synonymous with our product as Kleenex. It’s not ‘nose tissue,’ it’s Kleenex, and everybody knows what Kleenex is. And I want people to understand Ampjack is the name of a company that supplies industry-leading, safe, economical, common-sense technology and solutions to problems the industry faces. That’s what I’ve always wanted. I want to see the company continue—because I think we’ve done a phenomenal job—but continue to be the group people come to with real, strong challenges they don’t have a solution for.”

The post Safer and Smarter Tower-Raising<p class="company">Ampjack Industries</p> appeared first on Construction In Focus.

KPIC Maintenance Services stands out in the maintenance industry by offering a wide array of services that cater to various client needs. At the heart of the company’s offerings is a commitment to ensuring that all aspects of a client’s operational requirements are met efficiently and effectively. KPIC’s services include routine repairs, ongoing maintenance, preventative measures, and troubleshooting—each designed to minimize downtime and maximize clients’ operational efficiency.

One of KPIC’s key strengths lies in its ability to manage both brownfield and greenfield projects. Brownfield projects involve retrofitting and upgrading existing facilities, often requiring a deep understanding of the current infrastructure and the ability to enhance it without disrupting ongoing operations. On the other hand, greenfield projects, which are brand new constructions, allow KPIC to showcase its expertise in building from the ground up. This dual capability is particularly beneficial for clients who need a versatile partner capable of handling diverse project types.

As a member of the FWS Group of Companies, KPIC benefits from the resources and support of a larger organization. This affiliation allows the firm to take on projects of varying scopes. For larger, more complex projects that exceed KPIC’s internal thresholds, the FWS Group steps in as general contractor, with KPIC providing specialized services. This seamless integration ensures that clients receive the best possible service, regardless of project size.

One of the primary benefits of working with KPIC is the extensive experience the company brings to every project. The team at KPIC is composed of seasoned professionals, many of whom have been in the industry for over 25 years, a depth of experience that translates into a high level of expertise that is invaluable to clients. Whether it’s troubleshooting a complex issue or implementing a preventative maintenance plan, KPIC’s team has likely encountered a similar challenge before and knows how to address it efficiently.

KPIC is not just about delivering services; it is about sharing knowledge, as Director Operations Tim Robertson explains. The company places a strong emphasis on mentoring and continuous improvement. Veteran employees actively mentor younger team members, ensuring that the next generation of workers is well prepared to uphold KPIC’s high standards. This mentorship is more than just a transfer of skills; it’s about instilling a deep understanding of the industry’s nuances and teaching the “tricks of the trade” that can only be learned through years of experience.

Open communication is another cornerstone of KPIC’s client relationships. By maintaining clear and ongoing dialogue with its clients, KPIC ensures that all parties are aligned throughout the project lifecycle. This transparency helps in managing expectations, addressing concerns promptly, and ensuring that the outcome meets or exceeds client expectations.

The true strength of KPIC lies in its people, and the company’s workforce is a well-balanced mix of experienced professionals and younger workers who bring energy and new perspectives to the team. Currently, KPIC employs approximately 90 field workers, supported by 12 to 14 management and administrative staff. This team is primarily composed of millwrights, welders, and electricians—skilled tradespeople who are essential to the successful execution of KPIC’s projects.

What sets KPIC’s team apart is its collective commitment to working together toward common goals, says Robertson. This team-oriented approach is evident in the way projects are handled—each team member plays a crucial role, and everyone’s contributions are valued. The experienced journeymen not only lead by example but also take on the responsibility of mentoring apprentices. KPIC’s apprenticeship program is an integral part of this process, ensuring that apprentices receive the training they need to progress in their careers while contributing to the company’s success.

The mentorship culture at KPIC goes beyond technical training. It also involves teaching younger employees how to manage and facilitate projects, navigate client relationships, and develop a problem-solving mindset. This holistic approach to employee development ensures that KPIC’s workforce remains strong, skilled, and capable of meeting future challenges.

KPIC’s company culture is shaped by its affiliation with the larger FWS Group of Companies, which provides several advantages, particularly in terms of employee benefits. Indeed, one of the standout aspects of KPIC’s culture is its commitment to employee well-being. The company offers a comprehensive benefits package that includes group benefits, an employee ownership program, and a pension plan. These benefits are designed to attract and retain top talent, ensuring that KPIC’s team remains motivated and engaged.

In addition to these traditional benefits, KPIC has implemented innovative programs that promote employee wellness. One such program reimburses employees for personal fitness expenses. Whether it’s purchasing running shoes or maintaining a gym membership, KPIC supports its employees in staying healthy and active. This not only improves employee morale but also contributes to a more productive and focused workforce.

KPIC’s commitment to employee development is also evident in its approach to training and safety. The company offers a wide range of training programs designed to ensure that all employees are equipped with the skills and knowledge they need to perform their jobs safely and effectively. This includes training in areas such as rigging, confined spaces, fall arrest systems, and more. Safety is a top priority at KPIC, and this focus is reflected in the company’s rigorous training protocols and ongoing safety initiatives.

Naturally, safety is also a fundamental aspect of KPIC’s operations. The company employs a dual approach to safety, combining the corporate safety guidelines of the FWS Group with its internal safety protocols, and this comprehensive safety framework ensures that all employees are well-prepared to handle the challenges they face in the field.

Training, of course, is the cornerstone of KPIC’s safety strategy. Before any project begins, employees undergo job hazard analysis and pre-job hazard assessments to identify potential risks and develop strategies to mitigate them. Additionally, KPIC conducts weekly toolbox talks, which are essential for keeping safety top of mind. These talks are not limited to the field; even office staff participate in them, reinforcing the idea that safety is everyone’s responsibility.

“One of the ways KPIC promotes a proactive safety culture is through our ‘good catch’ program,” says Robertson. “In this program, near-misses are referred to as ‘good catches,’ emphasizing the importance of recognizing and addressing potential hazards before they result in incidents.” These good catches are reviewed and discussed openly, allowing the entire team to learn from them and implement measures to prevent similar occurrences in the future.

KPIC’s operations are not confined to a single region. The company’s geographical reach extends from the Vancouver port in British Columbia to Eastern Ontario, with ongoing projects in regions such as Hamilton and Southern Alberta. KPIC’s ability to operate across such a wide area is a testament to its logistical capabilities and its understanding of different regional markets.

In recent years, KPIC has also begun expanding into the U.S. market, particularly in the Upper Midwest. This expansion into states like North Dakota, South Dakota, Minnesota, and Montana represents a significant growth opportunity for the company. However, KPIC recognizes that doing business in the U.S. presents unique challenges, including different regulatory environments and business practices. KPIC is committed to overcoming these hurdles by taking a thoughtful and strategic approach to its U.S. expansion, ensuring that the firm maintains its high standards of safety and service.

Success at KPIC is measured not only in terms of financial performance but in the safety and satisfaction of employees and clients. One of the company’s significant achievements, as part of the FWS Group, is reaching 2 million hours of no lost time injuries in 2021. This milestone is a powerful indicator of KPIC’s commitment to safety and ability to execute projects without compromising the well-being of the workforce.

For KPIC, success is also about client satisfaction. The company takes pride in completing projects on time, within budget, and to the highest standards of quality. Every successful project is a testament to KPIC’s dedication to clients and the team’s ability to deliver on its promises. This client-centered approach has earned KPIC a reputation for reliability and excellence in the maintenance and construction industry.

The industry itself is undergoing significant changes, and KPIC is at the forefront of adapting to these shifts. One of the most pressing challenges is the loss of “legacy knowledge” as experienced workers retire—knowledge, often gained over decades, that is invaluable and difficult to replace. KPIC is addressing this challenge by actively mentoring younger employees and ensuring that critical knowledge is passed down through structured training programs. Another challenge is the generational shift in the workforce; younger workers may approach their roles differently than their predecessors, often relying on technology and new methodologies. While these changes can lead to greater efficiency, they can also result in gaps in fundamental knowledge and skills. KPIC is working to bridge these gaps by providing comprehensive training that combines traditional methods with modern techniques, ensuring that its workforce is well rounded and capable of meeting the demands of the industry.

Looking ahead, KPIC’s plans for the future are centred around continuous growth and development. The company is focused on expanding its operations, particularly in regions like Southern Alberta and Northwestern Ontario, where there is strong demand for its services. KPIC is also committed to investing in the future of the workforce, ensuring that it continues to build on both its wealth of knowledge and its legacy of success.

The post Building a Legacy of Expertise, Safety, and Client Success<p class="company">KPIC Maintenance Services</p> appeared first on Construction In Focus.

“We’re a one-stop shop,” says Company President Milnes. “That’s exactly who we are. We are the people who buy the land and do all the predevelopment tasks. We are the developer, then the general contractor. And when it’s done, we are also the property manager.”

A full-time student at the University of Manitoba in the early 2000s, Calgary-raised Milnes served as General Manager with Student Works West. As a full-time business manager and industrial salesperson with Acklands-Grainger, he managed portfolios for several high-profile businesses in Manitoba and Saskatchewan. Hungry for more, the young Milnes began flipping houses and co-founded Insideout Painting. Often exhausted from working multiple jobs through these formative years, the passionate young entrepreneur founded Progressive Real Estate in 2010 with a business partner.

“I had little free time back then and was very busy, but was interested in running my own business, so that never really went away,” he says. “Eventually, all those things I was doing on the side became significant enough for me to quit the 9-to-5 job and focus on other things.” Leaving his full-time job and guaranteed paycheque with Acklands-Grainger was admittedly nerve-racking, but it was a risk he knew he had to take.

Today, Progressive is part of Milnes’ Progressive Real Estate Group, which incorporates many of the building services he created over the years. Considerably more than just a developer, Progressive handles property management, design-build, and painting and other finishing services through its associated companies.

Today, Progressive has completed 16 developments, constructing 470 much-needed apartment units. And with another 14 developments in progress, lack of work is never an issue. Historically, the company has tried to keep many of the buildings it has created for itself and serve as property manager.

Much of Progressive Real Estate Group’s strength comes from forming long-term relationships with contractors and with the Canada Mortgage and Housing Corporation (CMHC), which provides solutions for housing finance, research, and data, and delivers government housing programs.

As one of Winnipeg’s foremost developers and managers of multi-family apartments, Progressive is proud of its relationship with the Federal Crown Corporation. “It’s no secret most developers are using CMHC now,” Milnes says. “You have access to the best rates, the best amortizations, and from a personal standpoint, I feel the MLI Select Program is a way better program than previous ones; it hits on better social metrics like energy efficiency and affordable housing and accessibility.”

Coming under CMHC’s mortgage loan insurance products, the select program focuses on multi-residential units and their role in addressing Canada’s housing shortage. 10 to 15 percent of Progressive’s projects are deemed ‘affordable.’ The maximum rent for these 600- to 700-square-foot one-bedroom units in Manitoba is $1,100 per month, and these apartments are occupied very quickly. “All housing seems to go fast,” says Milnes.

Over the years, Progressive has formed long-lasting relationships with industry partners, including subcontractors. Along with working with many of the same skilled people over and over, the company has built an internal team that assists with tasks like moving, installing temporary fixtures, cleaning, and getting things prepared for subcontractors.

Apartments managed by Progressive also have people who live in the buildings who perform such duties as maintenance, snow clearing, and responding to tenant concerns, while a secondary group is available to assist with maintenance issues. All of these combined services make Progressive unique and better able to serve Winnipeg’s growing real estate market.

“We have several competitors here, but there aren’t that many that self-perform construction, so we’re unique in that sense,” says Milnes. “Most would hire a general contractor or someone else to do the actual build; they may be the developer on record, but they are likely not the general contractor, and probably not the property manager. Conversely, we handle it all. And I think we make better decisions because of that setup.”

Since Progressive is instrumental in projects from start to finish—and often afterwards as property manager—the company has a significant stake in project success and longevity. Rather than using run-of-the-mill products, Progressive always uses quality materials and finishes. Going with cheaper products means you are setting yourself up for costly and inconvenient maintenance issues down the road.

“When you pick something better, it is more functional and better for everyone, including us, because we have to manage those issues. So we’re not pushing the problems on to someone else; we actually think about those things.” The company evaluates quality and functionality, employing such products as thicker kitchen countertops and solid core doors instead of hollow core, because they’re not going to break as easily. “Decisions like these made through the design process ultimately lead to a better building,” says Milnes.

It is no secret that Winnipeg is one of the coldest cities in Canada. Realizing this, Progressive focuses on creating multi-family developments able to withstand brutally frigid winters. The company has always focused on creating wood frame structures up to six storeys high that are built far better than they absolutely have to be.

“We are always building above code,” comments Milnes. “Winnipeg can be a cold place, and bills can be very heavy in the winter months with gas and electricity usage. Even if we weren’t paying the bills, we wanted to build buildings better in that sense.” This includes insulating the building envelope and optimizing energy-efficient HVAC systems for heating and cooling. By having open discussions with professionals when embarking on new projects, Progressive comes up with the best possible solutions.

In Winnipeg, the Progressive Real Estate Group is widely regarded as a champion of infill housing. Unlike many greenfield builders who have constructed homes on the outskirts of cities with an ‘If you build it, they will come’ attitude, Progressive takes on projects in established residential areas. In this way, tenants benefit from existing roads and infrastructure, transit, grocery and convenience stores, movie theatres, restaurants, and other services.

“I prefer to build in existing areas because it’s the highest and best use of the land,” says Milnes. “Winnipeg is stretched thin trying to provide for a city that’s already so large, and if you build in greenfield areas, all you’re doing is making the footprint of the city even larger and stretching those services even further. When you go up and not out, you are using everything that’s already there.” And since Progressive’s multi-family projects are new, well-built, and close to amenities, renting them is never a problem. “That’s a lot of who we are. We are infill developers.”

Known as experts in four- to six-storey wood frame construction, Progressive is considering going even bigger one day, which will call for concrete and steel.

Next year, the company will embark on its biggest project to date. Replacing an empty lot at 1131 Nairn, this new infill development in East Elmwood will be adjacent to an upcoming rapid transit line and near schools, walking trails, and the Kildonan Place shopping mall. At six storeys, the project will feature 102 units including one, two, and three-bedroom apartments with high-end finishes, a multi-purpose room, games room, state-of-the-art fitness centre, three commercial spaces on the main floor for rent, and more.

In the future, Geoff Milnes wants to see Progressive build on the Winnipeg developments it has in progress and help others who are interested in property development. The company is often approached by interested parties who have some of the building blocks needed for development—like land or money—but don’t know how to accomplish it.

“What we are finding now is that we’re able to use our expertise and knowledge from the last 14 years to help others do something similar to what we do,” he says. “So what I’d like to see happen is this mix of internal projects—the ones we are doing themselves, and they are our buildings—and doing some of the same for others through partnerships, doing it for them, or helping in whatever capacity they need,” he explains.

“I think that blend would be good for our business: some external work and some internal work. That can all happen in Winnipeg. Eventually, we may move to Calgary or some other jurisdiction and do the same thing there. In my mind, that’s how I see the company evolving.”

The post Passionate About People and Property<p class="company">Progressive Real Estate</p> appeared first on Construction In Focus.

CSM’s strength is its ability to match a delivery model to specific project needs, including work completed within FDA-regulated environments and occupied environments such as hospitals and schools. The company provides tailored solutions to its clients, including At-Risk and Design-Build project management and services such as project planning and estimating, building information modeling, and safety management.

Stuart Mason, CSM Group’s CEO, believes that safety management is where building stories of success begins, and welcomes an opportunity to speak with us about the company’s Safety and Leadership Program.

Leading with safety
“Leading with safety is one of our core values,” Mason says, noting that CSM Group has been awarded the Safety Award of Excellence by the Western Michigan Chapter of ABC (Associated Builders and Contractors) for 2023 and 2024, only the second time in a decade that the same company has won it two years consecutively.

It was undoubtedly a proud moment for the CSM Group—but not enough, says Mason. “It’s great to be recognized in Western Michigan, but we want to be recognized globally for safety. Our goal is not to be the most profitable company or work with the coolest clients—although we’d like that too—but our goal as an organization is the audacious goal of being the safest company on the planet.”

CSM’s stellar Safety and Leadership program is founded on a sound understanding of behavioral science, which is shared with all employees.

Katrina Reed, Director of Marketing and Sales, tells us that in 2006, CSM Group partnered with Dr. John Austin, who at the time was a psychology professor at Western Michigan University. Company management discussed with him the patterns and trends in behavior that had been observed, and combined with data collected from the construction industry, he pinpointed those components that drive human behavior, relating it to the industry.

According to Dr. Austin’s insights, three things affect human behavior and two of them cannot be changed: people cannot change their DNA, they cannot change the past, but they can change their environment, and changing it leads to better and safer outcomes.

“This approach to behavior is what we teach to our colleagues with the goal of helping them understand the science behind it,” Mason explains. “Before they can create the right environment to get the right behaviors, they have to understand the basic premise: if you create an unsafe environment, you get unsafe behavior and the reverse is true—a safe environment leads to safe behaviors.”

CSM has continued working with Dr. Austin. Several times a year, the company brings him in so he can work with 10 or 12 individuals at all levels throughout the organization, from execution to support staff, to help them identify behaviors, understand why they are happening, and how to change the environment to support desired outcomes.

Underpinning this is the premise that it is important to look at the whole person, because there are many factors that employees may bring to work with them, such as family or relationship stress or medical issues, which influence how they respond to day-to-day tasks. This requires an organization to maintain an open environment where employees can speak freely and ask for help if they need it.

“We talk about psychological safety as well as physical safety, an environment where everyone can speak up and talk about difficult things. It is not easy to build up psychological safety and trust, but when you do, it is transformational, and that is what underpins our culture here,” Mason says.

While the safety and leadership training that the project managers, construction superintendents, engineers, and interns receive at CSM Group is excellent, it has not, in the past, extended to the trades partners and the subcontractors who perform the work, and therein lies a problem.

As Mason notes, the construction industry presents inherent dangers, both physical and psychological. It is work performed outside, often in harsh environments, and for long hours. It’s a male-dominated industry wherein some tradespeople may be reluctant to reach out for help. Compounding that is that tradespeople often work far from their homes, so they are isolated from their families for extended periods.

“It’s a recipe for disaster, and the industry got a wake-up call when the number of construction workers who commit suicide was released. It was staggering compared to other industries, and we must create awareness and an environment where people are comfortable talking about their feelings, where that’s not seen as a weakness or a threat to their job.”

Adds Reed, “Construction workers are 12 times more likely to die by suicide than they are by workplace hazards, such as falls or electrocution, and that is a significant number of individuals who didn’t have an environment of care that was open to them.”

In addition, Mason says, conditions within the industry are combining to create a perfect storm. The industry is the busiest it has been in a long time, with federal government investing in infrastructure and with the resurgence of manufacturing. “Everywhere you turn, you see construction, but at the same time, we have an aging workforce, and we are not getting an inflow of talent, so trades who remain are suffering from general fatigue, not eating properly or exercising, because they feel they don’t have time.”

Partnering with MIOSHA
With this alarming reality in mind, CSM Group is partnering with MIOSHA, the Michigan state agency that regulates workplace safety and health, to increase mental health awareness in the construction industry, and is adopting a multi-layered approach.

This past September, members from MIOSHA’s and CSM’s leadership teams, together with a licensed mental health therapist, offered a program during National Suicide Prevention Week, in both English and Spanish, to 150 tradespeople. They learned that it was ok to talk about their feelings, to admit they weren’t feeling 100 percent, and to ask for help, and they received resources including information about the 988 hotline.

Reed recalls that after most participants left the sessions, “a few stayed around talking. They said thank you for having this event and for saying it’s okay for guys to admit they are not having their best day. So even if we impacted just one or two individuals that day, it’s a win in our book, because that’s one or two who feel they are being helped.”

But this partnership goes much further than a one-day event. CSM Group is continuing to work with MIOSHA which offers online, half-day, full-day, and multi-day workshops to trade and manufacturing partners to elevate their level of safety, both physical and psychological.

The workshops also give tradespeople insight into what is motivating their behavior; they have likely all gone through safety training programs in the proper use of tools and equipment, but what motivates them to actually follow—or not follow—the proper procedures?

Now CSM Group is taking this partnership one step further, by involving MIOSHA in a formal program that includes everyone working on CSM’s two new projects in Kalamazoo. At the beginning, each of the subcontracting partners will sign up to be fully involved, with the goal of lifting the entire collective, Mason explains. This effect will be amplified across the entire industry, as those subcontractors and trades will go on to work on projects for other companies, bringing their new knowledge and skills with them.

“This partnership with MIOSHA has been a significant value addition to our company and execution team and is helping to elevate safety leadership throughout our industry,” he says. “We are honored that MIOSHA is making this commitment to our organization and partners in our projects.”

Building community
CSM Group is currently working on two key projects, each of which will have an important impact on the construction industry in a variety of ways.

The $100 million KRESA Career Center, scheduled to open in September 2025, will be a centralized facility that hosts the majority of the county’s career and technical education programs and offers specific skill training and certifications for high school students in high-demand areas based on state and local market analysis. It will be a place where realistic work environments, which are difficult to duplicate in a traditional school setting, will be replicated to provide a real-world experience and foster an inclusive work-oriented culture.

Currently, the career and technical education programs offered in the county are spread out through multiple satellite locations and this state-of-the-art facility brings everything together under one roof, making it easily accessible for students wanting to investigate careers in such areas as automotive, welding, veterinary medicine, nursing, culinary arts, and of course, the construction industry.

When the career center project is completed, CSM expects to be breaking ground on a joint venture project, currently in the pre-construction phase, with a key partner, Barton Marlow of Detroit, to build the 440,000 square foot Kalamazoo Event Center. This will provide a new home for the Kalamazoo Wings (a member of the ECHL, a minor professional ice hockey league) and for Western Michigan University student athletes.

The facility, which Mason says has been talked about for 20 years, will be built on some derelict lots and will transform downtown Kalamazoo. It will consist of an arena, practice facilities, student-athlete amenities, locker rooms, a multi-purpose center, office space, and a dedicated parking deck. In addition to ice hockey, basketball, volleyball, wrestling, and gymnastics, the center will host community events and concerts, and will be a unifying force in the community.

The multi-year construction project is also expected to have a strong impact on the industry going forward, through the aforementioned partnership with MIOSHA and by making it a learning opportunity for students at the KRESA Career Center, who will have an opportunity to be part of this landmark project.

“We have just gotten started with the workforce development of the project, and we anticipate being able to put up to 60 individuals a year, aged 14 to 18, through this program, where they will experience the benefits of a safe, supportive, and open workplace environment. Having all those talented individuals ready to enter the workforce and bring that experience with them is fantastic,” Mason concludes.

What comes next? Mason and Reed did hint at a “top secret” announcement coming sometime in the first quarter of 2025. So stay tuned!

The post A Foundation of Safety<p class="company">CSM Group</p> appeared first on Construction In Focus.

“We have a reputation for delivering on every element of a project without sacrificing safety and/or quality, starting from the bidding process and examining how to execute the project safely, to ultimately meeting and exceeding those requirements,” says Roger Shantz, Business Development. “Basically, turning over a complete turnover package for the client.”

Boasting a wide range of expertise, the company’s four main services are coatings—which includes abrasive blasting, scaffolding, fireproofing, and insulation—with a number of complementary specialty services such as carbon fiber, fiberglass, and metalizing.

Empowering people
“Our mission statement is to provide best-in-class services,” says Shantz. “We go about doing that by investing in the people who work at Park Derochie. They’re given every opportunity to advance in their scope of choice, whether they’re a painter in the coating department or a scaffolder in the scaffold department, or a fireproofer or an insulator.”

Employees are offered courses and are even encouraged to pursue additional classes outside of Park Derochie, including evening courses at local colleges or universities.

“We’ve found it’s very beneficial,” says Shantz. “For example, a number of fireproofers have taken their AMPP Level 1,2,3, which is a coatings inspector course. That way, they learn a little bit more outside of just their fireproofings, which gives them more opportunity down the road if they decide to change trades, or just become more diverse.”

The best coating for the client
Park Derochie also leads the way as one of Canada’s premier industrial contractors in industrial services, he says. “We try to find or supply innovative solutions to our stakeholders in all those areas of business. We started out as a coatings company in 1956, and have expanded using the same mindset to become best in class for all services we provide. that’s where we have the most experience and that begins when a project first comes up.”

The process starts by first conversing with clients to gather essential details, followed by collaborating with a wide range of specialized coatings contractors rather than just one or two.

“We work with all paint manufacturers who offer specialized coatings for whatever the situation or project might be,” Shantz says. “There are different criteria involved in determining the best coating.”

It’s not just about cost, he adds—factors like ease of application and the company’s prior experience with a coating also play a role. These considerations help determine recoat windows, cure time, and temperature range. “We need to know different things such as the temperature of the substrate we’re going to be covering and coating, and what is the range,” he explains. “There would be a running temperature, but then also a high and a low we need to take into consideration.”

Each of these factors is carefully examined to give the company a broad perspective, which is then narrowed down to present the customer with a selection of coatings, highlighting the benefits of each so they can make informed and confident decisions.

Committed to health, safety and the environment
The same level of commitment extends to Park Derochie’s dedication to the health and safety of its workers, and to the protection of the environment in which we live and work. The company recognizes its employees are the foundation of both its organizational successes and strong safety culture, which is demonstrated by providing staff with the training necessary to keep the workplace safe and secure for everyone.

In an effort to promote continuous improvement in its health, safety, and environmental management systems, the company regularly consults with all levels of employees. Using the Plan-Do-Check-Act model, Park Derochie undertakes annual evaluations of its management systems and procedures to stay current with evolving best practices and regulatory requirements.

Operational health, safety, and environmental excellence are priorities for everyone at Park Derochie, as demonstrated by annual auditing and verification of the company’s management systems against the Certificate of Recognition (COR) standards within the provinces of Alberta, British Columbia, Manitoba, Ontario, and Saskatchewan. ISO 14000: 2015 served as the framework for Park Derochie’s Environmental Management System (EMS). Its EMS is audited annually to support environmental due diligence in all areas of operation.

Other important initiatives include the introduction of an electronic platform, “eCompliance,” providing every worker with continual access to the company’s management systems from any smartphone or tablet. The use of this electronic platform provides workers with the health, safety, and environmental tools necessary for success, while providing the company with “at-a-glance” actionable information, trends, statistics, and real-time monitoring of accomplished health, safety, and environmental activities.

To provide its workers with a robust avenue for employee feedback and contribution to the management systems, Park Derochie implements an anonymous employee reporting program called “I-CARE Reporting,” designed to communicate worksite behaviours, hazard identifications, opportunities for improvement, and positive observations. This valuable information is critical in the company’s continual improvement and enhancement of initiatives made available to the workforce.

Building the workforce
As with all industries across the board, Park Derochie has faced ongoing challenges in finding skilled tradespeople. “We’re reaching out, and everybody’s in the same boat,” says Shantz. “For example, we have the large LNG Canada Project up in Kitimat, B.C. We have between 450 and 500 painters on site for that one project, and we’re being asked to add more. And while that is going on, we still have other large projects across the country in Ontario, Manitoba, Saskatchewan, and Alberta, and others in BC as well. There are large projects, and we can’t have our eyes just on one project.”

The challenge remains doing all jobs well without taking away from providing these best-in-class services, he adds. “We don’t want to take away from the quality or the safety that our clients are used to receiving from Park Derochie. So, trying to be consistent with that is a main focus for us.”

In an effort to keep its workforce robust, the company has been approaching various trade fairs as well as local high schools to share opportunities available for students following graduation.

“We want to show them there’s an alternative there, another option, and it’s basically to train on the job,” Shantz says. “It’s got a great starting wage, you’re into a benefits program and a retirement savings program right off the hop. If you jump into the scaffolding trade right out of high school, first you’ll learn hands-on, and there’s an apprenticeship, so you can climb the ladder pretty quickly.”

For all the trades, he adds, within three to four years, workers can be earning a very good wage with benefits, facts that many younger people simply aren’t aware of. “We’re trying to get that out there as an option not only for the younger folks, but for people who maybe want to change their vocation,” he says.

The company also partners with Women in Trades in an effort to bring in more women as well as Indigenous employees. “There are some good programs to jump on board to grow fast in a lifelong skill or lifelong trade,” says Shantz.

Park Derochie offers a wide variety of positions in locations across the country, he adds. “There are lots of options and incentives we’re providing and we’re finding that the core people we get are staying on long-term. They become the superintendents and project managers and estimating managers,” Shantz says. “It’s wide open—basically the sky’s the limit for somebody interested in the trades right now, across the board.”

Point of difference
One quality that truly sets Park Derochie apart in the market is those four areas of expertise—coatings, fireproofing, scaffolding, and insulation—and excelling at all four.

“We offer an industry-leading perspective into consultation prior to the project, integrating program execution and management of the whole project,” Shantz says. “We offer a complete CUI, which is a Corrosion Under Insulation program. And we can offer the whole program, all the way from removal of the insulation around the piping to blasting off the corrosion on the pipe existing and applying the thermal spray aluminum to the substrate.”

All of this requires scaffolding for the whole job as this pipe is typically up in the air, he adds, meaning Park Derochie needs to provide its own scaffolding as well. “We can take care of the whole project in that sense and put a program together, as well as consultation throughout and after the fact. We keep following up to make sure best practices are in effect that are going to help the end product last longer for the client or customer. We also do periodic spot inspections just to keep them up-to-date,” says Shantz.

“The original epoxy coating would last about seven years,” he shares. Now, with the CUI Program together with thermal spray aluminum or thermal spray metals that are applied, the company is finding them lasting from 30 to 40 years, quite an upgrade from the seven-year program, he adds.

“We’re always looking for innovative things. We have a lot of the coatings companies coming to us with their new products, because we’re one of the largest—if not the largest—coatings contractors in Canada. And they want to be able to share that, ‘Park Derochie uses our product.’ We’re a big name known across Canada, for sure.”

The post Proven Partners: Best-In-Class Service Nationwide<p class="company">Park Derochie</p> appeared first on Construction In Focus.

With over 170 employees, Kelchner distinguishes itself not only with its technical capabilities but also through its unwavering dedication to creating a safe and inclusive work environment. Jonathan Burgess, Director of HSSEA (Health, Safety, Security, Environment, and Assurance), and Kevin Weckel, President of Kelchner, share insights into the company’s core values and the practices that have driven its long-term success.

One of the defining characteristics of Kelchner is the stability of its workforce. Many employees have been with the company for decades, fostering an environment where efficiency, safety, and collaboration thrive. Many of its teams have worked together for over 20 years, and that is reflected in how they operate. This longevity not only contributes to the company’s operational efficiency but also nurtures a deep sense of camaraderie and trust among team members.

This stability translates directly into the company’s operational success. The familiarity among employees leads to quicker decision-making, seamless project execution, and a highly cohesive work environment. In the construction and site development industry, where unforeseen challenges and shifting timelines are commonplace, the ability to rely on long-standing, well-coordinated teams provide Kelchner with a significant advantage. These strong relationships between team members also enhance communication, which is critical to maintaining safety standards and addressing any issues before they escalate.

Kelchner has earned a reputation for its deep commitment to safety, which permeates every aspect of its operations. For Jonathan Burgess, safety is not just about ticking off regulatory checkboxes; it’s a deeply ingrained company value. “Safety isn’t just about following OSHA regulations; it’s about genuinely caring for each individual here,” says Burgess, emphasizing that the company prioritizes the well-being of its workforce in a holistic manner.

This approach to safety is more personal and integrated than in many other companies. Rather than simply enforcing policies, Kelchner creates a culture where employees feel responsible for their own safety and that of their colleagues. This shared accountability cultivates a sense of family within the workforce and the company’s belief in collective responsibility. Mistakes are viewed as opportunities for learning rather than blame, which reinforces a culture of continuous improvement in safety practices.

Kelchner’s safety practices are proactive rather than reactive. One of the key elements of its strategy is conducting pre-site safety walks. Before any work begins, the safety and operations teams walk the site to identify potential hazards and implement safeguards. This practice ensures that projects start on a solid foundation, reducing the likelihood of accidents or disruptions. In an industry where safety lapses can have significant consequences, Kelchner’s dedication to identifying risks early and addressing them sets a standard for others to follow.

The company’s commitment to safety is exemplified in its “Make It Home” campaign, which reflects the team’s belief that safety should be tied to personal motivations. The campaign encourages employees to think about the reasons they want to stay safe, such as their families and personal goals. This initiative connects the importance of safety at work with the broader context of employees’ lives, helping them understand the full implications of their actions. By framing safety in terms of what matters most to each individual, Kelchner successfully taps into a deeper level of employee engagement. The “Make It Home” campaign resonates strongly with the workforce because it brings the concept of safety out of the abstract and makes it personal, encouraging employees to stay vigilant and take ownership of their well-being.

Additionally, the success of this campaign lies in its emphasis on collaboration and mutual care. Employees look out for each other, and this fosters an environment where people are not only concerned about their own safety but also that of their coworkers. The campaign has fostered a sense of solidarity that goes beyond the usual workplace dynamics, creating a supportive, family atmosphere where everyone has a stake in maintaining a safe environment.

Kelchner’s operational footprint spans a 90-mile radius around its headquarters in Springboro, Ohio, and this regional focus enables the company to maintain close relationships with clients and manage projects more effectively. Within this radius, Kelchner serves key markets such as Columbus, Cincinnati, Northern Kentucky, and Southeast Indiana, allowing the company to stay connected to its core customers while delivering high-quality results.

Rather than pursuing aggressive geographical expansion for its own sake, Kelchner has opted for a sustainable growth strategy. Over the past five years, the company has achieved an annual growth rate of five to eight percent, driven by its focus on delivering superior service within its existing footprint. This steady growth is a testament to Kelchner’s emphasis on quality over quantity. By not overstretching its resources, the company ensures that it can maintain the high standards that have earned it a loyal client base.

Of course, the company’s commitment to sustainability also extends to environmental considerations. Kelchner recently received a sustainability award from its parent company, Wood PLC, for its efforts in value engineering. Sustainability, for this team, is about value engineering, making every stage of the project more efficient, both for the client and for the environment. This approach includes optimizing material usage and minimizing transportation to reduce the environmental impact of projects. By focusing on sustainability, Kelchner not only lowers its ecological footprint but also provides added value to its clients by reducing costs and improving efficiency.

Kelchner’s focus on safety and operational excellence has earned it significant industry recognition. In 2022, the company received the Employer of the Year award from the Associated Builders and Contractors (ABC), an honor that recognized its exceptional safety practices and commitment to employee development. Out of nearly 200 member companies, Kelchner stood out for its proactive safety culture and its ongoing efforts to invest in its workforce.

However, like many companies in the construction industry, Kelchner faces the challenge of a skilled labor shortage. The demand for operators and laborers far exceeds supply, and as older generations retire, fewer young people are entering the trades. Weckel acknowledges the difficulty this presents: “There was a time when fewer people were going into the trades,” he says, but he is optimistic about the recent resurgence of interest in vocational training. Trade schools, industry associations, and companies like Kelchner are working together to attract and train the next generation of skilled workers.

To address the labor shortage, Kelchner has implemented training programs designed to upskill its existing workforce and prepare newer employees for more specialized roles. The company invests in on-the-job training, mentorship, and continuing education, ensuring that employees are equipped with the skills they need to succeed. This focus on workforce development is critical to Kelchner’s long-term strategy, as it ensures that the company has a pipeline of talent ready to step into key positions as the industry evolves.

Looking ahead, Kelchner’s leadership remains focused on achieving sustainable growth without compromising its core values. For Weckel, the company’s disciplined approach to expansion is key to maintaining its reputation for quality and safety. “We’re not in a rush to double in size overnight; we’re focused on long-term, sustainable growth, and that’s why we’ve been able to grow consistently,” he explains. This patient, thoughtful approach ensures that Kelchner can continue delivering value to its clients while maintaining the high standards that have defined the company for decades.

Burgess shares a similar vision, noting that the company’s resilience is a result of its commitment to safety and its people. “We’ve weathered a lot over the years—economic downturns, shifts in the industry—but our commitment to safety, our people, and our clients has always been the driving force behind our success,” he says. This focus on core values has allowed Kelchner to navigate challenges and emerge stronger, positioning the company for continued success in the future.

Kelchner Inc. is more than just a site development company; it’s an organization built on a foundation of safety, employee well-being, and sustainable growth. By prioritizing long-term relationships with both its clients and employees, Kelchner has created a culture that values quality, integrity, and personal responsibility. These core values have not only contributed to the company’s consistent growth but have also established it as a trusted partner in the tri-state area.

As the company moves forward, it remains committed to maintaining the high standards that have defined its success. Whether through its proactive safety initiatives, its emphasis on employee development, or its focus on sustainability, Kelchner continues to raise the bar for excellence in site development. As Weckel aptly puts it, “We’ve built something strong here, and we plan to keep building on that foundation for years to come.”

With a leadership team that prioritizes both the present and future needs of its employees, Kelchner’s vision of safety, sustainability, and regional success ensures that it will remain a leader in its industry for years to come.

The post How Safety, Culture, and Sustainability Drive Success in Site Development<p class="company">Kelchner</p> appeared first on Construction In Focus.

Created by a group of experts in the construction industry in 1992 as the Metro Indianapolis Coalition for Construction Safety (MICCS) to increase safety in Central Indiana, the Board of Directors decided in 2014 to remove the “MI” from the organization’s name in order to more accurately represent its membership and reach, as the group had grown and now has members in over 35 states.

Workers on construction and maintenance jobsites can face a number of hazardous working circumstances, but one that isn’t talked about enough is alcohol and other drug use. In response, CCS’ Substance Abuse Program is designed to give contractors a tool for creating and preserving a drug- and alcohol-free workplace that is safe and healthy. Created by CCS to offer a number of advantages to the regional building sector, the program aims to reduce the amount of work that would need to be duplicated between various substance abuse programs if this industry-wide initiative wasn’t in place; set minimal requirements for contractors’ substance abuse programs; and help owners and contractors create drug abuse rules that will improve worker safety for everyone on the job site.

“CCS is a charitable organization, although we look like a trade association, and our sole purpose is construction safety and the safety of construction workers,” explains Marcy Watson, Executive Director.

To that end, CCS created a model substance abuse program that ensures that workers on job sites are substance abuse free. Individual workers are issued CCS cards with a unique card number and a corresponding QR code. Results are tracked through its online portal, CCS Safesite. Card managers can check to see if a worker is available, meaning they have passed a drug test in the last 12 months.

CCS has seven reciprocal programs that are a part of the CCS program. These programs meet or exceed the CCS model program. By including all programs, it prevents workers from having to have multiple drug tests. It also saves owners and contractors money as they do not have to pay for multiple tests.

About 60,000 active cards are in the system and are recognized throughout the U.S., with a concentration east of the Mississippi River including Indiana, the Carolinas, Florida, and around the Midwest.

If a worker fails a test, the process to be reinstated includes meeting with a substance abuse professional who will then make a recommendation for follow-up or treatment, depending on what the drug is and if it’s a first offense. Once the employee has gone through the mandated requirements of the substance abuse professional, they can retest and be reinstated if their results are negative. Often there is a requirement to retest more frequently over the year after testing positive, but in any case, a clean result means they can get back to work.

“I think a lot of times people think our program is intended to be punitive and that’s not the case. We’re just trying to keep everybody safe and address any substance abuse issues workers may have,” she says. “Over the last few years, I think we’ve all recognized there are a lot of mental health issues, and that ties in with some potential substance abuse disorders,” she says. “We want to help those people get the help they need and get them back to work.”

The construction industry has one of the highest suicide rates among professions—with the rate among male construction workers 75 percent higher than men in the general population, according to the Centers for Disease Control and Prevention. An estimated 6,000 construction workers died by suicide in 2022, an increase from 2021, according to the most recent data available. That compares to around 1,000 who died from a construction work-related injury.

“We’ve looked into what causes that and I think there are a lot of different reasons,” Watson says. “There’s the tough guy image of the construction worker [who may be reticent to discuss health issues] and if they’re injured and aren’t able to work, that can really impact mental health.”

The devastating effects of the opioid crisis have also contributed to today’s substance abuse issues, she adds, with many injured workers being prescribed drugs and then became addicted. “I think that’s changing a lot now, but it’s had an impact on people’s mental well-being, and so we’re trying to do more educational events to reduce the stigma around mental health and substance abuse disorders.”

If there is one positive that came out of the pandemic, she says, it’s that people recognize it’s okay to talk about mental health and seek the help needed whether it’s minor or something major.

“We’re trying to do more in that area to help our members recognize that a lot of people want help, but they don’t know how to find it,” Watson says. “We’re trying to offer more training and education on how to recognize it, what to do if someone has an issue, and how to get people connected to the resources they need.”

Protecting employee privacy throughout is also paramount. At a construction sector roundtable conference earlier this year, a mental health self-check-in system created by Jacobs called One Million Lives was discussed and shared. Available for anyone to use, the website offers two different anonymous mental health assessments to help the user self-assess via a set of questions, before pointing them in a direction to access help.

All of these plans of action show a shift in thinking, Watson says, particularly in a traditionally male-dominated industry where talking about mental health and substance abuse issues hasn’t always been supported. “I do think we’re seeing it a lot more, and we’re hearing a lot more about contractors wanting to be there for their employees. We’re seeing more people seeking help, or at least talking about issues they might have.”

While CCS doesn’t offer any of its own assistance programs, it aims to guide people to the right facilities, whether for substance abuse or mental wellness, or to access a variety of resources that provide the help needed.

Along with substance abuse and mental wellness initiatives, CCS prides itself on continually raising the bar on contractor safety performance over the past 30 years. The CCS Certification Program serves to recognize companies with high levels of safety success and provide an easily accessible, standardized safety program review, allowing construction consumers—building owners—along with contractors to prequalify subcontractors for safety standards.

“We offer a certification program which is a safety program evaluation that is reviewed by our safety director,” says Watson. “He works with our members to assist them in improving their safety programs and performance.”

Scores are based on criteria that have been established over the years by owners, contractors, and safety professionals. The program has three different levels based on safety program criteria and OSHA statistics. Companies are required to go through regular audits to ensure that the contractor is following their program.

CCS has a partnership with the Indiana Department of Labor where contractors who attain “Certified” status in the CCS Certification Program can sign an agreement to be a part of the partnership. Companies who reach this highest level meet all OSHA requirements plus have 50 percent of the best practice criteria for their scope of work.

“Being a CCS-IDOL Certified Partner means you go above and beyond OSHA requirements with your safety program,” Watson says. “It’s not just a manual on a shelf; we actually make sure they’re doing what they say they’re doing.”

There are currently about 100 companies in the certified partnership with the Indiana Department of Labor, she adds, and the program has made a difference.

“Construction recordables and injuries have significantly dropped over the last 30 years in Indiana. While CCS is not the only reason for the decrease, we do think it’s been a contributing factor to the reduction of injuries and illnesses, and our members are statistically safer than the national average, when you look at their DART rate, their recordable rate, and even their EMR.”

Companies in the partnership must submit their OSHA statistics every month and provide CCS with a list of any recordables they have had to allow monitoring of trends. Each month, the CCS Safety Director Gary Martin sends a report to the Indiana Department of Labor as well as to all participants. The report includes aggregated data for all certified partners along with a toolbox talk with suggestions and tips on how to stay on top of issues before they become serious hazards.

CCS is also working diligently to help potential employees who aren’t even working in the industry yet. “One of the things we’re trying to have an impact on—that ties in with the substance abuse—is the workforce shortage our industry is experiencing with about 1,200 individuals failing a pre-employment drug test each year,” Watson says. “We’re trying to identify ways to reach out to those individuals to connect them with a substance abuse professional to get them reinstated so they can be gainfully employed in the construction industry.”

CCS is piloting a program right now with the ultimate goal of helping those individuals, she adds, because if you’re not under an employer or a union program and you’re applying for a job and fail a drug test, you’re likely left to your own devices to navigate that process to connect with the resources needed to be able to work.

“It’s not something a lot of people probably know how to do,” says Watson. “We’re trying to be that facilitator, but we’re still trying to figure out exactly how to best make that work. It’s something we would really like to have an impact on—to help those people get the help they need and then also keep them working in our industry.”

While CCS’s mission statement previously encompassed sending workers home safely every day, the CCS Board of Directors revised it in 2023 to better reflect the mental well-being aspect of health and safety.

“Our mission is improving the overall health and well-being of construction workers, to send them home in the same condition or better every day,” Watson says. “I think that surrounds the mental wellness we’re trying to have an impact on. For so long we focused on safety and health, and mental health falls under that category. I think that’s something our organization and our industry is really starting to recognize.”

The post Safe and Sound: Building Mental Health & Wellness for All<p class="company">Coalition for Construction Safety (CCS)</p> appeared first on Construction In Focus.

Wanting to name the company after her three children, Jenny, Emily and David, Beth found out the name ‘Jedco’ was taken, so she used Jendco instead. “So now we name all our mannequins with the letter ‘n,’ and they are part of the acronym now,” laughs Jenny Jarvis.

Celebrating 35 successful years, family-owned Jendco Safety Supply is run by Vice President Jenny and her brother David, who serves as Chief Operations Officer. Headquartered in Columbus, Ohio and with a location in New Albany, Jendco keeps over 3,000 products in stock, from air duct cleaning equipment and personal protective equipment like eyewear, face protection, helmets, gloves, and footwear, to spill control and safety containers, tools, and much more.

“We have a team of individuals in our warehouse who control our inventory, track it, and keep counting it,” says Jenny, who is quick to credit her team, including the Warehouse/Shipping Department which includes Adrian Miller, Inventory Controller, and Travis Corsi, Operations Manager.

Jendco prides itself on its relationships with manufacturing partners, including 3M, MSA, FallTech, MCR Safety, PIP (Protective Industrial Products), and KASK America, to name a few. Realizing that the nature of business has transformed over the past three decades, Jendco has built a strong brick-and-mortar and online presence, selling to a broad customer base.

When the business started, it was a face-to-face operation. Soon after, Jenny’s brother David joined the company and created the jendcosafety.com website in August 2011, and e-commerce sales took off. “It has been extremely beneficial for our business,” says Jenny. “Our website has allowed us to carry more products—which supports our local customers—but what it’s done is really grow us to be more of a nationwide name, in addition to having a heavy footprint in Ohio. The second largest state we sell into is California. So our e-commerce presence has really diversified our business a lot, and it’s quite special.” Along with customers across America, Jendco also does business with international clients.

More than a list of products, the intuitive, information-packed Jendco website allows customers to search by category and by brand. Along with sections on sales, the site features catalogues, blog posts on topics like How to Read a Hard Hat Expiration Date and Heat Stress, information on the Jendco Rewards Club, and other valuable features. “David is very proud of it, and as his sister, I’m very proud,” says Jenny. “As a business, our website is a wonderful thing to have.”

A long-time advocate of women in business, Beth filed for Jendco to be a certified Women-Owned Business Enterprise (WBE) many years ago. Certification from the Women’s Business Enterprise National Council (WBENC) validates a business “is at least 51 percent owned, controlled, operated, and managed by a woman or women,” according to the Council.

“We’ve always held that WEB certification,” says Jenny. “It’s something that is really important to us for our customers, and even when we do our hiring. We like to hire women, help them find their voices, and get them acclimated into the construction industry.” Proud of women being prominently represented across all departments, Jendco is working with a young woman who came in at an entry-level position and who is about to be moved to an outside sales position. “It’s exciting, and she’s done that through her involvement with different local networking groups such as the Builders Exchange and women in construction groups.”

An industry leader in the safety supply sector, Jendco works with customers across a diverse range of companies. Categorically, the company sells into almost every industry. This includes not only construction but also aerospace, government, manufacturing, and more. Some clients are just starting out, while others have been in business for decades, and customers range from individuals wanting to do a small side project on their house all the way to the U.S. Government and Elon Musk’s SpaceX, which designs, manufactures, and launches spacecraft and provides satellite communication.

During the pandemic, Jendco was deemed essential. Selling COVID test kits and hand sanitizer, the company also worked closely with non-profit independent scientific and technology organization Battelle on its decontamination process, which saw tens of thousands of respirator masks decontaminated every day. “We are very lucky with the client base we have,” says Jenny. As challenging as the pandemic was for the company, it compelled Jendco to further diversify its products for the benefit of all customers.

From its unrivalled product selection to partnering with many of the world’s premier manufacturers to strong female leadership, outstanding client support, and value-added services, Jendco continues to stand out from others in the safety supply arena. One of the company’s biggest differentiators is that Jendco is a stocking distributor; by keeping a lot of inventory on hand, the company supports its customers quickly and efficiently. And with years of industry know-how, Jendco is a leader in consultative selling.

“Our team will talk you through it if you are calling in and needing help,” says Jenny. “We really work to get customers educated and feeling more comfortable and confident in the product lines we carry, because we want to be an extension of our customers’ companies. We want their team to feel empowered, whether it’s through the information we provide on our website, or the information they get when they give us a call. So we really work to empower our customers to make the right decisions for their teams.”

Proud of its many accomplishments—including being ranked one of Columbus Business First’s Fast 50 in both 2015 and 2021—Jendco is about much more than business. Celebrating 30 years of service in late 2020, the company launched a new initiative: Jendco Gives Back. Described as “a program celebrating the rich heritage of non-profit service in the Columbus, Ohio area and beyond,” Jendco Gives Back shows the passion staff have about being involved in the community through volunteering or financial support. Jendco realized its customers also had different groups and passions that they were involved in, “and we thought that would be a wonderful way to give back to the community that we work in,” says Jenny.

Now, on the threshold of 35 successful years in business, the Jendco team plans to host a customer appreciation party and run a special in November to celebrate the milestone. Much has changed since the company was formed in 1989, yet Jendco’s family values and ongoing commitment to its staff, clients, and manufacturing partners remain as strong as ever.

“It is more than product for us,” explains Jenny, “it is about people wearing the products. It’s more than just dollars and cents, it’s about getting people home safe. We all have to work—that’s the necessary evil—and we might as well be comfortable and safe when we do it, because at the end of the day it’s our job to make sure everybody gets home safe to their family.”

The post More Than Product<p class="company">Jendco Safety Supply</p> appeared first on Construction In Focus.

According to RONCO’s Vice President of Marketing and Global Quality, Vani Kshattriya, in the safety industry, accidents happen because a worker sacrificed safety for comfort in a crucial moment. As a responsible safety company, one of the obligations that RONCO has to its end users is to develop products that provide both comfort and safety at maximum levels to minimize accidents. To this end, the company researches and develops new materials for the personal protective equipment (PPE) world and is at the forefront of innovation in its industry.

Since the company’s previous feature in Manufacturing in Focus in 2022, both RONCO’s workplace environment and its internal workings have changed considerably for the better. Two years ago, in the more immediate wake of the COVID-19 pandemic, RONCO was both very busy and had many of its employees working from home.

President Ron Pecchioli says that, when everyone is working independently of one another, they are less able to understand the full picture of what the company culture is trying to achieve; it is something best experienced together in person. Now, all workers are back under the same roof and are engaging in the RONCO spirit of camaraderie and collaboration as before. Director of Business Excellence Daniel Pecchioli points out that, at the beginning of this year, the RONCO team was redeveloped to foster a greater sense of internal competition that aims to increase the level of teamwork, especially across different departments.

The workforce continues to forge ahead with new and exciting PPE technology, and RONCO has also expanded its operations physically in the past two years, opening a new master distribution warehouse in Romania to serve its European customer base. It also opened an office in Vietnam that will provide help on the product development and management side, as well as with quality control and international business development.

Currently, RONCO is effectively utilizing both its internal and external know-how to benefit its operations. Vani says that the company’s ongoing partnership with McMaster University is a major boon in keeping it ahead of the technology curve. As one of Canada’s most prestigious research universities, McMaster encourages collaboration between its students and RONCO workers with the full resources of the university to help RONCO take up the latest developments in technology. In the last few years, McMaster and RONCO have partnered to create the Centre of Excellence for Protective Equipment and Materials (CEPEM), a wing consisting of industry partners and leaders who maintain awareness of compliance changes in the industry and meet with legislative bodies to stay at the forefront of any shifts in the market.

RONCO also works with CSA (Canadian Standards Association) on this front for endeavors like updating quality manuals to reflect the products produced for the Canadian market. To further help stay in compliance and on top of its quality, the company employs Hit & Miss, a homegrown system which keeps track of product lot numbers, supply chains, and where products go and who uses them. If anything happens at any stage, Hit & Miss can trace it.

As a PPE company, RONCO’s focus is always on how to make its equipment as safe and as wearable as possible for the end user. For example, cut resistance is an important factor for safety equipment due to the prevalence of cut hazards on a job site; today, the company boasts gloves with 21-gauge thickness, meaning the product is ultra-fine without compromising the safety aspect. “Products are becoming safer and provide [customers] comfort,” Vani says.

Fabric breathability is another concern for modern PPE. Since equipment like coveralls and chemical-protective clothing must be worn for 10- to 12-hour shifts, if the material cannot breathe, it is not optimal for the end user. Products like the XP 1800 coverall are liquid-resistant but still breathable for maximum comfort and protection.

RONCO also continues to make moves toward creating greener products for today’s more ecology-minded consumers. The business now features an entire product line called RONCO Earth, a line of sustainable products that is ever-expanding to meet the needs of a market more committed to sustainable materials. The first product of this line was introduced in 2020 and has since grown into a line of biodegradable PPE, intended to cut down on the amount of outdated PPE taking up space in global landfills. RONCO frequently makes use of plastic bottles in its manufacturing processes, including within its disposable and industrial glove ranges, another big move toward reducing waste and carbon emissions through good manufacturing practices.

The outlook for the PPE industry is currently very positive, especially now that COVID-19 procedures have been relaxed globally. Early in the pandemic, there were many players in the industry that flooded the market with products of varying quality. This abundance led to product demand becoming unstable and it was not a particularly steady time in the PPE market. Supply and demand have since stabilized but the supply chain is seeing difficulties now, leading to longer lead times and congestion across myriad industries. Ron Pecchioli explains that these problems are also due to the ongoing conflict in the Middle East and the supply chain should hopefully stabilize by the end of 2024.

Vani says that new and burgeoning partnerships help address these challenges in the market; RONCO has strong partnerships with manufacturers in many countries, as well as relationships that have endured since the company’s inception in 1996. “When you’re scrambling, good partners come to your rescue,” she says. As well, RONCO’s teams in countries like China (an area of the business that continues to expand) can keep their fingers on the pulse of the market, which can help spot problems coming farther down the road, so communication with these locations is imperative.

By the end of this year, more products will be introduced into the RONCO Earth line, and the company is already planning its raw materials for its line of products coming this winter. “Our team is very proactive; we don’t wait for information to come to us,” Daniel Pecchioli says. This approach can sometimes mean taking on a higher amount of risk, but it’s what the business feels it must do to deliver the final goods to its customers.

Elsewhere, the European expansion of RONCO will continue. The crew is eagerly anticipating its participation in an upcoming show in Romania this fall that will bring more developments to the international business development front. The company will also be aiming to improve its systems communications between itself and its customer base, with a bigger launch in this area coming later in 2024.

The feeling in the company currently is one of excitement and possibility as the RONCO brand continues to expand and improve—which can only mean good things for its customers for a long time to come.

The post Unified Toward Expansion and Innovation<p class="company">RONCO</p> appeared first on Construction In Focus.