Members of theMechanical Con-tractors Associa-tion of Toronto(MCAT) will once

again represent the industry in thesecond annual Ride to ConquerCancer.

For two days – Jun. 13 and 14,2009 –Toronto area mechanicalcontractors and suppliers will gearup to participate in this epic event.

“We are (participating in theRide) because we know that can-cer is too big a disease to ignore,”

By D. Capotosto, MCAT President, Gimco Ltd.

Continued On Page 2

Continued On Page 2

T

epic event

Industry LuncheonDraws Record Numbers

Continued On Page 2

president’s message

SAFETY ADVISORY

MCAT Members ToParticipate In 2009Ride To Conquer Cancer

M

Been ExposedTo Asbestos?

If you have been exposed toasbestos, you may qualifyfor a free test to check forlung cancer and mesothe-lioma – a cancer which can

be caused by asbestos.Princess Margaret Hospital’s

Mesothelioma Research Programis doing a study on early detectionof mesothelioma. If you qualifyto participate, you’re given a free

CT scan (or “CAT” scan) whichcan detect abnormalities.

No injections or medicationsare needed. The radiation dosefrom the scan is less than two rads– about the same as for a two-viewchest x-ray.

To qualify for the study, youmust:

• be 30 years or older;

I

said Matt Dimond, MCAT Teamcaptain. “It affects everyone,maybe you, me, our parents, chil-dren, siblings or friends. Sadly,maybe all of the above. But, byriding in this event we are doingsomething about it.

“We’re rolling closer and closerto the end of cancer. It’s an awe-some triumph in a physical senseand emotionally as well. It is agreat honour to know that thefunds we raise will be enablingThe Princess Margaret (hospital)

This Winter is turning out to be onelike no other before. We wait withcautious optimism as the buyers ofconstruction secure their financialcommitments for future projects. As

I draft this report in early February, MCA To-ronto Contractors have work lined-up for 2009,but the future appears to be uncertain. For nowwe must look beyond the doom and gloom weare bombarded with daily in the media, and waitpatiently for new life to be returned to the

economy.On a positive note, in early January we hosted

the largest MCA Toronto Industry Luncheonwith 309 representatives and their guests attend-ing. Delegates had an opportunity to chat andhave a picture taken with Rubin “Hurricane”Carter during the reception at the Crystal Foun-tain Banquet Hall on Jan. 14, 2009. After lunchthe crowd listened to how Carter, an innocentprofessional fighter, survived a 22-year jail term

Dr. Rubin “Hurricane” Carter

“Dare To Dream”

2 MCAT PIPELINE - Winter 2009

MCATBOARD OF GOVERNORS

PresidentD.G. Capotosto

Gimco Ltd.

First Vice PresidentV. Di Gaetano

Royal Mechanical Inc.

Second Vice PresidentD. Nayak

Sayers & Associates

TreasurerA.L. Prowse

H. Griffiths Ltd.

DirectorM.J. McGarvey

Ram Mechanical Ltd.

DirectorL. Carinci

Hi-Rise Mechanical

DirectorM. Battaglia

Battaglia Mechanical

DirectorS. Munro

Adelt Mechanical Works Ltd.DirectorB. Grist

Black & McDonaldDirectorB. White

Geo. A. KelsonEx-officio Director (GTECA)

P. SheridanPlan Group

Ex-officio Director (TSM)A. Defoe

Black & McDonaldEx-officio Director (MIAO)

J. FabingCustom Insulation Systems

Ex-officio Director (ORAC)D. Honsberger

Ontario Refrigeration & AirConditioning Contractors Assoc.

PIPELINE is a “marketing andinformation periodical” publishedfor the Mechanical ContractorsAssociation of Toronto by PerksPublications Inc.

Publisher: Mike NoskoEditor: Tanja NowotnySales: Cathie Fedak

Advertising in PIPELINE isrestricted to member companiesof MCAT.

ppiPERKS PUBLICATIONS INC.3 Kennett DriveWhitby, Ont. L1P 1L5Tel: (905) 430-7267Toll Free: 1-877-880-4877Fax: (905) 430-6418E-mail: cathie@perkspub.comWeb Site: www.perkspub.com

MECHANICALCONTRACTORSASSOCIATION OF TORONTO50 Acadia Ave., Suite 302Markham, Ont. L3R 0B3Tel: (416) 491-9004Fax: (416) 491-9007E-mail: McCabe@mcat.on.caWeb Site: www.mcat.on.ca

Continued From Page 1president’s message

after being wrongly accused, convicted and sen-tenced to three life terms - narrowly escaping theelectric chair. During his imprisonment, his mes-sage continued to focus on never giving up. Uponhis release Carter became a civil rights activistand champion for the “wrongly accused.”

I am pleased to report MCA Toronto will beworking with our partners at U.A. Local 46 toconduct a Management and Union Steward Con-ference on Mar. 7, 2009, entitled “Moving For-ward.” The conference will have two very popu-lar speakers as the headliners – Mr. Mark Breslin,author of “Survival of the Fittest” and “Organizeor Die,” and Mr. Bob Blakely, director of Cana-dian Affairs of Building and Construction TradesDepartment in Ottawa. Both are no-nonsensespeakers who tell it like it is. The United Asso-ciation and MCA Toronto are inviting their peo-ple to attend this very informative session. I en-courage MCA Toronto Members, owners,project managers, estimators and foremen to at-tend.

We believe, as times may get more challeng-ing, that we must continue to train our adminis-

Continued From Page 1

to help and hopefully cure some-one of cancer.”

The Ride will see cycling en-thusiasts ride over 200 kilometresfrom Toronto to Niagara Falls.Day one will see participants ridealong Lake Ontario from To-ronto as they head towardsMississauga and then north-westto Halton Hills. From there, rid-ers will make their way towardsDundas / Ancaster. The coursewill be ridden on a combinationof city streets and country roads.There will be pit stops set upevery 25 to 30 kilometres beforeparticipants reach camp in theHamilton area on Saturday night.

Day Two will see riders travelup the Niagara escarpment andalong country roads that will of-fer a view of the entire GoldenHorseshoe. From there partici-pants will meander through winecountry along roads leading to-wards the Welland Canal. Theride will wrap up at Canada’smost famous natural wonder,Niagara Falls where the finish lineand closing ceremonies will beheld.

Money raised for The Ride toConquer Cancer will benefit ThePrincess Margaret hospital, one ofthe top five cancer research hos-pitals in the world. Funding willgo towards high content clinicaltrials such as the world class tu-

Ride To Conquer Cancer

Continued From Page 1

• have had exposure to asbes-tos at least 20 years ago or havedocumented pleural plaques;

• be in general good health;• have had no cancers (except

non-melanotic skin cancer).Early detection is the best hope

for those with mesothelioma.Typically, the cancer takes manyyears to develop, but once it does,it is usually fatal. If caught earlyenough, patients can benefit fromtreatment options and increasetheir chance of survival.

To learn more, call the programat (416) 340-5686.

Been ExposedTo Asbestos?

Aecon Group Inc. is pleasedto announce the proposed ac-quisition of Lockerbie & HoleInc. The transaction is expectedto be complete in early April2009.

“We quickly saw that theAecon and Lockerbie manage-ment teams share a commonset of values, and that the in-creased scale and breadth of thecombined company will pro-vide a great environment forthe continued growth and de-velopment of the Lockerbieteam,” said Gordon L. Panas,Lockerbie’s president andChief Executive Officer. “Thecomplementary skills and ex-perience of Aecon andLockerbie mean that we willbe able to offer more inte-grated services to our clients,and thus provide an evenstronger platform for the con-tinued growth of our business.I believe the combination ofLockerbie and Aecon is a com-pelling strategy.”

“This transaction brings sig-nificant opportunities to lever-

age the complementary skillsand client relationships ofboth companies, includingbringing Aecon’s civil andutilities capabilities to aug-ment Lockerbie’s water/wastewater and mining opera-tions, as well as applyingAecon’s power generation ex-perience to Lockerbie’s marketstrength in the west,” said ScottBalfour, Aecon’s president andChief Financial Officer.

Upon completion of thetransaction, J.D. Hole, chair-man of Locerbiew & Hole, willjoin Aecon’s Board of Direc-tors, while Gordon Panas willjoin Aecon as executive vicepresident and Chief FinancialOfficer.

The combined companywill employ approximately9000 people during peak con-struction, including approxi-mately 1500 full time salariedemployees (1100 from Aeconand 400 from Lockerbie) andapproximately 7500 hourlyemployees (5000 Aecon and2500 Lockerbie).

Lockerbie & HoleTo Join Aecon

NEWS FLASH

trative and field staff to endure leaner times. OurMCA Toronto Educational programs twinnedwith an extensive JTAC Educational roster willassist us as we deal with our existing customersand tap new markets in order to move forward.

We are always open to suggestions and wel-come your ideas for future seminars and educa-tional programs. As we move ahead, I believeMCA Toronto is in a position to assist in han-dling the needs of our membership. I look for-ward to working with the many committees inorder to meet the challenges that lay ahead.

mour bank, an advanced molecu-lar profiling laboratory, and adrug development program. ThePrincess Margaret will also be ableto put funds to work for otherprograms like cancer stem cell,cancer metabolism andmicroenvironment, immuno-therapy, lung cancer and prostratecancer programs.

The Ride is geared towards eve-ryone from the average weekendwarrior to accomplished cyclists.It will be a challenge, but that’sexactly what makes it so meaning-ful. In order to participate, eachcyclist must raise $2,500.

Currently, MCAT team con-sists of the following representa-tives from Adelt MechanicalWorks, Anvil International,Crane Supply, Desco, DobbinSales Ltd., Geo. A. Kelson andNoble Trade: Matt Dimond,Team Captain; Pino Alonzi,Michael Anderson, VinceBaggetta, Brenda Barrett, TerryBarrett, Tom Bissegger, JasonBoyd, Peter Boyes, ClaudiaCasciato, Doug Charlton, DanielDavid, Keith Davidge, PalmaDisciullo, Nelson Elliott, CollinEngel, Marc Forrest, MarkGettler, Steve Goldie, Cam Hall,Robert Hughes, Frank Iafano,Glen Kellaway, Phil Kelly, BruceLaing, Christine Laing, CarolineLake, Jon Leeson, Frank Leone,

Ken Marks, Hailey Meslin, RickMeslin, Scott Munro, AndyNascimento, Thor Pedersen,

Irving Powell, Andrew Sinclair,Michael Storfer, Robin Storfer,Douglas Svastal and MichaelWarne.

The goal of the team is to raise$108,800.

If you would like to donate to thishistory-making event, please visitwww.conquercancer.ca or contactMatt Dimond atmattdimond@sympatico.ca.

MCA Toronto Past Presidents (from left) Tom Shainline (1993 - 1995); HarrySlade (1995 - 1996); Rod Kelson (2005 - 2007); Bud McWatters (2003 - 2005);Albert Salvatore (1999 - 2001); and Bob Hoare (2001 - 2003).

MCAT PIPELINE - Winter 2009 3

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SERIES: PART TWO

Continued On Page 4

Following is the sec-ond of three partsdetailing the impor-tance of Division 15.

(4) MAJOR SYSTEMSWithout mechanical systems

the building is simply an emptycontainer. That’s why Division 15items make up the bulk of anyproject budget:

• Site Services;• Plumbing Systems;• HVAC Systems;• Fire Protection Systems;• Control Systems;

‘Yes’How Many ReasonsDo You Need To Say

To Division 15?Without Mechanical Services,

A Building Is Just An Empty Shell

F it is to plan it out of existence withinsightful scheduling and team-work.

For the benefit of the construc-tion and design teams, Mechani-cal Contractors give a single con-solidated master schedule for themajor portion of any project –mechanical services which coverthe Division 15 trades.

There is another depth ofscheduling as well, the one thataddresses logistics and on site strat-egy. Two hundred ton chillers, forinstance, are not manufacturednext door, and they’re not avail-

mediate installation requires team-work, co-operation and planningbetween the Mechanical Contrac-tor and the other trades. That’sstrategy.

Successful schedule manage-ment depends on knowing theprecise sequence in which compo-nents must be put in place andexactly how long it takes to ac-complish a given task.

(6) INTERFERENCEThere is a leap of imagination

between a rectangle on a drawingand a site assembled air handling

able from inventory. Getting oneon location at a specific hour on aspecific day requires tight co-op-eration and teamwork betweenthe Mechanical Contractor, themanufacturer, the shipper, themunicipality, the weather and thetraffic. That’s logistics.

Making certain that the unitcan go straight from the flat bedto the intended location for im-

• Refrigera-tion Systems;

• Insulation;• Specialized

Process Systems(medical gas orhydraulics).

The Me-chanical Con-tractor is a singlesource of au-thority on thesecomplex vital el-ements. For thebuilding to func-tion at all, theymust work as anentity. Installa-tion is morethan just boltingdown a piece ofequipment, running power to itand then going on to the next task.This is exactly what happenswhen no one has assumed the re-sponsibility to co-ordinate Divi-sion 15 system services.

(5) SCHEDULINGIn a complex environment like

a construction site there can be noconfusion. The best way to avoid

unit sitting in ane q u i p m e n troom. The leapstretches fromthe engineer whoprepared thedrawing to thetradesman whotightens the finallug.

There are nu-merous engi-neers, architectsand designers in-volved on a ma-jor project.That’s becausethe amount ofdetail is stagger-ing, with admin-istration, legali-

ties, physics, design and econom-ics of a project.

There is only a MechanicalContractor between them. Withtheir combined backgrounds,they take lines and symbols onpaper and turn them into reality.

The industry’s pace of advance-ment and change, as well as gov-ernment legislation has meant that

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some elements of plans are datedbefore they are complete. Elimi-nating these anomalies is impos-sible. Because while you redesignthem, something else is bound tochange. Trying to keep abreast ofproduct developments and changeis a waste too, because someoneis already doing that; the Mechani-cal Contractor who assumes theresponsibility for the installationand start-up of the project sys-tems.

(7) FINANCIAL STABILITYAt the start of a building

project one assumes a load of le-gal baggage. To keep that load aslight as possible, one can’t includefinancially ailing participants. If anactive team member defaults,there is a scramble to replace theservice lost and everyone’s sched-ule is set back. There are also le-gal matters to divert managementtime and resources.

How does one see inside thearmy of subcontractors to knowif each has the resources to see itthrough a major project? It re-quires familiarity with everycompany who tenders. No mat-ter what the state of their financessome projects are simply too bigfor some companies.

When Mechanical Contractorsassume responsibility for the me-chanical services on a project, theyassume full financial responsibil-ity for everyone in Division 15 aswell. Any headaches encountered

are theirs. But, they have stronglyestablished relationships to drawon, allowing them to assemble ateam that won’t let the projectdown.

Mechanical services representDivision 15 trades that make upthe bulk of a project’s budget andeffort. Bringing them togetherunder an effective and stable um-brella of responsibility makessense.

(8) ECONOMICSModern construction is ex-

tremely complex, so it followsthat its economics are too.

On a modest project up to 30different trades can be involved.Contact with these groups beginsat the tendering stage and extendspast completion of the buildingsome months later. Virtuallyevery action and piece of materialon the site has an associated dol-lar value, so there can be no al-lowance for confusion.

The scope of individual crewsand vendors is limited to theirown area of responsibility, sostrong central co-ordination isabsolutely vital.

The single most powerful man-agement tool that the construc-tion and design teams have, is in-tegrating financial responsibilityinto blocs. Its benefits start imme-diately. Instead of a series of frag-mented bids for mechanical serv-ices, there is only one to be re-viewed.

The Division 15 trades look tothe Mechanical Contractor as acommon control point. The alter-native is to deal individually withall the trades. This has its ownhard costs, and the number ofparties to co-ordinate jumps fromone to a multitude.

(9) LOWER CO-ORDINATING COSTSThere is a precise sequence to

assembling a building and its ma-jor sections – similar to an assem-bly line. One or more of the tradesare responsible for each se-quence. Each action and piece ofmaterial is indexed to time andmoney. Jump the queue in anyline and the results are reflectedin dollars throughout the entiresystem.

Mechanical services form a spe-cial case. It touches on every fieldof engineering and all the othertrades present as well. Every roomand section of a building accom-modates a mechanical device, soall the trades in Division 15 areinvolved in the sequence of everyelement of construction.

Mechanical Contractors havethe skill to eliminate problemsarising from impropersequencing. They take full respon-sibility for their decisions.

Part Three will outline the fi-nal six reasons to support Divi-sion 15. These include Commis-sioning; Warranty; EstablishedRelationships; Jurisdiction; Archi-tects and Engineers Want it!

How Many Reasons Do You NeedTo Say ‘Yes’ To Division 15?

2008 / 2009MCAT / Consulting Engineers

CommitteeThe following individuals comprise the 2008 / 2009 MCAT /Consulting Engineers Committee:

Al Little, ChairGeo. A. Kelson(905) 898-3400

Burney GristBlack & McDonald(416) 366-2541

John LowdenThe Mitchell Partnership(416) 499-8000

Mike LoughryH.H. Angus(416) 443-8200

Bob SilbersteinModern Niagara(416) 749-6031 x. 227

Scott MunroAdelt Mechanical(905) 812-7900

Clive LaceyCrossey(416) 497-3111

Bruno RossiGimco Ltd.(905) 475-2920

Doug SmithSmith & Andersen(416) 467-8151 x. 309

John FergusonHidi Rae(416) 364-2100

MCAT PIPELINE - Winter 2009 5

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SPECIAL FEATURE

Continued On Page 6

The ConstructionSafety Association ofOntario (CSAO) hasdecided to make aninformed estimate ofthe costs of an injury

as there is little information avail-able for employers. Following isa fictional scenario that showshow even a relatively minor lost-time injury could end up costingcompanies thousands of dollarswithin a few days.

THE SCENARIOA crew of eight workers and

Mike, the supervisor, were brac-ing formwork for an upcomingconcrete pour. Some workers hadto carry wood from a stockpile tothe forming area. The way to theforming area was cluttered withscrap wood and other construc-tion debris.

In the morning, John, one ofthe more experienced workers,was carrying wood from thestockpile and tripped over somescrap. As he fell, his knee twistedand hit the ground, and John top-pled onto his shoulder. When hetried to get up John could not putany weight on his leg. His knee

Direct Costsof An InjuryIn this scenario, CSAO estimates the direct coststo an employer of a relatively minor injury

started to swell. His shoulder wassore but he could still move it.

Mike took John to the nearest

hospital. By the time they arrived,John found it hard to bend his

T

FIGURE ONE.

6 MCAT PIPELINE - Winter 2009

Continued From Page 5

Direct Costsof An Injuryknee. He had to have an x-ray.The doctor recommended thatJohn stay off his feet until a spe-cialist could review the x-ray.The specialist had to be arrangedthrough John’s family physi-cian.

Because of all this, Johncould not return to work forseveral days. When a workercannot report back to the nextshift due to an injury sus-tained at work, the WSIB con-siders the case a lost-time in-jury. Company managementhad to replace John temporar-ily, and they also had to fill outpaperwork.

FOCUS ON SAFETY

(1) Appoint “competent per-sons” to supervise the work

• Supervisors are the oneswho set the day-to-day prioritiesand direction of the work. As thelink between management andworkers, they may be your mostimportant employees for deter-mining the health and safety con-ditions on site.

• As an owner, you are legallyobligated to appoint a competentperson as a supervisor. Evaluatecandidates’ health and safety cre-dentials before hiring.

• The Occupational Health andSafety Act defines a “competentperson” as someone who is:

- qualified to organize thework;

- familiar with applicable legis-lation;

- knowledgeable about actualand potential dangers in theworkplace;

• Consider sending your su-pervisors to CSAO’s Basics of Su-pervising Course.

(2) Implement a health andsafety program

• It’s your legal responsibilityto develop and implement a healthand safety program. It containspolicies and procedures that guideyou and your employees in pre-venting injuries and illness is pre-ventable.

• You must post a copy ofyour health and safety policystatement at the workplace. Min-istry of Labour inspectors havethe right to see your program.

• If you don’t develop the pro-gram by yourself, assign a com-petent person to do it under yoursupervision.

• The program must be spe-cific to your company. It must setout responsibilities and describesafe practices for your work.

• Train your employees onthe program and document thetraining.

• Back up your program witha progressive discipline policy thatreinforces the importance youplace on safety. Don’t tolerate

The Five EssentialResponsibilities ofOwners & Managers

unsafe practices and use your dis-cipline policy when necessary.You will send a clear messageabout what you expect.

(3) Participate actively, leadby example

• Walk the talk. When you goout on site, comply with the lawand your own safety rules. Thesame rules should apply to every-one.

• Make a point of personallyparticipating in health and safetymeetings, inspections, orientationsessions and safety talks. This willsend a strong message to workers,subcontractors, supervisors andclients.

• Don’t be a stranger. Showup on site. Perform unplanned in-spections dedicated to health andsafety issues.

• Consider attending CSAO’shalf-day course ManagingHealth and Safety.

(4) Set achievable goals• Take small steps for success.

Your company probably isn’tperfect, so set achievable goals forimprovement over the nextmonth. For example, plan todocument one safe practice over

the next month. For your super-visors, goals could include per-form one safety inspection orsafety talk per week. For work-ers, goals could include wearingthe required personal protectiveequipment and everyone tying offon roofs.

(5) Ensure new workers areoriented

• By “new workers,” we don’tmean only young workers. Any-one new to your particular site isa new worker, and needs an ori-entation to the work and its haz-ards. The construction workforceis transient. Make sure everyoneknows your expectations forhealth and safety.

• Participate in stafforientations. Emphasize yourcommitment to health andsafety, and make it clear thatyou expect everyone to followyour program. If you delegatethe responsibility of orientingworkers, ensure that you givethe job to a competent personwho will communicate yourpriorities clearly.

- Reprinted from the Fall 2008issue of CSAO’s Construction Safetymagazine.

THE COSTSThe CSAO

has estimatedsome of theimmediate, di-rect costs ofthis injury inFigure One.They are basedon a conserva-tive estimate of$50 per hour.They do notinclude any ofthe medium-or long-termcosts associatedwith an injury,such as a WSIBs u r c h a r g e ,Ministry of Labour fine, pro-duction delays, time spent oncontinued paperwork or accom-modation for the injuredworker when he or she returnsto the job. It’s actually verypossible that your long-termcosts would be greater than theimmediate ones.

CSAO encourages employ-ers to estimate for themselveshow much this kind of injury –a relatively minor one – wouldcost them. Then, imagine if theinjury was more serious, suchas a worker falling from a lad-der or being hit by a reversingtruck.

PREVENT THE INJURIES –AND THE COSTS

From a financial perspective,it is simply cheaper to preventinjuries in the first place than to

pay for them after they occur.Take the sample scenario.

Some simple and very inexpen-sive things could have pre-vented John’s injury. For ex-ample:

• The employer could havescheduled a 10-minute house-keeping period at the end ofeach day – or when needed, asdetermined by the supervisor.Everyone would pitch in tokeep the jobsite clean.

• Mike the supervisorcould have explained to theworkers that cleaning up is eve-ryone’s responsibility, and thathe expects all work areas and

paths to be clear of scrap.• Every week or so, Mike

could have reminded workersabout housekeeping during thefive-minute safety talk hepresents before the start of eachday.

• The employer could havemade housekeeping part ofregular jobsite inspections.

These actions could havehad financial benefits beyondpreventing John’s injury. Mostworkers will tell you that aclean, well-organized and safejobsite is a more productivejobsite.

For a wealth of free informa-tion on how to prevent injuriesand their costs, visitwww.csao.org.

- Reprinted from the Winter2008/2009 issue of CSAO’sSafety magazine.

MCAT PIPELINE - Winter 2009 7

BUSINESS NOTES

The outlook for theCanadian economyhas clearly taken aturn for the worsegiven the dramatic,ongoing financial

market crisis in the United Statesand around the world. The U.S.economy appears to have suc-cumbed to a recession, with Eu-rope, the UK and Japan not farbehind. While Canada is in a bet-ter position, overall economicgrowth will be substantiallyweaker then previously antici-pated. Canada’s economy con-tracted in August with real GDPfalling by 0.3 per cent. Overall, itis expected that the third-quarterwill be above zero, but not bymuch.

Most of the current economicforecasts are assuming the historicactions being taken by centralbanks and governments aroundthe world and will ultimately besuccessful in restoring investorconfidence and bringing normalcyto financial markets. It is, there-fore, widely-anticipated that a re-covery will start in the latter partof 2009. The Bank of Canada an-nounced that it expects growth torebound to 3.4 per cent in 2010.However, the ever-increasing un-

InfrastructureSpending CouldBuild Buffer BetweenCanada & Recession

certainty and the global nature ofthis economic shock led to at leastone major forecaster to revisedown its 2008 and 2009 economicforecasts and consider it likely thatCanada will formally tip into arecession at the end of this year(2008), which it did.

Ontario is particularly im-pacted by the ongoing crisis in theUnited States. One bank econo-mist suggests “the vortex createdby the likely descent of the U.S.economy into recession will bevirtually impossible for Ontarioto withstand.” Although Ontario

may technically avoid a recession,defined as two consecutive quar-ters of negative GDP growth; itmay not feel like we have avoidedanything. While the Ontarioeconomy should continue to ben-efit from public infrastructureprograms, low interest rates andfiscal relief from the federal gov-ernment, overall performance isexpected to be the weakest sincethe recession of the 1990s withreal GDP growth forecast at zerothis year and 0.2 to 0.6 per centnext year.

Infrastructure investments cancreate a vital economic stimuluswhile providing long-term ben-efits for communities. Infrastruc-ture spending is expected to behigh on the wish list of Premiersas they discuss the global eco-nomic crisis with Prime MinisterHarper in advance of the G20 eco-nomic summit in Washington.Municipal leaders have also beenadvocating continued infrastruc-ture spending. In a recently re-leased report, the Federation ofCanadian Municipalities states“injecting about $8 billion alreadycommitted by Ottawa, the prov-inces and the cities to infrastruc-

T

Continued On Page 8

8 MCAT PIPELINE - Winter 2009

ture projects through 2010 wouldcreate 92,000 jobs and expand theeconomy by one per cent.” Thereport further says accelerating $1billion in infrastructure spendingwould have the same impact as a$1 billion tax cut. Transport Min-ister John Baird, who is responsi-ble for the infrastructure file, hasmade clear his intent to speed upfunding, but has warnedstakeholders not to expect Ottawato boost spending beyond whathas already been set aside.

Inflationary pressures are ex-pected to ease significantly relativeto where things were in July. Core

Continued From Page 7

Infrastructure Spending Could BuildBuffer Between Canada & Recession

inflation is projected to remainbelow two per cent until the endof 2010. Total CPI inflation isexpected to have peaked duringthe third quarter of this year andthen fall to below one per cent inmid-2009. The Bank of Canadapredicts inflation will return tothe two per cent target by the endof 2010. The Bank, however, cau-tions that some further monetarystimulus will likely be required toachieve the two per cent inflationtarget and that there are significantrisks, both upside and down totheir inflation projection.

Finally, one positive factor for

the construction industry result-ing from this economic malaise isthe retreat of commodity prices.As most construction materialsare commodity-based, lower com-modity prices will help to reducethe volatility in construction ma-terial inputs. However, don’t ex-pect an immediate decline in ma-terial costs as many suppliers havesigned raw material contracts thatincorporated the huge leaps incosts over the first half of the year.

- Reprinted from the November2008 issue of the Ontario Construc-tion Secretariat’s Eye on ICI news-letter.

Over the first nine months of 2008, ICI build-ing permit values totalled just over $8.8 billion,up 5.3 per cent over the record values set overthe same period in 2007.

However, unlike last year, the value of build-ing intentions did not increase in all three sec-tors. Industrial permits were down almost 19 percent over last year, during which auto sector in-vestment propelled industrial permit values to arecord $1.9 billion. Building intentions for fac-tory and plant construction were down some 30per cent over the first nine months of the year.In total Ontario industrial building permitsamounted to $1.5 billion in the first three quar-ters of 2008.

Total commercial sector building intentionswere up a modest 4.9 per cent, to $4.46 billion inthe first nine months of the year, spurred on byincreases in the permit values of the hotel, ware-house and trade and services segments. Although2.3 per cent lower than in the first three quartersof 2007, office buildings continue to make up thelargest portion of commercial building intentions,valuing $1.39 billion, and accounting for approxi-mately 31 per cent of total commercial permitvalues in Ontario.

A 29 per cent increase in the value of hospi-tal/medical building permit values helped pro-pel the total value of institutional building inten-tions to $2.86 billion, an increase of 22 per centover the same period in 2007. Hospital buildingpermits total just over $1 billion over the firstnine months of 2008, while building intentionsin the educational sector increased 23 per cent tojust over $1.15 billion.

ONTARIO REGIONAL PERMITSTotal building intentions may have been up

over the first nine months of 2007, but there aresome clear differences across Ontario’s regionsand between sectors. The institutional sector wasthe lone sector to record increases in the value ofbuilding intentions in all five economic regions,

while the value of industrial intentions was downin every region with the exception of CentralOntario.

Northern Ontario ICI building permits wereestimated at $516 million for the first ninemonths of 2008, up 16 per cent compared to2007.

Commercial building intentions, clusteredprimarily in the Sudbury region, increased al-most 58 per cent to $176 million over the firstnine months of 2008. The robust economicgrowth spurred on by recent bonanza in com-modity prices in Sudbury has contributed to in-creased building activity in the city’s hospital-ity, retail and recreation building permits.

A $175 million bump in institutional build-ing intentions in the third quarter propelled to-tal year-to-date institutional values to $264 mil-lion, a modest 4.6 per cent increase compared tothe same period in 2007.

The total value of ICI permits in EasternOntario was estimated at $912 million for thefirst nine months of 2008, down 9.3 per centcompared to 2007. Building intentions increasedonly in the institutional sector to total just over$376 million, an increase of 14.6 per cent over2007 values. The increase was driven by the

Continued On Page 11

Third Quarter: Economic UpdateRegional Building Permits

MCAT PIPELINE - Winter 2009 9

While certain areas of theconstruction industry are more

buoyant than others, there has clearlybeen a change in attitude sparked by

the economic downturn. As such,owners, contractors, subcontractors,and suppliers must ensure that theytake the appropriate steps to limit

their risk.

LEGAL NOTES

Continued On Page 10

Over the past several months,we have seen a major change inthe economy. All sectors of theeconomy have been affected in-cluding the construction industry.While certain areas of the con-struction industry are more buoy-ant than others, there has clearlybeen a change in attitude sparkedby the economic downturn. Assuch owners, contractors, subcon-tractors and suppliers must ensurethat they take the appropriatesteps to limit their risk. Set out

ConstructionCrunch

By HOWARD WISE,Partner, Goodmans LLC

lized and that the contractor ispaying its subcontractors.

(3) Is the account being paid in full?Is the invoiced amount being

paid in full? On a financed con-struction project, the billings aregenerally approved by a paymentcertifier and draws are based onthose certifications. Assumingthat one’s work has been certified,there is no reason that the fullamount of the certificate as it re-lates to a certain portion of thework does not flow through tothe contractor or subcontractorwho performed the work. Partial

to the provisions of the contractto determine what constitutes adefault.

(5) Is there a labour and materialpayment bond?

A labour and material paymentbond is intended to address non-payment from the contractor orsubcontractor supplying the bond(“Principal”) to its trades or ma-terial suppliers. Where a generalcontract calls for a labour andmaterial payment bond, that bondwill respond in the event the con-tractor fails to pay its sub-trades.It is most often the sub-trades

payment of an account, at anylevel of the construction pyramid,may be cause for concern.

(4) Is there a performance bond inrespect of work being performed?

A performance bond is secu-rity that is provided to address thesituation where the party con-tracting for the labour, servicesand materials, encounters a defaulton the part of the person supply-ing the bond (“Principal”). If thePrincipal under the bond defaultsunder the contract, the perform-ance bond provides security toensure completion of the contract.In the event of a major default bya contractor, subcontractor orsupplier, having a performancebond will go a long way to en-sure completion of that defaultedcontract. One must have regard

below are 10steps that own-ers, contractors,subcontractorsand suppliersshould consider:

(1) What are thepayment terms?

During thecourse of the lastfew years, pay-ment termshave, in manyinstances, beenextended outfrom 30 to 60days and be-yond. If possi-

with privity ofcontract with thec o n t r a c t o r(claimants underthe bond) whoare entitled tolook to the la-bour and materialpayment bondfor payment ifthe Principal de-faults. It is impor-tant to note thatfor manyprojects, bondsare not necessar-ily provided andthe subcontractoror supplier of

ble, one should attempt to shortenthe payment terms. Obviouslycash flow is important to any con-struction project and the soonerthe funds work their way into theconstruction pyramid, the betterfor all. As such, on all new work,contractors, subcontractors andsuppliers should be negotiatingthe most favourable terms of pay-ment to ensure an orderly and pre-dictable cash flow.

(2) Are the payment periods beingmissed?

Any delay from the agreed pay-ment periods is a cause for con-cern. When payment extendsfrom 30 to 45 days or from 60 to75 days, it is often a sign that thereare cash flow issues. The ownershould be satisfied that the fundsit advances are being properly uti-

materials may not be able to lookto a bond in the event of a con-tractual default.

(6) Have the bonds been signed,sealed and delivered?

Performance and Labour andMaterial Payment Bonds must besigned, sealed and delivered in or-der to be effective. Case law hasheld that where the bonds werenot signed, sealed and delivered,they could not be called uponwhen a default occurred.

(7) What is the status of paymentfrom the owner to the contractor andfrom the contractor to the subcon-tractor?

Various lien legislation allowsa person who supplies labour,services or materials to a project

10 MCAT PIPELINE - Winter 2009

“I am hesitant to send

my people to the MCA

Educational Classes in

case I lose them!”

Contractor #1

“I am afraid not to send

them to the MCA

Educational Classes in

case they stay.”

Contractor #2

to request certain informationunder the relevant lien act. Thisincludes the current status of ac-counts, holdback amounts, as wellas obtaining copies of any labourand material and payment bonds.(See, for example) Section 39 ofthe Ontario Construction LienAct.

(8) Is there construction financing?A search of title will help dis-

close whether or not a givenproject is being financed throughconstruction financing. Variouslien acts address priorities betweenlien claimants and constructionfinanciers. Lien legislation alsoaffords one who supplies labour,services and materials to the im-provement to obtain informationfrom the financier in respect of thestatus of the mortgage financing.

(9) Have liens been registeredagainst the property?

Non-payment to trades may bea sign that the owner, contractoror subcontractor is encounteringcertain financial difficulties. Ofcourse this is not determinativeand there are many reasons andissues that may result in non-pay-ment to a contractor or subcon-tractor. However, the registrationof numerous liens may be a signof other problems on a project,leading to further enquiry. Con-ducting searches of title during thecourse of a project is a relativelyinexpensive way of determiningwhether or not there are poten-tial payment issues that have re-sulted in liens being filed againstthe property.

(10) Has Notice been given under theContract?

Regardless of where one is situ-ated on the construction pyramid,one should ensure that, to the ex-tent there are notice provisions

Continued From Page 9

under the Contract, Subcontractor Purchase Order, the appropri-ate notice is given pursuant to thatagreement. Failure to give notice,while necessarily fatal, may preju-dice or impair one’s ability to re-cover should a claim be required.

If you have any questions withrespect to the foregoing, please do nothesitate to contact Goodmans atwww.goodmans.ca or e-mail:updates@goodmans.ca.

Construction Crunch

NEW CERTIFICATE

Construction Healthand Safety Officer

The Construction Safety Association of On-tario (CSAO) has launched a new ConstructionHealth and Safety Officer (CHSO) certificate. Itrecognizes an individual’s practical constructionknowledge and experience in a range of healthand safety topics.

Most other provinces have a “safety officer”type certificate program, similar to Ontario’s cer-tification of members of joint health and safetycommittees (JHSCs).

Some projects in other provinces require some-one on staff to have a safety officer certificate.Frequently, people from Ontario have had tocomplete safety officer training in other provinceswhere their JHSC certification was not recog-nized. Now that Ontario has this new CHSOcertificate, workers will be able to make asmoother transition to work in other provinces.

(The CSAO’s CHSO will be recognized inother provinces but you will not be able to re-ceive another province’s safety officer certificatewithout completing that program’s particularrequirements).

For those staying in Ontario, the CHSO cer-tificate provides special recognition for success-fully fulfilling the course and experience require-ments. The certificate’s pre-requisite courses pro-

CSAO’s new certificate recognizes bothexperience and classroom training

vide the next step up for those who want morethan a very basic awareness of hazards and con-trols.

When CSAO compared other province’ssafety officer programs to Ontario’s JHSC certi-fication, the main thing missing was a session onauditing. To fill this gap, CSAO has begun offer-ing a new course called Basic Auditing Principles.In all, prospective Construction Health andSafety officers will need to complete the follow-ing courses before applying:

• WHMIS• Basic Fall Protection• Construction Health and Safety

Representative• Construction Sector-Specific Training• Simulated Hazard Analysis• Basics of Supervising• Basic Auditing Principles• First Aid and CPR.Moreover, applicants must have a minimum

of five years of construction experience beforethey apply.

The application requires a non-refundable feeof $52.50 for those in Ontario construction, or$157.50 for others.

For more information, visit www.csao.org.

MCAT PIPELINE - Winter 2009 11

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“installation-ready” couplings

The NEW performance standard!

Installs in LESS THAN HALF the time of the original grooved coupling.

Third Quarter: Economic UpdateRegional Building Permits

Burney Grist, ChairBlack & McDonald(416) 366-2541

Bob PhilipRoyal Mechanical Inc.(905) 857-7002 x. 222

Bob KilmartinComstock Canada(905) 678-0004

MCAT 2008 / 2009Standard Practice Committee

The following individuals comprise the 2008 / 2009 MCAT Standard Practice Committee:

Don SmithEnglish & Mould(905) 857-7778 x. 227

Craig PickeringModern Niagara Toronto Inc.(416) 749-6031 x. 259

Charles WiebeGlaholt LLP(416) 368-8280

March 1 to 5 – MCAA Annual Convention – JW Marriott Desert Ridge Resort & Spa, Scottsdale,Ariz. For additional information and to register please visit www.mcaa.org.

March 7 – MCA Toronto and U.A. Local 46 – “Moving Forward” seminar – Pearson ConventionCentre.

March 13 – IPEX Inc. plant tour.

March 23 to 30 – MCA Ontario Annual Meeting / Conference, Royal Decameron Beach Golf andSpa, Gamboa Rainforest Resort, Panama.

April 23 to 26 – ORAC Annual General Meeting – Westin Harbour Castle, Toronto, Ont.

June 18 – MCA Toronto Golf Classic – Kleinburg Golf Club.

September 18 – 20 – MCA Toronto Annual General Meeting – Deerhurst Resort, Huntsville, Ont.

September 26 to 29 – MCA Canada Annual General Meeting – Marriott, San Francisco, Calif.

* Courses / seminars will be held in MCA Toronto’s classroom located at 50 Acadia Ave., Suite 302,Markham, (Warden & Steeles).

strong value of intention in theKingston region in the secondquarter and a spike in the value ofSeptember permit values in theOttawa region.

In the commercial sector, thepermit values totalled $439 mil-lion for the Eastern region, downalmost 19 per cent compared tothe same period in 2007. A de-crease in the value of building in-tentions for large office projectsin the Ottawa region pulled downOttawa commercial permit valuesby 26 per cent compared to the

first half of 2008. Industrial per-mits made up the smallest com-ponent of ICI building intentionsover the first nine months of 2008,totalling only $96 million, a 29 percent decrease compared to thesame period in 2008.

ICI permit values managed torecord a slight increase in theGTA compared to 2007. Thevalue of ICI building permits in-creased 2.5 per cent to $4.3 billionover the first three quarters of thisyear. Much of the strength camefrom a three per cent increase in

the value of commercial permitsespecially in the first quarter of theyear. Hotel and condominiumbuilding intentions continue to bethe main driver of growth. How-ever, with many condo and officetower projects now underwayacross the GTA, it is unlikely thatthe market can continue to keepup the pace witnessed in 2007 and2008, into 2009.

- Reprinted from the November2008 issue of the Ontario Construc-tion Secretariat’s Eye on ICI news-letter.

Continued From Page 9

David BelluzBering Mechanical(416) 231-1414 x. 222

Terry WarrenE.S. Fox Ltd.(905) 354-3700

Brian EdmundsHKMB Insurance Brokers(416) 221-9840 x. 250

For more information regarding the above, contact: The Mechanical Contractors Association of Toronto(MCAT), Tel: (416) 491-9004, Fax: (416) 491-9007, E-mail: McCabe@mcat.on.ca.

12 MCAT PIPELINE - Winter 2009

Active Mechanical ServicesMr.W. ParkesTel: 416-679-8410, Fax: 905-238-6203Adelt Mechanical Works Ltd.Mr. S. MunroTel: 905-812-7900, Fax: 905-812-7907AeconMr. J. BergTel: 519-653-3200, Fax: 519-621-8430Ainsworth Inc.Mr. L. BonazzoTel: 416-751-4420, Fax: 416-751-9031Aldin Industrial Inst. Ltd.Mr. G.A. GreenTel: 905-849-6688, Fax: 905-845-2468Analysts of Pneumatic Sys. Ltd.Mr. D. StrainTel: 905-640-2333, Fax: 905-640-2444

Aqua Mechanical Contracting Ltd.Mr. M. RizzoTel: 905-461-2782, Fax: 905-461-2783BSG Systems Group Inc.Mr. S. McLeanTel: 905-829-1655, Fax: 905-829-5996Baragar Mech. Inst. Ltd.Mr. S. PetruccelliTel: 416-232-1777, Fax: 416-232-1239Battaglia Mech. ServicesMr. M. BattagliaTel: 905-415-2136, Fax: 905-415-2137Bennett Mechanical Inst. Ltd.Mr. A. QuinnTel: 905-689-7242, Fax: 905-689-7289Bering Mechanical Ltd.Mr. D. BelluzTel: 416-231-1414, Fax: 416-234-0827Bird Mechanical Ltd.Mr. B. BirdTel: 905-888-9339, Fax: 905-888-9240Black & McDonald Ltd.Mr. B. GristTel: 416-366-2541, Fax: 416-361-3170Brady & Seidner Assoc.Mr. D. BradyTel: 416-661-1981, Fax: 416-661-8351S. Breda Plumbing Ltd.Mr. S. BredaTel: 416-663-5711, Fax: 416-663-6168Brooklin Mechanical Inc.Mr. B. McKenzieTel: 905-425-0512, Fax: 905-425-0710Brown & Huston Contractors Ltd.Mr. H. MeissnerTel: 905-649-3031, Fax: 905-649-3032Christal MechanicalMr. J. RaspaTel: 416-740-8818, Fax: 416-740-8987Class 1 Inc.Mr. C. OverTel: 519-650-2355, Fax: 519-650-2366Clima Mech. Contrs. Ltd.Mr. C. DefulviisTel: 905-851-1562, Fax: 905-851-1631CMS Commercial Mech. Srv. Ltd.Mr. C. LaceyTel: 416-609-9992, Fax: 416-609-9597Comstock Canada Ltd.Mr. B. QuinnTel: 905-335-3333, Fax: 905-335-3169

Con-Trak Mech. ServicesMr. R. ColmerTel: 416-332-0335, Fax: 416-332-0447

Culliton Brothers Ltd.Mr. T. CullitonTel: 519-271-1981, Fax: 519-273-4885

Danton Mech. Contrs. Ltd.Mr. D. ClaramuntTel: 905-683-8054, Fax: 905-683-7398

Delta Mechanical Ltd.Mr. B. McDonnellTel: 905-771-0777, Fax: 905-771-0717

Dolvin Mech. Contrs. Ltd.Mr. I. DiBonaventuraTel: 416-653-6504, Fax: 416-653-9798

Wm. Elliott Ltd.Mr. G. ElliottTel: 416-755-3371, Fax: 416-755-3165

English & Mould Mech. Contractors Inc.Mr. D. SmithTel: 905-857-7778, Fax: 905-857-9150E.S. Fox Ltd.Mr. E. DownesTel: 905-354-3700 , Fax: 905-354-5599GH Medical Inc.Mr. M. PaquetteTel: 905-455-6771 , Fax: 905-455-5088Y.A. Gibb Inc.Mr. A. GibbTel: 905-436-7591, Fax: 905-436-6950Gimco Ltd.Mr. D. CapotostoTel: 905-475-2920, Fax: 905-475-8249Gorbern Mechanical Ltd.Mr. K. CollinsTel: 416-292-4277, Fax: 416-292-0961

Grace Instrumentation & Controls Ltd.Mr. T. GraceTel: 519-583-0807, Fax: 519-583-3702

Greenock Mechanical Ltd.Mr. D. SalmonTel: 416-439-5962, Fax: 416-291-0073H. Griffiths Co. Ltd.Mr. A. ProwseTel: 905-850-7070, Fax: 905-850-7091Grist Mechanical Inc.Mr. D. GristTel: 905-277-5316, Fax: 905-277-6816GTA MechanicalMr. F. TuranoTel: 416-621-9991, Fax: 416-621-9983Heritage Mechanical Ltd.Mr. B. DalimonteTel: 905-738-0433, Fax: 905-738-6257Hi-Rise Mechanical Inc.Mr. L. CarinciTel: 905-851-5644, Fax: 905-851-9987Honeywell Ltd.Mr. L. TraynorTel: 416-758-2683, Fax: 416-758-2740

Impact Mech. & Elec. Ltd.Mr. D. GormanTel: 416-596-8123, Fax: 416-596-8174

J.G. Mechanical Contracting Inc.Mr. J. GervasioTel: 905-660-5740, Fax: 905-660-4674

J V MechanicalMr. J. VrbanicTel: 905-696-7773, Fax: 905-696-7775

K & S Plg. & Htg. Ltd.Mr. K. MautnerTel: 416-439-9904, Fax: 416-439-0512

Geo. A. Kelson Co. Ltd.Mr. R. KelsonTel: 905-898-3400, Fax: 905-898-5491

Kent McWatters Welding Co. Ltd.Mr. K. McWattersTel: 905-477-5772, Fax: 905-775-9012

Leeson Mechanical Ltd.Mr. G. WilsonTel: 416-746-1817, Fax: 416-746-6978

Leslie Danhart Inc.Mr. A. DefoeTel: 416-291-8200, Fax: 416-291-2282

Lisi Mechanical Ltd.Mr. B. LisiTel: 416-674-8333, Fax: 416-674-5399

Lockerbie & Hole Eastern Inc.Mr. N. FioreTel: 416-461-3148, Fax: 905-793-5147

Mapleridge Mechanical Contracting Ltd.Mr. R. AllinghamTel: 905-831-0524, Fax: 905-831-1628

McWatters Mechanical Ltd.Mr. A. McWattersTel: 905-727-2420, Fax: 905-727-7280

M.D.B. Mechanical Contractors Inc.Mr. D. BurkeTel: 905-625-5197, Fax: 519-853-3448

Metrin Mech. Contrs. Ltd.Mr. M. MorinTel: 416-747-9562, Fax: 416-747-5061

W. Mitchell & Son Mechanical Ltd.Mr. C. MitchellTel: 905-831-7691, Fax: 905-831-4673

Modern Niagara Toronto Inc.Mr. B. SilbersteinTel: 416-749-6031, Fax: 416-749-4673

Motion Mechanical Contractors (2002) Inc.Mr. P. CarinciTel: 905-850-2911, Fax: 905-850-2673

Multiwide Mechanical Contractor Ltd.Mr. C. FavrinTel: 905-761-0777, Fax: 905-761-5790

Municipal Mechanical Contractors Ltd.Mr. U. MorresiTel: 905-794-0800, Fax: 905-794-1146

Nelson Welding Ltd.Mr. A. BokmaTel: 416-742-9180, Fax: 416-742-6897

Newmarch Inc.Mr. W. NewmarchTel: 905-640-8031, Fax: 905-640-8037

NMI Technical Services Inc.Mr. S. NewlandsTel: 905-666-8213, Fax: 905-666-3079

Pankhurst Mechanical CompanyMr. S. PankhurstTel: 416-892-0195, Fax: 905-438-0464

Peeltown Welding Ltd.Mr. M. ClicheTel: 905-677-4437

Pipe-All PlumbingMr. F. CascheraTel: 905-851-1927, Fax: 905-851-2002

Piping Solutions Inc.Mr. S. RuggTel: 416-778-5151, Fax: 416-466-3986

Pivot SystemsMr. K. SarichTel: 416-466-5127, Fax: 416-466-7122

Plan Mechanical Ltd.Mr. B. McDonnellTel: 416-635-9635, Fax: 416-635-9764

Pneumatemp Systems Ltd.Mr. J. DaweTel: 416-746-4883, Fax: 905-478-8667

Pro-Tek Mechanical Inc.Mr. J. ZarbTel: 905-683-8315, Fax: 905-683-6231

Ram Mechanical Ltd.Mr. G. InglisTel: 416-742-4470, Fax: 416-742-3704

Robert B. Somerville Co. Ltd.Mr. K. AbrahamTel: 905-833-3100, Fax: 905-833-4368

Roberts Group Inc. (The)Mr. B. VoisinTel: 519-578-2230, Fax: 519-578-2979

Rogers & Assoc. Ltd.Mr. J. RogersTel: 416-663-5077, Fax: 416-663-3222

Rom-Tal Mechanical Inc.Mr. J. RomanoTel: 905-951-7057, Fax: 905-951-6495

Royal Mechanical Inc.Mr. V. DiGaetanoTel: 905-857-7002, Fax: 905-857-8002

Sanet Mechanical Ltd.Mr. M. SecaTel: 905-264-2012, Fax: 905-264-2013

Sayers & Assoc. Ltd.Mr. S. SayersTel: 905-821-4500, Fax: 905-821-0664

M. Schultz MechanicalMr. B. HickmanTel: 905-881-6444, Fax: 905-881-3849

Shewfelt Construction CorporationMr. P. ShewfeltTel: 905-304-4396, Fax: 905-304-8548

Sprint-Insight Inc.Mr. A. SalvatoreTel: 416-747-6059, Fax: 416-747-6903

The State Group Industrial LimitedMr. K. LewisTel: 905-293-7420, Fax: 905-672-1919W.A. Stephenson Mech. Cont. Ltd.Mr. G. DuncanTel: 905-886-0934, Fax: 905-881-7655Sutherland SchultzMr. K. BurrowTel: 519-653-4123, Fax: 519-653-3232Torek Plg. & Mech. Ltd.Mr. D. KiteTel: 416-789-1139, Fax: 416-244-8909

Accubid Systems Ltd.Mr. G. MarcelliTel: 905-761-8800, Fax: 905-761-1234Anvil International CanadaMr. J. ConveyTel: 800-661-8998, Fax: 519-426-5509Aon Reed Stenhouse Inc.Mr. J. BrennanTel: 519-430-7403, Fax: 519-672-3425S.A. Armstrong Ltd.Mr. W. GublerTel: 416-755-2291, Fax: 416-757-9377Barantas Inc.Ms. E. CarterTel: 416-410-4470, Fax: 905-875-3582

Bibby-Ste-CroixMr. G. StuempfleTel: 416-818-2946, Fax: 519-249-0404

Blaney McMurtry LLPMr. M. GeigerTel: 416-593-1221, Fax: 416-593-5437

C.I.B.C. Wood GundyMr. P. O’keeffeTel: 416-369-2224, Fax: 416-369-7683

Conbraco Industries Inc.Mr. J. CooperTel: 905-761-6161, Fax: 905-761-6666

Corporate Safety ManagementMr. R. PartingtonTel: 416-720-8704, Fax: 905-686-9131

Crane SupplyMr. G. KellawayTel: 416-244-5351, Fax: 416-244-1734

Rbt. C. Cronish Q.C.Mr. R. CronishTel: 416-486-6800, Fax: 416-486-6844

Desco Plg. & Htg. SupplyMr. L. MooreTel: 416-213-1555, Fax: 416-798-9541

Dobbin Sales Ltd.Mr. B. LaingTel: 416-663-5465, Fax: 416-663-0897

Emco CorporationMr. P. SilverbergTel: 416-748-4000, Fax: 416-747-7968

Engineered AirMr. B. ReynoldsTel: 905-602-4430, Fax: 905-602-4546

Federated Insurance Company of CanadaMr. M. Di TullioTel: 800-361-0790, Fax: 450-687-6663

Glaholt LLPMr. C. WiebeTel: 416-368-8280, Fax: 416-368-3467

Goodmans LLPMr. H. WiseTel: 416-979-2211, Fax: 416-979-1234

GSW Water HeatingMr. G. GottschalkTel: 519-843-1610, Fax: 519-787-5525

Hays Fluid ControlsMr. T. EnglandTel: 763-257-2747, Fax: 704-830-1066

Hill SuppliesMr. A. PerryTel: 905-883-0633, Fax: 905-883-0777

Hilti (Canada) LimitedMr. B. ParkinsonTel: 800-363-4458, Fax: 800-363-4459

HKMB International Insurance BrokersMr. B. EdmundsTel: 416-597-0008, Fax: 416-221-9684

IPEX Inc.Mr. M. MercurioTel: 905-670-7676, Fax: 905-670-4999

ITT Residential & Commercial Water CanadaMr. R. HotrumTel: 519-821-1900, Fax: 519-821-5316Jay R. Smith Inc.Mr. S. SantamariaTel: 416-736-9610, Fax: 416-736-3789

Kilmer Environmental Inc.Mr. T. KilmerTel: 905-890-8908, Fax: 905-890-8915

LynCar Products Ltd.Mr. C. DaviesTel: 905-453-2400, Fax: 905-453-2404

Marks Supply Inc.Mr. M. VergeTel: (519) 578-5761, Fax: (519) 743-2364

Masco Canada Ltd.Mr. P. AshtonTel: 905-712-3030, Fax: 905-712-1456

Mifab Manufacturing Inc.Mr. T. HannaTel: 416-679-0380, Fax: 416-679-0350

N-Two Cryogenic Enterprise Inc.Mr. W. ChuckTel: 416-410-6487, Fax: 905-660-1635

Noble Plumbing Supplies Inc.Mr. M. WilksTel: 905-760-6858, Fax: 905-760-6801Nuroc Plg. & Htg. SuppliesMr. M. JamilTel: 416-746-2171, Fax: 416-746-0795

Ogilvy RenaultMr. R. CharneyTel: 416-216-4000, Fax: 416-216-3930

Perks Publications Inc.Mr. M. NoskoTel: 905-430-7267, Fax: 905-430-6418Sherwood Plumbing Supplies Inc.Mr. G. IaboniTel: 905-677-8088, Fax: 905-677-5730Smillie, McAdams & Summerlin Ltd.Mr. R. ChewTel: 905-428-6900, Fax: 905-428-6598

Tickner & Assoc. Inc.Mr. R. TicknerTel: 905-508-9123, Fax: 905-508-9124

Trane Central OntarioMr. J. BoyceTel: 416-499-3600, Fax: 416-499-3615Trisura Guarantee Insurance CompanyMs. J. MascitelliTel: 416-214-2555, Fax: 416-214-9597Uponor Ltd.Mr. N. LjiljanicTel: 905-458-4698, Fax: 905-458-5615Vibro-AcousticsMr. J. ChmielewskiTel: 416-291-7371, Fax: 416-291-8049Victaulic Co. of CanadaMr. B. PinnockTel: 905-884-7444, Fax: 905-884-7446

Watters Marketing Inc.Mr. G. WattersTel: 905-668-2135, Fax: 905-430-1654

Watts IndustriesMr. D. PetrieTel: 905-332-4090, Fax: 905-332-8551

WolseleyMr. A. HookTel: 888-419-9969, Fax: 905-331-2185

Zurn Industries LimitedMr. A. RussellTel: 905-405-8272, Fax: 905-405-1292

Tormac Mechanical Contractors Ltd.Mr. M. CostanteTel: 905-828-7222, Fax: 905-828-9997Van Mechanical Inc.Mr. D. Di TullioTel: 905-793-9444, Fax: 905-793-9411Vanguard Mechanical Contracting Inc.Mr. J. FisherTel: 416-783-5936, Fax: 416-781-1798VR Mechanical Services Inc.Mr. V. RankineTel: 905-426-7551, Fax: 905-426-7164