The CCPPP sat down with Lisa Mitchell, President and CEO of CCPPP, to discuss how the infrastructure sector is changing in Canada and how the public-private partnerships (P3) model continues to evolve to meet those challenges.

This year has proven to be both challenging and exciting for Canada’s infrastructure sector. Governments have committed billions in historic investments to build highways, schools, hospitals, and bridges, while the after-effects of the pandemic and global political turmoil have thrown wrenches into successfully getting projects to the finish line on time and within budget.

This fall, the Canadian Council for Public-Private Partnerships (CCPPP) will mark the 30th anniversary of its annual conference. We sat down with Lisa Mitchell, President and CEO of CCPPP, to discuss how the infrastructure sector is changing in Canada and how the public-private partnerships (P3) model continues to evolve to meet those challenges.

Canada has a long history of P3s, but the market seems to be changing with new models, such as Alliance and Progressive P3s. Why is this happening now, and what does this mean for the future?

In the 1990s, governments across Canada turned toward P3s in response to challenges in delivering large and complex projects and partnering with the private sector to foster greater collaboration, innovation, and the best value for taxpayers.

We’ve had a great deal of success — 300 projects and counting — but we’ve also had some projects experience substantial challenges. With every generation of P3s, the industry in Canada has adapted to improve how projects are delivered. What we’re witnessing now with these newer models is a direct result of the challenges we’ve seen in the market in recent years.

The fundamentals of the P3 model remain sound, but we may need to adjust our approach in certain circumstances. There remains tremendous merit in a whole-of-life-cycle approach where risk is transferred to the party best able to manage it and in leveraging private capital.

The industry needs to return to the table to deepen our collective understanding of what works and what hasn’t and find solutions to advance more P3s — where they make sense. We need to put the partnerships back in P3s.

The industry needs to come back to the table to deepen our collective understanding of what works and what hasn’t and find solutions to advance more P3s.

How we approach infrastructure is also changing significantly in Canada. Indigenous communities are leading net-zero energy projects, broadband is an urgent priority in all regions, and new federal regulations are driving a boom in water/wastewater projects. How can P3s play a role?

It’s an exciting and incredibly challenging time for those who plan, design, build, finance, and service infrastructure across the country — and the opportunities are great. But resources are often limited, whether that’s public funding, labour, construction materials, or all three right now.

Together, the private and public sectors can find solutions such as how a project is bundled, how financing is used, or to reduce greenhouse gas emissions and maintenance costs by thinking long-term about how an asset will operate.

For example, we have a proven track record of successful municipal water, wastewater, and energy-from-waste projects across Canada. And we’re beginning to think through how P3 principles can be applied in new areas such as broadband.

Indigenous communities continue to face significant infrastructure gaps when it comes to health care, transportation, and clean water. However, we’ve seen much progress in this area through true partnerships, collaboration, and innovative thinking. The rise of Indigenous net-zero projects is another example of where this is happening.

Any closing thoughts?

The infrastructure sector is facing considerable headwinds at the moment, but there’s also hope.

The industry is working hard to find solutions to labour shortages, supply chain issues, inflation, and pricing uncertainties to keep budgets and schedules on track. But, to maintain healthy competition in the sector and to ensure projects can happen when governments want, the need has perhaps never been greater for public and private collaboration.

A P3 approach, where value for money can be demonstrated for taxpayers, provides a proven framework for those discussions to lead to successful projects.

This article was made possible with support from the Canadian Council for Public-Private Partnerships.

The post Why Partnerships Are Key to Meeting Canada’s Infrastructure Challenges appeared first on HiveInnovates.

This year, the company released its first environmental, social, and governance (ESG) performance report along with its new ESG platform, Perspective, outlining Pomerleau’s 2021 performance, ambitions, and long-term objectives.

The concrete targets communicated in Pomerleau’s ESG report align with many of the United Nation’s Sustainable Development Goals, including Goal 13, which asks governments and companies to “take urgent action to combat climate change and its impacts.”

Buildings represented the third largest emitter of greenhouse gases in Canada in 2019 (12 per cent), after the transportation and oil and gas sectors, according to the Government of Canada. This glaring statistic is one of the reasons why senior leadership at Pomerleau discussed climate-related risks, opportunities, and initiatives on 13 occasions in 2021 alone.

The plan

Pomerleau’s strategy to combat climate change is based on scientific facts. It provides a path to reduce the company’s emissions and transform its value chain to contribute to a net-zero world.

The plan focuses on three goals:

• Reduce carbon emissions generated by its own operations (Scope 1 and 2) by 40 per cent by 2030
• Enable its partners and clients to transition to a low-carbon economy
• Advance the change by investing in the conservation and creation of natural carbon sinks

In 2022, Pomerleau will invest in natural carbon sinks to raise awareness about the need to protect them and to increase their capacity to absorb carbon from the atmosphere. The company plans to continue finding new sustainable solutions to invest in, with communities at the heart of its decisions.

Investing in the future

Taking its investments one step further, Pomerleau created Pomerleau Capital, a subsidiary specializing in the investment and financing of large-scale complex private infrastructure. Pomerleau Capital manages an asset portfolio of approximately $750 million focused on projects that contribute to developing healthy and sustainable communities.

The fund is designed to establish lasting partnerships for complex infrastructure and renewable energy projects. The fund’s investment policy accounts for ESG-related criteria from the development phase to the management of its portfolio assets.

Since the creation of Pomerleau Capital, Pomerleau has invested in a wind farm, an offshore wind blade manufacturing plant, a mixed-use real estate complex seeking LEED platinum certification, and a high-performing energy-saving data centre, some of which have been completed in partnership with Borea Construction, a subsidiary of Pomerleau that manages and constructs renewable energy projects.

Our commitment to ESG is an opportunity for us to create value and make our entire supply chain more sustainable

Pomerleau’s commitment

“Leading a successful transformation requires an ongoing commitment, which is part of our corporate values to improve our society’s future. Our commitment to ESG is an opportunity for us to create value and make our entire supply chain more sustainable,” said Philippe Adam, President of Pomerleau Capital and Executive Vice-President and CFO of Pomerleau

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Reuben Scholtens

Vice-President, Major Projects, Maple Reinders

Canadian company Maple Reinders is an award-winning and trusted complex solution provider in Canadian infrastructure realization (including design, construction, financing, operations and maintenance).

When it comes to solving problems and delivering creative solutions in industrial, commercial, and institutional buildings and environmental construction, Canadian cities and municipalities want to partner with the best. Reliable companies with a long history of success and innovation — like Canadian general contractor Maple Reinders — are the ones that are best trusted with designing, building, and operating our country’s major infrastructure projects.

Award-winning construction services

“At Maple Reinders, we build Canadian infrastructure,” says Jeremy Olthuis, Chief Operating Officer at Maple Reinders. “From social infrastructure — police stations, correctional facilities, libraries, community centres, and schools — to the civil environmental side, we’re best known for the work we do at water plants, wastewater plants, and solid waste treatment facilities, along with composting/aerobic and anaerobic digestion, as well as green energy generation.”

Maple Reinders operates from coast to coast and has been in business for over 55 years since 1967. The company is solutions-oriented and prides itself on tackling challenging projects, whether the challenge involves constructability, budget, or personnel. The scale of its projects is over $200 million, and it boasts unparalleled, sector-specific experience with public-private partnerships (PPPs) in the environmental infrastructure arena and a growing footprint in social infrastructure PPPs.

Also of note is Maple Reinders’ unique focus on flexibility in project delivery thanks to its integrated project delivery (IPD) approach. “IPD is a relatively new project delivery model that seeks to form a partnership between owners and contractors,” says Reuben Scholtens, Vice-President of Major Projects at Maple Reinders. “Instead of having a design-bid-build process, the owner hires an IPD contractor like us who will partner with them as they validate pricing and plan out projects. It’s an open-book, collaborative way to deliver a project. There are several emerging contract-delivery models we are advancing as an industry, all of which seek to enhance collaboration with stakeholders.”

Complex projects, smart solutions

As a complex service provider in the Canadian infrastructure sector, Maple Reinders’ projects are typically large-scale, multi-year endeavours. One of its current projects is a wastewater treatment facility upgrade for the City of Barrie, which is an eight-year project largely focused on helping the city reduce its ammonia discharge into the environment. The project represents Canada’s largest wastewater infrastructure IPD project to date.

Another current undertaking is a new $100 million aerobic digestion, organics management facility in Halifax, N.S., which is projected to have a life cycle value of $457 million and which Maple Reinders will operate for the next 25 to 35 years. “This project is the first PPP project that Maple Reinders has done without an external partner and the first of its kind to be completed by a single entity from start to finish,” says Scholtens. “The project is a first for us and certainly the most comprehensive in Canada given its adherence to not only Canadian but also European standards,” adds Olthuis. “We’re not only financing it but designing it, building it, commissioning it, and operating it.”

Choosing certainty in uncertain times

Our current economic climate is rife with uncertainty, unstable markets, a looming recession, COVID-19 escalation, and rising costs of living. In such uncertain times, it’s best to go with a trusted and established partner — and Maple Reinders has been a trusted provider of construction services for over 50 years. The team has weathered past economic uncertainty and credits their faith-based, Christian roots and dedicated staff for this resilience.

“We’ve structured our business to provide our own equity financing, our own facility operations, and our own self-performance of different disciplines and trades,” says Scholtens. “This makes it less costly and more efficient to work with us.”

“Our core values — fairness, integrity, and honesty — have stood firm over time and will continue to serve Maple Reinders, our staff, and our partners in challenging times,” adds Olthuis.

The post Solving Problems and Delivering Creative Solutions for over 55 Years appeared first on HiveInnovates.

Mohammad Mirmoezi

Associate, Entuitive

With hundreds of billions of dollars invested in infrastructure across Canada, our cities are changing at an unprecedented pace. The success of these projects requires a different approach, focused on creativity and collaboration.

This shift in thinking is being driven by Entuitive, who have purposefully integrated design and construction engineering in a way that very few consultants are capable of. “Traditionally, there’s been a line between design and construction, but our approach is to blend those two together, so there’s no distinction,” says Michael Meschino, Principal, Head of Transportation at Entuitive. “This is still unique in the industry, and we’re seeing projects managed more efficiently because of it, which is good for the client and the users.”

Sustainable and integrated approach

The beauty is that by having the design and construction engineers work together at the beginning of a project, innovative solutions can be realized, and efficiencies unlocked that otherwise wouldn’t have been possible. This in-house construction know-how and collaborative culture give Entuitive an advantage because it reduces risk and potential project delays.

Meschino illustrates the benefits of the Entuitive approach through one of its current projects, a highly esthetic pedestrian bridge in Edmonton that is just in preliminary design. “It requires a challenging design, but by having our construction engineers work with the designers early on, we can understand the erection stresses and forces on the structure before we start building, thereby improving its constructability,” he says. “If that collaboration doesn’t happen at the design stage, you run the risk of a solution that might not work or make it more difficult to build.”

Traditionally, there’s been a line between design and construction, but our approach is to blend those two, so there is no distinction.

Bucking the traditional approach

By understanding how the contractor will complete their work, Entuitive can build that into the base design. Whether it’s eliminating the need for — and cost of — temporary shoring or being able to accommodate a tower crane, projects save time and money.

Entuitive’s strength is that it employs advanced technology coupled with a culture that challenges the status quo and is not limited by how it’s always been done. For example, the Toronto Port Lands project, in which Entuitive is leading the design of four signature bridges, uses a creative procurement model to save time and money. By bucking the traditional approach, significant efficiencies were gained.

“We remove the gap between consultants and contractors and can tailor solutions on multiple levels to help the project move more efficiently,” says Mohammad Mirmoezi, an Associate at Entuitive and one of the firm’s Construction Engineering specialists. “For example, the Centre Block project in Ottawa is the most complex heritage restoration in Canadian history, and we’re using Grasshopper 3D technology to get the most accurate modelling. This, along with advanced construction analysis and continuous collaboration with the contractor and the client, will make for a better project.”

Entuitive’s creative approach and commitment to innovative solutions profoundly impact our infrastructure development and are poised to spread.

“With our proven track record, we want to become prime consultants on more projects so that we can enhance our influence and better help our clients,” says Meschino.

The post How One Company Is Breaking the Mold on Infrastructure Development appeared first on HiveInnovates.

Canada’s construction industry has a significant role in supporting the nation’s growth plan and needs to secure a talent pipeline to ensure the country stays on track.

Infrastructure connects. It connects you to health care, education, the marketplace, the workplace, and the community. It can also connect you to a well-paid career with a secure future.

It’s a boom year for Canada’s construction industry, with major spending announcements being made by governments on infrastructure and innovation. New highway and light rail developments, climate resilience retrofits, and vital maintenance projects are underway as part of the nation’s growth plan.

The industry, and most importantly, its people, have a big role to play in ensuring the country stays on track.

The industry is struggling to fill 85,000 open jobs in construction because of baby boomer retirements, pandemic aftershocks, and, quite simply, a public misconception about careers in construction. This needs to change.

It’s a matter of perception

For decades, kids have been steered away from the trades and encouraged to pursue a “profession.” This bias can also be seen in our immigration system, with more points awarded to applicants with higher education levels. Some trades are not even recognized as a category in the points system. Construction is often seen as a blue-collar job with low pay and limited opportunity. This is simply not the case.

The industry is working on changing this perception. Talent Fits Here is a national public awareness campaign to inspire a new generation of workers to join the industry. Construction provides well-paying and rewarding jobs with diverse options and a path to growth.

Today’s construction leaders welcome tech adoption and alternative methods of project management and delivery. They are also looking to employ a labour force that has been historically underrepresented — women, BIPOC, and LGBTQ+ communities. We are also actively seeking out immigrants and temporary foreign workers as a way to alleviate retirements and an ongoing skills shortage that will result in over 300,000 jobs needing to be filled by 2028. These individuals will help drive diversity, inclusion, creativity, and innovation in the sector.

There are 85,000 open jobs in construction that the industry is struggling to fill because of baby boomer retirements, pandemic aftershocks, and, quite simply, a public misconception about careers in construction.

Long-term plan needed

As the industry’s national advocate, the Canadian Construction Association (CCA) has been advocating for a long-term plan for sustainable infrastructure investment. Not only do we have to repair, maintain, and retrofit infrastructure built in the ’60s, but we must also build for the future — keeping climate resilience, innovation, and economic growth in mind. More consultation and early engagement with provinces, municipalities, Indigenous groups, and industry stakeholders also need to happen. Doing so would go a long way in addressing our immediate and future infrastructure needs — and developing the workforce we need to get to where we want to be.

Skilled tradespeople cannot be created overnight. The industry has partnered with the federal government on the Canadian Apprentice Service program to provide financial incentives to employers hiring apprentices to work in 39 in-demand Red Seal trades. We need initiatives like this and immigration policy changes to build a pipeline of skilled, unskilled, and professional talent. All these workers are needed in construction, and Canada’s future growth depends on its ability to attract, develop, and retain top talent.

Construction will continue to be an essential sector driving Canada’s future economy, creating jobs, and connecting communities and countries. By leveraging the best minds, training and upskilling workers, and integrating new tools and technologies, we can deliver a better future through infrastructure.

The post Steady Pipeline of Talent Required to Build a Better Canada appeared first on HiveInnovates.

To care for water is to care for the planet. Fun fact — the surface of Earth is 71 per cent water, and Canada has access to upwards of 20 per cent of the world’s surface freshwater. Water is humanity’s most essential natural resource. Still, there are also instances where water crises have caused some of the most critical sustainable development challenges of our time, continuing to rank among the top five global risks. Today, more than two billion people live in river basins where water demand outstrips supply, known as water-stressed areas, and this number is expected to jump to five billion by 2050. Nevertheless, water challenges are not limited to only water scarcity but also include pollution, flooding, access to drinking and sanitation services, and much more. 

According to research, there’s more pressure on freshwater resources worldwide due to a rapidly growing population and a shifting climate. The United Nations Sustainable Development Goal 6 focuses on water, with different sub-goals related to several water challenges. Although progress is being made, there’s much work to be done to make water sustainability a reality in order to reach the Global Goals target date of 2030.

Business leaders have recognized the significant role of the private sector in helping to address the water challenges faced by the world. Many even acknowledge that lack of access to clean water and sanitation in many parts of the world causes humanitarian, social, environmental and economic suffering — ultimately impacting the Global Goals. This is why the UN Secretary-General and the UN Global Compact implemented, in partnership with the Pacific Institute, the CEO Water Mandate. 

This cross-sectoral collaboration is the most effective and credible path to water security. Endorsers of the CEO Water Mandate commit to continuous progress in six core elements and report annually on progress. In implementing water stewardship, endorsing companies also identify and reduce critical water risks to their businesses, seize water-related opportunities, and contribute to water security and the Global Goals. 

Furthermore, by adhering to the CEO Water Mandate, businesses will be equipped with key practices to address critical water challenges, drive water security, and advance the Global Goals. Likewise, businesses that wish to drive their water stewardship engagement to the next level can join the Mandate’s Water Security through Stewardship Action Platform, which houses all of the Mandate’s programmatic work and working groups. This initiative is the core mechanism regrouping companies, UN entities, governments, NGOs, and other stakeholders to test, refine, and scale cutting-edge water stewardship practices and foster local partnerships, collective actions, and policy engagement.

Overall, although collective efforts between the private and public sectors are ongoing, actions need to be accelerated and securing long-term partnerships will be essential to build water resilience. Transparency in dealings and regular conversations with governments and other public authorities on water issues can guide businesses as they focus on continuous improvement and move to turn principles into results.

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Winnie Shi, Chair

Chair, BC WIN Chapter

Despite the significant strides made across Canada, current statistics show that women continue to be underrepresented in the infrastructure sector, including specifically in leadership roles. While women’s contributions to the sector have been critical, in 2019, Canadian women held only 26 per cent of these jobs. Studies have repeatedly shown that diversity contributes to innovation and performance, and organizations like Women’s Infrastructure Network (WIN) are more important than ever in pushing forward the diversity agenda. 

WIN’s mission is to support women to emerge as leaders in a field in which, historically, women have been underrepresented. It started from an interest expressed by women in the infrastructure industry to network with each other. It has evolved into an organization that promotes increased opportunities for women in the sector. 

WIN promotes women’s contributions to the field, highlights their achievements and leadership, and consequently influences diversity policy across the industry. Its members include some of the highest-profile women and men in the industry, representing a diverse group across the entire infrastructure spectrum. This varied group includes representatives from public agencies, equity sponsors, infrastructure and pension funds, commercial and investment banks, law firms, financial, technical and insurance advisory firms, engineering and construction firms, and operations and maintenance providers. 

With over 2,700 members across Canada in its Toronto, British Columbia, Calgary, Ottawa, Montreal, and Saskatchewan chapters and a connection to other Women’s Infrastructure Network organizations globally, WIN creates a strong network of contacts to foster networking and the exchange of ideas to support women take leadership roles in shaping the infrastructure agenda. 

The organization, through each of its chapters, hosts local networking and community events and in-person and online seminars throughout the year that address critical infrastructure issues such as construction disputes, aboriginal reconciliation efforts, emerging and innovative procurement and contracting models, and government funding programs and profiles specific project case studies and hosts site visits.  

WIN is proud of its highly recognized National WIN Awards Program that spotlights female leaders across the country. This phenomenally successful program has been held annually since 2015 and, over the years, has resulted in over 300 nominations of exceptional women across the country from all disciplines. This program has been instrumental in changing the industry view of women leaders and has served as a catalyst for change in the industry. This year, Tamara Vrooman, President and CEO of the Vancouver Airport Authority, won the 2022 Outstanding Leader Award. Claire Seaborn, Chief of Staff to the Minister of National Resources and Monique Lal, Director of Project Delivery at RAM, jointly won the 2022 Emerging Leader Award. 

WIN members acknowledge the importance of mentoring as an effective way to increase gender diversity in the workplace. In 2019, WIN developed the WeWIN Outreach Program with strong industry backing to further support women’s career development. This program of professional development and mentorship was designed to encourage young women to remain in the industry, to assume leadership positions, and to have viable and rewarding careers. 

This year WIN was also very proud to fund a scholarship at the University of Alberta for a student who identifies as a woman who is First Nations, Inuit, or Métis person of Canada, potentially pursuing a career in an infrastructure-related field. This scholarship is one of the ways WIN is looking to both give back by recognizing and supporting the importance of intersectional diversities in the infrastructure space.

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Alex Garcia

National Manager, Mobile Solutions, GeoVerra

Surveyors have always been in the data collection business, but the technology we have access to now and the improvements we’re making in digital transformation give clients access to the information we never thought possible.

Conventional surveying can be tedious for projects like highways, urban roadways, and railways. Boots on the ground can pose a serious challenge for crews to acquire precise measurements efficiently and safely, taking a lot of time, interrupting day-to-day traffic, and calling for large crews to get the job done.

While there’s a time and a place for traditional surveying, GeoVerra embraces technology to advance our industry and yours. Sometimes, it means giving our boots a break.

New standards

Mobile Mapping Systems, or MMS, is an advanced laser affixed to a moving vehicle that scans its surroundings 360 degrees. This technology measures objects by millions of points per second with centimetre accuracy, quickly collecting every visual component in diverse environments, including highways, urban streets, railways, and pipeline routes. Clients can easily access this new class of data digitally for a totally immersive and accurate 3D view of objects and surroundings for their project.

Technology is redefining the business of road, railway, and pipeline projects and radically changing the way our clients think about surveying. With improved safety, compressed schedules, and reduced costs for some of the country’s largest infrastructure and transportation projects, MMS is our standard for collecting spatial data. In fact, GeoVerra’s teams were one of the first to adopt mobile mapping technology and the first company in North America to receive Trimble’s MX50 with the AP60 GNSS-Inertial system — MMS for surveying, engineering, asset management, documentation, and mapping. 

Alex Garcia, National Manager of Mobile Solutions at GeoVerra, relies on MMS for the major projects he handles. “The system collects the imagery and what we call ‘point cloud,’” he says. “That means the laser is spinning and collecting tiny dots that are literally three millimetres apart from each other. We take accuracy to the next level.”

The MMS makeover

Many GeoVerra clients focus on road design — requiring knowledge of surface, structures, culverts, powerline locations, and more.

“Before MMS, it looked like this: the team assembles to the site and physically walks all day to collect data for only one of those components. If more information was needed, say specific powerline data, then the team would reassemble again for another day in the field, collect the information, and take it back to the office,” explains Garcia.

“With mobile, it’s simple: the surveyor drives down the road, collecting 360-degree point cloud and images,” says Garcia. “From surface condition, curbs, manholes, powerlines, and whatever else the client needs, we can collect everything with high precision — and it’s accomplished literally in a day, saving valuable time.”

In a single day, Garcia’s team collected 350 kilometres’ worth of data for a client — with centimetres’ accuracy. That same result would require more than three months of boots-on-the-ground collection by a team of surveyors. On large infrastructure projects, meeting or exceeding schedule expectations is critical.

Of course, increasing productivity at the expense of safety is not an option. “In the traditional method, we would have to shut down highways or work off the side of the road where safety is a huge concern. We don’t have to do that anymore,” says Garcia.

You’ve got data

So after you’ve collected all of this significant data through MMS, using unmanned aerial vehicles (UAVs) or another advanced tech survey, the questions arise, “What will the client do with it?” “Who’s going to see it?” “How do we make the most of it?”

Cindy Genkin, GeoVerra’s National Manager of GIS and in-house client portal champion, answers these questions constantly. Using a geographic information system (GIS) that creates, manages, analyzes, and maps all types of data — then crafting it into one seamless, tailored web portal —she helps make data more accessible to GeoVerra clients than ever before.

“A lot of what we do is big infrastructure or transportation projects, which includes the client, consultants, and multiple stakeholders,” says Genkin. “We put information into one place so everyone can collaborate.”

Cut the cookie cutter

These portals are powerful and meaningful, allowing clients to analyze massive amounts of information and make data-driven decisions for nearly every industry imaginable. “Every portal is unique to our client, shaped to suit their goals,” explains Genkin. “That can include supplemental dashboards, still images, 360 panoramic images, 3D models, documents, precise maps, and much more.”

By understanding, integrating, and delivering data intuitively and visually, teams can gain more insights, drive smarter operations, and ultimately, deliver a safer and more sustainable project and business. 

Geomatics has always been ahead of the game in leveraging technology. Still, for years, it was only larger infrastructure projects with big budgets that could afford to pull information together in this way — until COVID-19.

“In the last two years, this interest has trickled down to every type of project,” says Genkin. “If there’s any element of dispersion, no matter the industry, clients want to be able to connect online.” With people at home and major site restrictions, GeoVerra collected data and made sure everyone could see it — without anyone ever stepping foot on site. 

“A perfect example is construction monitoring. Every so often, we’d scan the site with panoramic images. People could go in and see exactly what was happening, then compare it to the design files to ensure everything was on target. To think that was only ever done in person… it’s opened up everyone’s eyes.”

Real-life results

When GeoVerra gets involved in a project early enough, they can help clients organize the data they have, identify what’s missing, and design a way for the entire team to collaborate. “It’s about creating one place where you can go and get an answer without having to wait three hours for the person who knows that answer,” says Genkin.

It’s hard to attach a dollar amount to time saved with so many factors at play, but Genkin recalls gathering and displaying data from many different sites for one client. “They said they saved $50,000 in one month.” 

GeoVerra delivers more information, better accuracy, and increased safety — all while saving manpower and money.

Learn more about one of Canada’s largest surveying firms by visiting geoverra.com.

The post How GeoVerra Is Delivering Information More Accurately and Safer than Ever Before appeared first on HiveInnovates.