Earlier this month, I had the opportunity to participate in a panel at the LEAP Women in Construction Conference in Vancouver. It is an experience I am still reflecting on, not because of the stage but because of the conversations that happened around it. What stood out most was not any single insight, but the collective energy in the room and the sense that our industry is moving in a meaningful direction.

LEAP brought together an incredible group of people from across construction, including leaders, operators and those just beginning their careers. There is a growing recognition that construction is evolving and that the people shaping its future need to reflect the diversity and strength of the communities we serve. Being part of that conversation was something I genuinely valued.

Seeing the Shift

One of the questions I was asked during the panel was what changes I am seeing for women in construction. The most encouraging shift is that more women are entering the industry, particularly in project and management roles. There is a growing awareness that construction offers stable and meaningful careers with real long term opportunity.

At the same time, I think it is important to be honest about where we still have work to do. The biggest opportunity ahead is in the skilled trades and in senior leadership. We need clearer pathways that help women not only enter the industry but understand how they can grow within it over time. When that visibility exists, it has a direct impact on confidence, retention and leadership representation.

Leadership is Built Through Experience

Another topic we discussed was leadership and how working your way up shapes your approach. For me, leadership has always been grounded in experience. I have learned the most by being given real responsibility and being trusted to work through challenges, often in real time.

That is something we try to carry forward at Berto. We focus on giving people meaningful opportunities early so they can build confidence and develop practical skills. When people are supported while also being challenged, they grow in a way that benefits both the individual and the broader team. I have seen that when women are given the same level of opportunity and mentorship, they step into leadership roles just as quickly as anyone else.

What It Takes to Attract and Retain Women

A question that comes up often, and did again at LEAP, is how construction companies can attract and retain more women. In my experience, it starts with practical steps that show up in the day to day environment.

Clear training pathways, supportive supervisors and respectful workplaces are essential. These are not abstract ideas, they are the conditions that determine whether someone stays, whether they grow and whether they see a future in the industry. When those elements are in place, people are far more likely to build long term careers.

We also need to introduce young women to construction earlier. Many people simply do not know what the work looks like or how many different roles exist. Once they are exposed to it and can see what a career path might look like, interest and confidence tend to follow naturally. There is a real opportunity here if we are intentional about how we approach it.

The Strengths Women Bring

We also spoke about what women bring to leadership in construction. From my perspective, it comes down to accountability and communication, both of which are critical in an industry that relies on coordination and trust.

Construction projects are complex and success depends on how well teams work together. Clear communication builds trust across crews, clients and partners, and that trust keeps projects moving forward. In my experience, women often bring a collaborative approach that strengthens those dynamics and improves overall team performance.

Advice for Those Considering the Industry

For women considering a career in construction, my advice is to stay open to the opportunity and take the time to understand what the industry can offer. This is a field where you can build a meaningful career and see the direct impact of your work.

There is also real potential for long term growth. If you are willing to learn, ask questions and take on responsibility, there are many paths forward. It is important to look for companies that are willing to invest in your development and support your progression over time.

A Community Worth Being Part Of

What made LEAP especially meaningful was the sense of community that came with it. The conversations did not start and stop on the panel, they carried throughout the day and into the relationships being built between people across the industry.

That sense of connection is important because progress does not happen in isolation. It happens when people share experiences, challenge each other and continue to push forward together. If you would like to see some of the moments from the event, you can view the official photo album on the VRCA site here:

https://lnkd.in/gp3_YnWq

Looking Ahead

I left LEAP feeling optimistic about where the industry is heading and the role women will continue to play in shaping that future. There is still work to be done, but the direction is clear and the momentum is real.

For women already in construction, your presence matters more than you may realize and your contribution is helping to shape what comes next. For those considering entering the industry, there is space for you here and there are people ready to support that journey.

I am grateful to have been part of this year’s conversation and I hope to see even more women participate next year as we continue building an industry that is stronger, more inclusive and better positioned for the future.

AI Is Driving Data Center Construction in British Columbia

Artificial intelligence is driving one of the most significant infrastructure shifts British Columbia has seen in decades. While most conversations about AI focus on software and innovation, the physical reality is far more concrete. The AI economy depends on data centers, and those facilities require land, power, fiber connectivity and highly coordinated civil construction.

British Columbia is emerging as a strategic location for data center construction because of its clean hydroelectric power, moderate climate and proximity to major West Coast technology markets. These advantages position the province as an important hub for AI infrastructure in Canada.

At the same time, rapid growth in data center development is exposing constraints in power distribution, permitting timelines and grid capacity that are reshaping how projects are evaluated.

Data centers are not typical industrial builds. Large AI facilities consume enormous amounts of electricity and must operate continuously with minimal downtime. That reality shifts planning decisions to much earlier stages in the project lifecycle.

“Data centers are changing expectations for civil contractors,” says Sonia Hartwell. “These projects require infrastructure planning from the earliest stages, especially in B.C. where power access and permitting timelines can determine project viability.”

Major Data Center Projects in B.C. Reflect Growing Demand

Several high-profile projects illustrate the scale of data center development in British Columbia.

Bell Canada and Hypertec are developing AI-focused data centers in British Columbia as part of a national strategy to build Canadian-owned computing infrastructure. Proposed facilities in Kamloops and near Merritt represent hundreds of millions of dollars in investment and substantial long-term electrical demand.

The Merritt-area project alone represents approximately $500 million in planned investment and highlights how smaller communities are becoming viable locations for large-scale data center construction.

Metro Vancouver continues to attract developer interest due to established telecommunications networks and access to technical labour. Vancouver Island has also seen increased exploration as companies search for sites with available power capacity and fiber connectivity.

The expansion of AI data centers in B.C. reflects a structural shift in the economy. Artificial intelligence systems require physical computing infrastructure, and demand for that infrastructure continues to accelerate.

Power Access Is the Biggest Constraint for Data Centers in B.C.

Power access has become the defining constraint for data center construction in British Columbia.

The provincial government and BC Hydro have introduced a competitive allocation process for large electricity loads including AI and data center projects. Initial allocations total hundreds of megawatts, but demand is growing rapidly.

Even with new generation capacity such as the Site C hydroelectric project, electricity demand from electrification and technology industries continues to increase.

For developers, grid access is now the first feasibility question.

“Power availability and municipal alignment should be evaluated before land is acquired,” Hartwell notes. “The most successful projects start with infrastructure planning rather than building design.”

This shift is redefining how data center projects are planned across the province.

Data Centers Are Changing Expectations for Civil Contractors

Data center construction is transforming the role of civil contractors in British Columbia.

Traditional civil construction projects focus on grading, drainage, road access and utility servicing within defined site boundaries. Data centers require a broader infrastructure perspective.

Civil contractors must now coordinate closely with:

• Power utilities
• Telecommunications providers
• Municipal engineering departments
• Environmental regulators
• Infrastructure planners

Transmission routes, substation capacity and long-term expansion potential must often be evaluated before construction begins. In many cases, off-site infrastructure upgrades determine project feasibility. Transmission lines may need extension. Substations may require upgrades. Utility corridors must be protected for future expansion.

Civil contractors who understand these requirements are becoming infrastructure partners rather than site-only specialists. Early coordination with utilities has become a critical success factor.

Municipal Approvals Are Critical for Data Center Projects

Municipal coordination has become another defining factor in data center development in British Columbia.

Local governments must evaluate:

• Zoning requirements
• Transportation access
• Infrastructure servicing capacity
• Environmental impacts
• Emergency services requirements

In communities such as Merritt and Kamloops, proposed data centers represent some of the largest industrial projects ever considered.

Projects often require coordination with Indigenous communities as well as regional infrastructure planning authorities.

Approval timelines vary widely depending on infrastructure capacity and local priorities. Developers who engage municipalities early are more likely to maintain project momentum.

Infrastructure Planning Determines Data Center Project Success

The expansion of AI data center construction in B.C. is creating a new category of complex infrastructure projects.

Data centers require integrated planning across:

• Electrical infrastructure
• Telecommunications networks
• Civil site development

Each of these systems must be planned in parallel rather than sequentially.

Projects that begin with building design often encounter delays when power availability or servicing requirements are fully understood.

The most successful developments begin with infrastructure feasibility and utility coordination.

As Hartwell observes, “Early coordination makes the difference. When utilities, municipalities and civil teams are aligned from the beginning, projects move forward with far greater certainty.”

The Future of Data Center Construction in British Columbia

Artificial intelligence infrastructure is not a short-term trend. Data centers will remain one of the fastest-growing infrastructure sectors in North America. British Columbia’s clean energy advantage gives the province a strong competitive position, but grid capacity and infrastructure planning will shape the pace of growth.

For civil contractors, expectations are evolving. Technical execution remains essential, but strategic infrastructure understanding is becoming equally important.

Data centers are quickly becoming one of the defining infrastructure projects of the AI era. In British Columbia, they are already reshaping how complex civil construction projects are planned and delivered.

“2026 is not about chasing volume,” says Sonia. “It’s about delivering certainty in an environment where complexity, risk and public expectation are all rising. For civil contractors in British Columbia, the opportunity is real, but only for those who can execute with discipline, foresight and accountability. This is a year that will reward firms who think ahead, plan deeply and build with purpose.”

For contractors working across telecom, hydro, municipal infrastructure and large development enabling works, the opportunity is real. But so are the expectations. Owners, regulators and communities are demanding greater certainty: certainty of permitting, certainty of cost logic, certainty of schedule, certainty of safety and certainty of long-term performance. The firms that can deliver that certainty will shape the next cycle of growth in British Columbia.

These are the top ten trends most likely to define civil construction in B.C. in 2026 and how they will influence strategy, investment and execution.

1. Civil becomes the growth engine of the construction economy

Across Canada, civil construction is forecast to be the strongest performing segment in 2026, driven by transportation, power, water and utility infrastructure. In B.C., this aligns with visible pipelines tied to municipal renewal, grid upgrades, housing-enabling works and major corridor programs. While private vertical construction remains uneven, public and utility-led capital programs provide a more stable foundation for civil contractors with the right capabilities and scale.

2. Permitting speed becomes a competitive differentiator

Governments in B.C. are actively pursuing faster delivery of major projects. As permitting reform and streamlining become policy priorities, owners increasingly expect their delivery partners to operate with the same urgency. In 2026, pre-construction and approvals management will be judged as part of performance, not overhead. Contractors that can demonstrate structured permitting workflows, clear stakeholder mapping and predictable turnaround times will reduce risk for clients and gain a strategic edge in procurement.

3. Housing-enabling infrastructure moves to the front of the capital queue

With housing supply a top political and economic priority, investment is shifting toward the infrastructure that makes development possible: water, wastewater, stormwater, roads and servicing. Large funding programs are flowing to municipalities and regional utilities to accelerate this work. For civil contractors, this means steady demand for underground infrastructure, urban corridor construction and restoration excellence, often under tight schedules and intense public scrutiny.

4. Power and grid expansion accelerates with electrification

Electrification, renewable integration and rising load from data centres and industry continue to drive investment in transmission, substations and distribution networks. In B.C., this translates into sustained civil scopes supporting power projects: access roads, foundations, duct banks, undergrounding, drainage and environmental mitigation. The ability to work safely and predictably in utility environments, and to coordinate tightly with electrical and system operators, becomes a core capability rather than a niche.

5. Data centres reshape the profile of heavy civil and utility work

The growth of data centres across Western Canada is creating a new class of schedule-critical, power-intensive developments. These projects demand robust site development, heavy underground servicing, redundant power and fibre routes, and rapid delivery once approvals are in hand. For civil contractors, data centres blur the line between traditional development and utility infrastructure, favouring firms that can integrate civil, power and telecom coordination into a single, disciplined delivery model.

6. Broadband and telecom corridors remain a durable investment theme

Connectivity continues to be treated as essential infrastructure, particularly in rural, northern and underserved regions. Fibre expansion and network hardening programs keep linear construction, ducting, vault installation and restoration in steady demand. In 2026, success in telecom civil will hinge less on pure production capacity and more on corridor management: traffic control, stakeholder engagement, environmental compliance, quality of reinstatement and clean handover to splicing and operations teams.

7. Cost volatility and supply chain risk force more sophisticated pricing models

Tariffs, global trade uncertainty and equipment lead times remain sources of instability. Even when specific materials are not directly affected, pricing and availability can shift quickly. In this environment, estimating based solely on historical unit rates is no longer sufficient. Contractors in 2026 will need to embed escalation logic, alternate sourcing strategies and transparent risk allocation into their bids and contracts, turning cost uncertainty into a managed variable rather than an unmanaged exposure.

8. Labour strategy shifts from availability to productivity and retention

While pockets of labour availability may improve as major projects wind down, the real competitive battle in 2026 is productivity and continuity. Owners are less tolerant of schedule slippage, remobilization and rework, particularly in dense urban and municipal environments. Civil contractors that invest in crew planning, equipment reliability, digital field reporting and repeatable work methods will gain an advantage not only in delivery, but in their ability to attract and retain skilled people.

9. Climate resilience and restoration quality become central to value

Extreme weather, flood risk and environmental performance are reshaping how infrastructure is specified and evaluated. Municipalities and utilities are raising standards for drainage, erosion control, materials performance and long-term restoration. In 2026, resilience is no longer a design-only issue. It is a construction issue. Firms that can demonstrate superior restoration practices, durable reinstatement and proactive mitigation will reduce lifecycle risk for owners and strengthen their standing as trusted partners.

10. Digital transformation becomes an operational necessity

Technology adoption in civil construction is moving beyond experimentation. The focus is shifting to practical systems that improve certainty: real-time production visibility, cost forecasting, permitting workflows, quality documentation and safety analytics. In 2026, digital tools are increasingly evaluated by one standard: do they reduce risk and improve predictability? Contractors that build strong field-to-office data flows and disciplined operating systems will be better positioned to make faster decisions, control costs and deliver with confidence.

⸻

What these trends mean for B.C.’s civil construction leaders

Taken together, these ten trends point to a market where opportunity is real, but earned. Growth will favour firms that can operate as integrated partners to owners and communities, not just as builders of scope. In telecom, that means delivering corridor projects with minimal disruption and flawless restoration. In hydro and power, it means aligning civil execution tightly with system reliability and energization schedules. In municipal infrastructure, it means combining safety, speed and resilience. In large developments, it means providing phased enabling works that keep projects moving even as financing and approvals evolve.

The defining theme of 2026 is certainty. Certainty of delivery. Certainty of risk management. Certainty of long-term performance.

“The next chapter for our industry is about building more than infrastructure. It’s about building trust, resilience and long-term value for the communities we serve,” says Sonia. “The businesses that lead in 2026 will be the ones who combine technical excellence with disciplined planning, strong partnerships and a clear commitment to doing things the right way.”

Here are the ten defining lessons from Berto Contractors’ year.

1. Early Wins Validate Capability, Not Capacity
   Landing a major project early in the year confirmed Berto’s reputation. What followed revealed an important truth: recognition opens doors, but systems determine whether you can walk through them. This insight triggered the official launch of our Digital Transformation Strategy which will result in the optimization of our entire corporate tech stack and the implementation of new tools and processes to prepare us for the impact of new AI-driven technologies to come.
   
   
2. Growth Exposes What Systems Can’t Support
   As timelines stretched and uncertainty increased, inefficiencies surfaced. Effort alone was not the solution. Visibility, flow and accountability became the focus.
   
3. Clarity Is the Foundation of Resilience
   Investments in bidding, tracking and accounting tools weren’t about speed. They were about knowing where projects stand, how resources are allocated and what decisions truly cost.
   
   
4. Strategic Expansion Requires Patience
   Berto’s move into street lighting introduced learning curves, but it aligned with core capabilities. With refined processes, it will become a durable growth pillar.
   
   
5. Design and Engineering Are Strategic Assets
   Design evolved beyond execution into a risk-management and advisory function. Early insight protects budgets, timelines and safety, strengthening trust with clients and partners.
   
   
6. Capability Signals Matter, Even Unexpectedly
   A simple social post featuring a new HVAC truck struck a chord. In construction, equipment represents readiness and professionalism, but it also highlighted a familiar challenge: talent availability. A truck without a driver won’t get you very far.
   
   
7. The Right People Matter More Than Speed
   Recruitment remained steady but deliberate. At senior levels, quality outweighed urgency. A vacancy is often less costly than the wrong hire.
   
   
8. Leadership Is Judgment, Not Title
   Sonia’s work as Vice Chair of the BC Common Ground Alliance reinforced a broader industry lesson: leadership is defined by accountability, communication and decision-making under pressure.
   
   
9. Technology Should Reduce Risk, Not Replace Expertise
   AI is proving valuable in mapping utilities, analyzing data and preventing incidents. Used responsibly, it strengthens experience rather than diminishing it.
   
   
10. Strategic Patience Is a Competitive Advantage
    With economic uncertainty slowing development, Berto focused on preparation, sustainability metrics and governance. Long-term trust is built through intention, not reaction.
    

These were our biggest learnings in 2025. So, we’ll be digging into each of the above in more detail in newsletters to come in 2026.

Looking Ahead
For the next three years, Berto’s priorities are clear: operational excellence, safety leadership and meaningful community partnerships. Progress will be deliberate, structured and sustainable.

2025 was a year of recalibration and growth. It strengthened foundations, sharpened leadership and clarified what responsible growth truly requires.

Sonia attended the symposium in her role as President of Berto Contractors, a BC-based civil underground construction firm, and as the recently appointed Vice-Chair of the BC Common Ground Alliance. It was her first opportunity to meet many of her national peers, and she approached it with curiosity and openness. “I really just wanted to listen,” she said. “There’s so much experience across this country and I felt lucky to be in the room.”

What she learned during the conference in Halifax was the importance of improving safety, strengthening coordination and supporting one another across provincial boundaries. The conversations sparked new ideas, broadened her perspective and confirmed how collaborative this industry truly is.

Learning from Colleagues Across Canada

One of the most meaningful parts of the symposium for Sonia was hearing how other provinces approach damage prevention. Leaders were generous in sharing what has worked for them and candid about the challenges they continue to face.

“As I listened, I kept thinking about how much more my colleagues and I in BC could explore,” Sonia explained. “Not because we’re behind, but because there are always new ways to evolve.”

Hearing how each province adapts its practices to its own terrain and regulatory environment helped her see what might be possible back home. She left those sessions feeling energized by the exchange of ideas.

Ontario offered a window into how clear legislative frameworks can support safer excavation. Alberta demonstrated the power of alignment across industry partners. Saskatchewan and Manitoba spoke about the value of municipal participation and strong asset registration practices.

Each shared insight helped Sonia better understand the diverse approaches across Canada. “It reminded me that there’s no single right answer,” she said. “What matters most is that we keep learning from one another.”

A Renewed Appreciation for Utility Coordination

The theme that surfaced again and again throughout the symposium was utility coordination. Sonia found this especially valuable. Discussions highlighted how communication between municipalities, utilities and excavators often determines whether projects unfold smoothly or run into avoidable issues.

“Every province talked about coordination in some way,” she noted. “It’s the foundation of prevention.”

Hearing how other regions have strengthened their asset records, reporting structures and mapping systems reminded her that coordination is as much about people as it is about process. Strong relationships often make the biggest difference.

This left her reflecting on how BC’s own coordination practices might continue to grow in ways that support crews, municipalities and industry partners alike.

Early Days for AI in Damage Prevention

Sonia was curious to hear how artificial intelligence is beginning to influence the construction and engineering sectors. The sessions confirmed that AI remains in its early phases for damage prevention, with concepts and prototypes still taking shape.

“I expected more advanced tools,” she admitted, “but what I heard instead was that we’re still at the beginning. And honestly, that’s exciting. It means we get to shape what comes next.”

BC’s growing technology sector, especially in Vancouver, may eventually play a larger role in developing tools that improve detection, planning and reporting. For now, AI remains an exploration, not an immediate solution.

The symposium reaffirmed that human skill and judgment will always be central, with technology serving to enhance rather than replace frontline experience.

A Humble Set of Takeaways

Sonia returned home feeling grateful for the openness of her peers and the clarity of the conversations. “It was one of those rare events where you leave with notes you actually want to revisit,” she laughed.

Her key takeaways included:

1. Every province brings valuable perspectives shaped by local realities
2. Education and awareness remain essential tools for reducing utility strikes
3. Strong coordination across stakeholders drives consistent safety outcomes
4. Asset visibility is a shared challenge across Canada
5. AI has potential but is not yet practical at scale
6. Coastal and underwater pipeline safety needs more national discussion
7. Sustainability could play a larger role in future prevention strategies

These takeaways will help guide her work in the months ahead.

Looking Ahead with Respect and Curiosity

Stepping into her role as Vice-Chair of the BCCGA, Sonia sees the year ahead as an opportunity to listen, learn and build meaningful relationships with her national peers. The conversations she had with fellow committee members reinforced how much value each province brings to the damage prevention community, and she hopes the BCCGA will become an increasingly useful partner at the national table.

“My hope is that BC becomes a steady voice — someone people can count on when they need a different angle or a west coast perspective,” she said.

She’s approaching her role with three grounded priorities.

1. Help BC contribute thoughtful insights to national conversations

Sonia wants BC to show up constructively, sharing experience when relevant and supporting the broader CCGA community. “It’s not about leading,” she said. “It’s about being a helpful and consistent presence.”

2. Bring sustainability into conversations where it fits naturally

As someone who lives and works in a region defined by forests, mountains and coastline, environmental stewardship is central to how Sonia thinks about long-term planning. She hopes to introduce sustainability into discussions where it supports and strengthens existing safety efforts.

3. Explore opportunities to connect BC’s technology community with emerging needs

BC’s growing tech and AI sector may become a future asset for the damage prevention field. Sonia hopes to explore practical, field-aligned opportunities and, if useful, share those learnings nationally. “If anything we discover can help others, I want to bring that forward,” she said.

Leaving the East Coast with Warm Appreciation

On her last morning in Halifax, Sonia took one more walk along the waterfront. Fishing boats rocked gently in the harbour, gulls drifted above and morning light settled quietly on the water. It was a different coastline from the one she calls home, but it felt just as grounding.

She returned to British Columbia with a notebook full of ideas and a genuine appreciation for the people she met. As she put it, “A west coaster can fall for the east pretty easily when the ocean is still part of the view.”

In British Columbia, safety isn’t just a regulatory requirement — it’s the foundation on which the province’s infrastructure is built. From hydro and telecom installations to bridges, highways, and large-scale real estate developments, every project depends on the discipline of keeping people, communities and assets protected. With BC’s mountainous terrain, unpredictable weather, and complex regulatory landscape, the margin for error is small. Yet the opportunity to lead is great.

The High Stakes of Civil and Infrastructure Work

Few industries carry the level of visible accountability that construction and civil engineering do. Every bridge built, road resurfaced or telecom trench dug unfolds in public view. A single safety lapse can have devastating consequences — not only for those directly involved but for entire communities. For companies working with municipalities, utilities and developers, strong safety performance is now as much a business advantage as it is an ethical obligation.

British Columbia’s Occupational Health and Safety Regulation, enforced under the Workers Compensation Act, sets a firm baseline for compliance. Yet leading organizations know that regulation alone is not enough. They integrate safety into every phase of project planning, design and execution. For example, BC Hydro’s “Life Saving Rules” require contractors to embed stop-work authority into their protocols, empowering anyone — from a site foreman to a first-year apprentice — to halt work if conditions are unsafe. This approach transforms safety from a checklist into a culture of shared accountability.

What It Means to Build a Safety Culture

Safety culture begins with leadership. When executives and senior managers treat safety as a core value rather than a compliance exercise, it sets the tone for the entire organization. Leadership commitment is demonstrated not through memos, but through visible actions. That means showing up on job sites, participating in safety meetings and ensuring that adequate resources and training are in place.

Empowerment follows naturally from leadership. Workers must feel confident that they can speak up, ask questions or stop work without fear of reprisal. True safety cultures thrive when communication flows freely across hierarchies and when the field crew’s observations are valued as much as management’s directives.

Equally important is the ability to learn and adapt. Incident reviews and near-miss reports shouldn’t end in blame but in insight. Organizations that analyze root causes and update their protocols accordingly demonstrate maturity and transparency. Continuous learning keeps safety practices relevant in a sector defined by rapid technological change and evolving project complexity.

The Infrastructure of Safety: Systems that Support Culture

Culture may drive behavior, but systems sustain it. A well-structured Construction Safety Management Plan (CSMP) provides a clear framework for every contractor and subcontractor working on a site. These plans outline hazard identification, emergency response, inspection procedures and communication chains, ensuring that safety responsibilities are not lost amid tight schedules or shifting crews.

Standard operating procedures (SOPs) also play a critical role. The British Columbia Construction Safety Alliance (BCCSA) provides extensive Safe Work Practices that serve as industry benchmarks for specific tasks and equipment operations. These should never be static documents; they must evolve as new risks emerge or lessons are learned in the field.

Training and certification underpin all of this. Programs such as SiteReadyBC give every worker a consistent understanding of hazard management, confined space procedures and emergency preparedness before stepping onto a job site. When training is standardized and reinforced through mentorship, the results are measurable — fewer incidents, stronger confidence, and higher morale.

Incorporating guidance from the BCCGA’s Best Practices, especially around underground utility coordination and right-of-way management, is another step forward. Telecom and hydro contractors in particular face elevated risks when working near buried or energized infrastructure. Proactive coordination not only prevents accidents but also reduces costly damage to essential services.

Sector-Specific Realities

Each segment of the infrastructure sector carries unique safety challenges. Hydro and power projects, for example, require strict adherence to grounding, bonding and lock-out/tag-out procedures, especially during live-line or confined-space work. Telecom projects demand careful planning to avoid strikes on existing fibre, gas, or water lines — a risk mitigated through “common ground” principles championed by the BCCGA.

Municipal infrastructure and bridge projects bring their own complexities. These sites often operate in live traffic zones or densely populated urban environments, where protecting the public is as important as protecting workers. Meticulous traffic management, clear signage, and diligent communication with municipal partners are essential. The challenge lies not only in meeting technical safety standards but in coordinating multiple contractors, agencies, and stakeholders who must all share responsibility for the outcome.

Sustaining a Culture of Safety Over Time

Maintaining safety excellence requires discipline and reinforcement. Leading companies integrate safety metrics into their core business systems — tracking both leading indicators, such as inspections and training completions, and lagging indicators, such as incident rates. Transparent reporting creates accountability, while regular third-party audits and COR (Certificate of Recognition) certification through the BCCSA validate performance against provincial benchmarks.

Equally important is communication. Toolbox talks, visual dashboards, and safety huddles keep the topic active in daily operations. Recognition programs that highlight safe practices help shift safety from obligation to aspiration. When employees see that their vigilance is valued, engagement rises naturally.

In the long term, the most successful firms make safety inseparable from their brand. They treat it as a defining element of how they do business — a promise to clients, communities, and employees alike. This approach attracts top talent, earns trust from partners, and sets them apart in competitive tenders where a strong safety record can tip the balance in their favour.

The Business Case for Safety

Safety leadership delivers measurable returns. Projects with fewer incidents experience fewer delays, lower insurance premiums, and better workforce stability. Beyond numbers, a visible commitment to safety enhances a company’s reputation with municipalities, developers, and utilities — the very clients who prioritize risk management in vendor selection.

In a sector where skilled labour is in short supply, a reputation for protecting workers is also a magnet for talent. The best people want to work where they are respected, heard, and safe. As infrastructure spending grows across BC, this will become a decisive factor in attracting and retaining the next generation of skilled trades and engineers.

Leading the Next Chapter of Safety in BC

British Columbia’s civil and infrastructure community is evolving, and with it, expectations for safety leadership. It’s never been more important to align industry standards, promote collaboration between utilities and contractors and advocate for a culture that sees safety not as a cost, but as a core value.

Every organization has the opportunity to contribute. Conducting a safety culture audit, revisiting internal training and aligning policies with BCCGA best practices are concrete ways to start. More broadly, leaders can set the tone for an industry that no longer tolerates “good enough” when it comes to protecting people and property. Because in the end, building safely is more than a responsibility — it’s a reflection of who we are as an industry and a province.

In his first 90 days, he’s diving into Berto’s people, processes, and tools to better understand where and how to make an impact. We sat down with him to learn a little more about his background, what drives him, and the perspective he’s bringing to the team.

What experience are you bringing to the team that you’re most excited to share?

I have over 34 years of experience in the construction industry and in that time, I have been very fortunate to observe many different organizational styles and settings. I am most excited to share my experience and recommendations regarding the best-in-class business process, system, and tools that will help Berto grow into the future.

Why did you choose to join Berto, and what does working here mean to you?

I chose Berto because I feel that the company and its anticipated leadership needs are a good fit with my own interests, experience and stage of life. Working at Berto means that I have a place where I can contribute in a meaningful way and also continue to develop and improve my own skills and abilities as a person.

What’s your go-to coffee order or morning ritual? 

I love mornings and I love coffee!  I wake up at 5:00 am almost every day (even on weekends) and go straight from pillow to coffee.  My wife and I indulged ourselves in a very fancy espresso machine and I enjoy operating the machine almost as much as drinking the coffee! Most days I start with a whole milk latte, although I equally enjoy a double shot espresso as well – some days I will have one of each!

If you could instantly master a new skill, what would it be?

I would love to be able to sing. I am tone deaf and remarkably unmusical – I would love to fix that instantly!

What’s one thing your teammates should definitely ask you for help with?

I have a dangerous level of knowledge when it comes to the pricing of construction materials – especially aggregates.  I spent many years working with suppliers and devising fancy ways to maximize pricing of construction materials – I know their tricks!

What’s one thing you’ve done that you’re really proud of (outside of work)?

Outside of work I am most proud of being married for 34 years to my beautiful wife Barbara and raising three beautiful children with her. The fruit of our marriage now includes our two sons-in-law’s, a daughter-in-law and three gorgeous grandchildren. There is not much I love more than being a husband, father, and grandfather!

What’s your favourite way to recharge after a long day?

One of my favourite activities after work is a bicycle ride.  I live in Langley and have access to some of the most beautiful rural roads – anywhere!  Perhaps strange to some but there is nothing better than getting the heart rate up, breaking a sweat and making the legs hurt a bit to make the worries of the day evaporate!

What’s a weird or unexpected talent you have?

I am exceptionally good at telling stories to children. When my children were young, every night I would tell them a story about when I was young myself. One of the favourite stories was about how, at the tender age of six, I plotted with my sister to unalive a particularly nasty rooster!

If we gave you the company credit card for 24 hours, how would you use it responsibly?

I would buy a new office printer! One with multiple paper trays; one that prints double sided by default; and one that doesn’t always set back to A4 paper!

What’s one value or principle that guides you, both professionally and personally?

Always strive to tell the truth.  Easy concept to agree to, extremely hard to always put into practice.

…

Ted brings a thoughtful, grounded perspective to his role at Berto. With a strong focus on operational excellence and a clear commitment to supporting the team’s growth, he’s already becoming a valuable part of the leadership group. His deep industry experience pairs well with a lighthearted energy and sense of humour that we’re glad to have on the team as we look ahead to what’s next.

AI’s Role in Mapping Underground Utilities with Actionable Insights

AI enables faster data processing than traditional approaches due to AI-powered utility mapping. This aids in bringing any utility struggles to a team’s attention at an earlier stage in the process, allowing for quicker correction and improved safety. AI is transforming how quickly and efficiently we gather information in today’s construction landscape. What once took months can now be accomplished in days, allowing projects to progress with fewer delay, even in the face of high demand and ongoing labour shortages.

Gathering information through surveys and imaging technology has always been a big part of Civil Engineering and within this, the challenge lies in the interpretation of said data sets. New AI models can filter out irrelevant signals, and as these systems continue to evolve and machine learning becomes more refined, they will be able to evaluate historical data and reinterpret it using more accurate, up-to-date insights. Furthermore, since no two projects are alike and each environment presents unique conditions, AI algorithms can develop their own datasets and continuously incorporate learnings from every new site they encounter. Factors including differing climates, soil conditions and infrastructure demand solutions that are flexible and adaptable. With this ongoing experience, AI will continue to evolve with the construction industry and refine how utilities are identified, and data is interpreted, ultimately providing engineers with a better understanding of the ground beneath.

Reducing Risks with Predictive Modelling

Predictive analytics is becoming a powerful tool for managing risk and improving planning in civil and utility-based construction. During the construction phase, AI-driven systems can flag potential setbacks, such as supply chain disruptions, weather-related delays, or crew availability issues, before they impact project timelines. By analyzing patterns from historical and real-time data, these systems give project managers a clearer picture of where delays are likely to occur and how best to prevent them.

On site, smart sensors integrated into heavy machinery and utility installation equipment collect continuous performance data. This includes usage rates, engine temperature, vibration levels, and fuel consumption. AI analyzes this data to predict when a machine is likely to require maintenance or replacement, often weeks before traditional inspections would detect an issue. This proactive insight helps teams schedule repairs before equipment failure occurs, avoiding costly downtime that could stall trenching, duct installation, or splicing work.

By addressing inefficiencies before they escalate and adopting data-informed schedules that keep operations moving with fewer interruptions, crews are better equipped to stay on track. The result is a more resilient construction process, where early intervention helps control costs, protect timelines, and maintain overall project momentum.

Enhanced Safety

At Berto Contractors, the safety and wellbeing of our workers on-site goes beyond mere compliance as this is a core principle that guides every aspect of our operations. Integrating AI into construction now turns the traditionally hazardous environments into safer spaces by using real time hazard detection solutions such as computer vision and proximity warning systems that can detect any potential danger before it occurs. Furthermore, since no two projects are alike and each environment presents unique conditions, AI algorithms can develop their own datasets and continuously incorporate learnings from every new site they encounter. Algorithms generated by AI don’t only monitor data as it comes in, but they analyze historical safety data to predict and avert accidents.

Taking this type of proactive approach ensures that our team can address concerns in the early stages of a project preventing situations from becoming critical and decreasing risk significantly. The adoption of emerging AI technologies in the construction industry not only improves safety but also enhances decision-making during the planning process, helping ensure safer and more successful project outcomes.

Real-World Applications

AI is playing an increasingly important role in utility mapping across North American construction projects. In large-scale infrastructure work, such as waterline replacements or telecom upgrades, accurate utility mapping is already essential to avoid damaging existing systems and disrupting service. By integrating AI into these processes, teams gain predictive insights that help identify potential conflicts before work begins. This not only improves planning and efficiency but also enhances on-site safety by reducing the risk of accidental strikes and costly delays.

Beyond traditional surveying methods, AI-powered mapping tools can now process LiDAR data, satellite imagery, and GPR scans with remarkable speed and accuracy, identifying buried assets that may not be properly documented in legacy records. In many municipalities, where aging infrastructure meets rapid urban growth, these technologies help bridge the data gap, giving contractors and engineers a clearer picture of what lies beneath.

Some projects now combine AI with drone footage or robotic scanners to map dense utility corridors in real time, allowing teams to adapt their methods mid-project if new information emerges. This adaptability is especially valuable in urban environments where utility congestion and undocumented assets are common. As cities modernize and expand, AI’s role in subsurface intelligence is helping ensure safer, more cost-effective builds with fewer surprises in the ground.

The Future of AI Driven Underground Utility Mapping and Design

As the volume and precision of AI-generated datasets continue to grow, so does the potential to uncover insights that were previously hidden or overlooked. Advancing algorithms are expected to play a greater role across the full lifecycle of civil engineering projects, especially in underground utility mapping and design. Over time, with more real-world data feeding these systems, AI will not only help detect existing infrastructure but may also begin predicting utility degradation and performance, enabling teams to take action before issues arise.

This signals the emergence of a new era in civil engineering, one where what lies beneath the surface is understood with greater accuracy and foresight than ever before. Rather than replace human expertise, AI’s role is to enhance and inform it, offering real-time feedback and deeper context to support expert decision-making. It’s not just a shift in tools, but a broader evolution in how the industry thinks, plans, and builds.

Tariffs and Rising Material Costs

One of the most significant pressures affecting BC’s construction sector in 2025 is the rising cost of materials triggered by global tariffs. Trade tensions and policy shifts have led to increased duties on commonly used construction imports, especially from the United States. Key materials like structural steel, aluminum, electrical components, and prefabricated assemblies are now subject to tariffs as high as 25% in some cases.

These added costs have a cascading effect on the entire construction process. Suppliers are passing their increased expenses down the supply chain, forcing contractors to absorb higher upfront costs or pass them on to clients. As a result, project budgets are under more strain than ever before. Many firms, particularly small to mid-sized contractors, are finding it increasingly difficult to stay competitive in the bidding process, while clients face tougher choices around project viability.

The volatility in pricing also makes planning more difficult. Projects that were financially sound six months ago may now require revisions or delays due to shifting materials costs. Additionally, some contractors are being forced to source alternative materials or rework specifications in real-time, leading to design delays, procurement bottlenecks, and scheduling disruptions.

According to insights from Singleton Urquhart Reynolds Vogel LLP, tariffs don’t just affect upfront pricing, they influence the entire contract structure, risk allocation, and financial forecasting. Firms are being urged to reassess how they negotiate construction agreements, build in contingencies, and approach long-term supply chain planning.

Economic Headwinds and Project Delays

Tariffs are only part of the equation. Economic conditions more broadly are contributing to a measured slowdown in construction activity across Canada and the U.S., and BC is not immune to these pressures. According to the American Institute of Architects’ (AIA) January 2025 Consensus Construction Forecast, non-residential construction spending is projected to increase by just 2.2% this year, a marked deceleration compared to pre-pandemic growth rates.

Higher interest rates, sustained inflation, and shifting investment strategies are making clients more cautious, particularly in the commercial, institutional, and multi-use sectors. Lenders are tightening financing terms, municipalities are grappling with budget limitations, and private developers are recalibrating timelines and priorities.

For contractors, this translates into longer decision-making cycles, delayed project launches, and more risk-averse clients who expect tighter estimates, greater cost transparency, and higher performance guarantees. While large-scale infrastructure projects are still moving forward, smaller developments, particularly those dependent on municipal approvals or private capital, are often being postponed or reevaluated.

This slowdown impacts not only contractors but also the broader economic ecosystem. Delayed projects mean fewer jobs created, fewer apprenticeship opportunities, and reduced demand across supporting sectors like engineering, surveying, and logistics.

Workforce Development: Investing in Long-Term Solutions

In the face of material and economic pressure, there’s a clear understanding in the industry that investment in people is essential. One of the most promising developments in 2025 has been the BC Construction Association’s (BCCA) launch of the Past Chair Legacy Fund. This newly established Construction Education Fund is designed to support innovative education initiatives, skills training, and workforce retention programs across the province.

The fund will offer grants to industry-led organizations and post-secondary institutions focused on developing curriculum, enhancing hands-on training opportunities, and supporting career mobility within the construction trades. By focusing on long-term capacity building, the fund helps ensure that BC has the skilled workforce it needs to remain competitive in the coming decades.

The fund also prioritizes digital adoption in the construction process, a necessary pivot in a sector that’s rapidly embracing building information modeling (BIM), project management software, and data-driven operations. By equipping current and future workers with the skills to thrive in a tech-enabled environment, the industry can reduce inefficiencies, boost productivity, and respond more effectively to the challenges of material cost volatility and scheduling disruptions.

Promoting Trades to the Next Generation

Workforce development doesn’t start at graduation, it starts in the classroom. One standout initiative launched in 2025 is the BCCA-supported pilot project in Chilliwack aimed at promoting skilled trades to elementary school students.

In collaboration with local school districts, the program introduces students in grades 5 and 6 to concepts in science, technology, engineering, arts, and math (STEAM) through a construction lens. Activities include hands-on challenges like bridge-building, basic electrical wiring, and blueprint reading, delivered by trades professionals and educators.

The goal is to normalize and elevate construction careers from an early age. Rather than treating trades as a fallback or secondary option, the pilot project encourages students to see these pathways as viable, rewarding, and essential to the province’s growth. Early exposure also helps bridge the representation gap by reaching a broader demographic of students, including girls, newcomers, and Indigenous youth who may not otherwise consider careers in construction.

As the industry continues to face labour shortages and a retiring workforce, building a robust talent pipeline is critical. Programs like this support the long-term health of the sector and ensure that BC’s future builders are as diverse and skilled as the communities they serve.

Moving Forward with Resilience and Purpose

While the economic and policy environment in 2025 presents clear challenges, it also offers a moment of recalibration for the construction industry. The rising cost of materials, project delays, and evolving workforce dynamics are catalysts for smarter, more strategic thinking across every phase of a build.

To stay competitive in this climate, construction firms must adopt a multi-pronged approach:

• Proactive Supply Chain Management: Diversifying suppliers, leveraging long-term contracts, and integrating procurement earlier into the project lifecycle can help mitigate tariff risks and material shortages.
• Cost Management Innovation: Using data analytics and real-time budgeting tools can improve forecasting accuracy and build client trust in uncertain economic times.
• Workforce Retention and Upskilling: Expanding mentorship programs, offering career progression pathways, and investing in digital fluency are essential to attracting and keeping top talent.
• Early Engagement with Youth and Underserved Communities: Supporting outreach programs and building partnerships with schools, community organizations, and training hubs will ensure the next generation of workers is better prepared and more representative of our province.

At Berto Contractors, we are meeting this moment with focus and purpose. Our commitment to delivering quality, precision, and reliability is matched by our dedication to evolving alongside the industry we serve. By engaging in and supporting forward-thinking workforce initiatives and adapting project strategies in response to market volatility, we’re helping to shape a resilient future for construction in British Columbia.