60 years of firsts - building and construction canada · 60 years of firsts +ellisdon corp. builds...

60 Years of Firsts+EllisDon Corp. builds on its long history of innovationand client satisfaction as it marks a milestone anniversary.By B&C Canada Editorial Staff

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>EllisDon Corp. is known by clients andothers throughout Canada for its diversecapabilities across multiple sectors, butthere is a single word that can be appliedto the contractor no matter where itworks: innovation.Since its inception in 1951 in London,

Ontario, by brothers Don Smith and DavidEllis Smith, EllisDon has set new stan-dards for the Canadian construction ind -ustry. It was the first company to establisha number of practices that are now com-mon across the country and industry.These include becoming the first Can -adian contractor to purchase and operateits own tower crane, establishing the firstfully computerized accounting and cost-control system used in the industry, andbecoming one of the first to launch a cor-porate safety strategy.This drive to innovate continues as the

company – now led by President andCEO Geoff Smith, Don Smith’s son – cel-ebrates its 60th anniversary this year. “At EllisDon, we have striven to move

far beyond being simply build ers; we alsoare construction financing experts, witha profitable financial services division,”Geoff Smith says. “We create softwaresys tems from scratch and sell them toother construction companies; we dofacilities management with 20-year con-tracts. With our services/consulting div -ision, we don’t sell price and schedule,we sell analytical ability, expertise andindustry-leading systems. We can sellpieces to anyone, or we can now project-manage the whole effort from cradle tograve and beyond.”Today headquartered in Mississauga,

Ontario, EllisDon also has offices inHalifax, Nova Scotia; London; Van couv -er; Calgary; Edmonton; Ottawa; Winni -peg and United Arab Emirates. Duringits 60 years in operation, Ellis Don hasfound success in a number of sectors.

Varied TalentsEllisDon’s penchant for innovationshines through in its many offerings toclients and others. “Our clients and sub-

contractors have always been able tobenefit from and take advantage of ourknowledge and experience across all ofour services and divisions,” the companysays. “This is because we don’t operate insilos. Instead, on every project all of ourexperts come together to look at projectsas a whole.”In addition to design/build, construc-

tion management and other establisheddelivery methods, EllisDon offers expertservices in engineering, research & de -velopment and quality assurance; build-ing information modeling; equity; facili-ty management; information and com-munication technology; project manage-ment and sustainable building, amongother specialties.“EllisDon takes responsibility for every

phase of the project; we’re not just sub-bing out and forgetting about it,” Di r -ector of Facilities Management BobHow at says. “We are involved in everyfacet, which is truly unique. No otherconstruction company is doing that.”

A Green TeamOne key EllisDon offering that is in greatdemand by clients and provincial agen-cies is sustainable building practices. Tomeet the need for environmentallyfriendly buildings, the company employsa number of LEED APs in-house andencourages all employees to becomeLEED accredited. EllisDon projects havealso earned third-party certificationsincluding Green Globes and BOMA GoGreen nods.“The push to go green has never been

more pronounced; it is at the forefront ofeveryone’s mind [and] the quality of ourenvironment and our quality of lifedepend on it,” the company says. “We’reapplying all of our experience and knowl-edge in construction to become good atsustainable building.”EllisDon works closely with owners

and the design team during preconstruc-tion in order to meet LEED and othergoals. “The key to a well-managed sus-tainable building project is a great deal of

2 0 1 1 j u l y / a u g u s t i s s u e b & c c a n a d a 29

EllisDon Corp.www.ellisdon.comRevenues: $2.5 billionHQ:Mississauga, OntarioEmployees: 1,000Specialty: General contracting and construction management

“At EllisDon, we rely on our people - pure andsimple - and we give them the freedom to thinkhard about what our clients need to succeed.”> Geoff Smith, CEO

A History of Excellence

1951Don Smith, his brother David Ellis Smith and two others establish EllisDon as a local

contractor in London, Ontario.

1956The company purchases and operates its

own tower crane, becoming the first Canadiancontractor to do so.

1968EllisDon again becomes an innovator in its

industry by being the first Canadian constructioncompany to computerize its accounting and

cost-control systems.

1986EllisDon is awarded a design/build contract forToronto’s SkyDome stadium, today the RogersCentre. The stadium is the first in the world to

feature a fully retractable roof.

1990The company establishes a freestanding

research and development department dedicat-ed to the science of building, the first of its kind.

1993EllisDon becomes the first Canadian

company to build in Latvia and Lithuania.

2000The company’s “Client First” program

is established.

2003EllisDon is awarded the Diamond Award ofExcellence at the 2003 Canadian Information

Productivity Awards.

2006EllisDon is recognized as one of Canada’s

best-managed companies.

2008A Hewitt Associates survey ranks EllisDon as

“Canada’s Best Employer.”

2009The company is again ranked first as

“Canada’s Best Employer” in addition to achieving Platinum status as one of Canada’s 50

best-managed companies.

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cooperation from everyone involved,”EllisDon adds. “Sustainable buildingisn’t a one man show, it starts with opendialogue and lots of teamwork.”EllisDon met a client’s sustainable build -

ing needs on the University of Calgary’s$28 million Child Development Centre,which opened in 2007. The universitysought a number of energy-efficient fea-tures on the project and facility, includingdiverting 75 percent of construction wastefrom landfills and full LEED energy opti-mization credits, the company says.Waste diversion presented a challenge

because of limited local recycling oppor-tunities. To address this, the companyworked with the Province of Alberta, theCity of Calgary and several waste haulersto recycle waste. To meet the centre’senergy demand, the company installed alarge photovoltaic array supported fromthe side of the building, a technique thathad never before been done on a projectof the centre’s size. The 11,200-square-meter centre was

EllisDon’s first to attain LEED Platinum

status. The building reached energy sav-ings of 66 percent, diverted 78 percent ofconstruction waste and won a Pho to -voltaic Project of the Year award fromthe Canadian Solar Industry Associationfor the solar array.“The University of Calgary Child De -

velopment Centre is the highest scoringLEED building in a cold climate. Achiev -ing this effort required a concerted teameffort,” said Jim Love, a LEED AP profes-sor and sustainable building technolo-gies chair in the university’s departmentof engineering. “EllisDon did a first rate job of han-

dling the site aspects of green buildingon top of the hectic demands to simply

complete construction in Cal gary’s hotmarket,” Love adds.

A Culture of Sustainability EllisDon isn’t just a sustainable builder –it helped pioneer Canada’s LEED GreenBuilding Rating System and has main-tained its leadership by constructingsome of the most innovative projects inthe country. In 2010 alone, EllisDon hadmore than 13 million square feet of sus-tainable projects worth at least $4 billionin its backlog. It also had 41 projectsawaiting LEED certification.For a company with a vast amount of

experience in sustainable building, it



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Fengate Capital Management enjoys a strategic part-nership with EllisDon on infrastructure projects. Mostrecently, the partnership was awarded the New OakvilleHospital project. As EllisDon’s partner, Fengate Capital hasbeen an integral part of the design-build-finance-maintainteam having been successfully awarded projects valued atover $4 billion. We sincerely appreciate our relationshipand are delighted to have partnered with EllisDon in devel-oping Canada’s infrastructure. Congratulations to EllisDonon your 60th Anniversary and we wish you continued suc-cess. (www.fengatecapital.com)

EllisDon’s commitment to sustainable construction is exemplified in its recent workon the 18 York office tower project in Toronto,which is aiming for LEED Gold status.

“The key to a well-managed sustain-able building project is a great deal ofcooperation from everyoneinvolved. Sustainable building isn’t aone-man show, it starts with opendialogue and lots of teamwork.”

would be easy to assume that the processcould get a little routine. Not so atEllisDon. Instead, it maintains a com-mitment to practice what it preaches onand off the construction site. “EllisDonhelped pioneer the LEED rating systemin Canada and helped create one of thelargest borehole fields in North Americafor geothermal heating and air condi-tioning,” the company says. “This led usto create a Sustainable Building Services

department that champions sustainablebuilding expertise and techniques through -out the company.” Ever since it made its first commit-

ment to sustainable practices, EllisDonhas produced green building after greenbuilding, with many achieving LEED cer-tification and other green designations.Recently, however, it has not been onlyEllisDon’s projects that receive all therecognition. For two consecutive years,EllisDon has been named one of Can -ada’s most eco-friendly companies inThe Green 30 – a list developed by AonHewitt based on employee feedback andpublished in Maclean’s. EllisDon’s Sus -tainable Building Services Department,its role in the Canada BIM Council andnumerous company-wide, eco-friendlycampaigns all contributed to it receiving

the designation.“For the second year in a row we are

proud and honored to be recognized byAon Hewitt and Maclean’s as one of TheGreen 30,” Manager of Sustainable Build -ing Services Cameron Blair said. “Thiswould not be possible without a strongcommitment from our employees inembracing environmental stewardshipas part of the corporate culture. We planto continue embarking on initiativesthat minimize the environmental impactof our operation and differentiate Ellis -Don as a well-rounded leader in the con-struction industry.” With that announcement, EllisDon

employees in provinces such as Ontarioand Alberta took to their communitieswith trash bags and gardening tools, andput on their running shoes or hopped onbikes to show just why – as its tagline says– “EllisDon Blue is the New Green.” InMarch and April, its Sustainable BuildingServices Department “initiated a friend-ly, company-wide competition encour-



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thOver its 60-year history, EllisDon has broad ened its services to include en gineering, building information modelingand project management, among others.


aging each regional and site office to par-ticipate in an event contributing to envi-ronmental initiatives such as tree plant-ing and local park cleanups,” the compa-ny says.Kim Rishel, one of EllisDon’s consult-

ant experts, was part of a team that builtone of Canada’s first LEED Platinumprojects. She also works alongside Blairto foster sustainable initiatives at thecompany, and organized a group of Ellis -Don employees to participate in Cal -gary’s 44th Annual Pathway and RiverCleanup. Blair took part in a tree plant-ing hosted by the Sierra Club and the cityof Mississauga at Richard Jones Park. Others, such as Leslie Yott, an employ-

ee in EllisDon’s London, Ontario, office,organized a group of peers to transforma bare parcel of land into an inviting land-scape for employees to enjoy duringtheir breaks. Other EllisDon employeeshave committed to riding their bikes towork for a month or participated inmarathons to raise awareness for envi-ronmental concerns.

Environmental InitiativesThe Sustainable Building Services De -partment is just one of several environ-mental initiatives at the company. In2010, EllisDon celebrated the lead-up toEarth Day and its eventual ranking as oneof 2010’s Green 30 with an Earth DayCountdown. For 21 days, the companycommemorated the green accomplish-ments of its employees. On the 21st day itannounced the company’s recognitionas one of the Green 30.

The countdown also highlighted cor-porate practices such as an organics col-lection program at its head office inLondon. In 2008, the company set up aprivate program with Waste Manage -ment to divert organic waste away fromlandfills. “We now collect organic wastefrom our kitchen area along with papertowels from the bathrooms and divertthis waste from landfill at a minimal –sometimes zero – additional cost,” thecompany says.On day 11, EllisDon reflected on its

first Tree Planting Campaign in 2009.The company purchased 30 tree seed -lings and sold them to EllisDon employ-ees to raise money for TreeCanada. Ellis -Don donated more than $5,000 that year.The money went to TreeCanada’s BritishColumbia ReLeaf Program that servesareas in the province affected by wild-fires such as West Kelowna, Lillooet,Sorrento, Clinton and Kamloops. The next day, the company commem-

orated a more recent event – its LightsOut Campaign. In 2010, it launched


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One of EllisDon’s current projects is the renovation of Calgary’s Bow Valley Squareshopping center, a 75,000-square-foot project that includes green spaces.

Retail RenewalEllisDon later this year will complete a renovationof the Bow Valley Square shopping center inCalgary. The 75,000-square-foot renovationincludes new granite floors, ceilings, upgradesglass and stainless steel storefronts and handrailsand new mechanical and electrical fixturesthroughout the center.

Three tower lobbies and a two-story mainentrance will also be revived, and two new greenspaces are being developed, the company says.

The project is on track for LEED Silver certifi-cation, according to EllisDon.

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Lights Out by posting signage for its elevator lobbies and exitsreminding people to turn off their office, task lighting and arealighting before leaving the building. “This is an obvious, yet sim-ple initiative aimed at reducing power consumption,” the com-pany states. Neil Crawford, leader of Aon Hewitt’s Best Employers in

Canada study, says commitments such as these often play a rolein an employee’s decision to work for certain companies. “Ourfindings show that employees really see the difference whentheir employer is focused on developing and implementingenvironmentally conscious policies and practices,” he said in astatement. “Effective green programs and practices may per-suade certain employees to join or stay with an organization.” As Blair explains, it’s not just the leaders on top making these

decisions or simply doling out large contributions on an annualbasis; instead, it’s the individual employee making his or her

own contribution that helps lead to big changes. “For any com-pany to make this list is quite an accomplishment, but for a con-struction company to make the list is even more impressive,” hesays. “We recognize an immense environmental impact at theroot of our business activity. As such, we are keen on findingways to minimize our impact, or compensate for it wherever wecan, through corporate environmental initiatives.“This is only the beginning for us – there is much room for

improvement in our industry and much more to come fromEllisDon,” he adds.

Finding New MethodsEllisDon understands that traditional construction deliverymethods such as stipulated price, construction management ordesign/build contracts may not be enough to meet the needs ofits clients, it says.In the case of stipulated price contracts, the company notes

that general contractors bid on a fully developed plan and do nothave design input. In this situation, design and constructionteams don’t often work together, and the owner may rely moreheavily on consultants than the builder does.“We can build to a conventional contract, but more and more

what we’re finding is that our clients both want and need us to beinvolved in the project as a whole,” the company continues. “Weare brought in earlier and, in many cases, we continue our involve-

“We can build to a conventional contract, but more andmore what we’re finding is that our clients both want and need us to be involved in the project as a whole. Weare brought in earlier and, in many cases, we continue our involvement longer in the project continuum thanever before.”


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ment long er in the project continuumthan ever before.”Most of EllisDon’s projects combine

stipulated price delivery with more col-laborative methods. “For example, wecan combine the collaborative featuresof construction management with thefixed price of stipulated price,” EllisDonsays. “Or we can combine a front-endpreconstruction program that deter-mines a fixed and guaranteed scope fordesign and construction with a construc-tion management program.“But when a hybrid contract isn’t an op -

tion and we agree to a stipulated fixed price,we understand the importance of pro tect -ing the best interests of the client and weknow that to ensure a positive long-termrelationship, we must always maintain highproject quality and work as collaborativelyas possible within this framework.”

Tailored ServicesEllisDon can tailor its contracts to coverthe pre-construction or design phase if

construction management resources arebrought onto the project team at thesame time as architect and engineeringconsultants. Pre-construction servicesinclude estimating, constructability re -views, value management, lifecycle cost-ing and project scheduling. The company uses proprietary con-

tracting strategies to complete projects.Its design/assist method brings EllisDoninto the mix earlier, which gives it a handin controlling the progress of the projectfrom the beginning, it says.EllisDon relies heavily on its subcon-

tractors to meet special needs on a project.As part of the bidding process, EllisDon’spre-construction department preparesand tenders bid packages, reviews and ana-lyzes submissions and awards tenders toprequalified subcontractors. In addition to prequalifying its sub-

contractor base, EllisDon uses Sub guard, acertificate management/insurance pro-gram to cover potential risks. Subguardindemnifies the company from direct

and indirect costs that might result froma default in performance of any unbond-ed subcontractor, and allows more con-trol during the prequalification andclaims processes without the use of athird-party, the company adds.

Embracing TechnologyEllisDon frequently uses technologicaltools to reduce a client’s risk and betterfacilitate communication among projectteam members. One of the most promi-nent of these is building informationmodeling (BIM), which uses 3-D model-ing to coordinate and simulate projects.“This process creates a purpose-built,

dimensionally accurate 3-D model to



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Sentinel Maintenance Inc. is North America's leading con -struction cleaning company having recently completed theCity Center Project in Las Vegas. We are also very fortunate tohave been given the opportunity to work on many of EllisDon's Projects over the years including the new South HealthCampus in Calgary. Our services include high-rise windowcleaning, special access cleaning, base building and final con-struction cleaning. We would like to congratulate Ellis DonConstruction on their 60th Anniversary!

EllisDon’s embrace of advanced technologysuch as BIM has allowed the company to complete many highly technical and complexprojects, including Woodstock Hospital.

Stacking the DeckEllisDon recently introduced a formwork inno-vation during its work on the Calgary SouthHealth Campus project that has benefitsacross the entire industry, according to oneindustry leader.

Calgary Construction AssociationPresident Jim Clement in April told a numberof contractors about the advantages ofEllisDon’s IntElliDeck formwork system, thefirst of its kind in the world. Unlike traditionalscaffolding-based formwork systems,IntElliDeck uses hydraulic motors and deflec-tion systems to place larger spans of concrete.

“It could be used any time you have a similartype of project to save time and money, to ben-efit all of the general contractors in Canada,and to make us, as Canadians, more competi-tive in a world marketplace,” Clementexplained. ”On a national basis, EllisDon hasshared this information with all of the othercontractors in the country; they could use thisinnovation in different applications. The effi-ciency seen here could and will be seen on oth-er projects across Canada.”

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rationalize risk, identify issues in thecontract documents and clearly delin-eate scope for even the most complexbuilding systems,” EllisDon says. “Thismodel may be the sum of many contribu-tions from the various stakeholders inthe design and construction process orcommissioned as part of preconstruc-tion services as a standalone exerciseusing the best information available. “It is in the client’s interest to engage

in this process before tender in order tohave the most significant impact on riskand therefore the project cost,” the com-pany adds.EllisDon uses advanced software and

technological processes in a variety ofapplications including:» 3-D analysis including simulationsand value-engineering;» 3-D coordination of trade submissions;» 3-D quantity extraction;» 3-D database management; and» Project control.“EllisDon ultimately builds more effi-

ciently, which reduces risk and signifi-cantly improves our client’s experience,”EllisDon says. “With multiple pro jectsundertaken, our experience and expert-

ise in 3-D technologies has put us in aleadership position to guide the indus-try’s adaptation of these tools.”

Impact on HealthcareThere’s no debating the revolutionizingforce EllisDon has had on the Canadianconstruction industry. The company’simpact has been felt the most in thehealthcare sector; specifically, betweenpushing forward the public/private part-nership (P3) delivery method as well asthrough its fixed-price contracts. “EllisDon is changing the way hospi-

tals are being built in North America,”the company says. “More and more,we’re leading the way by delivering hos-pitals through a consolidated deliveryapproach where a single team works veryclosely with the owner’s team and deliv-ers all aspects of a hospital’s program.”EllisDon is North America’s largest



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EllisDon’s work on the Calgary South HealthCampus featured a first-of-its-kind formworksystem called IntElliDeck, which is capable ofplacing larger spans of concrete.

Teaming UpOne of EllisDon’s latest endeavors in the health-care field is the replacement Oakville Hospitalproject in Oakville, Ontario, as a key member ofHospital Infrastructure Partners. This team hasEllisDon Corp. serving on the development,construction and facility management portionsof the project.

The new hospital will feature a range ofhealth services including:

> Complex continuing care> Rehabilitation> Renal dialysis> Acute inpatient care> Maternal child care> Inpatient and outpatient adult and child andadolescent mental health> Secondary and tertiary level programs

Construction is slated to begin this summer,according to Halton Healthcare Services, theproject’s owner.

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developer of new hospitals and healthcare facilities, with morethan $3 billion of these types of projects under construction,according to the company. The company set a precedent in 2004for new funding models in the healthcare industry when itfinanced the construction of the William Osler Health Centrein Brampton, Ontario, for $450 million. “Healthcare and research projects require a new way of think-

ing, new partnerships and innovative solutions,” the companysays. “And EllisDon is leading the way.”

Setting Records in B.C.In partnership with Fengate Capital Management Ltd., EllisDonis slated to deliver the Surrey Memorial Hospital Critical CareTower project in Surrey, British Columbia. The joint venture part -nership – known as Integrated Team So lutions (ITS) – willdeliver the tower as part of the Fraser Health Authority’s over-all expansion of the Surrey Mem or ial Hospital campus, valued at$512 million. The tower will add 151 acute care beds to the hospital campus

upon its completion in 2014. EllisDon says it is the largest capi-tal project in the history of healthcare in British Columbia interms of capital costs. This project will be delivered through the P3 model, which means

ITS is responsible for designing, building, financing and maintainingthe tower. As the leading member of the ITS group, EllisDon says itis involved in the financing for the project and will provide all servic-es related to the design and construction of the facility. The project will be constructed in two components, accord-

ing to EllisDon. The first is the construction of a new emergencydepartment by 2013, and the second is the completion of thecritical care tower by 2014. The project will seek a LEED Goldrating as well. “We are proud to be a partner with Fraser Health on this land-

mark project. This is the largest project of its kind for B.C. andFraser Health, and it marks ITS’s entrance into the B.C. P3 mar-ket,” said Matt Dekkers, ITS project director.The ITS consortium was formed to pursue design/ build/

finance/maintain (DBFM) projects across Canada. The consor-tium combines a team of professionals with industry-leadinginfrastructure development experience. Since its inception, ITShas financially closed on DBFM projects with combined capitalcosts of more than $1.6 billion.



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“EllisDon is changing the way hospitals are being built in North America. More and more, we’re leading the way by delivering hospitals through a consolidated delivery approach where a single team works closely with the owner’s team and delivers all aspects of a hospital’s program.”

Municipally SpeakingThere are countless regulations andstrict specifications to follow whenconstructing healthcare projects. Withits vast experience meeting these cri-teria, it is no surprise that EllisDon canmeet the rigorous demands of govern-ment work, as well. EllisDon enters these projects with

experience and expertise that usual-ly aren’t found in the agencies thecompany serves. While many projectowners are beholden to investors or fin-anciers, EllisDon realizes its govern-ment clients are in compliance with thedemands of the public. “Owners must get the best value while

making sure their project has a fair ten-dering process,” the company says.“Because they usually have little or no in-house expertise they need a more com-

plete solution from planning and designto construction. To top it all off, financ-ing and long-term operation of the build-ing are always major concerns.”EllisDon says it works with govern-

ments at all levels to find new models forprocurement of design, construction,financing and long-term operation ofgovernment facilities.

“We’re proving that we can developand build projects faster and still givegovernments the required amount oftransparency and competitive ten-dering to ensure the general publicunderstands the pro cess,” the com-pany says. “We also have a project manage-ment group that is ready to help gov-ernment bodies that aren’t set up forconstruction management,” the com -pany continues. “This group can give

government bodies the expertise theydon’t have in-house.”



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D.C.M. Mechanical would like to congratulate EllisDonon 60 years of success. D.C.M. takes pride in being an inte-gral partner to this success by providing all customers witha full comprehensive approach to their construction needs.D.C.M.’s dedication to its philosophy in safety has beenawarded the Certificate of Recognition in Safety by ensur-ing each member of its team is of primary importance and isheld responsible and accountable for safety on the job.

Straight to DetentionAs it does with the healthcare sector, theP3 delivery method plays a major rolewith government projects, as well. Forinstance, EllisDon is constructing theToronto South Detention Centre inToronto through the P3 DBFM model. The project is being built to replace the

Don Jail, which is located on the south por-tion of the Mimico Correction Centreproperty in Etobicoke area of Toronto.When completed, the centre will feature1,650 beds for adult inmates, a 320-bedintermittent centre, an infirmary, foodpreparation area and laundry facilities. Targeting LEED Silver certification, the

centre will utilize a geothermal groundsource heat exchanger that will produce 7.8terrajoules of renewable energy annually,according to EllisDon.

Creative Learning SolutionsTechnology’s impact on education in thelast two decades has necessitated theconstruction of new teaching environ-ments. EllisDon is participating in this

technological revolution by providingcreative solutions to the design and con-struction challenges raised by instanta-neous and mobile communication.Nowadays, students are used to being

plugged in 24/7, and their educationalfacilities must support that expectation.Additionally, today’s quality learningenvironment combines the latest tech-nologies in computers and communica-tions with high air quality standards andbuilding systems control.EllisDon must meet these challenges

within tight government budgets, andstill build a structure that embodies thecampus’ defining character, the compa-ny says. The company helps to providealternative finance solutions, privatepartnership opportunities or long-termsustainability models that can controlcost without compromising programrequirements and students’ experi-ences. Its procurement sol utions andextra service options allow educationalinstitutions to form proactive partner-ships with EllisDon.

Environmental SolutionsEllisDon built a living biowall to provideclean, recycled air in the $32 millionCentennial College Library and Aca -demic Facility in Scarborough, Ontario.Working in conjunction with man-madeair filters that need replacement, the sys-tem purifies indoor air with plants thatare arranged in a four-storey atrium.Besides its purifying function, the bio -

wall is aesthetically pleasing. Usually



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E.H. Price has worked closely with EllisDon over the years,providing HVAC solutions on several high profile construc-tion projects. It is relationships like these that have cement-ed E.H. Price as a market leader of air distribution sales andservice in Canada. E.H. Price provides our customers withcutting-edge technology such as displacement ventilation,chilled beams and LEED-certified products which onlystrengthens those relationships.

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Congratulations Ellis Don on completing 60 years of high-quality construction projects. Sprint Insight is proud to haveworked with you as a mechanical contractor in P3,design/build and bid spec projects. Sprint Insight’s attention todetail has established our company’s reputation as one of theleading mechanical engineering and construction firms inOntario. Our motto of “Total Responsibility” ensures valuedriven design solutions for the entire project team. For moreinformation visit www.sprintinsight.com.

For Lakehead University in Orillia, Ontario,EllisDon built an 80,000-square-foot, $43 million academic facility.

grown on a layer of plastic material, theplants here are attached to a corrugatedaluminum deck. Air is drawn past theplants through small holes in the corru-gated deck, which forms a vertical ple -num, and enters into the ductwork sys-tem behind the wall.Plenums located behind the biowall

on each storey of the building return airto the air-handling units for recircula-tion. The plants are watered automati-cally and misted as needed. They typical-ly are ivy, ficus, spider plants, croton,dragon plants, maidenhair ferns, tropi-cal plants and other varieties that do notproduce pollen.EllisDon Project Manager Ezio Del Fatti

says this is the first biowall on which he hasworked. “It’s a fast-paced project,” DelFatti notes. “That’s the big challenge. Thereare complicated, high-end finishes andnothing typical; that’s one of the chal-lenges.” Other LEED features of the100,000-square-foot structure are a greywater system that collects rainwater in acistern for flushing of lavatories, occupan-cy sensors for lighting and extensive use ofdaylighting. The ventilation system usesheat recovery technology. The fast-pacedproject was started in September 2009 andcompleted in March.

Innovative TechnologyGeothermal heating, a retention pondfor rainwater recycling and a green roof

The Lakehead University project features a geothermal heating system and a rainwater management system.



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Geo A. Kelson Co. Congratulations to EllisDon on 60 suc-cessful years! We hope to enjoy many more anniversariestogether in the decades to follow. You have been an inte-gral and respected partner over the years and an inspira-tion for us. We wish you continued success and prosperityin your current projects and all those to come. It is a pleas-ure doing business with you.

“We’re proving that we can developand build projects faster and still givegovernments the required amountof transparency and competitive tendering to ensure the general public understands the process.”

were all features completed by EllisDonCorp. as general contractor on LakeheadUniversity’s 80,000-square-foot, $43million academic building. EllisDon’sextensive experience on other educa-tional buildings throughout Canada, aswell as its extensive experience withLEED, made it a natural fit for the proj-ect. “We have a number of resourcesavailable to us in-house and have exten-sive support from our front office,”Project Manager Rick Dittmer says. Opened in Orillia, Ontario, in Sept-

ember 2010, the building features a geot-hermal heating system consisting of 130300-foot-deep holes. The interior fea-tures in-slab radiant heating within theconcrete walls and floors that supple-ment the building’s heating system.Rainwater is managed and reused

through a retention pond, which collectswater for non-potable water uses such astoilet flushing. An underground waterstorage area in the building’s parking lotalso helps in water management. One ofthe building’s main features is a greenroof covering more than 50 percent ofthe building’s total roof area. Its naturalground cover acts to both cool the build-ing and manage stormwater runoff.Not all EllisDon education projects

are on institutions of higher learning. Ageo-exchange heating and cooling sys-tem and flat plate solar collectors arebeing installed at the Samuel BrighouseElementary School. EllisDon is sched-uled to complete this 45,000-square-metre, two-story replacement facility forDistrict No. 38 of Richmond, BritishColumbia, in September.“This has all the sustainable elements

you would hope to see on any project witha commitment to energy conservation,choice of regional materials, low-VOCcomponents and simplicity of the modu-larity of the design,” Project Man agerJohn Mackenzie says. “It was the firsttime for me seeing all these elementsbrought together on one project.”Other sustainable features of the $13

million project include: » Prefabricated components to reduceconstruction waste;



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As a premier manufacturer of architectural woodwork andcasework, as well as laboratory casework, MCM enjoys areputation for quality and precision craftsmanship. Ourextensive experience producing custom work for hotels,casinos, universities and hospitals has won us contracts ona wide range of projects across North America and aroundthe world. As an MCM customer, you can count on us toprovide the very best architectural wood products andtimely service. Our renowned reputation was built up onpartnering with architects, contractors and suppliers whodemand the highest quality, on time and on budget.

EllisDon says the experience it has with LEED projects and the support of its front office made the company a natural fit for the Lakehead University project, which was completed in 2010.

» Refurbishing an existing gymnasium;» Heat recovery in computer labs andmechanical rooms to be redistributedthroughout the building;» A large atrium for daylighting; and» All classrooms supported by con-trolled occupancy sensors.

Renovating Historic StructuresThe University of Calgary built its Schu -lich School of Engineering in the 1950s,

and just as the International Space Sta -tion bears little resemblance to Sputnik,much has changed in engineering educa-tion since then. EllisDon has served asconstruction manager on a three-phasemodernization project that began inDecember 2009.The first phase included renovating

the existing building to bring it up to cur-rent safety standards and modernize thestructure for today’s engineering stu-dents. This included washroom up gradesand mechanical and electrical upgrades.The $21 million first phase – complet-

ed in March – included installation of asprinkler and fire alarm system, a gener-ator for emergency power, new motorcontrol centers, energy-efficient ballastsand the modernization of numerous cor-ridors, theatres and lobbies. EllisDon

and the construction team replaced amajority of the existing windows withenergy-efficient ones.To keep construction on schedule in

light of a March 2011 funding deadline,EllisDon worked closely with Pivotal Pro -jects, Diamond+Schmitt Architects andGibbs Gage Architects to help design theproject while beginning construction im -mediately. Also, instead of hiring stipulat-ed-sum contractors once the design wascompleted, EllisDon brought on specialtyconstruction managers – such as Trotterand Morton for the mechanical and elec-trical scope – to design/assist, provide val-ue-engineering and get an early start onthe construction process.Among its many examples of social

responsibility, EllisDon provided thefunding for the renovation of the fourth-



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New GroundEllisDon expanded its reach in Canada evenfurther in June with the opening of its newestlocation, in St. John’s, Newfoundland. Theoperation, staffed by local personnel, is led byRegional Manager Ken Shugarue, who recentlyreturned to the company after working forthree years with the NewfoundlandDepartment of Transportation and Works. Hepreviously worked with EllisDon from 2000 to2008 on projects outside of Newfoundlandbefore returning to his home province.

Shugarue said he rejoined EllisDon after thecompany was awarded a stipulated price con-tract to build a 500-bed residence at MemorialUniversity, his alma mater. The project – theimpetus for the new office location – isEllisDon’s first in Newfoundland and Labrador.

The company is targeting additional con-tracts in the province, and is actively recruitingfor personnel including project managers,superintendents and estimators. “We seehuge potential in the healthcare, educationand oil and gas markets in Newfoundland,”Brian Strecko, EllisDon’s vice president andarea manager of Atlantic Canada, said. “Theresidence that we’re building at MemorialUniversity is just the beginning. We’re lookingforward to becoming a member of the St.John’s community.”

*“[The University of Calgary] isimportant not only as a client, but it isan important institution in the com-munity. We get a lot of our engineersfrom [the university], and this is justa way to give back.”

EllisDon recently renovated the Schulich Schoolof Engineering at the University of Calgary.


year homeroom of the Schulich Schoolof Engineering. EllisDon also has beeninvolved with the Engineering Associ -ates Program and its annual event – theGreat Northern Concrete TobogganRace – and the company is representedon the steering committee of the projectmanagement specialization in the de -partment of civil engineering.“The university is important not only as

a client, but it is an important institution in

the community,” Operations ManagerShane Beazley said. “We get a lot of ourengineers and staff from the University ofCalgary, and this is just a way to give backto an institution that provides a lot ofgood, quality people for our company.”

Value-EngineeringEllisDon has applied value-engineeringto save its education clients money. Oneexample can be found at the $125 millionEnergy, Environment and ExperientialLearning (EEEL) building on the Uni -versity of Calgary campus. The numberof earth tubes – 2-meter-diameter-by-44-meter-long concrete tubes buried hori-zontally 5 meters underground – wasreduced from five to two.These assist with the preconditioning of

the 100 percent fresh air from the intake

shafts. Analysis showed that the projectobjectives could be achieved using onlytwo tubes instead of five, thereby savingsubstantial amounts on materials, excava-tion and installation costs. “We brought in a mechanical and electri-

cal contractor who also acted as a construc-tion manager for those two disciplines, andwe did the same with the curtainwall sup-plier, two moves which ultimately savedthe owner time and money,” ConstructionManager Doug Smith recalls. The $125 million EEEL project, com-

pleted in March, provides new and upgrad-ed spaces for undergraduate laboratories,classrooms, group rooms and individualstudy spaces focusing on science and engi-neering learning opportunities.

Quality GuaranteedCommercial office and retail buildings areamong the most challenging – and reward-ing – projects for contractors to build dueto their bold architecture; com plex mech -anical, electrical and plumbing systems;


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thAnother EllisDon project for the University of Calgary, the Energy, Environment andExperiential Learning building, provided newand upgraded classroom and lab space.

and stringent LEED certification goals.EllisDon takes great pride in having the capa-bilities and expertise to build some of Can -ada’s most notable commercial projects.“We approach these projects by bring-

ing creative planning and innovativethinking to such critical aspects as form-work and building envelope systems, andlogistical and safety planning,” the compa-ny says. “We are not afraid to guaranteeour performance on project costs, sched-ule or quality so our clients understandwhere their project stands at all times.”EllisDon has maintained this philoso-

phy throughout the construction of 18York, a $200 million office tower projectin downtown Toronto. Construction onthe 26-storey, 651,000-square-foot struc -ture began in October 2008 and is sched-uled to be completed this fall. 18 York features a number of green ele-

ments that will make the project worthyof achieving LEED Gold certification,Senior Vice President Tim Smith says.

For instance, high-efficiency condensingboilers provide hot water from thermalstorage and chilled water from theEnwave Corp.’s Deep Lake Water Cool -ing System, which sources icy-cold waterfrom the bottom of Lake Ontario. Utilizing an energy-efficient ventilation

system based on carbon dioxide monitor-ing reduces the need to run ventilation sys-tems continuously, especially when carbondioxide levels do not require it. Electroniccontrols monitor energy usage in the build-ing, and variable speed pumps reduce ener-gy consumption. All floors are raised 18 inches to pro-

vide air distribution and cabling underthe floor. This will reduce the fan energyrequired to move cool air downward byup to 30 percent. “They want that open

concept and higher ceiling atmospherebecause with all the data runs andcabling that’s in the floors, they can dothat with great flexibility,” Smith says.One of EllisDon’s key challenges was

intermittent turnover of floors to thetenant for fit-out and finishing. “Shareduse of the premises will be required bythe tenant’s contractor before the proj-ect is completed,” Smith says. “Thosefloors are near the top, so that means thebuilding has to be up and enclosed.”

Project ProfessionalismJamieson Place – a 40-storey, 880,000-square-foot office tower in downtownCalgary – is another project that benefit-ed from EllisDon’s commercial expertiseand ability to meet fast-track schedules.In fact, the company broke ground onthe project long before constructiondocuments were completed. “They weredesigning it just ahead of construction,so we had to work collaboratively to



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EllisDon says it was able to save considerabletime and money on the EEEL project for theUniversity of Calgary by value-engineering amore efficient earth tube system.

make sure we were getting the informa-tion we needed in order to build it,”Beazley recalls. In addition to completing Jamie son

Place on a compressed schedule, Ellis -Don worked within the constraints of atight job site. “We didn’t have any placeto store the material, so we had just-in-time deliveries to keep the site tidy andwell organized,” Beazley says. “When wewere doing the pours, we worked withthe city in getting the roads closed andthe concrete trucks queued up, while atthe same time getting other work done.Site logistics were definitely the mostcomplicated part of the job.”The cast-in-place concrete structure –

completed in December 2009 – features aglass and aluminum curtainwall system,and two structural steel spires or beacons.Two dark blue LED light strips travel from

the base of the building to the top of thespires, which makes it difficult to missalong the Calgary skyline. EllisDon isproud of its work on Jamieson Place, buteven prouder of the teamwork demon-strated on the project, Senior Project Man -ager Dan Clement says. “The project team worked closely to -

gether under a common philosophical un -derstanding of trust, honest and respect,”Clement states. “We pulled together as ateam, supporting each other for the sake of

the project, the client and out of mutual re -spect for each other as profess ion als. Ellis -Don continues to demonstrate this work-ing meth odology on all of its constructionprojects.”

New Lessons Learned The 51-story, 1.8 million-square-footEighth Avenue Place in Calgary is anoth-er memorable project for EllisDon. In -ternational real estate firm Hines wasretained as development manager ofEighth Avenue Place on behalf of ownersSITQ, Alberta Investment ManagementCorp. and Matco Investments. Since thiswas one of its first projects in Canada,the Houston-based developer introduceaspects to the project that were new orseldom seen in Canada, EllisDon Con -struction Manager Martyn Wesley says.Eighth Avenue Place – which was com-



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“We approach these projects bybringing creative planning and innovative thinking to such criticalaspects as formwork and buildingenvelope systems, and logistical and safety planning.”

pleted in February 2011 – features a unit-ized curtainwall system that Wesley saysis fairly unusual for Calgary. “The verti-cal mullions have extensions out fromthe face of the glass, which typically isn’tdone here,” he notes. “The horizontaland vertical mullions are flat, so this addsa different look to the building.” Theoverall architecture is inspired by theneighboring Rocky Mountains, he adds. Eighth Avenue Place consists of a con-

crete core with a structural steel frame. Itis the first high-rise in Calgary to use thismethod since the PetroCanada tower wascompleted in 1984, Wesley says. “Thecolumns are on the exterior of the build-ing, with clear span for rental, which is a bigadvantage for anybody looking for space,”he remarks. “In Calgary, the buildings aretypically concrete, and the spans are short-er between columns.”This was the first high-rise for most of

the people on this project, Wesley adds.“There haven’t been any built in quite awhile, so the experience of working on a

high-rise construction project is themain thing we’ll take away from it,” hesays. “Along with that, all of the chal-lenges that come with building a high-rise, the things it does physically, likehow it shrinks over the course of con-struction because of the weight of thebuilding. It moves significantly at the topwhen the wind is blowing, but it wasdesigned to do that. These are all thingsthat we have learned here.”

Putting the Client FirstFifteen years ago, EllisDon learned thatthough it was a company doing well atgetting projects built on time and onbudget, clients did not always enjoy theirworking relationship with it. “We formally polled our clients and sub-

contractors and what we heard was thatwe needed to take our service to the nextlevel,” EllisDon says. “We created a formalprogram called `Client First’ in order todevelop a very systematic way to track ourclients’ experience and ensure that at

every point we were doing whatever nec-essary to make the building process a bet-ter experience for all involved.”EllisDon receives feedback from cli -

ents throughout each of its projects. Thisincludes during initial kickoff meetingswhere client expectations are reviewed,project partnering sessions and ongoingclient relationship management. Suchfeedback allows the company to contin-ually improve, it says. As a result of the Client First program,

EllisDon reports its client satisfactionratings are now excellent and it regularlyreceives preferential pricing from itsvarious subcontractors.“At EllisDon, we are confident that we

can deliver on any client need, from con-cept to construction to long term man-agement,” Smith says. “But we under-stand that without great relationships,we will never get the opportunities.”

Knowing Their RightsFor EllisDon, maintaining positive rela-tionships with suppliers and subcontrac-tors is a continuous process. “A big part ofEllisDon’s success is based on the excep-tional work of our subcontractor partnersand suppliers,” the company says. “We relyon their specialized knowledge of prod-ucts and services. At EllisDon, our goal is tomake our subcontractor relationships the



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The high-rise Eighth Avenue Place in Calgaryfeatures construction methods that areunusual for the city, such as a structural steelframe and a unitized curtainwall system.

best that they can be.”EllisDon employees observe a “sub-

contractor Bill of Rights” to ensure alltrades on all projects are treated equally.The five key principles of the Bill ofRights are:» Price shopping – giving one subcon-tractor’s lower price to another sub-contractor during a bid close – is nottolerated. “If an EllisDon employee isshown to have engaged in this practiceonce, they will receive a formal warn-ing,” the company says. “If they arecaught twice, they will be terminated,regardless of tenure or seniority.” » The low qualified subcontractor atclosing will get the job. “We need tomake sure that we get all the info onevery price at closing, so we knowwhich price to carry. If you are the lowqualified sub at closing, you get theaward on those terms, period, fullstop,” EllisDon adds.» No back charges are given to subcon-tractors without notice and justifica-tion. Inappropriate back charges willbe cancelled regardless of the amount,the company says.» All subcontractors will be paid on a

timely basis.» Important subcontractor phone callswill be returned within 24 hours.The company acknowledges that while

specific circumstances – such as construc-tion management projects where clientscontrol bid closings and awards – may bemore complex than the subcontractor Billof Rights covers, EllisDon will ensure itstrades know the process and projectprices. “The bottom line is that day-to-day,we at EllisDon and our subcontractor part-ners must treat each other fairly, and wemust each respect the protocols and thewritten and unwritten rules of our indus-try,” CEO Geoff Smith said. “EllisDon isdetermined to be the best builder in theindustry; that demands high standards ofexecution, professionalism and ethics atevery level, every day.”

Employee EngagementIn “The Prince,” Machiavelli ponderedwhether it was better for leaders to befeared or loved. Machiavelli advised lead -ers at war to take the fear route, butthroughout its 60-year history, EllisDonhas demonstrated that it puts more faith inusing mutual support and trust to build itsemployee base and to remain a strongorganization.“At EllisDon we rely on our people - pure

and simple - and we give them the freedomto think hard about what our clients needto succeed, and all the authority they needto deliver this success in an atmosphere ofmutual respect and trust,” President GeoffSmith said in a statement. This approach has been successful for

the company, shown by the fact thatEllisDon has been named one of Canada’stop employers for 10 consecutive years byAon Hewitt, a human capital consultant.In the 2011 list, EllisDon was one of only afew construction firms to be included.An independent panel determines the

recipients of the Best Employers InCanada awards, but the primary require-ment to be named to the list is a highemployee engagement score, accordingto Aon Hewitt. The consultant defines



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EllisDon says it believes in treating its subcontractors fairly on all projects, to thepoint of creating a “subcontractor Bill ofRights” to guide its dealings with them.

“employee engagement” as “a measureof how positively employees feel abouttheir employer, how likely they are tostay and how committed they are todoing their best to help the business suc-ceed.” The study found that organiza-tions with high employee engagementenjoy tangible benefits, such as a greaterability to attract and retain talent. “These employers didn’t waver in

their commitment to sustaining andimproving high employee engagement,even during tough economic times,” saidNeil Crawford, leader of the Aon Hewittstudy. “They weathered the recessionthanks in large part to a highly produc-tive workforce focused on organization-al success. The fact that these employersappear again on the 2011 lists indicatesthat their employees are still very com-mitted to the organization, despite hav-ing more options available to them in apost-recession economy.”EllisDon says its employees not only are

en gaged on clients’ job sites, but in otherways, as well. In 2010, for example, Smithasked employees to donate whatever theycould to help relief efforts in Haiti after ahurricane hit the island nation. In onlyeight hours, the company had raised near-ly $30,000 from employee donations, andafter less than two weeks, it had raised$101,770. Employees donated via payrolldeductions and during various companyevents, such as a multicultural lunchwhere em ployees brought in foods fromdifferent ethnicities. “When I look at how quickly and agg -

ressively our employees responded tothe need for help, I am reminded of thesorts of values that permeate this com-pany,” Smith said. “The people of Ellis Don continue to

inspire me with their generosity.”

A Culture of ExcellenceEllisDon remains a strong organization,it says, because employees adhere to itscore set of values: trust, entrepreneurialenthusiasm, individual initiative, com-plete openness and mutual accountabil-

ity. With a culture based on these values,the company says, it attracts the bestemployees and is structured to success-fully meet clients’ needs. In addition to being named as one of

the Best Employers in Canada by AonHewitt, EllisDon was named as one ofCanada’s Top 100 Employers by Media -corp Canada Inc., a publisher of employ-ment guides and periodicals. The compa-ny also was named to the list of Canada’sTop 50 Employers by Report on BusinessMagazine, where it received the No. 1spot for two consecutive years. EllisDonnotes that it has been on Ben efits Can adamagazine’s list of Canada’s 30 Best Pen -sion and Benefits Plans for three consec-utive years.“This is one of those times when experi-



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Educational projects such as SamuelBrighouse Elementary School (above) andLakehead University (below) are just one ofEllisDon’s areas of expertise.

» Hiring the right talent to facilitategrowth.”“We should each be setting our individ-

ual goals based on the things we love doingand the accomplishments we aspire todo,” Smith said.

“We need everyone to be fully, intellec-tually engaged in the business of growing agreat company together, achieving per-sonal life goals and equally ensuring thatthe people you work with achieve theirs aswell,” he added.

ence makes a big difference,” said Rich ardYerema, managing editor of the Can ada’sTop 100 Employers project. “The deci-sions that employers make during timeslike these will affect their organizations foryears to come. Challenging economic timesalso present vast opportunities and, in 10years of managing this project, I don’tthink I’ve seen the opportunity as large asit is today.”Janine Szczepanowski, vice president

of leadership and entrepreneurial devel-opment for EllisDon, said the Top 100Employers win is further confirmationthat the programs and initiatives thecompany has in place to attract andretain employees are working. “Our suc-cess comes from staying true to our cul-ture and ensuring that we reinforce ourculture through the candidates that wehire, our day-to-day management andthe initiatives we undertake as we strivetoward building an even stronger com-pany,” she said.In early 2011, EllisDon achieved Plat -

inum Club member status for the thirdconsecutive year with Canada’s 50 BestManaged Companies program, which issponsored by Deloitte. The company ex -plains that 2010 marked the ninth consec-utive years that EllisDon has been namedto the 50 Best Managed Companies list. “These companies we see through the

Best Managed program really are thebackbone of the Canadian economy,” ex -plain ed John Hughes, partner, PrivateComp any Services group with Deloitte.Estab lished in 1993, the Canada’s 50 BestMan aged Companies is a national awardsprogram, recognizing Canadian compa-nies that have implemented world-classbusiness practices and created value ininnovative ways. Applications are review -ed by an independent judging panel thatevaluates how companies address variousbusiness challenges, including: » New technologies; » Globalization; » Brand management; » Leadership; » Designing information systems; and



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Building NetworksEngaging employees also includes givingthem the tools they need to successfullycomplete projects through both mentor-ship and training programs.“We recognize that finding the right

person to learn from or to mentor youthrough your career isn’t a big deal if youare well established in a company andhave a solid network of contacts, but itcan be a different story when you’re newto a company or have taken a step to thenext level where you may no longer havean established network to tap into,” thecompany says. EllisDon’s mentoring program offers

new and transitioning employees profes-sional contacts by matching them withestablished employees. The program goesbeyond simply one-to-one peer relation-ships. “We think that mentoring doesn’t

stop with a single person, and it’s impor-tant to help you build your personal net-work beyond the one person who you willbe paired up with,” it adds. Networking also occurs during semi-

annual events that bring together othercurrent and previous program partici-pants as well as local leaders and seniorexecutives. A mentoring library – thatincludes tips and management strategies– is available to fill in knowledge afterformal mentor relationships end.Both senior and new employees can

draw on EllisDon University, a programthat keeps participants up to date oncareer development and industry topicsincluding contract law and project close-out. “Our goal is to give the people whowork at EllisDon the knowledge andinformation they need to succeed eachand every day,” the company says.



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The company’s key vendors include:> Skyline Roofing> Sentinel Maintenance Inc.> Premsteel Fabricators Inc.> Keystone Excavating Ltd.> KBM Commercial Flooring> Flesher Marble & Tile 1910 Ltd.> Dietrich Steel Ltd.> Champion Concrete Cutting Inc.> Fengate Corporation> McLeod Bros. Mechanical Inc.> J.D. Caulking Ltd.> Professional Excavators L.P.> LMS Reinforcing Steel Group> Cal West Caulking> Brodie & Associates Landscape Architects Inc.> LMT Group> Peri Formwork Systems Inc.> Mann 2000 Inc.> D.C.M. Mechanical Ltd.> Aveiro Constructors Ltd.> Morin Wood

> PBK Architects> ASM Industries> Acudor Acorn Ltd.> Spalding Hardware Systems> Pockar Masonry Ltd.> Burnco Rock Products Ltd.> Birnie Electric Ltd.> Sprint Insight Inc.> E.H. Price> Nicks Woodcraft> B.C. Drywall Installations Ltd.> The Sarjeant Company Ltd.> Geo A. Kelson Company Limited> Tractel Ltd.> Kappeler Masonry> Canadian Washroom> Hazco> IB Jensen Masonry Ltd.> Besterd Mechanical> CP Distributors Ltd.> Downsview Drywall Contracting> The Fence People Limited> Royal Door Ltd.> Mid Canada Millwork> ICS Group> Atlantic Hoisting & Scaffolding> EBS Engineering & Construction Limited> Comstock Canada Ltd.

Relationship BuildingDuring its 60 years in business, EllisDonhas had the opportunity to work with manysubcontractors and vendors in Canada andaround the world.

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60 years of firsts - building and construction canada · 60 years of firsts +ellisdon corp. builds...

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