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64 www.elevatorworld.com • August 2020

B U I L D I N G A N D G R O W I N G

FOCUS ON CANADA

by Kaija Wilkinson

Residential, commercial and retail construction in Canada’s three largest cities — Toronto, Vancouver

and Montreal — is fueling the vertical-transportation (VT) industry. Trends of seven

years ago — urbanization, speculative real estate activity and mixed-use

construction with a heavy residential component

(ELEVATOR WORLD, October 2013) — persist, despite there being a pause due to COVID-19. This pause is widely

regarded as temporary, and work that started before the pandemic is

chugging along, albeit with new precautions in place.

As cities grow outward from their centers, so do their public-transportation systems. This means new

transit stations served by elevators and escalators. All this is keeping OEMs, suppliers and consultants busy. Rob Isabelle,

Urbanization, infrastructure expansion among factors driving Canadian VT industry.

Cities such as Toronto and Vancouver have been in a construction boom on both the commercial office and residential sides that far exceeds that of larger cities south of the border.— Rob Isabelle, chief operating officer, KJA Consultants

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August 2020 • ELEVATOR WORLD 65

chief operating officer at KJA Consultants, Inc., which has offices in Calgary, Montreal, Ottawa, Toronto and Vancouver, states:

“The Canadian elevator industry was certainly firing on all cylinders prior to COVID-19. Although having a population roughly 10% of that of the U.S., cities such as Toronto and Vancouver have been in a construction boom on both the commercial office and residential sides that far exceeds that of larger cities south of the border.

“While new construction has not been overly affected by the pandemic, we certainly cannot say the same about modernization. The majority of modernizations has been placed on hold, and very few new projects have been awarded in the

last three months (as of June).” Schindler Canada President Lisa Konnry

says that, other than the current “holding pattern,” business is strong nationwide. A Canadian who has spent her entire career in the VT industry, Konnry joined Schindler in 2016. She believes the nation and, in turn, the VT industry, will emerge stronger than ever from COVID-19. She says:

“We really believe COVID-19 has been a reminder of how great a nation Canada is in which to live. Our healthcare system is remarkable, and our social safety net is one of the best in the world. I really believe there is going to be a lot of world money coming into Canada. Schindler continues to see high bidding activity across Canada, especially in Toronto, Vancouver and Montreal, our three largest cities. We’re not bidding the entire market. Instead, we are targeting our ‘sweet spots,’ which are tall buildings served by fast elevators. The higher the building and the faster the elevator, the more we want that project.” Schindler was awarded the VT contract for National Bank

tower in Montreal, which allowed the OEM to showcase its double-deck elevator technology. In addition, Schindler successfully completed a modernization including double-deck units and destination dispatch at the Scotia Plaza commercial office tower in Toronto.

Transit Drives BusinessTransit work is brisk throughout the country. Réseau Express

Métropolitain (REM), a 67-km light rail system with 26 stations linking downtown, the airport and the greater Montreal area, is generating work for OEMs, including Otis. With anticipated completion in 2023, REM will be served by 82 units, including 49 Gen2 elevators, 24 NPE escalators and nine other units.

In addition to installing new elevators across all market segments, especially tall

towers, Schindler’s Canadian business is driven by infrastructure escalator projects, Konnry says. Toronto is, by far, the busiest market, she adds. In addition to VT systems for tall towers, the OEM provided 43 escalators for the Toronto subway’s extended service to the northern suburb of Vaughan, which is growing quickly, 41 escalators for the Ottawa Light Rail Transit (LRT) system and 50 escalators for an LRT extension being undertaken by Société de transport de Montréal.

Continued

With a modernized VT system from Schindler, Scotia Plaza is a landmark on the Toronto skyline; image courtesy of WZMH Architects.

Hospital For Sick Children Patient Support Centre; image via Schindler

Konn

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The higher the building and the faster the elevator, the more we want that project.— Schindler Canada President Lisa Konnry

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Suburbs Come Into Their OwnThe trend of Canadian suburbs coming into their own with

distinctive skylines continues, observes Council on Tall Buildings and Urban Habitat Editor-in-Chief Daniel Safarik, who says:

“With respect to Toronto, it’s not just Mississauga, but much of southern Ontario. Vaughan is building an entire new city center around its subway extension. Barrie, much farther north, has approved two buildings taller than 100 m. London, Kitchener and Waterloo have active high-rise scenes as well. In general, it has become the norm for Canadian municipalities to plan and approve high-rise buildings as part of their housing supply.” In downtown New Westminster, a Vancouver suburb, Otis is

providing a total of nine elevators to the 53-story Pier West 1 and 43-story Pier West 2, which together will offer more than 660 condominiums. Developed by Bosa Development and designed by Hossein Amanat Architect, the towers will be served by eight SkyRise elevators with capacities of 2500 or 1200 lb and speeds up to 1000 ft/min or 1200 ft/min, and one Gen2 machine-room-less (MRL) unit.

In North York, a suburb of Toronto, Schindler was awarded Central Park, a project by developer Amexon taking shape on 50 acres of greenspace on a public train line. It will include one office and four condominium towers, which will be served by 15 Schindler high-rise 7000 and three midrise 5500 elevators.

Supertalls PersistMeanwhile, back in city centers, skyscrapers continue to

multiply. Due to mountains and water, both Vancouver and Toronto have land restrictions that force higher construction, and new supertalls are being pitched. Two of the most recent are an 87-story, 1,063-ft-tall mixed-use skyscraper designed by Swiss firm Herzog & de Meuron — its first in Toronto — for what developer Kroonenberg Groep called “an iconic block” in the city’s Yorkville neighborhood (p. 44) and a slightly shorter one by Hariri Pontarini Architects (EW, May 2020).

Before those buildings rise, The One, at 309 m and 89 floors, will take the title of Canada’s tallest building. It will include

more than 400 condominiums, along with stores and a hotel. Rising at Bloor and Yonge in downtown Toronto, it will be served by 26 Otis elevators, including four SkyBuild units that will be converted to high-speed, high-rise elevators upon the building’s completion (targeted for 2023). The high-rise cars will have speeds of up to 1,600 ft/min and capacities up to 3000 lb. The One was designed by Foster + Partners

and Core Architects, and is being developed by Mizrahi Developments. “We’re very proud to be handling this project,” Otis Canada Director of Sales Jordy McMillan says.

In Montreal, Otis is providing VT equipment for Victoria sur le Parc, a 56-story, 200-m-tall tower that will be among the city’s tallest. Containing more than 400 condominiums and scheduled for completion in 2023, the property is being developed by Broccolini and was designed by Beique Legault Thuot Architectes and IBI Group Architect. It will be served by a mix of Otis elevators, including:

♦ Eight Gen2 MRL, 4000-lb, 350-ft/min units with CompassPlus destination dispatch

♦ Four Gen2 3000-lb, 200-ft/min units ♦ One 4500-lb, 125-ft/min HydroFit holeless, hydraulic MRL

elevator ♦ Four SkyRise, 3500-lb, 1,200-ft/min elevators with

CompassPlus Tall-building business remains brisk for OEMs, with Konnry

describing major jobs in Montreal and Toronto. She says the company recently provided the VT system for National Bank’s new CAD500-million (US$365-million), 40-story headquarters in downtown Montreal that includes 32 escalators and elevators, of which 16 are 7000 double-deck units. In downtown Toronto,

REM; image courtesy of Otis

Victoria sur le Parc will be one of Montreal’s tallest buildings; image courtesy of Otis.

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Schindler was awarded the VT contract for the new Hospital for Sick Children Patient Support Centre. The VT system will have 15 elevators with PORT destination dispatch, including seven 7000s and eight 5500s. “We are very proud to be partnering on a project that supports the amazing work of the world-renowned Sick Kids Hospital,” Konnry says.

Schindler is finalizing the modernization of Scotia Plaza in downtown Toronto. The OEM originally installed the double-deck elevator system in the tower in the 1980s, and now, nearly 40 years later, PORT is being added. Notably, the project includes replacing the double-deck units, making it one of the largest and most complex modernizations in the world. It consists of:

♦ Two high-rise service cars ♦ Five high-rise, double-deck passenger

cars ♦ Five midrise double-deck passenger

cars ♦ Six mid- to low-rise double-deck

passenger cars ♦ Six low-rise double-deck passenger

cars

♦ Two basement traction elevators (including new controllers and PORT)

♦ Three parking-garage elevators ♦ One shuttle car ♦ One hydraulic freight car

KONE Canada President Kelly Leitch says the company is in the midst of completing the VT system serving the 17-story Globe and Mail Centre on King Street East in Toronto, the new headquarters for Canada’s largest newspaper. Including eight MonoSpaceTM MRL elevators, the job is big on technology. “It includes a digital customer interface to achieve the full benefit of KONE E-Link for local monitoring and control of elevators,” Leitch says. KONE’s 24/7 Connected Services predictive maintenance system, powered by IBM Watson, promises increased equipment uptime, he says.

KONE Canada’s work spans residential, office, medical facilities, retail and infrastructure “that includes airports and metros that help improve the flow of urban life,” Leitch

says. Mixed-use high-rise projects that bring offices and retail together have been a particular area of focus lately, he says.

Such work is generating jobs for Canadians, although perhaps not so much at the moment. KJA’s Isabelle says the firm had been hiring “right up until March” but has put future hiring plans on hold until there is more clarity on the impact of the pandemic. Meanwhile, KJA is handling “a large number” of jobs, including a 50-plus-car modernization and several new VT systems for office buildings.

Like its competitors, KONE Canada is optimistic going forward. Leitch states:

“Aside from a temporary bump due to the coronavirus pandemic, the Canadian market remains strong. We are already seeing signs of a quick bounceback, and we anticipate medium-sized business to continue to play a big role in new growth. Across Canada, we also see stable real estate prices and some trends pointing toward increases over the coming years.”

Pier West 1 and 2 in the Vancouver suburb of New Westminster; image courtesy of Otis

Leitc

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The trend of Canadian suburbs coming into their own with distinctive skylines continues.


C A R E E R O F G O L DFOCUS ON CANADA

by Kaija Wilkinson

Andrew Wilson grew up in Kirkland Lake, a small northern Ontario gold-mining town that looks like

something out of a Hollywood set. The town mistakenly used gold-bearing ore from one of

the local mines to pave Main Street, which contributed to the town’s

nickname: The Mile of Gold. “I guess, subconsciously, that

could be why I’ve always seen the value in transportation, vertical or otherwise,” says

Wilson, who, in 2020, marked his 40th year in the vertical-

transportation (VT) industry, the past five with the Vancouver, Canada, office of

GUNN Consultants Inc.During his

early years, Wilson had an affinity for math and

science and considered a career in forestry. In 1978, he earned a degree in Business from Queen’s University in Kingston, Ontario. He moved to Toronto after college, quickly realizing that big city life suited him. Wilson held a variety of sales jobs, hawking everything from sports equipment to stationery. He loved sales but longed for something more technical. VT entered the picture when he saw an ad for a salesman

Vancouver-based consultant looks back on 40 years in the industry.

Maybe this is how you know you have had a long career — when you start working on modernizations of elevator systems you sold as new.

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1980s style: Wilson at Expo 86 in Vancouver


at Dover Elevators, applied and got the job. He started there in 1980. Over his 18 years at Dover, Wilson worked in Toronto, Ottawa and Vancouver, where he was branch manager when thyssenkrupp acquired the company in 1998.

At that point, Wilson moved to Schindler as manager of new installations and modernization, a

position he held for 15 years. After a brief stint as a project manager at Fujitec, Wilson joined GUNN in 2015. He says he wishes he had done it 20 years earlier, as he considers his job as manager of new construction a perfect fit. He enjoys the fast-paced firm and sharing his industry knowledge with young engineers. Wilson says:

“GUNN is a vibrant, growing, full-service VT firm. When I started, we had eight people in Vancouver and two in Calgary. We now have 18 in Vancouver and five in Calgary. We have separate departments for new construction, modernization and inspections. I recently became a minority shareholder in GUNN, and look forward to being involved as we continue to grow.” Forty years in VT has meant many roles and responsibilities

for Wilson, including performing elevator/escalator inspections, handling budgets and controlling costs, understanding B44 code and British Columbia Safety Authority processes and rules, managing labor and becoming fluent in reading blueprints. Wilson has managed residential, mixed-use, healthcare and institutional projects.

Among career highlights were the Trump International Hotel and Residences in Vancouver, served by 12 Fujitec elevators, in the city’s Financial District, and Metrotower 1, a 28-story office tower built in the late 1980s in the Vancouver suburb of Burnaby. He describes Metrotower 1 as one of the most challenging and rewarding projects of his career. He says of it:

“I sold the original elevators when I was with Dover when the tower was built, and I sold the modernization package 25 years later, when I was with Schindler. The job included the first destination-dispatch system in Canada. Maybe this is how you know you have had a long career — when you start working on modernizations of elevator systems you sold as new. It was exciting to work on the modernization, and destination dispatch was still a very new technology. In fact, the project was even covered on the local evening news as the ‘elevators of the future.’”

Another large, interesting project Wilson worked on with Schindler was the SkyTrain rapid-transit Canada Line, which had to be finished for the 2010 Winter Olympics in Vancouver. The project involved installation of 38 escalators and 34 elevators in 16 stations along the new line. Station construction fell behind schedule, putting a squeeze on the VT installation timeline, but Schindler was able to turn all units over to the customer in time for the Olympics.

When your author spoke with Wilson, cities and businesses were just starting to reopen after COVID-19 lockdowns. He describes the pandemic as “certainly the most unusual thing that has happened in my career.” He is grateful technology allowed work to continue throughout the crisis almost as usual. “It would have been a different story if this had happened at the start of my career, when there were few personal computers or cell phones,” he observes. “I don’t know how business could have survived then with the required social distancing.”

Construction and, in turn, the VT industry, have been booming for years in Vancouver and show no signs of slowing down, despite COVID-19, he says, stating:

“We live in one of the most beautiful places on earth, and people are always wanting to move here for the weather, the scenery and the outdoor lifestyle. Being on the coast and adjacent to mountains, land is limited. High-rise projects are the norm. The City of Vancouver has some very interesting restrictions on building heights, due to what it refers to as ‘view cones.’ They are very strict about protecting views of the mountains from certain vantage points around the city’s seawall. We are often challenged to come up with creative ways to reduce or, in some cases, eliminate, the elevator machine room obstruction at the top of buildings, while allowing developers to maximize the number of floors.” When he’s not working, he enjoys the outdoor lifestyle of

B.C. He plays tennis and golf, observing that “golf is fantastic on the West Coast and in the interior of B.C.” When asked about his favorite way to spend a weekend or sunny afternoon, Wilson said:

“I like to get in a sunny round of golf with a few friends before grabbing some crab fresh off the boat. Nothing works up an appetite quite like taking my driver for a stroll, although I prefer saltwater crab to freshwater hazards.” Wilson loves reading novels, observing that his sister, an

avid reader, always has good recommendations. He is currently working his way through Ken Follett’s The Century Trilogy and The Inner Game of Golf by Timothy Gallwey. “The latter is a nice change from the typical golf instructional book,” Wilson says. “It reinforces how important your mental attitude is for improving your performance in not only the game of golf, but also the game of life.”

Wilson is single, with one daughter who lives in Paris. He also has a good friend who lives in Australia and enjoys traveling to both locations as often as possible. He has no plans to retire anytime soon, stating, “The beauty of consulting is that I can continue to contribute my knowledge in a meaningful way, even as I reduce my time at the office.”

Wilson and his daughter, Alexandra, in Paris where she resides


C L O S E - K N I T C A N A D I A N S

FOCUS ON CANADA

by Catharine Bothwell

The Canadian Elevator Contractors Association (CECA) has a long history that started in 1972

(ELEVATOR WORLD, August 2018). Labor problems in the elevator industry brought together

several independent elevator contractors in Montreal, who shared

their concerns and decided to incorporate CECA as a nonprofit

trade association. It was felt that the formation of a trade association would strengthen

the position of the independent elevator contractors

in presenting their case to government.

EW was there to support CECA from the beginning. With the assistance of the magazine’s

founder William C. Sturgeon, its first convention was hosted in 1975 in Toronto, where CECA accepted its initial 32

members and formed its constitution. We are grateful for the long and positive relationship CECA and EW have enjoyed ever since.

Fast-forward almost 50 years, and CECA is still thriving. Our organization has blossomed to more than 250 members, including union, nonunion, independent and multinational elevator contractors, as well as suppliers and other industry-minded members from not only North America, but also from other countries around the world. While we still actively engage in government lobbying efforts, each year, we strive to increase benefits and corporate discounts for our members.

Some of our recent accomplishments include CECA’s widely accepted maintenance control program (MCP) document and logbooks, which are available in versions for the 2013, 2016 and soon-to-be released 2019 codes. This document was developed

CECA members communicate well, work hard on association projects and know how to party.


by contractor members representing many companies working together and committing their time. The newest editions have been modified to allow for additional provincial requirements and have been sent to AHJs across Canada for their review and input. We have also worked with the Ontario Ministry of Colleges and Universities to develop an apprenticeship program for elevator technicians and education standards.

CECA has also developed a standardized maintenance contract and scholarship fund. Our regions (Western, Eastern and Central) hold regularly scheduled member meetings to solve regional industry issues. CECA continues to work hard to foster and maintain a positive relationship with all AHJs in each region.

CECA is working on several exciting projects we hope to launch soon. We are working with our members to procure information for an easily accessible library for maintenance procedures as required in the MCP. Once completed, this database will be available to all members. We are also developing a standard for private-residence elevators, working together with the National Association of Elevator Contractors and Elevator World, Inc. to update and add Canadian code content to the Certified Accessibility and Private-Residence Lift Technician (CAT®) education and certification program. A permit program and website that includes homeowner elevator safety training will be launched soon. We have also formed a subcommitte for construction hoists, which has established and been approved for mechanics’ license training. The hoist committee is also working on updating and modifying the code for these devices. It has not been updated since 1987.

CECA members are passionate and often come together to help each other and volunteer for the betterment of the

industry. This camaraderie was on full display during the COVID-19 pandemic, during which members took full advantage of the Basecamp website CECA opened and operates to allow for real-time information sharing and support for all members. When we meet in person, we appreciate networking with each other, enjoying supplier presentations and forming new bonds and friendships. Our conventions have that cozy Canadian feeling, and we enjoy cramming together in our notorious “Hospitality Suite.”

While we will miss traveling to Houston for the United 2020 show, we always enjoy seeing our United friends and look forward to catching up with everyone virtually in September. Our upcoming CECA events include the CECA Golf Classic on September 24 just north of Toronto and our CECA Halifax Convention, set for May 31-June 3, 2021. For more information, visit our website at www.ceca-acea.org or email us at [email protected].

Catharine Bothwell is executive director of CECA.

CECA members are passionate and often come together to help each other and volunteer for the betterment of the industry. This camaraderie was on full display during the COVID-19 pandemic.

CECA’s events never disappoint, such as the memorable cirque show at the 2017 convention’s dinner dance; photo by Lee Freeland.

CECA’s board of directors (missing Braden Hopkirk): (l-r, front row) Phil Staite, Pedro Oughourlian, your author, Doug Guderian, (l-r, back row) Paul Pettener, Nicolas Moore, Rob Busch, Jeff Collins, Hugh Hunter and Don Sanchez; photo by Matt Irvin

• Code compliance• Enhanced safety

• Risk mitigation• Reduced costs

• Improved passenger flow• Enhanced user experience


Elevator lobby at Fairmont Le Château Frontenac in Quebec City; photo from archilovers.com

A Unifying VisionExploring the grand hotels of the great Canadian railway and the

crucial part elevators played in making them possible


Crystal chandeliers, elaborate wall sconces, brass elevator doors and marble are typical finishes in the grand CPR hotels, including Fairmont Le Château Frontenac; photo from alamy.com.

y the end of the 19th century, Canada was entering a full cultural and technological transformation. Across the newly formed nation, cities of stone, brick and wood were quickly rising, but trade between the main industrial hubs and outer regions was still severely fractured. As eastern cities like Toronto, Montreal and Hamilton were growing taller and modernizing, national leaders looked to bridge the gap between them and their western counterparts in Alberta and British Columbia.

Nowhere was this on display more than in the vast network of railways and hotels that sprung up across the sprawling nation. On October 21, 1880, the Government of Canada signed a contract with the newly formed Canadian Pacific Railway (CPR), a crown corporation established to construct the transcontinental railway. From coast to coast over the next five years, engineers and workers — notably, approximately 7,000

by Joshua Nelson

The grandfather of Canada’s elevator industry, John Fensom created elevating devices that were quickly adopted by department stores; factories; buildings of commerce; and, of course, Canada’s emerging network of railway hotels.

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underpaid Chinese laborers — worked to link the many settlements, trading routes, ports and emerging metropolises throughout the countryside with one unifying rail network. The effort came with a high price, however, as many laborers died from dynamite accidents, landslides, rockslides, cave-ins and a lack of medical help.

Around the same time, a transportation boom was underway. People were traveling more than ever before. Prior to the automobile and before the opening of the CPR, getting across Canada was nearly impossible. It would have taken months via boat, horseback or on foot. However, once CPR completed its routes, a trip across the country could be counted in days. CPR General Manager (and, later, President) William Cornelius Van Horne set his sights on visitors, famously declaring, “If we can’t export the scenery, we’ll import the tourists.”

In the process of construction and to attract investment — as well as European immigrants — CPR embarked on one of the largest travel and tourism projects in the world. While engineers built stations, bridges and tunnels to handle the huge amount of industrial traffic generated by the railroad, architects busily erected luxury hotels. These grand hotels were not just designed to serve the railroad. Soaring over the cities and landscapes around them, their designs were intended to impress and attract people to Canada from around the world.

Why were these expensive structures deemed a necessity by the newly formed CPR? Why didn’t the CPR erect simple,

functional hotels to serve its passengers and workers? Before we can answer that, we must expand our view of what was happening.

The ceremonial “Last Spike” was driven on November 7, 1885, in Craigellachie, British Columbia, marking the completion of the CPR. Construction of the railway was considered one of the greatest technological feats of the 19th century. However, in 1885, another technological feat was underway.

Enter the ElevatorCommonly considered the first skyscraper, the Home

Insurance Building was unveiled in Chicago that same year. Complete with an iron frame and four electric elevators serving all 10 floors, this new building typology marked a change in how buildings would look and function. New methods in construction meant larger, decorative and durable buildings could be erected quickly. It also meant buildings were becoming smarter and more mechanical in their operation. In both Canada and the U.S., elevator shafts were suddenly made central to a building’s design. The introduction of the elevator even prompted architects, for the first time, to rotate their drafting boards to better suit the vertical orientation of these new, elevatored buildings.

While Elisha Graves Otis expanded his empire in the U.S., in Canada, John Fensom began experimenting with steam, hand-powered and electrical elevators (p. 80). The grandfather of Canada’s elevator industry, Fensom created elevating devices that were quickly adopted by department stores; factories; buildings of commerce; and, of course, Canada’s emerging network of railway hotels. These innovative new machines added a thrilling feature to building design but, more importantly, were a necessary luxury for tenants and guests of the newly soaring buildings.

To understand why CPR erected such expensive hotels, it is important to understand the unprecedented progress

Archive photo of Fairmont Le Château Frontenac elevators; courtesy of Musée McCord Museum

Guests outside the Le Château Frontenac in 1912; courtesy of Musée McCord Museum

Detail of cab ceiling at Fairmont Le Château Frontenac


underway during this era. Revolutionary developments in structural engineering, mechanical systems, communications and transportation of goods and people were transforming the entire architectural design field.

The successes of the era (many linked to development of the railway) led to increased commerce, and the rise of labor hubs and industrial corridors. The subsequent rise in the cost of

land nearest to rail lines drove the need for more productive buildings on smaller lots. These changes reshaped conventional land-hugging buildings to grand structures of soaring heights. Buildings began to get taller, first reaching five or six stories, then pushing even higher, thanks to Otis-Fensom elevators.

Marrying commuter rail cars and vertical passenger cabs allowed the CPR and its president to fashion travel experiences previous generations couldn’t even imagine. It is easy to overlook the role elevators played in the fledging tourism industry. These extremely compact spaces (indispensable by today’s standards) were relatively new when CPR started opening its hotels more than 100 years ago. Van Horne was clever in spotting a trend and quickly developing it. Almost instantly, elevators became an essential part of Van Horne’s plan to bring people to his railways and transport them to new worlds.

Hurdles to OvercomeHowever, there were notable hurdles to overcome before

these elevatored hotels would be successful. Van Horne was pioneering a new building typology in which mechanical

contraptions replaced the staircase as the central feature. Obviously, the early freight and retail cabins sold by manufacturers like Otis and Fensom could never compete with the striking grand staircases of European hotels and palaces. Instead, ornately designed elevator lobbies were custom crafted to be a new focal point in hotel design. Bespoke passenger cabs illustrated the creativity of architects and designers, providing them opportunities to celebrate the unique culture and heritage of each property. The modern tastes of the period, alongside technological advancements and ornamental techniques, were reflected in each elevator cabin and elevator design.

Early elevator spaces introduced visitors to a new experience unparalleled in the old world. Before flatscreens, touchscreens and interactive advertisements, hotel guests were treated to lavish furnishings and wall coverings. Rich woods, velvet wall paneling, silvered mirrors and brass and bronze hardware created luxurious and enchanting surroundings for riders.

For the 19th century traveler, awkward looks at the floor were replaced by the excitement and bewilderment produced by these revolutionary spaces. For many guests, being mechanically lifted through Fairmont Château Laurier in Ottawa and Fairmont Château Lake Louise in Alberta was their first time experiencing this new technology, (or, for that matter, being above five stories).

As visitors to Canada marveled at these hotel elevators in 1885, it would be another four years before the Eiffel Tower would open at the Paris Exhibition and 50 years before the Empire State Building in NYC would be complete. Yet, by the end of the 19th century, CPR’s grand railway hotels were rising 15 stories next to the Rocky Mountains, 18 stories over the mighty Saint Lawrence River and 28 stories above the Great Lakes.

With Canada triumphantly on the map, a vast network of magnificent destinations constructed out of granite and iron had risen higher than any other buildings in the British Empire. Few other hotels could compete. Even the new mid-century

Elevator lobby at Fairmont Château Laurier in Ottawa Coat-of-arms elevator door detail at Fairmont Château Laurier

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Almost instantly, elevators became an essential part of CPR President William Cornelius Van Horne’s plan to bring people to his railways and transport them to new worlds.


European and American hotels were substantially less spectacular in capacity and size. People from around the globe flocked not just to visit Canada, but also to take a ride in these marvelous new moving machines and experience the world, both natural and built, in ways never before possible.

Landmarks Define LocationsMany of these structures have gone on to define skylines.

Among the most superbly situated hotels in the world, and one that has most defined its location, is the Fairmont Le Château Frontenac in Quebec City. Opened on December 18, 1893, the hotel is modeled on 17th-century French architecture. The château-style building designed by Bruce Price featured the most advanced amenities of the period: electrical switches, electric lighting and three-gated/manually operated Otis-Fensom elevators prominently situated in the center of the lobby.

Skillfully crafted wood cabins complete with decorative wall moldings, trim and a vaulted ceiling detailed with brass fixtures

and glass wall sconces shuttled passengers and their luggage through the 18-story monolith at 400 ft/min. The brass elevator lobby doors include engravings showcasing 10 coats of arms — one for each Canadian province. Above the elevator doors, the transom prominently displays the armorial bearings of Louis de Buade, Comte de Frontenac et de Palluau, the first governor general of New France (lower Canada) from 1672 to 1682, for whom the hotel is named. Originally, the transom displayed a mechanical position indicator.

The hotels, with their architectural grandeur, overall size and central locations, became the center of all subsequent development in many cities. One hotel that wonderfully represents this is the Fairmont Château Laurier in Ottawa, Canada’s capital.

Castle-Like Building Dominates SkylineOverlooking the Rideau Canal and neighboring the federal

Parliament buildings and Ottawa’s downtown Union Station, the castle-like building dominates nearly an entire block. Opened in 1912, the French Renaissance-style grand chateau is built of granite, white Italian marble and Indiana limestone and topped with a copper roof. The interior is just as luxurious, with travertine, Czechoslovakian crystal chandeliers and five solid-wood elevator cabs installed by Turnbull Elevator Ltd., a Toronto elevator company established in 1900. The elevator lobby doors are made of brass boasting an early coat of arms. The bronze medallions represent the emblems of Canada’s founding nations, namely the English rose and French fleur-de-lis, above a stylized version of the main gates at Windsor Castle.

Between 1880 and 1960, CPR continued to expand its luxury hotels across the country. The railway built two types of hotels: urban and rural resort. As we’ve seen, the urban hotels were located near a city’s major passenger stations, while their rural counterparts were in areas with unique scenery, allowing the properties to be marketed to train passengers as tourist destinations.

The centerpiece of the whole system was the Fairmont Royal hotel. CPR starting building it shortly before the Great

Elevator operators at the Royal York; courtesy of Pinterest.

CPR paved the way for construction of Canada’s grand hotels; courtesy of Provincial Archives of Alberta.

Bespoke passenger cabs illustrated the creativity of architects and designers, providing them opportunities to celebrate the unique culture and heritage of each property.


Depression in 1927. When it opened in 1929, it was the tallest building in the British Empire and the world’s first modern-day skyscraper hotel. It was built in a Gothic Revival style, evidenced by its dramatic arches and spires, but with a contemporary skyscraper sensibility.

The Royal York became known as a city within a city. It stood 28 stories and spanned an entire city block. It was outfitted with mechanical wonders and opulence never before seen in Toronto. Ten electric cabs carried passengers to more than 1,000 hotel rooms, concert halls, ballrooms, an indoor swimming pool, 12,000-book library, restaurants, a bank, underground shops and a glass-enclosed rooftop garden. More than 300 mi of copper wire powered the state-of-the-art building.

Over the following decades, these hotels have become known as Canada’s grand railway hotels. Many immediately became icons and national landmarks for both local residents and the country itself. Some were inspired by French chateaus and Scottish castles. Others were more Metropolis (1927 German film with an Art Deco city set) in style — even before Art Deco became an architectural movement.

The design, style and ingenuity of the grand hotels, and the electrical and mechanical advancements that powered them, offer insightful perspective on the collective efforts of the

nation, as well the groundbreaking imagination of the Canadian people.

Restored today, the grand railway hotels of Canada demonstrate that, even in our modern age, historical architecture, with its grand rooms, elaborate craftsmanship and fine artistry, illustrates the persevering appreciation for the nation’s story. At the turn of the 20th century, Canada was still very young — not yet 50 years old. Still, the nation had established one of the largest networks of rail ever constructed and many of the grandest structures ever designed, and elevated the travel and tourism industry into the next century. While the design and operations of hotels have changed significantly since their first emergence, the design of elevator cabins has remained a central component of their function and operations, albeit less grand than their Canadian forebears.

Joshua Nelson is a part-time architectural researcher and an accomplished elevator interior designer. Working closely with property managers, engineers and consultants, he has delivered one-of-a-kind elevator projects across Canada. His studio, JNKM Design, focuses on unique spaces and environments inspired by his research and extensive travels, helping him elevate design aspects of the vertical-transportation industry.

References[1] thecanadianencyclopedia.ca/en/article/railway-history[2] historymuseum.ca/cmc/exhibitions/hist/advertis/ads1-01e.html[3] canadiantoytrains.org/news-articles/cp-rail-a-brief-history[4] cpr.ca/en/about-cp/our-history[5] thecanadianencyclopedia.ca/en/article/railway-history[6] cpr.ca/en/about-cp/our-history[7] canadiantoytrains.org/news-articles/cp-rail-a-brief-history

Postcard showcasing Château Laurier; courtesy of Musée McCord Museum Opulent cab finishes at the Fairmont Royal York in Toronto

People from around the globe flocked . . . to take a ride in these marvelous new moving machines and experience the world, both natural and built, in ways never before possible.


J O H N F E N S O M , I N D U S T R I A L P I O N E E R

FOCUS ON CANADA

by Dr. Lee Gray, EW Correspondent

The history of the recent past occasionally has an unintended consequence — it conceals the history

of the more distant past. A search for information on a given topic may reveal useful material

that unintentionally obscures or directs attention away from important

prior events. This phenomenon often occurs in historical

investigations, particularly in the internet era. For example: a search for the terms

“Fensom” and “elevator” yields a wealth of information on

Otis-Fensom Elevator Co., which played an important role in Canada’s

vertical-transportation (VT) industry in the first half of the 20th century. However, behind this “more

recent history” lies the story of John Fensom (1829-1908) and the 19th century Canadian company whose success made

Otis-Fensom possible.The Fensom family emigrated from England to the U.S. in

the early 1840s. After brief periods spent in Rhode Island and Massachusetts, they moved to Canada in 1846. John Fensom began to learn the machinist trade during this time. In the late 1850s, he opened a machinist shop in Toronto and began to seek ways to distinguish himself from his competitors. One event he used to great effect was the annual exhibitions of the Agricultural Association of Upper Canada. In 1859, he was awarded his first “Diploma” award for a “hand printing press.” This was followed by a second in 1862 for a “machine for cutting and mitering printers’ rules” and a “First-Class Prize” in 1866 for “best turning lathe.”

Fensom’s second (and primary) means of attempting to ensure commercial success was to patent his designs, a strategy

An examination of the industry exploits of “the pioneer of the elevator business in Canada”


that typically involved simultaneously pursuing patents in Canada and the U.S. Between 1869 and 1873, he patented a copy press, two lathe designs, a machine for making bricks and artificial stone, and an elevator safety device. The eclectic nature of these patent topics is typical of many 19th-century machinists who saw themselves as capable of designing and building almost anything. This perceived versatility was evident in an 1870 advertisement, in which Fensom described himself as an “engineer, machinist, etc.” capable of furnishing “plans and estimates for all kinds of mills and manufactories, including engines, shafting, pullies, gearing, hangers and all the latest machinery required in all kinds of manufacturing.”[1] In 1871, Fensom opened Central Iron Works in Toronto. Advertisements for the new business included references to the full range of services noted above, as well as an important new product: hoisting machinery.

While it is likely that Fensom built hoists for industrial use prior to 1871, his decision to advertise this fact may have been prompted by an increased interest in this technology. In October 1871, he filed patent applications in Canada and the U.S. for an improved safety device. The Canadian patent was awarded in 1871, but the American patent office delayed their approval until 1874. The patent concerned a safety designed

to prevent the car from attaining “a greater velocity than usual.”[2] Fensom’s design employed a flyball governor driven by a shaft connected via pinion gears to a rack attached to one of the guide posts (Figure 1). If the car exceeded a preset speed, the action of the governor pushed bars into “ratchet-racks” attached to each guidepost, which stopped the car. Thus, its action was like that of numerous contemporary designs, including Elisha Graves Otis’ 1861 patent. In fact, Fensom’s patent text made it clear that he was aware of Otis’ patent:

“In all hoists or elevators with which I am familiar, the safety-gear cannot be depended upon, being either too complicated or not attached in the proper position. The machine, which has been most generally adopted in the U.S., is arranged so that, should the hoisting rope break, catches fly into ratchet-racks and prevent the cage falling; but, should the driving-belt slip off, or any other accident occur, except the breaking of the rope, the safety attachment would not have the slightest effect, but would permit the cage to fall as though the hoisting rope had broken. There are other arrangements I am aware of for overcoming this difficulty, but they are all misapplied or too complicated to be of any use. My safety attachment will not only prevent the cage falling should the hoisting rope break but will also support it should anything occur to the machinery which would otherwise cause it to fall.”[2]

Fensom’s second elevator patent, for a self-closing hatchway system, addressed another common industrial safety concern (Figure 2).[3] His awareness of contemporary elevator technology and innovations was also reflected in his next three patents, all of which concerned hydraulic elevators.

His first hydraulic elevator system was patented in Canada in 1875. (Fensom may have also applied for a U.S. patent, though no evidence exists to support this.) He employed a simple horizontal engine that

was similar in design to American linear hydraulic systems in which the plunger was directly connected to the hoisting rope. In this case, the rope was attached to a series of pulley blocks that multiplied its action in raising and lowering the car (Figures 3-4). Fensom described his design as suitable for use “in factories, hotels and stores, and also for the raising of materials in the erection of buildings, and other purposes.” His design included “an instrument which registers the exact quantity of water used in its operations” and a valve designed to allow the amount of water used to be proportional to the load lifted.[4] In 1876, one of his hydraulic elevators was included in the Canadian display of industrial goods at the Centennial Exhibition in Philadelphia. Unfortunately, no description of this elevator has been found.

One of the first descriptions of a Fensom hydraulic installation dates from 1877 and concerns passenger and baggage elevators in Toronto’s Rossin House. The hotel was

Continued

Figure 1: Fensom’s safety device (1871)

Figure 2: Fensom’s self-closing hatchway design (1873)[3]

Figure 3: (l-r) Plan and shaft elevation of Fensom’s horizontal hydraulic elevator (1875)

Figure 4: Elevation of Fensom’s horizontal hydraulic elevator engine (1875)


substantially remodeled with the goal of making it “one of the best hotels on the continent.” According to a contemporary newspaper account:

“The most important of these alterations is the erection of commodious passenger and baggage elevators, which will relieve guests of the fatigue attendant on an ascent of the long stretches of stairway. . . . The elevators are to be worked by hydraulic pressure, the safest motive power that has yet been devised for such purposes, because of the easiness with which it can be controlled, stopping with the slightest touch on the check line. . . . The elevating apparatus was all manufactured by Mr. John Fensom, engineer, of this city, and is on the same principle as that used in large hotels [in NYC]. It is of the largest kind and is the only one we know now in use in this province.”[5]

This installation may have utilized a vertical hydraulic engine design patented by Fensom in 1878. This system

Figure 5: Elevation of Fensom’s vertical hydraulic elevator engine (1878)

Figure 6: Elevation of Fensom’s vertical hydraulic elevator engine (1878)

Figure 7: Fensom’s 1878 Balancing Device[8]

employed “a water-cylinder of known lifting capacity” combined with “one or more supplementary water cylinders arranged in connection with [a] suitable automatic mechanism to be thrown in and out of working connection as the load on the hoist is increased or diminished.”[6] (Figures 5-6)

Fensom’s next patent also concerned a means of varying the hydraulic pressure used in proportion to the load carried.[7] This system employed what became known as the Fensom Balancing Device, which was sufficiently well-known to be included in John Jallings’ 1918 Elevators: A Practical Treatise on the Development and Design of Hand, Belt, Steam, Hydraulic and Electric Elevators (Figure 7). Jallings described the device in the context of the history of hydraulic elevators:

“John Fensom of Toronto, Canada, had developed the scheme of using a circulating pipe connecting the front and back ends of a horizontal machine in such a way that the water, after being used for hoisting, was discharged on the lowering trip into the other end of the cylinder, and then, on the next up trip, was forced into overhead tanks for use about the building. To take care of the heavy loads, he set the bearing boxes of his overhead sheave on the end of a lever pivoted on knife edges similar to those used with the levers of large platform scales. . . . When a heavy load was placed on the car or platform of the elevator, it would lift the long end of the lever, having overbalanced it and the weight attached. The long end of this lever had, connected to it, a small cable or a thin rod running down to a pipe laid underground and connected to the sewer. This rod or cable was attached to a valve set in the pipe, and when, through an overweight on the platform, the lever was raised, it opened the valve in the pipe and allowed the discharge water to run to waste, thus relieving the piston of back pressure and allowing the elevator to lift the heavy load. Hence, it was only while lifting light and medium loads that water was economized. It was found in practice, however, that the discharge water from these machines, owing to the necessarily frequent use of lubricating oils inside the cylinders, was too foul and greasy to be suitable for any other purpose, and the idea was abandoned.”[8]

The patent illustrations depicted the load-balancing device employed on a typical horizontal hydraulic system (Figure 8).

In 1883, Fensom’s success led him to close Central Iron Works and open Fensom Elevator Works, which he advertised as “manufacturers of hydraulic, steam and hand power elevators, with all the modern improvements.”[9] Two years later, it was reported that he employed approximately 25 and had a thriving

Continued

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business.[10] Unfortunately, no detailed list of Fensom elevator installations has been found; however, contemporary Canadian governmental publications provide ample evidence that he furnished elevators for civic buildings across Canada. These commissions included the design and construction of an elevator at Niagara Falls in 1887. The elevator was intended to improve:

“. . .the comfort and convenience of visitors wishing to experience the sensations produced by a trip under the ‘Sheet of Water,’ [which] required other and better facilities than the toilsome descent and ascent of the circular wooden stairway presently in use. . . . [Therefore,] it was decided to erect a powerful hydraulic vertical lift. . . . The preparation for and erection of a work of this kind, within the scope of the spray’s most potent influence, was an onerous one, which only those who have experienced its paralyzing effects can appreciate. But Mr. Fensom, of Toronto, an experienced builder of every variety of lifts, to whom this work was entrusted, has succeeded in accomplishing the task. . . . The lift is sufficiently large to accommodate eight to 10 visitors with their accompanying guides, and occupies but three-fourths of a minute in the upward or downward journey. The car runs in an open wrought-iron tower of great strength and stability. . . . The water required to work the lift is brought in large pipes from the river above the falls, a distance of some 400 ft. . . . Owing to the extraordinary accumulation of ice on all exposed objects in the immediate vicinity of the falls, it was found necessary to encase the iron tower in which the lift runs with tight wooden shutters, having glazed openings for admission of light. These shutters will be removed in summer, affording on three sides an unobstructed view, and visitors will be able to enjoy the unfolding of the magnificent panorama as they gently glide down, in the open cage, to the pathway under the overhanging cliffs, by which they are conducted behind the falling waters.”[11]

This high-profile commission was followed in 1888 by another important project that, upon completion, resulted in Fensom finding himself in an unusual — and perhaps uncomfortable — position.

In 1883, the Canadian government began construction of a significant new building in Ottawa, which, when completed in 1889, was named the Langevin Block. (In 2017, the building was renamed the Office of the Prime Minister and Privy Council Building). It was originally designed to house the Departments of Agriculture, Interior, Indian Affairs and Post Office (in the 1970s, the building was renovated to house the Office of the Prime Minister and the Privy Council). The building’s design included three passenger elevators and one freight elevator. The call for proposals was published in mid-August with tenders (bids) due on September 17, 1888. Three companies submitted bids: Crane Elevator Co. of Chicago (CAD46,543 [US$34,178]), Hale Elevator Co. of Chicago (CAD39,877 [US$29,283]) and Fensom Elevator Works (CAD41,972 [US$30,822]). At some point between September 17th and September 25th, Fensom submitted a revised bid, which lowered his price to CAD39,877 (matching that of the lowest American bid), and the contract was awarded to Fensom on October 10, 1888. Three years later, he found himself testifying

before a Select Standing Committee investigating the construction of the Langevin Block.

Fensom’s appearance before the committee was not, however, due to his bid changing to ensure a better chance of receiving the commission. It was because of the circumstances surrounding the bidding process. Fensom had traveled to Ottawa to visit the office of Thomas Fuller, the building’s architect, to review the specifications to prepare his bid. The specifications included the following clause:

“Each party or firm must furnish with tender a guarantee to have the contract completed within a specific period, after it is awarded him or them; and that he or they will make arrangement with the contractor for the building for space required for workshops, storage and material, etc., and will hold himself or themselves responsible for any damage that may occur to any portion of the building during the progress and up to the completion of his or their contract.[12]

Fensom was informed that, as was stated in the specifications, he must first meet and “make arrangements” with Alphonse Charlebois, the building’s general contractor, prior to submitting his tender or bid. Fensom was informed at the meeting that he was required to add 25% to his bid, which, if he were awarded the contract, was to be paid directly to Charlebois. The payment was “required” to ensure access to the building site and ample workspace, help pay for a night watchman, and allow Charlebois to make up lost profits. Fensom testified that he had never before been asked to increase his bid to pay a general contractor for the right to work on a project. Fortunately for him, the remainder of his career was devoid of Parliamentary investigations.

Throughout the 1890s, he continued to expand his business and range of elevator products. In 1889, he began to manufacture Bostwick folding steel gates and guards, and by the end of the century, he was manufacturing ornamental iron and grille work for elevator shafts. By the mid-1890s, he had also added electric elevators to his product line. Fensom opened the new century by taking direct aim at his American competitors in a lengthy two-page advertisement:

“Much ado has been made lately about the commercial invasion of Europe by the U.S. In the modern office building recently erected in Port Elizabeth, South Africa, by the Mutual Life Insurance Company of New York, Fensom’s ‘One Grade’ elevators are installed. In the Washington Monument and many other U.S. institutions, Fensom’s designs have been utilized. In most of the public and private buildings throughout

Continued

Figure 8: Plan and elevation of Fensom’s horizontal hydraulic elevator with balancing device (1878)

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The professionals who install our elevators know that choosing an elevator is more than selecting the hardware and piecing it together. With a completely engineered elevator system from Canton Elevator, you get the added value of decades of

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the Dominion, where the elevators are working perfectly, they will be found to be of Fensom design and manufacture.”[13]

The statement that “many” American institutions “utilized” Fensom designs deserves greater attention in a future article. For example, no reference to Fensom’s overt involvement in the Washington Monument has been found; however, his statement clearly implies a connection.

This proud claim of the company’s overseas expansion was John Fensom’s last word as an elevator manufacturer. He retired in 1903 just as Fensom Elevator Works was transformed into Fensom Elevator Co. The new company was, however, short lived. In 1905, it was purchased by Otis, and, following its merger with the Canadian Otis Elevator Co., its name was changed to the familiar Otis-Fensom Elevator. Upon Fensom’s death in 1908, the author of one of his obituaries proclaimed that his death marked:

“. . .the passing away of the pioneer of the elevator business in Canada and one of the most conspicuous figures in the industrial circles of the Dominion for many years. During his extended career along the lines of useful endeavor and accomplishment, Mr. Fensom was closely identified with the progress of the country, and he won for himself an enviable position among the nation’s manufacturers.”[14]

These laudatory comments in recognition of Fensom’s extraordinary career serve as a reminder of the historical (and occasionally national) importance of the VT industry and its members.

References[1] Guide Book of the City of Toronto, Toronto: Bell, Barker & Co. (1870).[2] John Fensom. “Improvement in Hoists or Elevators,” Canadian Patent

No. 1,111 (October 25, 1871) and “Improvement in Elevators,” U.S. Patent No. 151,014 (May 19, 1874).

[3] John Fensom. “Improvements in Hoists,” Canadian Patent No. 2,329 (April 23, 1873) and “Improvement in Self-Closing Hatchways,” U.S. Patent No. 165,554 (July 13, 1875).

[4] John Fensom. “Hydraulic Elevator,” Canadian Patent No. 5,025 (July 24, 1875).

[5] “The Rossin House,” Wisconsin State Journal, Madison, Wisconsin (May 24, 1877) (originally published in the Toronto Leader).

[6] John Fensom. “Improvements on Hoisting Machine,” Canadian Patent No. 8,380 (February 1, 1878) and “Improvement in Hoisting Machines,” U.S. Patent No. 209,336 (October 29, 1878).

[7] John Fensom. “Improvements on Hoisting Machine,” Canadian Patent No. 9,394 (October 22, 1878) and “Improvement in Hoisting Machines,” U.S. Patent No. 217,600 (July 15, 1879).

[8] John Jallings. Elevators: A Practical Treatise on the Development and Design of Hand, Belt, Steam, Hydraulic and Electric Elevators, American Technical Society: Chicago (1918).

[9] The Toronto City Directory for 1883, R.L. Polk & Co.: Toronto (1883).[10] History of Toronto and County of York Ontario, Vol. 1, C. Bracket

Robinson: Toronto (1885).[11] “Report of the Commissioners of the Queen Victoria Niagara Falls

Park for the Year 1887,” Sessional Papers, V. XX, Part V, Second Session of Sixth Legislature of the Province of Ontario, Session 1888, Warwick & Sons: Toronto (1888).

[12] Select Standing Committee on Public Accounts. Reports, Minutes of Evidence and Exhibits in Connection with the Langevin Block, Brown Chamberlin: Ottawa (1891).

[13] The Toronto City Directory, Vol. 27, Might Directories, Ltd.: Toronto (1902).

[14] “The Late Mr. John Fensom: One of Canada’s Industrial Pioneers,” Construction, Vol. 1, No. 11 (September 1908).

MVT MAKES LIFTING EASY

MVT has over the years designed and manufactured

hydraulic elevators for every possible application. This

includes everything from simple 2 stop twin post to large

freight elevators and car lifts up to 80,000 lbs capacity.

The close contact between our engineering team and the

customer allows for flexibility and quick turnaround time.

740 4th Ave • Grandes-Piles, QC • Canada G0X1H0 Tel: 819-538-3400 • Email: [email protected] • www.mvtinc.com

Warehouse: 4 William Demarest Place • Waldwick, NJ 07463

YOU KNOW WHO YOU ARE!

Merci Canada.

MVT MAKES LIFTING EASY

MVT has over the years designed and manufactured

hydraulic elevators for every possible application. This

includes everything from simple 2 stop twin post to large

freight elevators and car lifts up to 80,000 lbs capacity.

The close contact between our engineering team and the

customer allows for flexibility and quick turnaround time.

740 4th Ave • Grandes-Piles, QC • Canada G0X1H0 Tel: 819-538-3400 • Email: [email protected] • www.mvtinc.com

Warehouse: 4 William Demarest Place • Waldwick, NJ 07463

YOU KNOW WHO YOU ARE!

Merci Canada.


amilton, Ontario’s Mohawk College has a new diploma program, “Mechanical Technician — Elevating Devices.” With all 25 modules of

EDM-A 636-E apprenticeship embedded within, it offers students advanced laboratory facilities, including a new elevator lab in the G-wing of the Marshall School of Skilled Trades & Apprenticeship equipped with two fully functional elevators. Graduates of this integrated technician-apprenticeship program are exempt from all three levels of the in-school training portion of the Elevating Devices Mechanic apprenticeship program. It includes the option of completion in only two academic years (16 months across four continuous semesters).

by Lee Freeland

Mohawk College looks to supply the industry with skilled technicians through its new program and advanced elevator training facility.

FAST-TRACKED PIPELINE

H


The college is also training delivery agents for the EDM-A 636-E apprenticeship program with approval to deliver it in all formats, including block, day-release and online, to support the needs of apprentices and industry partners. The intention is to remove barriers for apprentices and support the Ontario Ministry of Labour, Training and Skills Development’s modernization strategy. Your author (LF) spoke with Angelo Cosco (AC), associate dean, construction and building systems, Marshall School of Skilled Trades & Apprenticeship at Mohawk.

LF: When and how did the new elevator program begin?

AC: The program is the first of its kind in Canada. It came to be due to the many inquiries and requests, first by parents and students, followed by the urgent need of apprentices and technicians by our industry partners. Up until Mohawk established our own elevator technician training program, students and apprentices from non-union companies across Canada had only one option for

training. The 2018 Ontario Ombudsman Report conducted by Retired Justice Douglas Cunningham identified a serious shortage of elevator mechanics in Ontario. With the fact that only one college across the entire country was providing training, Mohawk, along with the elevating-devices industry, recognized the immediate need to provide this necessary training.

Working alongside many industry partners and the Canadian Elevator Contractors Association, we were able to develop and propose a new and exciting program to support and meet the need of not only Ontario, but across Canada and beyond. Our first step was to establish an apprenticeship program. We were the first to offer a number of flexible training models, which included day-release training and a highly desired online model. Our apprenticeship programs provide an additional Ontario College Certificate Credential (the first in Ontario), providing a credential for lifelong learning and laddering for additional credentials, such as diplomas

and degrees, in the future. Our apprenticeship program began in August 2019, with both day-release and block-release models. Once we were approved to deliver apprenticeship training, we immediately applied for a postsecondary diploma program, where students would receive a two-year diploma, along with the 25 reportable subjects within the EDM-A 636-E apprenticeship curriculum. Once the students complete this program, they also complete all the in-school apprenticeship training through attestation.

The program will begin this September and focus on installation, maintenance and servicing elevating devices; regulatory and industry best practices; and an understanding of elevating device electrical, mechanical and hydraulics systems through blended theory classes, both face-to-face and online. Other curriculum components are:

♦ Mechanical and electrical systems ♦ The history of elevating devices

Continued

“Our labs are fully fitted and equipped to deliver all aspects of the training, including electrical, electronic, programmable- logic-controller, hydraulics, pneumatics and mechanical, along with advanced theory and lecture rooms, all equipped with the latest technology.”


♦ The operation, installation, maintenance and procedures for traction elevators, escalators and moving walks

♦ Hydraulic systems, including elevator hydraulic systems and installation

♦ Reading and interpreting engineering drawings ♦ Machines and circuits, including single-phase circuits,

transformers, three-phase electrical systems, elementary control systems and electric machines

♦ Motors, generators, controls and AC drives ♦ Lifting devices for individuals with physical disabilities ♦ Circuit tracing ♦ Modernization and alterations for elevating devices

LF: Could you explain the optional “CO-OP” experiential learning component?

AC: We believe the college is the first to offer this option. When students enroll in this program, they can choose to enter the CO-OP stream, where they will experience work-integrated learning and experiential learning, working with industry partners. This CO-OP term is 12 months long and would begin after the student has completed three semesters of the program. Before students enter the CO-OP portion, they will complete the required EDM-T elevator mechanic certification. The industry will have the option to sign these CO-OP students as apprentices, where students will be able to start completing their passports, as the 12 months will count toward their hours of apprenticeship. Once the students complete their CO-OP term, they return for their final semester and complete the program.

LF: What sort of equipment is used, and which kinds of instruction/training are done in the labs?

AC: With the generous support of many industry partners, such as Delta Elevator, Brock Elevator, GAL Canada and Savaria, we have developed an advanced elevator training facility. It includes a functional traction and hydraulic elevator and two construction shafts in which students and apprentices will install both traction and hydraulic elevators per the required learning outcomes. The shafts are open to allow students and apprentices to work with the supervision of our faculty (licensed EDM-A technicians), and fabricate and install shafts, rails and elevator car assemblies.

Our labs are fully fitted and equipped to deliver all aspects of the training, including electrical, electronic, programmable-logic-controller, hydraulics, pneumatics and mechanical, along with advanced theory and lecture rooms, all

equipped with the latest technology. All learning outcomes and curricula are delivered per ministry standards.

LF: Is the program affiliated with any organization other than Mohawk? Can you detail the accreditations it has and is seeking?

AC: The program is accredited by the Ontario Ministry of Labour, Training and Skills Development and Ontario Ministry of Colleges and Universities. It is currently going through the accreditation process with the Technical Standards & Safety Authority. We are members of the Canadian Elevator Contractors Association.

LF: What is the annual student enrollment? AC: Our apprenticeship program currently enrolls up to 40

level-one apprentices per year, and our postsecondary program has enrolled 80 students (40 of whom are international) for this fall.

LF: Where do graduates go after completing the program? How will they have been prepared?

AC: Graduates from this program would be ready to enter the workforce in the elevator industry as apprentices, with the differentiator of advanced knowledge and experience, having completed the required in-school apprenticeship training, their EDM-T certificate and the valuable 12-month CO-OP experiential industry learning.

AcknowledgementSpecial thanks go out to Alan Bennink, coordinator of the

program, for his assistance in explaining the initiative.

This new book covers everything a student or current technician needs to know to perform elevator diagnosis, maintenance, troubleshooting, and repair, and details all the knowledge a technician must have to properly service elevators in various situations. It is also the only work that includes helpful questions and corresponding answers for those who are studying to obtain their elevator mechanic’s license. Features· Offers sample certification questions and answers for those looking to get their Elevator Mechanic’s license.· Places an emphasis on safety interlocks and the elevator system as a whole.· Includes a history of elevators to give readers perspective on the industry and advancements in technology to date.· Written by a renowned electrician with regular columns and contributions in Elevator World and Electrical Construction and Maintenance magazines.

For more information, visit

This new book covers everything a student or current technician needs to know to perform elevator diagnosis, maintenance, troubleshooting, and repair, and details all the knowledge a technician must have to properly service elevators in various situations. It is also the only work that includes helpful questions and corresponding answers for those who are studying to obtain their elevator mechanic’s license. Features· Offers sample certification questions and answers for those looking to get their Elevator Mechanic’s license.· Places an emphasis on safety interlocks and the elevator system as a whole.· Includes a history of elevators to give readers perspective on the industry and advancements in technology to date.· Written by a renowned electrician with regular columns and contributions in Elevator World and Electrical Construction and Maintenance magazines.

For more information, visit


K E E P I N G U P W I T H T H E C O D E

FOCUS ON CANADA

by Nav Chahal

Technical Safety BC oversees the safe installation and operation of technical systems and equipment

across British Columbia, one of Canada’s busiest provinces. Its safety oversight covers all types

of elevating devices, such as elevators, escalators and moving walks. As the

independent, self-funded safety regulator for B.C., it operates

within a legislative framework that includes the Safety Standards Act and regulations.

The Safety Standards Act applies to everyone who installs,

alters, maintains or operates elevating equipment in the

province.Through an amendment to B.C.’s Elevating

Devices Safety Regulation, the 2016 edition of the ASME A17.1/CSA B44 — Safety Code for Elevators, Escalators and Moving

Walks came into effect on April 30, 2020. Since then, Technical Safety BC has been working with the industry to implement the new code and inform equipment owners about the new requirements. Owners of elevating devices and licensed contractors are affected by new requirements in the B44-16 code that aim to improve the safety of elevating devices, especially in the areas of enhanced maintenance and equipment testing.

MCPs and New Testing RequirementsThe B44-16 code requires owners of elevating devices to have

a maintenance control program (MCP) in place for each device they own no later than September 30, 2021. The MCP is a maintenance and examination schedule for an elevating device in which maintenance intervals can be customized to reflect

The adoption of B44-16 affects elevating equipment owners and contractors in B.C.


installation and usage. The MCP helps ensure each device is properly maintained throughout its lifecycle.

B44-16 also requires owners to conduct annual, three- and five-year testing of elevator systems (categories 1, 3 and 5), and testing of

escalators and moving walks (category 1 tests for escalators and moving walks). These testing requirements help ensure that devices can operate and stop safely in all circumstances.

Roles and ResponsibilitiesThe owner of an elevating device is responsible for ensuring

an MCP is in place for each unit they own. However, only a licensed elevator contractor has the knowledge to develop and carry out the MCP’s requirements. It is standard practice for owners to contract licensed elevator companies to develop and implement MCPs on their behalf. The new requirements may also impact how often contractors visit a facility or perform maintenance. It is important that equipment owners and contractors engage in conversations to ensure their maintenance contract complies with the new regulations.

To support owners and contractors in the adoption of B44-16, Technical Safety BC has developed an MCP online registration portal where owners and contractors can review their shared portfolios and plan the transition to B44-16. The information available through the portal includes device fabrication details (e.g., the make and model of key components) and a list of all test dates. Access to the same information by owners, maintenance providers and the safety regulator will enable stronger safety-minded decisions and more effective safety oversight.

COVID-19 and New Code Implementation Technical Safety BC is working closely with industry partners

to ensure a smooth, effective and safe adoption of the B44-16 code in the context of the COVID-19 pandemic. On March 26, B.C. defined elevator maintenance providers as a non-health essential service (bit.ly/2Viy2Tt).

Individuals and companies that own, operate or maintain elevating equipment are required to continue meeting all regulatory requirements for public safety. This includes capacity for enough personnel to maintain compliance with the Safety Standards Act, regulations, code and equipment manufacturers’ operations and maintenance requirements. In cases where facilities close or service is disrupted due to COVID-19 measures, duty holders have been reminded to follow safety protocols for equipment shutdowns and supervision.

To support industry, Technical Safety BC’s safety officers have continued performing safety-critical assessments, either remotely or in person. If clients are unable to meet their

regulatory responsibilities due to COVID-19, they should contact the safety regulator to ensure they continue to receive support in keeping safety a priority. Technical Safety BC also has an online FAQ page (bit.ly/31mWk2C) that addresses questions from the industry.

Continuing Education RequirementsChanges to B.C.’s Elevating Devices Safety Regulation also

require certified mechanics to complete continuing education training every three years to renew their certificates of qualification. Continuing education allows mechanics to keep up-to-date on the latest safety hazards and changes in codes and regulations.

Shared ResponsibilityThe safe installation and operation of elevating devices is a

shared responsibility between owners, contractors, mechanics, safety regulators and the public. Access to accurate and timely information is vital for making the right safety decisions, so Technical Safety BC will continue to introduce digital tools and resources to empower those in the industry.

Visit Technical Safety BC’s website at bit.ly/3dwBeBf for more information about the B44-16 code requirements, online code courses and continuing education options available for mechanics.

Nav Chahal is the manager of transportation at Technical Safety BC, an independent, self-funded provincial safety regulator for British Columbia. He has been involved in the elevating devices industry for almost 20 years, including the last 10 working at Technical Safety BC. He has a mechanical engineering background and is a member of the American Society of Mechanical Engineers and Canadian Standards Association code committees. He is also a board member of the Elevator Escalator Safety Foundation of Canada.

The B44-16 code requires owners of elevating devices to have an MCP in place for each device they own no later than September 30, 2021.

Technical Safety BC is working closely with industry partners to ensure a smooth, effective and safe adoption of the B44-16 code in the context of the COVID-19 pandemic.


I T ’ S A M A D , M A D , M A D , M A D W O R L D

FOCUS ON CANADA

by Anupa Simon

MAD stands for “Mainline And DMG,” a partnership that started between the Italian

fixtures manufacturer DMG SpA and Mississauga-based Mainline Elevators more than 15 years

ago. In that time, the company has developed an expanded product

line, with many digital solutions. It prides itself on constant

evolution and design.

PartnershipsIn 2019, MAD Elevator Inc.

partnered with ECR - Elevator Cab Renovations to expand its

elevator interior product offering. ECR is a 32-year-old Ottawa-based cab manufacturer

Mississauga-based company has grown to have a strong global presence in only 15 years.

MAD’s 80,000 sq. ft. location in Mississauga is a vast production facility. Elevator fixtures, cab interiors, wiring, lasering and automated machining are done in-house.


with an established product. ECR’s digital design tools, tied to its quick-quoting system, give customers the opportunity to customize and preview their interiors. MAD also prides itself on bridging the gap between safety, necessity and good design and offers its own online elevator designer (config.madelevator.com).

MAD is one of Canada’s largest elevator fixture manufacturers and among North America’s few one-stop upgrade locations for elevator interiors and fixtures. Its most recent partnership is with Vantage Elevator Solutions, in which Vantage is now the exclusive source for MAD fixtures to the independent market (ELEVATOR WORLD, July 2020).

New Realities, New SolutionsWith the evolving realities around the COVID-19 pandemic,

elevators’ commonly touched surfaces and tight spaces have required the industry to come up with new solutions. The good news is that, throughout this time, the elevator industry was seen as an essential business, and as such, was able to stay operational to innovate new answers to fit the changing needs

of public health and elevator passenger interfacing. One solution MAD developed is its patent-pending Toe-To-Go foot-activated elevator call button (EW, July 2020). MAD’s self-cleaning untreated copper button is a quicker-fix solution. Only the pressel needs replacing, while the contact and wiring remain unchanged.

Another important area is passenger safety, which has become an increasing concern as the new ASME A17.1/CSA B44 code has been enacted for in-car emergency communication (EW, April 2020) to help keep passengers safe. MAD’s response to this industrywide issue is the MosaicONE Video & Messaging System, which it developed to meet and surpass the latest elevator security code changes for in-car monitoring. With its closed firewall and fully encrypted communications, the system has a “100% Security” rating from both Qualys SSL Labs and SecurityScorecard.

Upcoming InnovationsMAD’s app to allow passengers to call the elevator and select

their floor with their smartphones is being tested now for a

The MAD Cab Configurator

MAD has a worldwide presence with global partnerships.

Continued


MAD’s MosaicONE Video & Messaging System

MAD’s self-cleaning untreated copper button is an easy retrofit.

release soon. This is another economical retrofit. The user downloads the free app, which connects via Bluetooth to the controller when they get to a hall station or inside the elevator. This provides access for floor selection.

From air purifiers to voice-recognized activation, there are many technologies emerging in the industry to address the changing needs of elevator interfaces. Holographic push buttons, which MAD is testing, is a new technology emerging in the market. However, the company thinks the future is in touchless buttons. It adapted one of its push buttons to include a sensor, while retaining the mechanical activation. If a passenger places a finger near it, the activation replicates that of a push button.

MAD EmployeesMAD believes the key to the success of its employees is

autonomy, empowerment and trust. The hardworking, passionate, and eccentric characters who are a part of it make for a unique and amazing work environment.

Anupa Simon is marketing manager for MAD Elevator Inc. She has worked in the elevator industry for more than six years, previously at Savaria Inc. in Brampton, Canada. She holds a BA in Communication Studies and Multimedia from McMaster University and a certificate in Digital Marketing Management from the University of Toronto.

MAD has been ranked among Canada’s top 500 fastest-growing companies for the last seven years and among “Best Employers for Recent Graduates” for the last two.

A MAD push button is adapted to include a sensor, while retaining the mechanical activation.

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S E R V I C E , T E C H N O L O G Y D I S T I N G U I S H D U P A R

FOCUS ON CANADA

by Matt Irvin

Dupar Controls, based in Cambridge, has been supplying the vertical-transportation (VT) industry

for more than 60 years. Launched in 1958 by U.K.-based Dewhurst Group, Dupar supplies

push buttons, panels, keypads and touchscreens to elevator

contractors, both independents and OEMs, as well as other

industries. It serves as the North American headquarters for Dewhurst.

Dupar’s main market is North America and the

Caribbean. In addition to its headquarters in Canada, the company

has a sales office in Chicago and a sister operation, Dupar|ERM, a Los Angeles-based

company, that report to the Cambridge headquarters. George Foleanu, vice president for North America, leads

Dupar and is responsible for all North American operations. The Canadian operation employs approximately 64 people at its Cambridge headquarters and two in the Chicago-area office.

“Our location here in Canada is a full manufacturing and design facility,” Foleanu said. “We have had very successful growth over our many years of history, since 1958.” He said Dupar was launched as a partnership between Dewhurst and a local electric company, later opening the Chicago office. “About 10 years ago, we acquired the company in L.A., which is part of a venerable service company, Winter & Bain,” he added.

Dupar is in the process of building a new headquarters and manufacturing facility in Cambridge, a city about a 45-min drive from Toronto. The new building, Foleanu said, would double Dupar’s current facility area to 58,000 ft2. Moving to the new plant, which is scheduled to happen in November, will be

Cambridge-based supplier has offered quality fixtures to the VT industry for 60-plus years.


accompanied by further investment in automation, process improvements that will lead to immediate positive customer experience. He continued:

“We’re a very efficient company [and] flat organizationally. We like to keep it simple; we focus closely on our clients’ specific needs. We are flexible and nimble to ensure a smooth, efficient operation. Investing in automation both at the front end as well as manufacturing combined with applying Lean principles are our foundation for continued success and market-share growth.”

Dupar enjoys a broad customer base. “Our products are used by all Canadian contractors, independents and OEMs alike; we are the supplier of choice for architects and consultants, with a dominant market share to prove it.” The company’s longevity is certainly part of the reason for this, Foleanu said.

Foleanu noted that parent company Dewhurst — which recently marked its 100th year in business — has a broad, global reach, literally on every continent (“apart from Antarctica,” Foleanu said).

The Dupar Controls home office in Cambridge, Canada, oversees the North American operations of its U.K.-based parent company, Dewhurst.

The US1 Touch is a popular touchscreen operating panel.

A Uniblade hall direction indicator

Uniblade ID flag car identification indicators in black, installed in an elevator lobby

A Dupar car-operating panel; push buttons are the foundational product for the company.

Dupar’s Demi-Cube car ID indicator

Continued


Dupar is financially strong, but it has felt some effect from the COVID-19 pandemic. Foleanu explained:

“Like everybody, we’ve been affected primarily by supply chain disruptions; however, business is moving back to the pre-COVID levels very quickly. It’s back to business as usual.” It seems that, at the front end, there’s no change at all. The sales and design teams are full-on, 100% of what they were before, which is surprising for me — I expected to see a little slowdown on the front end, but there really hasn’t been any. But there has been a slowdown on schedules from customers. [Many] are actually asking for things to be pushed out, with the challenges in the field to install product. Maybe their teams have shrunk, and, as we all know, social distancing is affecting the way a lot of work is being performed in the construction business. So, we’re aligning with our customers, and if they are having a little bit of disruption, it’s transferring up the chain, but nothing really to be worried about, at all, that I see so far.”

The pandemic has spawned new interest in the Dupar AB (antibacterial) button, and the newly introduced Anti-Microbial line, which offers protection against COVID- and SARS-like viruses.

Dupar’s business involves a great deal of custom work, so it’s not a simple task to identify the company’s top-selling item. Foleanu mentioned the company’s touchscreen offerings as a high-profile product. “Our US1 Touch product line is a touchscreen control for elevators. There is a wide range of sizes and technical capabilities. It’s fully sealed, has no moving parts and withstands the challenging environment of elevators very well. No dust gets in, no water gets in, and it has vandal-resistant properties.”

The company’s foundation product is push buttons, the subcomponents of which are designed and manufactured in Europe. Those for the North American market are assembled at

Dupar’s Cambridge facility. Also made in Canada are keypads, used in not only destination-dispatch elevator systems, but also in bank ATM machines.

Dupar uses automation to maintain efficiency, Foleanu said:

“We have invested a great deal in automation, both in the front, as well as in the back end. A lot of companies that do engineering and panels use AutoCAD, but long ago, we moved to more-modern tools. We’re running in full 3D, integrated manufacturing systems, so we design in an environment that is specialized and geared specifically to designing elevator products. Our engineers use a system fully integrated with the equipment and our material requirements planning system.”The company is close to a number of institutions of higher

learning that are a good source for talent, Foleanu said, “giving us a large, healthy pool of talent right at our doorstep.”

Dupar is a longtime member of the Canadian Elevator Contractors Association (CECA) and National Association of Elevator Contractors (NAEC) and exhibits at their annual expositions. “We’re proud members of NAEC and have been for many, many years — easily over 30 years,” Foleanu said. “We’ve [also] been members of CECA and proudly so. I’ve served on the board of CECA and also am on the supplier committee of NAEC. We are proud of our long history and ensure that we give back to the industry.”

The Uniblade-Flush, a flush-mounting hall direction indicator

The company plans to move to this brand-new headquarters building in November. At 58,000 ft2, it’s a little more than twice the size of the current facility.

Major ProjectsDupar products are in major projects around

North America, including: ♦ The Washington Monument, Washington, D.C. ♦ Willis Tower, Chicago (destination dispatch) ♦ Major post offices throughout the U.S. ♦ The University of Chicago Mitchell Hospital ♦ Many U.S. military bases ♦ Pearson Airport, Toronto ♦ Scotia Plaza, Toronto ♦ Constitution Tower 1 & 2, Ottawa ♦ Place Ville Marie, Montreal ♦ Toronto Sick Kids Hospital ♦ Place De Ville — Tower C, Ottawa ♦ Transit City Towers, Toronto ♦ Grey Nuns Hospital, Edmonton

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眀眀眀⸀洀漀搀攀爀渀攀氀攀瘀愀琀漀爀⸀挀漀洀


H O M E E L E V A T O R T R E N D S

FOCUS ON CANADA

by Florence Facchini

Over the past few years, Federal Elevator has seen new trends emerging for residential elevators,

including automation and customized finishing. Customers are looking for personal elevators

that can fit their existing home, décor and lifestyle. Here are a few

marketplace trends:1) Automatic sliding doors:

Elevator cab entrances have evolved over the years. Manual accordion doors are now the exception, rather

than the rule. New styles of automatic door options are now

available and increasingly popular. Automatic bifold doors offer a sleek,

modern cab entrance. Automatic sliding doors are available with a higher budget. These offer a

much more commercial elevator look.2) All-glass elevators: Designers and builders are selecting

all-glass elevators for clients to highlight the elevator as an aesthetic focal point within their clients’ homes. This makes the elevator the “jewel of the home,” with modern elegance. Glass elevators also allow for beautiful sightlines, and passengers can enjoy the view while they travel. “We have seen an increase in demand for glass elevators in the last couple of years and glass cab doors fulfill this demand,” says Lucas Piatti, dealer/sales at Federal, which recently introduced new glass door options to meet customer requests.

3) Staying in the family home: Residential elevators provide an alternative to downsizing from your home, and a big trend is more customers who want to “age in place.” Due to recent events, more people are choosing to extend their time in their homes — not making the transition to downsizing or assisted-living centers. Staying in the family home with a residential elevator is a solution for accessibility. Home elevators can

Mississauga-based manufacturer sees customers’ tastes evolve.


increase the value of the home. Solutions for customers looking to retrofit an elevator in their existing homes brings peace-of-mind as homeowners age and can help people who live in multigenerational homes.

4) Customization: There has been a clear shift from the practical, economical home elevator to a more customized showpiece. Showrooms like Federal’s often feature running elevators and showcase the latest products and innovations. This allows customers to test ride before they buy and provides inspiration for customization.

5) MRL elevators: When space or environment is a concern, a machine-room-less (MRL) elevator is a solution that is also a growing trend. Without the need for a room for a controller, less space can be dedicated toward the elevator. “There is increased demand for MRL elevators,” observes Piatti. “Our clients like to have the option of both that and the hydraulic system to choose from.”

In business for the past 32 years, Federal is a family-owned elevator manufacturer headquartered in Mississauga that sells to homeowners, developers, general contractors and architects. Its dealer network includes companies across Canada and the U.S. “Our customers buy complete packages that can range from a standard to highly customized elevator,” Piatti says.

As the residential elevator market continues to grow, Federal continues to update its product line to suit customer tastes, preferences and design trends.

Florence Facchini is business development director at Federal Elevator.

Designers and builders are selecting all-glass elevators for clients to highlight the elevator as an aesthetic focal point within their clients’ homes.

Federal’s showroom allows customers to test before they buy.

The company offers an array of elevators for the home.


P E E L L E C A N A D A R E S P O N D S T O C O V I D - 1 9

FOCUS ON CANADA

by Michael J. Ryan

When the world began to suffer from the COVID-19 pandemic, The Peelle Co.’s senior

management met quickly to address not only our own sustainability, but also to brainstorm on

how to best serve the elevator market during the crisis. Peelle’s response

was swift and took place mid-March, affecting both office and

manufacturing staff.Peelle was deemed an

essential service and continued manufacturing

throughout the months of March, April and May. Several changes were

implemented to address the health and safety of the company, our personnel, our

customers and our suppliers. Manufacturing staff had the option of taking vacation time, being voluntarily

laid off or continuing working. Deep cleaning of all surfaces began during both shifts. Onsite office personnel was reduced to only those needed to support the manufacturing staff, group meetings were not permitted, and social distancing guidelines were established. Additionally, no outside contractors or visitors were permitted inside the facility.

The office staff was sent home, and, thanks to our information-technology infrastructure, everyone continued to work and participate in daily department conference calls and/or web meetings. Travel was suspended from mid-March through May. Anyone returning from travel was self-quarantined for 14 days. Any staff member who encountered someone positive for COVID-19 was required to self-quarantine for 14 days and could only return to work if they were symptom-free.

This Readers’ Platform explains how the 115-year-old company didn’t stop manufacturing, while addressing health and safety.


Peelle also posted numerous company announcements on social media sites and industry message boards to inform the elevator community of our COVID-19 response, including production schedule, available products and services and sales policy modifications. While Peelle has traditionally relied on its outside sales force to sell, survey, train and problem-solve, the team was grounded during the pandemic. Conducting virtual meetings and training sessions has become routine. As of May, there remains an increase in our email and phone contact, since no sale travel is scheduled. Marketing programs were created to support elevator contractors servicing their customers in new ways. Some of our salespeople even conducted virtual “happy hours” with their customers. Our local UPS store was helpful in fulfilling and shipping swag and brochure requests; the factory relocated some of our marketing inventory to UPS.

Some post-COVID-19 policies will likely stay in place. Select staff will remain in home offices in the proper situations. Peelle will continue deep cleaning of all surfaces during both shifts. Visits to the manufacturing facility by contractors, suppliers and guests will be by appointment only and conducted in a restricted area. Sales presentations will continue to be delivered

virtually in conjunction with an increased social media presence. The new business normal will dictate the frequency and necessity for field and office visits to elevator contractors and consultants by traditional outside sales personnel.

The market after COVID-19 will be driven by how the new normal is

defined. How we shop will drive changes in brick-and-mortar retail, versus online retail warehousing and distribution. How we play will drive changes in food service, stadium, theater, hospitality and travel. How we work will drive changes in office, warehouse and manufacturing facilities. No one really knows what the post-COVID-19 world will look like, but it’s likely to be different than today. I would anticipate that construction, and, by extension, the elevator industry, will slow down and contract, but then shift to a new normal and expand to reflect how our world has been forever changed. Countries will adjust on their own schedules, based on their initial COVID-19 response and unique characteristics. Suppliers doing business internationally will experience a response lasting many months as those countries return to their new normal.

Well-managed companies adjust to new environments, and some thrive after a significant change in their traditional business model. Peelle will continue to manufacture its core products, adjust as necessary, look for new opportunities and address the changing vertical-transportation world.

Michael J. Ryan is vice president of Business Development for The Peelle Co. He is also responsible for Peelle’s North American business. He holds an MBA in General Business and a BA in Marketing.

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