PCL is a leading construction company driven by a purpose to build a better future, together. Inspired by a deep-rooted passion for innovation, safety and operational excellence, PCL collaborates with clients across Canada, the United States and Australia to deliver world-class construction solutions. That track record has made the company a leading builder across multiple sectors, including Buildings, Civil Infrastructure and Heavy Industrial and Solar market sectors, on projects of all sizes.
“Our teams manage around 1200 projects at any one time,” says Chris Gower, CEO of PCL Construction. “We take on a diverse range of work. Last year we carried out $11 billion worth of construction projects.”
Employee ownership is the driving force that makes PCL a leader in the construction industry. It means employees are entrepreneurs and solution providers working together to bring their clients’ visions to life every day.
“They are hardworking, passionate individuals,” Gower shares. “Our company’s employee ownership model fuels a culture of commitment.”
A New Era
That broad buy-in from his team will serve Gower well, as he settles into his new role: President and CEO of PCL. Gower takes the reins of a company that’s been remarkably stable. He’s just the ninth person in his role in the firm’s 118 years. Gower hopes to build on the success of his predecessor, Dave Filipchuk, who spent the last eight years in the company’s top job.
“Our history and legacy speak to the strength and resilience of PCL, and stepping into this role is an incredibly meaningful milestone for me,” Gower reflects. “Over the past year, we’ve been deliberate and focused in planning this transition, ensuring it was as smooth as possible. I had the invaluable opportunity to work closely with the previous CEO, gaining insight and perspective that made the handover seamless. Succession can often bring challenges, but our commitment to careful preparation ensured continuity, stability, and the ability to keep delivering value to our clients and employees—exactly what we set out to achieve.”
Lessons Learned
During the COVID-19 pandemic, like many global firms, PCL developed a broader understanding of the complexities that come with operating in multiple jurisdictions.
“One of the most valuable lessons we learned during the COVID-19 pandemic was the power of trust in our people and the resilience of our decentralized approach,” Gower says. “As an international organization, we faced the challenge of navigating a patchwork of regulations and requirements across jurisdictions. There was no single, uniform playbook we could rely on. Instead, we leaned on our core principles and empowered our teams on the ground to lead with integrity, adapt to local nuances, and act decisively.
“What stood out was not just our ability to comply with these varied demands but the exceptional way our workforce rose to the occasion. Their commitment to safety, their communities, and each other was nothing short of remarkable. This reinforced a truth we carry forward: when you invest in people, equip them with clear values, and trust them to do what’s right, they become your greatest strength—capable of navigating even the most complex challenges with clarity and purpose.”
It was a learning experience that stuck with Gower as he took on the role of CEO.
“This lesson isn’t just about pandemic response; it’s a blueprint for the future, he explains. “In an increasingly interconnected yet diverse world, success hinges on empowering local leadership, fostering an adaptable workforce, and ensuring that shared principles guide decisions, no matter the circumstance.”
Building the Industry
One of Gower’s immediate priorities is to expand on PCL’s long-standing commitment to attracting, recruiting, and retaining the best talent in every role and on every team.
“The quality of our people is what defines PCL,” Gower emphasizes. “While many conversations in our industry focus on artificial intelligence and transformative technologies, it’s our people who are the driving force behind successful implementation and innovation. Without the right individuals showing up every day, even the most ambitious strategies fall short. That’s why I always come back to our people – they are our most critical asset.”
This people-first approach underscores Gower’s vision for PCL as a leader not only in construction excellence but also in shaping the future of the industry. By building teams that can harness cutting-edge tools and technologies, PCL continues to lay a strong foundation for sustained success and innovation.
Gower knows, finding the right people for every role is not a job he can do alone. So he trusts his entire team of more than 5,300 experts and professionals to help.
“We have recently created a campaign to help fuel our growth called ‘Each One Reach One,’” Gower says. “It is a simple program to empower our people to recommend and refer people into the business, whether it is friends, family, or people in the community they feel will be a good fit. 27% of our hires last year came from high quality referrals because people will not recommend someone unless their values and character align with the company.”
PCL Construction actively invests in future talent as well, hiring 1,000 students last year through its student and internship programs. These programs provide opportunities for the company to connect with and evaluate potential candidates early in their careers.
Once new recruits join PCL, the focus shifts to developing and retaining them through a range of initiatives, including the PCL College of Construction.
“We have a comprehensive program to ensure our employees thrive,” says Gower. “We’re committed to helping people grow both professionally and personally. We educate and train our team members so they can evolve alongside their work. We foster an inclusive environment with supportive supervisors who effectively manage their teams. This creates a workplace where people want to stay—working alongside great colleagues, tackling meaningful challenges, and contributing to an organization where success is shared.”
Industry Advocacy
PCL’s investment in the future stars of the construction sector is not just about maintaining a skilled workforce for its own purposes. It’s also about ensuring the future of the industry as a whole.
“One of the functions we perform is advocacy for issues in the industry, and a big one out there that needs more attention is the labour deficiency in the marketplace, both in Canada and the United States,” Gower says. “The amount of skilled labour we have incoming to build the required infrastructure, frankly, isn’t enough. With the number of craftspeople retiring in the next ten years, this problem is going to be exacerbated. We need to align immigration and other incentives to increase the number of people wanting to join the trades. All companies need to advocate for an increased focus on skilled trades.”
PCL’s Bright Future
Looking forward, Gower has big plans for the future of PCL Construction. There is a strategic plan in place that prioritizes profitable growth for the company.
“We are well-positioned to capitalize on the growing infrastructure demand across North America,” says Gower. “What that means is more geographical expansion, particularly in the United States. Our company has also demonstrated strategic foresight by expanding operations experiencing significant growth, particularly solar energy, data centres and large-scale mega projects.
Under Gower’s leadership, PCL’s growth will remain firmly anchored in the core values that have propelled it to success—most importantly, an unwavering focus on its people.
As the company expands, it is equally committed to setting the industry standard by consistently delivering high-value services and outperforming the competition.
“That might sound simple, but it’s an ongoing journey,” says Gower. “Our success lies in true collaborating with stakeholders, developing our people better than anyone else, and exceeding expectations in every aspect of what we do. These three pillars will secure our future.”
