and economically. “We originally focused strictly on load-ers, since we have more loaders than anything else,” Makin recalls during an interview at Cruickshank’s head office in Kingston. “We looked at those for about a month-and-a-half and then decided we needed to branch this out and look at ev-erything; because loaders as a percentage were about 30 per cent of our entire fleet, and we had the opportunity to do it on everything so why stop there.” “The gentleman that looked after the loaders [Scott Wood, general manager of materials] was in the office right next door to Jason so we were able to commu-nicate with him quickly and easily; and he transferred the information out into the field and we ended up getting results very quickly on something that everybody was saying we couldn’t do,” Steve adds. Starting in August 2014, the company decided it would set a goal to reduce its fleet’s idling times by the following spring. There were 54 pieces of equipment in-volved in the program, including load-ers, excavators, dozers, backhoes, dump trucks, soil compaction equipment and pavers. “There were lots of discussions on get-ting to 10 per cent idling time,” Makin says, adding that many operators were saying that it couldn’t be done. Steve Cruickshank (right), CEO of Cruickshank Construction, and Jason Makin, vice-president of materials and logistics, pose with the company’s 2016 ORBA Green Award for Outstanding Achievement for the company’s anti-idling initiative. up in discussion and received attention all the way to the operator level. We were iden-tifying operators as the high idlers and the low idlers.” > “In one-and-a-half years we changed a cultural behaviour.” To help boost interest in the program, Cruickshank turned the anti-idling initia-tive into a contest for the operators; which was a contributing factor to operators tak-ing the initiative seriously. To keep the spirit of competition alive and well during the program, daily, weekly and monthly idling reports were released. Operators were awarded a “Top Operator” t-shirt for achieving a 10 per cent idle time on an equipment group for a month. At the end of the year, the company reviewed all of the operators’ idling times, identified those with the lowest idle times in each category, and awarded them $250 bonuses. The initiative was a complete success and now the company looks forward to viewing its VisionLink reports from Toro-mont, which place the fleet’s idling times As the company rolled out the anti-idling initiative, Makin looked into identi-fying the reasons for the high idling times, which included constantly running equip-ment in the wintertime to keep the cabs heated; and running equipment all the time in the summertime to keep the cabs cool; as two of the main factors. To try and reinforce the company’s new anti-idling program, Cruickshank regu-larly discussed the program in its internal communications. “Some of the operators were hitting 10 per cent on a monthly basis, some of the guys were trying their hardest but couldn’t get there due to the nature of the work,” Ma-kin says. “Everybody was trying, there was definitely effort. It was a topic of discussion in the management group – it always came 10 | ROCKTOROAD | MAY/JUNE 2017 between eight and 10 per cent. “In one-and-a-half years we changed a cultural behaviour,” Makin says. By the time spring 2015 rolled around, Cruickshank Construction had met its goal of achieving a 10 per cent idling time over-all. The company reduced its GHG emis-sions by 153 tons and enjoyed an annual fuel savings of approximately 57,000 litres. In recognition of the company’s suc-cessful anti-idling initiative, the Ontario Road Builders’ Association (ORBA) award-ed Cruickshank Construction with the 2016 ORBA Green Award for Outstanding Achievement at ORBA’s 90th Convention and Annual General Meeting, which took place this past February in Toronto. “The award is the icing on the cake,” Makin says. “It was great teamwork,” Steve adds. “It takes the operator, it takes the supervisor, it takes the manager of that supervisor, and it takes Jason. Everybody had to do their part to make it work. We’re very proud of the guys for what they’ve achieved.” For the latest project profiles, visit www.rocktoroad.com.