Ukraine’s Reconstruction and Canada-Ukraine Trade Partnerships

Author(s): Scott Douglas Jacobsen

Publication (Outlet/Website): The Good Men Project

Publication Date (yyyy/mm/dd): 2025/03/04 (Unpublished)

Seyfi Tomar, Vice President of EBS Global, discusses his firm’s commitment to sustainable construction in Ukraine. Recently, EBS secured office space in Kyiv, initiated company registration, and engaged in partnerships. Tomar highlights Canada-Ukraine trade opportunities, emphasizing prefabricated steel systems and AI-driven construction. He notes challenges like tariffs but sees automation reducing labor needs. Tomar praises Ukrainian resilience, contrasts global construction practices, and stresses the role of international institutions. He anticipates AI and robotics transforming construction, shifting human roles to software development. Future Canadian leadership, he suggests, should prioritize economic diversification and strengthening global trade relationships.

Scott Douglas Jacobsen: So today, we’re here with Seyfi Tomar.

He is the Vice President of EBS Global, a Canadian construction firm focused on creating durable and sustainable structures, from hospitals and schools to mid-rise buildings, emphasizing cost efficiency and environmental responsibility. Seyfi passionately advocates for prefabricated steel systems, customizing designs to reflect local culture while delivering eco-friendly solutions.

As a key sponsor of the Rebuild Ukraine Initiative, Seyfi spearheads efforts to restore infrastructure in war-torn regions, blending Canadian expertise with international collaboration. His approach combines advanced technologies, including recycled galvanized steel, to address housing shortages and infrastructure demands. Despite challenges such as securing funding from organizations like the European Bank for Reconstruction and Development (EBRD) and Export Development Canada (EDC), Seyfi remains committed to scaling sustainable solutions while prioritizing speed, affordability, and cultural integrity.

Early projects include rebuilding Bakhmut, emphasizing innovation and resilience in the face of immense challenges. Thank you so much for joining me again today, Seyfi. I appreciate it.

Seyfi Tomar: Thank you, Scott. Thank you for inviting me.

Jacobsen: You’re welcome.

There have been some updates since the last interview for International Policy Digest. This interview is conducted on March 3 and published much later. Some updates we are looking at involve company registration, lease agreements, and on-the-ground operations. You have recently travelled or are currently travelling. So, what are the immediate logistical hurdles regarding lease agreements and company registration?

Tomar: We have overcome those hurdles. This is my third visit to Ukraine since the war began. I was also here before the war. Today, we secured our office. We signed a letter of intent, and the lease agreement will be finalized in the morning.

It was not difficult. The landlords were cooperative and understanding of our situation, particularly since we have closed all operations in Turkey. Previously, we specialized in constructing high-rises and other large-scale projects in Turkey. Still, now we are transitioning all operations and personnel to Kyiv as our central hub before expanding to other parts of Ukraine as part of the Rebuild Ukraine effort.

We have already initiated discussions with our legal advisors in Kyiv. Tomorrow, we will formally begin the company registration process. This includes registering:

• Our general contracting division (part of Van Horn)
• Our manufacturing facilities under EBS Global
• Our EU consulting division, Planet Turkey

These registrations will be officially launched tomorrow.

We will then focus on setting up our office space and acquiring furniture and other essentials. We have already hired a Ukrainian director, who will oversee operations full-time. Our Ukrainian partners have assisted with logistics, including securing office space, registering employees, and handling administrative processes.

Regarding banking operations, we expect that process to be completed within two weeks, as we first need to finalize our company registrations before initiating fund transfers.

We are fully engaged in these efforts, and progress is steady.

Tomar: On the same note, I have had meetings with the Canadian Embassy since I arrived here. They have been extremely helpful, as I expected. From the very first day, they have worked hard and remained accessible. They are available and always willing to assist whenever I need to reach them.

They invited us to the embassy today, where we had a very productive meeting. They provided us with all the data and information we needed. As we have done so far, we will continue to stay in close contact with them.

We will keep them informed and work alongside them. They are the best resource for scrutinizing Ukrainian companies, evaluating tendering processes, and obtaining reliable information. They have been great resources and valuable allies in our work.

Beyond the Canadian Embassy, we have also met with several major Ukrainian companies. We have tentatively agreed on upcoming joint ventures with some of them, though these discussions are still in their preliminary stages. We will continue meeting with them over the next few days until Friday. If additional discussions are necessary, I will return.

We are excited to contribute to Ukraine’s reconstruction efforts. Being here allows us to support the Ukrainian economy while diversifying the Canadian economy, particularly in light of the 25% tariffs we face. Who knows what changes might come next? This is just one aspect, and we encourage others in Canada to explore their strengths in different markets.

For too long, we have been overly dependent on the U.S. Diversifying trade and investments will strengthen the Canadian economy.

Jacobsen: When it comes to construction, there is a need for fire-resistant and more durable materials. What about sourcing materials from within Ukraine? In doing so, wouldn’t that bolster the construction economy and the material sourcing and manufacturing industries within Ukraine?

Tomar: Yes. For prefabricated metal production, all we need are coils. Our machines, including mobile prefabricated metal systems factories, are already in place. Currently, we have them in Barrie, Ontario, where they are stored in our yard. We may move a few mobile factories to Ukraine. If demand increases, we can purchase additional machines to scale up production.

We are analyzing the global market for galvanized coils. We have previously sourced them from Canada’s local market, but we will now compare prices from Canada, Turkey, Egypt, and India and choose the most feasible option.

Jacobsen: What about local zoning laws and building permits in Ukraine? Does the war affect these processes, or are they expedited?

Tomar: We have not encountered any issues so far. The Ukrainian authorities handle the planning and approval processes, and everything has proceeded smoothly within their established framework.

I do not foresee any issues because, on my previous visit, I have a four-hour meeting with the Director of the Kyiv National University of Construction and Architecture and the Head of the Veteran Institute, Artem. If any issues arise, we will get their assistance. Therefore, I do not anticipate any problems regarding zoning.

What about integrating subcontractors and suppliers to streamline the supply chain, ensuring a seamless process from sourcing materials to manufacturing and construction?

We are currently in the pricing phase for the projects we are securing. As a general contractor or through joint ventures, we are committed to using our manufactured products. We have not subcontracted our materials to third-party builders or undertaken projects for them. At present, our priority is to manage construction for ourselves.

However, if a construction company from Finland,  Switzerland or Denmark is interested in collaborating with us, we are open to it. We welcome partnerships with any reliable company, regardless of their country of origin. However, we must conduct due diligence and thoroughly vet their credibility. We have no objections to working with other builders and general contractors.

Regarding the tariffs you mentioned, we will rapidly revise our free trade agreements. Minister of International Trade, Export Promotion, Small Business, and Economic Development Mary Ng works diligently. What types of free trade agreements would be most beneficial for your test projects? Whether the 25% tariff takes effect tomorrow or not, it is crucial to consider its impact on the Canadian economy and trade policy.

We are currently reshaping and diversifying our economy, and Minister Ng has been working extensively over the past few months. Similarly, Minister of Foreign Affairs Mélanie Joly has been actively signing new free trade agreements with as many countries as possible. If I recall correctly, Canada now has free trade agreements with over 50 countries, covering approximately two-thirds of the global GDP.

These agreements strengthen Canadian businesses because, as a multicultural nation, we have vast global connections. Many communities in Canada have ties to their countries of origin, enabling the creation of new import and export relationships. This is precisely what we have done with Turkey. Currently, our primary focus is Ukraine. Other Canadian construction firms or businesses may establish trade relations with their respective ancestral homelands. This approach will help mitigate the impact of the 25% tariff in Canada. Any negative effects will be short-term; in the long run, we will recover and reshape our economy sustainably and resiliently. That is my belief.

Jacobsen: What financial and legal guarantees do Canadian companies require to secure land leases or property reconstruction projects in Ukraine? How does the bilateral or binational aspect of this arrangement function?

Tomar: We have not encountered such issues because our company has operated for 53 years. We have a proven track record of completing projects in Canada and Turkey. Our financial stability and credibility are well established, as demonstrated by the six subdivisions we are developing in Canada. We are neither a new company in Canada nor Turkey. Our strength comes from our history and the projects we have completed over time.

We have built airports, hospitals, schools, women’s shelters, shopping malls, and numerous high-rise buildings in Canada and Turkey. We have no difficulty securing projects because of our extensive experience and financial stability. Additionally, we do not seek bank loans. Our primary objective is to obtain government contracts in Ukraine or develop our projects within the country.

Jacobsen: Aside from Minister Mary Ng or Minister Mélanie Joly signing new contracts and looking for alternative trade agreements to bypass the 25% tariffs imposed by the Trump administration in the United States, what about emerging trade agreements or economic partnerships between Canada and Ukraine? Are there any new contracts or deals that could accelerate investment in infrastructure projects, such as those led by EBS Global in Ukraine? If we set aside the tariffs and the efforts by Ministers Ng and Joly to mitigate them, what about emerging economic partnerships or trade agreements with Ukraine or neighbouring countries? Are there any agreements that could benefit EBS Global, Canada, and Turkey directly by accelerating investment and expediting reconstruction projects?

Tomar: All these initiatives started before Trump was re-elected. We had already begun the process. To accelerate our work, the Canadian government could make Export Development Canada (EDC) and other financial entities more useful by allocating more resources to assist Canadian companies facing funding challenges or other issues.

Another solution is to restructure how aid is distributed. Funds could be channelled through Canadian companies instead of directly providing financial assistance to Ukrainian ministries. That could be a more effective approach.

For example, if the military requires modular housing or other infrastructure, rather than distributing aid directly, it could allocate those funds to Canadian companies—including us or any other Canadian firms interested in working in Ukraine. There are many competitors in this space. If a company like Aecon wanted to construct a major hydroelectric dam, aid funds could be allocated to them as part of the support package. Similarly, they could collaborate with us if the military needs geodesic domes or modular housing.

That approach would accelerate reconstruction efforts while ensuring Canadian taxpayers see a return on investment through the aid provided.

Jacobsen: Are there unique taxation structures or investment incentives associated with these projects, particularly when registering and operating in another country while maintaining a bilateral business model?

Tomar: I don’t have much information on that. It’s not within my scope. That falls under a different department within our company, and I am not directly involved. My role is as Vice President of Business Development, but I do not handle taxation matters. I am not familiar with the specific details of how that works.

Jacobsen: To give people an idea of the scale of the construction industry, it is a massive business. In British Columbia, where I am located, long-standing Italian Roman Catholic families—such as the Bosas—own some of the largest construction firms in Downtown Vancouver.

In terms of context regarding EBS Global, your company has been around for two years. When you say you will reconstruct Bakhmut, how much money should people consider when considering the cost of rebuilding an entire city?

Tomar: To clarify, we are in a preliminary agreement to reconstruct a town named “Steel Bakhmut” in a different region. It has a population of approximately 3,500 people. The budget for this project is estimated at over 100 million USD.

So that’s one project, and we are also working on other projects. We are budgeting for additional projects, and that is where we currently stand. Right now, 13% of Ukrainian housing has been damaged due to the war, in addition to the aged properties that need to be rebuilt. If a ceasefire takes effect, displaced Ukrainians will return, increasing demand. The housing demand in Ukraine is enormous.

It is a massive undertaking—far greater than the housing crisis in Canada. Ukraine needs to rebuild its homes, hospitals, and schools. The total estimated cost for rebuilding Ukraine is approximately $500 billion. Still, I am unsure what percentage is allocated specifically for housing. However, it is certainly a significant portion.

Given that many builders in Ontario and British Columbia are struggling due to the housing market slowdown and declining buyer confidence, the Canadian government might consider studying the potential for redirecting them to projects in Ukraine. I do not know if that would be feasible, but it is worth analyzing.

Jacobsen: One topic we briefly touched on in our last interview, around the time of the Rebuild Ukraine conference in Toronto, was the integration of automation with human labour. Machines, if well-maintained, can operate 24/7. At the same time, under labour protection laws, human workers typically work 40-hour weeks with eight-hour shifts over five days. Any additional work requires overtime pay.

Are there incentive structures to encourage workers to take on longer hours? Additionally, how much automation is being implemented to accelerate production speed? If you compare a typical building timeline to an accelerated construction model, what kind of time reduction are we looking at?

Tomar: Accelerating construction is based on off-site construction, which involves integrating automation. We have been building the same way for over a hundred years. Still, companies in the U.S. and Canada are adopting new technologies that will save millions of work hours and significantly reduce costs, leading to faster housing development.

Our system produces non-combustible, earthquake-resistant houses. I do not have an exact figure for how much time this process will save. Still, we can significantly speed up production by implementing three shifts that run 24 hours a day and employing Ukrainian veterans who primarily oversee machine operations.

Highly skilled labour is not required for these roles, contributing to faster, more affordable, and attainable housing solutions. That is the direction we are moving toward.

Jacobsen: If someone is interested in getting into your line of work, especially given the increasing demand, what qualities are necessary? Additionally, what skills, while not essential, would be beneficial for building partnerships, driving business development, and advancing in this industry?

Tomar: Partnering with local companies is always beneficial, and that is what we are prioritizing now. Previously, we were mostly focused on handling projects independently. Still, we have been meeting with and negotiating partnerships with local companies over the last few days. They bring valuable expertise, and collaboration will accelerate reconstruction efforts.

They might specialize in one area, while we have our strength in automation and building higher-quality housing. Regarding workforce qualifications, workers in our manufacturing process do not need to be highly skilled. However, we require skilled workers for on-site assembly, though not in large numbers. We have those resources and the necessary workforce.

In traditional construction methods, you typically need five to ten times more workers than we do. Building the same house on-site using conventional methods would take significantly longer and require more workforce.

Jacobsen: What areas do you see need further efficiency improvements? What would be the next step at the cutting edge of construction technology?

Tomar: That could involve AI. We have not implemented AI extensively but are currently exploring its potential. We are researching AI applications in different countries and evaluating how to integrate them into our processes.

AI could optimize material usage, workforce efficiency, and assembly methods, making construction even faster and more cost-effective. Another possibility is further advancing off-site customized home assembly rather than traditional on-site construction. However, given current transportation, logistics, and highway infrastructure limitations, this is not yet a feasible solution, but we are studying it.

Jacobsen: Let’s give a contrast effect for perception. You have experience in Turkey, Canada, and Ukraine. How do each country’s cultural and business environments help or hinder construction, efficiency, materials, and processes? What are the advantages and disadvantages?

Tomar: Every country has its pros and cons.

Once we secure a project in Canada, the approval process takes a long time. Zoning, permitting, and regulatory approvals can take years before construction begins. For example, we tendered a hospital this year, and even though there is a commitment to start soon, it could still take years before actual construction begins.

The process in Turkey moves much faster, but you must be more cautious about business practices. The system is not as transparent, so you must be careful in negotiations and contracts.

Ukraine presents similar challenges. That is why we work closely with Canadian embassies when operating abroad. We consult them and seek advice from international consulting firms before making major business decisions.

Jacobsen: Do you think that if Canada or Turkey were in a wartime scenario, they would respond in the same way as Ukrainians—beginning reconstruction efforts immediately and continuing them even during active bombings?

Tomar: I don’t believe so. But I deeply admire Ukrainians. They are incredibly brave and composed. Everyone remains focused on living their daily lives without significant change, even though they experience drone and missile alerts every day. It amazes me.

I am truly impressed with how they continue rebuilding. It is admirable. I admire their resilience and their way of life. It is inspiring.

Jacobsen: When you considered expanding your business, developing partnerships, and growing your construction efforts, you could have done more in Turkey or Canada. What made Ukraine the natural choice for your expansion, particularly since, during wartime, much of your work has been pre-construction?

Tomar: Why did we choose Ukraine? That’s a good question.

First, there is an obvious need. There is a pragmatic aspect to it—Ukraine requires extensive reconstruction. But beyond that, there is a moral dimension. We see the need, and we want to help.

There is also an emotional connection. We want to contribute to our Ukrainian friends. Over the past ten years, I have developed strong relationships with my Ukrainian colleagues through my involvement with FIABCI, the International Real Estate Federation affiliated with the United Nations. These connections were a major factor in our decision.

When we visited Ukraine and saw the situation firsthand, we knew we had made the right choice to expand here.

Jacobsen: In the modern era, we are experiencing unprecedented international networking. Over the last eighty years, particularly since World War II, global interconnectedness has grown exponentially—not only through trade and the passage of traditional ideas such as religion but also through the rapid exchange of new ideas, information technology, communications, culture, media, and entertainment.

Institutions like the United Nations, the World Trade Organization, and other international bodies help govern this interconnected world. Regardless of their bureaucratic challenges, how important do you think these international institutions will be in the future? As the world becomes more interconnected, will these organizations be essential in enforcing universal rules and preventing crises like the Russo-Ukrainian War?

Tomar: To me, networking is everything.

These international organizations are crucial because they allow us to stay informed about what is happening on the other side of the world. The way we operate today is completely different from the past. In the old days, businesses were restricted to their cities or countries. We have discovered that we can do the same or even better work in different countries.

Even though our company has been based in Ontario for over fifty years, it was only nine years ago that we decided to expand internationally. We have been successful because, in many ways, moving a construction company from Ontario to British Columbia is no different than expanding from Ontario to Turkey or Ukraine.

There are often better opportunities abroad, and businesses must be open to them. However, no matter where you go, you must thoroughly study local business practices and adapt accordingly.

Tomar: You have to adapt to local business habits, labour laws, and regulations—that is what we have been doing. I would recommend that other companies do the same. Instead of struggling in Ontario, they can expand abroad. This applies not only to construction companies but to other industries as well.

Jacobsen: I have recently interviewed business leaders, economists, and international law experts about tariffs, non-consensus decision-making, and the increasingly unilateral, winner-takes-all approach to business and international law. This trend is problematic because it disrupts the free flow of goods and services. Are tariffs a wise strategy in the short or long term? And do you believe they will remain in place for the long term?

Tomar: Tariffs are a short-term measure. They will not last long because they harm both economies. In the short term, particularly in a political context, Trump and others may use them to appeal to their base. Still, they will not be sustainable in the long run.

This is exactly why organizations like the European Union and trade agreements like NAFTA were created—the world needs free trade agreements. Without them, tariffs will make goods more expensive on both the U.S. and Canadian sides.

During the Cold War, we were united against the Warsaw Pact and the Soviet Union. Today, we face another major geopolitical force—China and its allies. Suppose North America and Europe do not eliminate these tariffs and work together. In that case, China will continue expanding its influence, particularly in Africa and other regions.

Tariffs raise prices significantly. Whether it is the automobile sector or construction, we can expect prices to rise by 3–7%, which fuels inflation that we cannot afford. That is why I do not see tariffs as a viable long-term strategy.

Trump and J.D. Vance are implementing these tariffs to appeal to their voters in the short term—that is all. That is my belief.

Jacobsen: Since 2021, China has reached its peak population. There are well-known cases of over-construction in China, which—though often criticized—can be somewhat understandable given the sheer scale of urbanization. Large-scale construction is inevitable when over a billion people are trying to transition hundreds of millions from rural areas to cities.

Tomar: Especially in an authoritarian system where a single leader makes all the decisions, it is much easier to mobilize populations and execute massive infrastructure projects. Whether it is Putin’s Russia, China, or North Korea, bureaucratic resistance is minimal. When the leader makes a decision, it is implemented immediately—you do not need to seek public consent or navigate democratic approval processes.

Jacobsen: That is correct. Many years ago, Russia reached its peak population. It is projected to lose tens of millions of people by mid-century, with even greater declines by the end of the century.

There seems to be a pattern in authoritarian regimes with nine—or ten-figure populations led by aging leaders (70+ years old). These governments often become sclerotic and resistant to change, and their populations lose the dynamism seen in more open societies.

What happens when a country’s population shrinks? China has been experiencing population decline for four years, while Russia has dealt with it for much longer. What happens to the construction industry when populations decline rapidly—when a country reaches its peak population, but the rate of decline accelerates each year?

Tomar: Population shrinkage used to be a major concern. It was considered a serious issue five, ten, or twenty years ago. However, with the advancements in AI and robotics—which we have been discussing for two decades but are now actively adopting—the demand for a large workforce is decreasing daily.

That is why I do not foresee population shrinkage as a problem. I do not see an issue because robots and AI will replace the need for human labour in many areas.

On the other hand, China is not Russia. Neither country is stagnant, but China, unlike Russia, continuously expands. The U.S. did the same 60–70 years ago with the Marshall Plan, spreading its economic influence globally. Today, China follows a similar pattern, expanding its economy every five years and consistently exceeding expectations. Their presence in Africa, the Middle East, and beyond continues to grow.

China will not face a major crisis due to population decline. The real issue is that Western countries must recognize this trend and eliminate tariffs. We must move beyond the European Union and the North American Free Trade Agreement (NAFTA) to form a stronger economic alliance. If we do not, we risk losing ground to China’s expanding influence.

Jacobsen: Given that outlook, where do you see the future of construction? Specifically, with robots performing essential tasks—from sourcing and fabricating materials to assembling entire buildings—how do you envision their role in the industry?

Tomar: Any repetitive work—regardless of industry—can be replaced by robots.

It does not matter whether the worker is a cashier, a handyman, a carpenter, or a steelworker. If the task is repetitive, it can be automated. The same applies to construction. If a worker does the same tasks every morning, those tasks can be automated with AI and robotics.

We have been discussing this for 30 to 40 years, but our technology is far beyond what we previously had. This is a transformational era in history. The pandemic accelerated our adoption of technology. We had to adapt quickly, and now we rapidly shift toward automation.

Jacobsen: What does this mean for materials development? Do you think AI will be used to design advanced construction materials that are cheaper, more durable, and more fire-resistant than we have today?

Tomar: Absolutely.

Our judgment can be flawed as humans, but AI makes fewer mistakes. When robots and AI are combined, the efficiency of building, assembling, and innovating increases dramatically.

Humans get tired, make mistakes, and have misleading judgments. Even in traffic, we cause millions of accidents every year. However, with AI-driven traffic management, accidents will become increasingly rare.

In five to ten years, having a car accident will be an anomaly—it will make the news because it will be so unusual. AI-powered vehicles do not drive with two eyes; they process the environment using 200 sensors, making them 200 times more perceptive than a human driver.

The same applies to construction. A carpenter has two hands and two eyes, but a robotic system can be designed with ten hands and ten eyes, making it five times more efficient.

We already have the technology—it is just a matter of adoption. How we think about construction, labour, and efficiency is still based on the limitations of human anatomy (two arms, two eyes). Once we fully integrate AI and robotics, those limitations will disappear, and construction will be faster, safer, and more cost-effective.

Now, we are going beyond what we traditionally know. Even when designing robots, we often model them after human capabilities, but we do not need to.

There is no reason we must limit robots to two eyes or two arms. We could design a single robot with 200 sensors or 10 arms, making it exponentially more efficient at constructing a house. With just four or five advanced robots, entire buildings could be assembled. The technology exists, and this is the future.

Jacobsen: Where do you see this industry expanding regarding human capital? What sectors will grow? Construction, business development, technology development—where will the focus be?

Tomar: As Canadians, we are conservative when adopting new technology—especially compared to Asia, the Middle East, and Africa. I have been to many countries, and I have seen this firsthand.

When new technologies emerge—AI, the metaverse, or automation—Canadian companies often develop the software. However, other countries purchase and implement it first. In Canada, construction and automotive manufacturing industries tend to stick with traditional methods until these technologies are adopted elsewhere. Then, and only then, do we integrate them. That is the difference.

Jacobsen: Given that shift, what role do you see for human workers in your industry?

Tomar: We must shift human labour toward software development and quality control.

Instead of working in physically demanding, high-risk environments, such as construction sites in extreme weather or driving long-haul trucks from Toronto to Miami, workers should transition to software engineering, automation control, and system monitoring.

That is where the new jobs will be created—software development, AI integration, and quality assurance.

Jacobsen: After the upcoming Canadian federal election, what should the next political leader and cabinet prioritize regarding construction partnerships—particularly with President Erdoğan in Turkey and President Zelensky in Ukraine? Or, more broadly, with the ministers responsible for these economic sectors?

Tomar: In three weeks, we will have a clearer picture.

Mark Carney and Pierre Poilievre will likely compete in the election in three months. Right now, Poilievre appears to be leading. Whoever forms a government and appoints a new cabinet in May or June must rebuild the public sector.

Many experienced bureaucrats have retired or left Canada, which has weakened policy development. We need to rehire skilled policymakers and bring in stronger leadership than before.

Additionally, new ministers must focus on diversifying Canada’s economy by expanding global trade and strengthening relationships with Ukraine, European nations, and African markets. I would like to see that.

Jacobsen: Excellent. Seyfi, thank you for your time today. I appreciate the updates and the deeper, exploratory questions—which I tend to ask.

Tomar: No, it is all good. Thank you very much.

Jacobsen: We will be in touch.

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