Studying the mindset of maintainers

GP PRO, a division of Georgia-Pacific and a leading maker of advanced dispensing solutions for commercial facilities, surveyed 200 maintainers working in U.S. facilities to gain insight into their work habits and mindset, dispelling some long-held misconceptions about maintainers and the work they perform.

“Our goal in conducting this survey was really to help humanize the people who clean and maintain the facilities we all frequent every day, to debunk and dispel some of the misperceptions related to the individuals themselves and the work they perform,” said Ronnie Phillips, Ph.D., senior director of washroom innovation at GP PRO.

As an example, Phillips noted a long-standing complaint within the cleaning industry about high maintainer turnover and a general lack of maintainer loyalty. “Our survey found quite the opposite to be true,” he said.

In fact, the survey found that 41 per cent of participants have worked in the cleaning industry for more than 10 years. Among maintainers between the ages of 25 and 64, nearly all (98 per cent) plan to stay in the industry long-term and 57 per cent plan to continue in their current role as long as possible. For those between the ages of 25 and 54, 55 per cent see opportunities to advance within the industry.

As well as dispelling some common misconceptions, some of the study findings shed light on the maintainer experience as they move through their daily tasks:

How do the survey respondents refer to themselves? Maintainer was chosen by 36 per cent of participants, cleaner was chosen by 30 per cent, janitor by 23 per cent and custodian by 12 per cent of participants.
When faced with choosing which bathrooms are most often messiest – men’s or women’s – the result was almost evenly split, with 54 per cent choosing men’s restrooms and 47 per cent choosing women’s. When surveyed by gender, however, 82 per cent of men chose their own restrooms as being the messiest, and 85 per cent of women chose women’s restrooms.
How do employees spend their work hours? Nearly half (45 per cent) of respondents said they tune into podcasts and 15 per cent to audiobooks, whereas 24 per cent work in silence, and just 17 per cent listen to music.
Not only is job tenure high but so is job satisfaction, with 82 per cent of maintainers stating they are somewhat or very satisfied in their current role. Although one quarter admit the work is messy and dirty and more than two-thirds (67 per cent) wish cleaning toilets were faster and easier, only eight per cent say the tasks are unenjoyable. 68 per cent of survey respondents are pleased with the pay, 59 per cent appreciate the good healthcare benefits, and more than half (55 per cent) credit the flexible schedule for their level of job satisfaction.
What about public perception? While 46 per cent of survey respondents said they’ve received comments conveying appreciation for their work, their attention to detail, and facility cleanliness, 11 per cent stated they’ve never received words of appreciation or respect from the public.
When asked how they perceive themselves in their role, 46 per cent of maintainers stated they see themselves as important, appreciated, and relied upon, responding with statements like “A simple thank you can make my day so much brighter,” “I am always striving to do my best,” “I bring dedication and commitment to my work every day,” and “I hope people recognize that behind every clean space is someone dedicated to making it happen.”

“The big takeaways from these findings are that maintainers are hardworking, loyal, and motivated professionals who enjoy the work they do and take great pride in it,” Phillips said. “That’s something we can all aspire to.”

GP PRO partnered with Savanta, a leading market research consultancy to program and execute the survey, and to provide final data analysis. To view the full survey results, visit gppro.com.

Diversity disclosure obligation broadening

Mandatory diversity disclosure in the senior ranks of Canadian banks, insurance companies, trust and loan companies and their subsidiaries is a step closer with the posting of proposed enabling regulations. Legislative authority for the requirement was enacted last year with royal assent for the first section of Budget Implementation Act, 2024, but regulations must be put in place through an Order in Council before new rules come into force.

The public is now invited to comment on the proposed disclosure parameters, which largely mimic those already in place for federally incorporated publicly traded entities required to report to their shareholders. This new measure adds 16 federally regulated financial institutions (FRFIs) to the diversity disclosure slate.

As proposed, the additional obligated reporters would annually divulge the composition of their boards of directors and senior management positions, with a breakdown of the numbers and percentage of women, visible minorities, Indigenous peoples and people with disabilities in those positions. They would also be required to report on the status of their diversity policies, and either provide a progress report on their objectives and targets or explain why they do not have written policies and measurable goals.

For the purposes of the regulation, senior management is defined as: the chair and vice chair of the board of directors; the president, chief executive officer and chief financial officer; any vice president in charge of a principle business unit, division or function; and any officer reporting directly to the board of director, chief executive officer or chief operating officer.

“Disclosure requirements seek to improve corporate transparency and provide information to investors to assess a financial institution’s conduct of business. This allows investors to make better and more informed decisions,” the accompanying regulatory analysis states. “The proposed regulations are not expected to result in any significant incremental costs for businesses or Government. The proposed regulations are estimated to impose low costs on distributing FRFIs associated with the collection of information and preparation of the disclosure (measured in terms of hours of work).”

The public consultation is open until March 17, 2025.

N.W.T. developing regs for Builders’ Lien Act

The government of the Northwest Territories is now working to identify and develop the regulations needed to bring the Builders’ Lien Act into force and asking for public feedback.

To address modern construction practices, in 2023, the Builders’ Lien Act was established to replace the Mechanics Lien Act. It sets out the legal processes, systems, rights, and remedies for parties involved in construction disputes.

These regulations will establish standard forms for workers and organizations that rely upon this legal system, while setting out the various financial limits and thresholds for various provisions of the Act.

NWT residents are invited to review the proposed regulations and submit comments by March 13, 2025. More information is available on the government’s public engagement website.

CISC calls for government tariff protection

The Canadian Institute of Steel Construction (CISC) is calling on the Canadian government to protect the steel industry from the 25 per cent U.S. tariffs set to be imposed on steel and aluminum.

“The federal government needs to show leadership by working with the steel production and steel fabrication industries and other levels of government to put forward a strategy that supports Canada’s steel sector and steel workers to weather this economic storm,” said Keanin Loomis, president and CEO of the Canadian Institute of Steel Construction.

The Canadian and U.S. economies are highly integrated with $20 billion in trade of steel between the two countries. The industry notes that 40 per cent of Canada’s steel imports comes from the United States.

“Canadian fabricators have watched on as federal and provincial grants and tax credits have been handed to large multinationals that select international firms to provide steel for publicly supported construction. Billions of dollars have gone to Canada’s competitors around the world, rather than into direct support for Canadian businesses, workers, and families. Canada must urgently implement structural changes to ensure our industry can persist throughout this disruption,” said Loomis.

The CISC proposes the Canadian government take the following actions to protect the industry:

Work with industry to ensure countries accused of dumping practices can no longer undercut the Canadian industry.
Implement environmental standards for imported steel that meet or exceed the requirements placed on Canadian steel producers and fabricators.
Immediately introduce domestic procurement requirements for publicly funded construction projects that leverage federal funding.
Encourage private sector projects to use Canadian steel and steel fabricated products.
Invest in new public construction and infrastructure products.
Act promptly to identify markets with the greatest needs and establish agreements before other steel-producing countries fill the void.

Daniels opens accessibility standards to the industry

The Daniels Corporation is making its Accessibility Designed Program (ADP) Technical Standards Guide available to all industry professionals. The aim is to inspire developers, builders, architects and designers to adopt these practices, spark industry-wide discussions and set new benchmarks beyond the Ontario Building Code (OBC) requirements for accessibility in housing.

Originally developed for Daniels’ core construction program in 2017, the standards guide contains thoughtfully designed features that improve livability for people using mobility aids, those with sensory impairments, cognitive or intellectual disabilities, as well as individuals who wish to age in place.

“At Daniels, we believe accessibility is not an extra feature—it’s a fundamental right,” said Jake Cohen, Daniel’s chief operating officer. “By making these technical standards public, we’re doing something the industry rarely does: sharing what could have been a competitive advantage. This release truly demonstrates our commitment to the collective good. Inclusivity is a shared responsibility, and real progress happens when the industry works together. A collaborative effort is key to creating a more accessible future.”

Features include comprehensive specifications for appliances, fixed items and plumbing fixtures. The guide also details a wide range of accessibility-focused design elements, including roll-in showers, height-adjusted countertops, braille signage, wider doorways, grab bars and other accessibility aids.

Heidi Green, co-chair of the Accelerating Accessibility Coalition (AAC) and director of development at RioCan, called this a pivotal moment in the push for more accessible housing in Canada.

“By sharing this invaluable resource, Daniels is not only raising the bar for accessibility in housing but also empowering industry peers to join the movement toward more inclusive communities,” she said. “This step exemplifies the leadership and collaboration needed across our industry to make accessible housing a cornerstone of Canada’s future.”

Designed for both in-suites and common areas, the program was created in collaboration with accessibility partners, design leaders and individuals with lived experiences to ensure homes are both practical and buildable.

“Inclusive design is at the core of our philosophy and these standards set a new benchmark for accessibility in housing,” said Laura Jones, principal at HOK and guide collaborator. By making this knowledge available to the industry, Daniels is leading the charge in creating spaces that are not only functional but equitable, ensuring more people can thrive in the communities they call home.”

A download of the guide is available here.

Ontario consults on FM for protective refuge

The Ontario government is considering facilities management standards for animals that have been seized from their owners and placed in protective refuge. The public is invited to provide input on proposed standardized operational criteria for the range of public, non-profit and private shelters, sanctuaries and boarding services where animals may be housed.

Ontario’s Animal Welfare Services (AWS), an enforcement body within the provincial Ministry of the Solicitor General, has relied on veterinarian and other technical experts to develop three sets of proposed standards, pertaining to: companion and household animals; equine and farm animals; and, zoo animals and captive wildlife. If adopted, facility operators would be expected to comply under the terms of their contracts with AWS.

“They reflect the most commonly accepted approaches to animal care and health practices and procedures, and encompass all elements of facility, shelter and animal care management and operations,” states explanatory background posted on Ontario’s regulatory registry.

The proposed standards align with what’s known as the five domains of animal welfare. This involves the interplay of four key elements — nutrition, physical environment, health, and interactions with humans and other animals — to produce the fifth, which is an animal’s mental state.

The standards address design, maintenance, sanitation and pest control, and handling and storage of equipment and materials within shelter facilities, as well as operational procedures related to the care, handling and transportation of animals. The explanatory background suggests the standards are meant to clarify AWS’ expectations and “are not meant to be onerous or stifle growth”. However, it is acknowledged “there may be some direct compliance costs” for some protective refuge providers if the proposed standards are adopted.

Top tips for storing snow

With winter in full effect, many property and maintenance managers are dealing with snow removal and the complications this task can bring. It’s vital to have salt and supplies on hand, but once large amounts of snow have fallen, where can it be safely stored as you try to keep your property safe and accessible?

Here are some tips for storing accumulated snow throughout the rest of the winter season for hazard-free access and minimal disruption to your business:

Follow the weather to know when a storm is coming so you can put a plan in place early. You may also want to add a live camera feed so you can monitor the weather when you are off-property.
Prioritize high-traffic zones like parking lots, walkways, and driveways for snow removal for safety and accessibility. Clearing snow and ice early means you will be better able to manage storage without having to be reactive once a large amount has accumulated.
If you haven’t already designated “piling zones” now is the time to plan out where you will store the bulk of the snow once it’s cleared – and through the rest of the season. These areas should be out of the way, with little to no foot traffic and plenty of room to add snow as you need to, steering clear of emergency exits, parking, and fire hydrants. If you have multiple people clearing, it’s a good idea to draw out your piling zones to avoid confusion and stay consistent.
If the piles are heavy or include ice, its weight can lead to structural damage or may harm fencing, walls, or the exterior of your building. Assess the height and position of your snow piles, adjusting where you need to and choosing an alternate area if the pile becomes too large.
Proper drainage can be an issue for your property. If there are still piles when the temperatures start to rise, ensure that your drains are cleared to avoid any flooding once the piles start to melt.

Managing and storing your snow efficiently this season means your property is safer, more accessible, and will help you achieve the curb appeal you’re looking for into the spring season.

Ski resort offered in NL’s asset sell-off

Atlantic Canada’s largest ski hill is on the market. The government of Newfoundland and Labrador has issued a request for proposals (RFP) for the Marble Mountain Ski Resort, as part of an effort to divest non-core provincial assets.

“We are committed to placing the resort in the hands of the private sector, as they possess the financial capabilities to fully realize the immense potential of Marble Mountain Ski Resort, an asset of great significance to the region and its future,” says Steve Crocker, Minister of Tourism, Culture, Arts and Recreation for Newfoundland and Labrador.

The move follows recommendations earlier this decade from both a provincially appointed task force on economic strategy and a government-commissioned consultant’s report on provincial finances and assets. A request for expressions of interest helped gauge the potential market for the resort, which currently draws about 65,000 patrons annually. The provincial government has also undertaken what it describes as “strategic investments in the form of upgrades and additions to facilitate year-round operations” to help boost the property’s appeal.

The resort is located about eight kilometres from the city of Corner Brook and boasts approximately 158 acres (64 hectares) of skiable terrain over a vertical drop of 519 metres (1,702 feet). Existing facilities include 43 ski/snowboard runs, five lifts, a 54,000-square-foot timber-framed lodge in the base area and 31-unit public accommodations facility. More than 32 acres at the base site provides room for further development.

The RFP will be open until April 9, 2025.

BCIT undertakes campus infrastructure renewal

The British Columbia Institute of Technology (BCIT) is beginning a major revitalization project on the south side of its Burnaby Campus.

The BCIT South Campus Infrastructure Renewal project (SCIR) provides a unique opportunity to enhance public spaces, improve accessibility, and create a more vibrant and inclusive campus environment. It will also upgrade aging infrastructure to ensure climate resilience and support sustainability efforts.

With a $48 million investment from the Province of British Columbia, this phase of the SCIR project encompasses the first three of five separate zones of the project with construction set to begin in early 2026 and to run until 2029.

“It’s great to see schools like BCIT growing and adapting to meet the diverse needs of their students,” said Bowinn Ma, Minister of Infrastructure. “The updates to the South Campus will enhance the student experience while also providing more staff and visitors with an enriched environment, reflecting our government’s commitment to creating sustainable, inclusive, and resilient communities that foster growth and opportunity for all.”

The project involves significant upgrades to critical underground infrastructure in the South Campus area, including electrical, gas, water, sanitary services, and stormwater systems south of Goard Way. These upgrades will enhance climate resilience and prepare the campus for future developments.

“The South Campus Infrastructure Renewal Project is vital to BCIT’s future – creating a sustainable, interconnected community that enhances education, supports staff and faculty, and fosters industry collaboration,” said Dr. Jeff Zabudsky, BCIT president.

Above ground, the campus will see more open spaces, a restored urban greenway, a campus walkway connecting the new Tall Timber Student Housing building to the core of campus, and upgraded wayfinding, bicycle networks, and accessibility throughout public areas. Additionally, the project will support the continued daylighting of Guichon Creek – creating a natural ecological habitat suitable for salmon.

New Lions Gate Hospital tower set to open

The new, modern acute care tower at Lions Gate Hospital in North Vancouver is set to open on March 9, 2025.

The new six-storey tower is named after local philanthropist and businessperson Paul Myers. It has eight state-of-the-art operating rooms with a new medical device reprocessing department, as well as a pre-operative and post-operative care area, including anesthesia intervention and isolation rooms. There will be 108 beds in private patient rooms, all with ensuite washrooms.

The acute tower was designed to provide patient- and family- centred care. It features a variety of spaces to support patients, family and staff well-being, including lounges, a House of Elders office, a sacred space, additional bike storage and a rooftop garden with a walking path. Further, innovative technologies and an upgraded nurse call system, improve patient experiences and enhance safety for patients and staff.

Lions Gate Hospital provides a full range of acute-care services and many specialized services. With the 108 beds and eight operating rooms in this new tower, the Lions Gate Hospital will have a total of 329 beds, 10 operating rooms, and a variety of diagnostic services and equipment. The hospital also offers emergency and critical care, maternity, pediatrics, psychiatric, chemotherapy, cardiac care, palliative care and rehabilitative services.

“We’re excited to care for patients in this new space,” said Jillian Morland, clinical nurse educator, Lions Gate Hospital at Vancouver Coastal Health. “The clinical spaces are larger and designed for flexibility and efficiency to better accommodate our teams. The technology upgrades, such as access to Vocera and Masimo, will enable us to deliver the highest quality care possible.”

HCMA expands with new principals

Vancouver based HCMA has announced three of its architects have joined the partnership group.

As principals, Aiden Callison, Ali Kenyon, and Darin Harding will help the firm to generate new possibilities, momentum, and capacity. They will work with the firm’s seven other principals to shape the firm’s future direction, particularly HCMA’s role as a leader in sustainable and inclusive design, creating positive impact for communities. This announcement follows the appointment of five new associate principals in November 2024.

“The addition of Aiden, Ali, and Darin to our partnership reflects HCMA’s dedication to fostering leadership from within. Each one’s unique contribution to our practice has helped to shape how we work, how we build community, and how we push the boundaries of what’s possible. With their shared passion and vision, we are in excellent hands for the years ahead,” said Darryl Condon, managing principal.

Aiden Callison leads a dedicated team focused on working with First Peoples. A Coast Salish Architect and member of the Hwlitsum First Nation, he applies his lived experience, expertise in civic and recreation buildings, and deep knowledge of inclusive design to support Indigenous communities. With an emphasis on co-creation and capacity-building, his projects include the award-winning Wii Gyemsiga Siwilaawksat student housing, Squamish Nation Land Development Strategies, and a forthcoming longhouse and cultural centre for Gitxaała Nation.

Ali Kenyon’s work is at the intersection of community and the built environment. With a unique interdisciplinary background, , she leads the design and delivery of public spaces, development plans, and complex community buildings. She played an instrumental leadership role on the award-winning təməsew̓txʷ Aquatic and Community Centre and is currently leading the forthcoming River District Community Centre. Kenyon works across scales and in between disciplines, seeking thoughtful opportunities to root cities, buildings, and landscapes in their cultural context and supporting systems.

Darin Harding most recently established hcma’s new Calgary office, already busy with multiple projects. He is passionate about designing community buildings that foster connection through a human centred approach. He leads diverse teams on public space design, civic and institutional projects, community centres, and recreation and aquatic facilities. Darin’s love for sport and recreation often manifests in his projects. He’s played leadership roles on the University of Windsor Toldo Lancer Centre, the forthcoming Harry Jerome Community Recreation Centre, and Coronation Park Sports and Recreation Centre.

Saint Joseph’s Oratory welcomes eco-responsible facility

Saint Joseph’s Oratory of Mount Royal inaugurated its brand-new reception pavilion, an innovative and eco-friendly infrastructure.

Construction spanned 5,000 square metres over four floors, which began in the fall of 2018. Its completion marks a significant milestone in the history of welcoming pilgrims and visitors, nearly two million of whom visit this space each year.

The new reception pavilion meets the highest standards of energy performance, incorporating cutting-edge technologies such as rainwater recovery systems and superior thermal insulation, thereby reducing its carbon footprint and operational costs. Notably, it also features green roofs and prioritizes the use of local or repurposed materials.

The building also incorporates the imposing campanile, which houses the fully restored 62-bell carillon. Originally intended for the Eiffel Tower, the carillon was loaned to Saint Joseph’s Oratory in 1955 for its 50th anniversary before being gifted to the sanctuary by generous donors. As the only traditional carillon in the province, it is a significant part of Quebec’s heritage. The restoration has greatly improved its performance, and the addition of six new bells has expanded its musical repertoire.

Now accessible at street level, it features a gift shop, a glass-walled cafeteria, a versatile meeting room with a capacity of 200 to 300 people, and relaxation areas. Numerous glass ceilings and generous fenestration offer unique vantage points of Saint Joseph’s Oratory and its dome.

“By reaffirming Montreal’s status as a UNESCO City of Design and a pioneer in ecological transition, this new development blends innovation with sustainability,” said Marie Plourde of the City of Montréal’s executive committee. “It reflects the city we aspire to build: one that respects its heritage while looking to the future.”

The pavilion marks a key step in the grand development project, valued at a total of $150 million. This initiative includes the reconfiguration of the gardens, the development of the museum space, and the enhancement of the Basilica’s dome.

For the construction of the new reception pavilion, Saint Joseph’s Oratory relied on the expertise of Lemay Architecture, Elema Structural Engineering, BPA Electrical and Mechanical Engineering, MHA Civil Engineering, Version Paysage, Pomerleau, and numerous other professionals and subcontractors.

Regina Marklund appointed VRCA board chair

Regina Marklund, construction manager at Turner Construction Company, has been appointed board chair of the Vancouver Regional Construction Association (VRCA). She is the second female to hold this leadership position.

Marklund brings extensive industry experience and a strong commitment to fostering innovation and inclusivity in the construction sector. Her leadership will help guide VRCA in its continued efforts to support members and advocate for a strong, sustainable industry in British Columbia.

“We are thrilled to welcome Regina as chair,” said Jeannine Martin, president of VRCA. “Her dedication, leadership, and vision will be instrumental as we navigate the evolving construction landscape and work to create opportunities for our members and future industry professionals.”

Joining Marklund on the 2025 VRCA board of directors are:

Scott Adkins, PCL Construction Westcoast Inc. – Vice Chair
Derek Fettback, Western Pacific Enterprises Ltd. – Past Chair
Jonathan Boyce, Ledcor Group of Companies
Sam Brezden, Fort Modular Inc.
Corey Dandurand, Victaulic
Ronan Deane, NAC Constructors Ltd.
Paul Demeule, Modern Niagara
Craig Enns, EllisDon Corporation
Scott Harcus, Alexander Holburn Beaudin + Lang LLP
Carter Hawke, MNP LLP
Avi Horwitz, Sterling Floor & Tile Ltd.
Nikki Keith, Wilson M. Beck Insurance Services Inc.
Mike Wallis, Flynn Canada Ltd.

Multifamily consistently delivers for investors

Multifamily assets were consistent performers again last year for institutional investors represented in the MSCI/REALPAC Canada Property Index. Newly released 2024 results peg the average total return for residential properties at 3.7 per cent across 54 participating portfolios — surpassing the index-wide average total return of 3.21 per cent.

The multifamily category registered positive capital growth, albeit at a modest 0.1 per cent, while the total index — encompassing 2,225 individual assets collectively valued at CAD $165.4 billion — sustained a 1.63 per cent drop in value from 2023. Multifamily also came out of the year with the lowest average cap rate, at 4.2 per cent, and continued a long string of years as the second-best performer among the major property classes.

Retail was on top, posting a total average return of 6.5 per cent. Industrial was slotted third with a total average return of 3.4 per cent, while office bottomed out the chart with a flat return. All four asset categories showed improved performance over 2023, largely attributable to income return.

Index participants include pension plans, insurance companies and open-ended property funds. As a group, these investors largely channelled their spending into residential properties last year, including about $367 million in standing multifamily assets and about $1.672 billion on “other” assets, primarily comprised of development land. On the flipside, investors divested a net of $756.6 million in industrial properties and $97.8 million worth of retail properties in 2024.

“Speaking with clients, the consensus is that most of that other (category) will go to residential, but until you get (development) permits in place, you can’t actually reclassify that land as residential,” Peter Koitsopoulos, a vice president with the index producer, MSCI, reported as he presented the 2024 investment results to a gathering in Toronto last week.

The year’s favoured investment is in keeping with the ongoing shift within investors’ portfolios and gaining weight of multifamily assets. As of December 2024, multifamily accounted for 19 per cent of the capital value in the index, up from about 8 per cent 10 years earlier. Industrial likewise climbed from 10 per cent to a 23.7 per cent share of capital value in the same period, while retail and office slipped correspondingly.

Expectations for income growth

Comparing investment levels from before and after the COVID-19 pandemic, MSCI’s chief economist, Jim Costello, noted that deal volume in 2024 was relatively on par with the five-year average just prior to 2020.

“Before, it was around $34 billion per year. Now, in 2024, the market was $31 billion so it’s kind of in line,” he said. “There’s been a change in the composition of what people are buying. Apartments and industrial, that’s really where the market has shifted to. This changes how institutional investors have to think about the market.”

Other MSCI analysis of transaction data suggests that multifamily investors have strong expectations for income growth. That sentiment is gleaned from a comparative examination of sales prices versus cap rates to derive an indicator of how investors are pricing expected growth into their purchasing decisions. Costello theorizes that those expectations partly explain why cap rates have not risen in step with interest rates, but, rather, the spread between cap rates and the 10-year bond rate has narrowed.

“There’s a lot of different countervailing forces that have a say in what happens with cap rates,” he said. “For Canada, the industrial sector, the retail sector, the apartment sector, they all have healthy income growth expectations. All things equal, that’s going to help bring cap rates down.”

Despite their intentions, Costello also pointed to some inherent obstacles for institutional investors to seize opportunities.

“Most of the money moving in so far is private investment. They don’t have the fiduciary challenges of the big managers. It’s their own money,” he said. “If you’re embedded in a market and you see an opportunity, you’re going to move faster than institutions because you don’t have a board to report to. You don’t have the same kind of reputational risk of being at the bottom of the index because you bought at the wrong time.”

Intensification opportunities on retail mall sites

Meanwhile, industry insiders participating in an associated panel discussion sketched out some of their companies’ multifamily development initiatives. Oxford Properties, Salthill Capital Corporation and LaSalle Investment Management all have intensification opportunities at retail mall sites.

“We are looking at using the incredible financing that CMHC (Canada Mortgage and Housing Corporation) has for constructing apartments right now, and we are definitely trying to use that to our advantage,” confirmed Liz Murphy, chief financial officer at Oxford Properties. “Even though, when you look at the numbers, residential in Toronto doesn’t look great, in those outer areas, it’s a little bit different than building in downtown Toronto.”

Accordingly, Salthill Capital is aiming to move forward with a mixed-use project at Toronto’s eastern boundary, at the Pickering Town Centre. It’s envisioned that pre-sales for the first two residential towers could be complete by this fall. Thus far, Salthill’s chief executive officer, Cathal O’Connor, reported that target is about 75 per cent met.

“We can build 6,000 condo units without touching the existing mall,” he advised. “Recently, sales have picked up.”

Michael Fraidakis, chief investment officer for LaSalle’s Canadian portfolio, reported his company and its development partners are at an earlier stage of the process for potential projects at Vaughan Mills, just north of Toronto’s boundary, and at Guildwood Town Centre in Surrey, British Columbia, which is the fastest growing municipality in that province.

“I think development will come back,” he maintained. “The numbers have not pencilled out for some time, but, like other developers, we’re doing the work to get there so that we can be in position when the time is right to pull the trigger.”

International Cleaning Week 2025 honours cleaning professionals on a global scale

This year’s International Cleaning Week takes place March 23 to 29. The week-long event is hosted by ISSA, the worldwide cleaning industry association, and introduces innovative new resources to empower cleaning industry professionals globally.

For five consecutive years, ISSA has hosted this celebration at the end of March. This year, ISSA will expand engagement opportunities by featuring new resources designed to showcase the cleaning industry’s critical role in protecting public health and boosting economic impact.

“International Cleaning Week 2025 represents a transformative moment for our industry,” said ISSA Executive Director John Barrett. “The new Spotless Spaces Competition, enhanced partnership toolkit, and comprehensive programming provide significant opportunities for our industry to demonstrate its value and impact.”

International Cleaning Week 2025 offers multiple new engagement pathways, including:

Spotless Spaces Competition: This exclusive ISSA-member benefit allows cleaning and facilities teams to showcase their exceptional environments on a global stage. Members can nominate their spaces by February 14 to highlight their critical work in maintaining clean, safe, healthy facilities.
Comprehensive Partnership Toolkit: This expanded resource features branded graphics, pre-written social media content, and e-newsletter templates to help organizations maximize their International Cleaning Week participation.

“We are especially grateful to our International Cleaning Week Supporting Sponsors – Tork, an Essity Brand, and BradyPLUS – for their critical partnership in elevating our industry’s profile,” said ISSA Director of Government Affairs John Nothdurft. “As our Supporting Sponsors for International Cleaning Week and Presenting and Supporting Sponsors, respectively, for the 2025 ISSA Clean Advocacy Summit, these organizations demonstrate exceptional commitment to showcasing the value of professional cleaning on a global stage.”

As the culminating celebration of International Cleaning Week, ISSA will host the Clean Advocacy Summit on March 31-April 1 in Washington, D.C. This premier Capitol Hill fly-in event empowers attendees with advocacy training and direct access to congressional delegations. The summit provides a unique opportunity for industry professionals to engage with policymakers and advance the interests of the cleaning and facility solutions industry.

For more information and to download the partnership toolkit to promote the event, visit issa.com/icw.

CCA announces Tailgate Toolkit program manager

Jeremy Mielke has joined the Calgary Construction Association (CCA) as program manager to oversee the implementation of the “Tailgate Toolkit” Recovery Resource Program.

His role will involve leading workplace talks, collaborating with industry professionals, and expanding the reach of the Tailgate Toolkit initiative in Calgary. With his hands-on approach, relatability, and deep understanding of addiction and mental health, he is dedicated to helping individuals in the construction industry see new possibilities for themselves and their communities.

Mielke is a dedicated professional with a deep passion for mental health, addiction recovery, and building meaningful connections. With both educational and lived experience in addiction and recovery, he has spent years working with individuals in high-risk sectors, helping them navigate challenges, reduce stigma, and access the support they need.

Before joining the Calgary Construction Association’s Tailgate Toolkit, Mielke worked extensively in treatment settings that primarily serve men and those who identify as male, where he served as an addictions counsellor and program developer at Simon House Recovery Centre. There, he facilitated stigma-reducing education, emotional regulation workshops, and recovery-based psychoeducational programming, equipping hundreds of individuals with the tools to rebuild their lives. His expertise in narrative approaches helps individuals recognize how past experiences shape identity and develop new ways to rewrite their story toward fulfillment and purpose.

Originally developed by the Vancouver Island Construction Association, the Tailgate Toolkit is a tailored program designed to meet the unique needs of the construction industry. It uses tailgate meetings, targeted training, and on-site engagement to raise awareness about substance use, provide access to resources, and connect workers with recovery and support services. This proactive approach addresses a critical need for mental health and addiction support within the industry.

Since its launch in late January, the program has seen substantial interest from Calgary’s construction industry, with more than 200 sign-ups for toolbox talks.

Metro Vancouver awards water supply project

Metro Vancouver has awarded a contract to CIMA+ to provide project and program management for the Coquitlam Lake Water Supply project, along with technical services over the next five years.

This initiative aims to meet the demands of an expanding population by increasing the capacity for safe drinking water throughout the Metro Vancouver area.

“This pivotal project enables CIMA+ to showcase its extensive expertise and interdisciplinary approach in water management, enhancing the quality of life for thousands in the region. As with all projects entrusted to us, we are committed to delivering innovative, sustainable solutions for Metro Vancouver and other clients in the area,” said Troy Briggs, executive vice president, infrastructure at CIMA+.

The project will expand capacity for accessing, treating and distributing water from Coquitlam Lake, the region’s largest drinking water source, while increasing the system’s resilience to climate change.

“Securing this contract, alongside our recent projects in the area, reflects the exemplary efforts of our skilled teams. It underscores CIMA+’s multidisciplinary prowess and the robustness of its personnel,” commented Daniel J. Matthews, regional executive vice president for Western Canada. “CIMA+ remains committed to expanding its presence in Western Canada, especially in British Columbia.”

The infrastructure includes building a state-of-the-art intake facility, a 5.3-mile (8.5 km) water supply tunnel and a new treatment plant to serve the region’s 2.7 million residents and meet future demand.

In December, Jacobs was selected to provide program management services for the project. Jacobs will oversee permitting, design, project controls and construction of the critical water infrastructure as well as deliver supporting technical services and a treatment pilot study.

Planning is currently underway to determine the scope of work and design of a new water intake, a water supply tunnel, and water treatment facilities. Construction is expected to begin in the late 2020s, with completion targeted for the late 2030s.

Expectations for income growth

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