Prima Living expands Ontario presence

Prima Living has added nine seniors residences, encompassing nearly 690 units, to its portfolio through a $118-million deal with Chartwell Retirement Residences. Completion of the transaction gives a 58 per cent boost to Prima Living’s portfolio, which now numbers 1,187 suites across Canada.

The Vancouver-based company, which is a subsidiary Primacorp Ventures, invests in existing communities with the goal of increasing occupancy. The new additions significantly expand the company’s presence in the Ontario, after it initially entered the market in 2025 with three acquisitions in the Greater Toronto Area, in Pickering, Oakville and Toronto.

“Residents and families need communities they can trust, with high-quality care, strong day-to-day support and an enhanced resident experience,” says Najib Raie, president of Prima Living. “With integrated pharmacy and medical services within our communities and the operational infrastructure to support growth, we are building a proven platform designed to serve more seniors with confidence and care.”

Ontario advances meeting-related condo legislation

The Condominium Authority of Ontario (CAO) announced key legislative changes. Beginning December 31, 2026, owner-requisitioned meeting requirements will include a new mandatory form and new rules for reserved board positions. Effective July 1, 2027, amendments to the Condo Act will allow the Condominium Authority Tribunal (CAT) to hear new disputes related to owners’ meetings, while also increasing the maximum damages it may award to $50,000.

Meeting-related disputes

Next summer, the CAT expansion will include disputes about:

- Whether condo corporations hold owners’ meetings as required, including whether they are holding annual general meetings every year;
- Whether condo corporations send notices to owners about upcoming owners’ meetings, and whether these notices go out within legally mandated timelines;
- Whether the notices include all other legally prescribed items. For example, AGM notices must include items such as audited financial statements, auditor’s report, names of candidates up for election and their disclosure information, and anything else outlined in the governing docs of the condo corporation; and
- Whether owners who requisition an owners’ meeting should be reimbursed reasonable costs incurred in situations where their condo corporation fails to call the meeting.

The Tribunal will not be able to hear disputes about what happens during an owners’ meeting, including how votes were conducted, proxy or ballot disputes, or cases that combine those issues with items within jurisdiction listed above. The new $50,000 limit on CAT-awarded maximum damages will apply to Tribunal proceedings, regardless of whether they began before or after the change comes into force.

Mandatory standardized requisition form

Owners wishing to requisition an owners’ meeting will be required to use a new prescribed form that the CAO is currently developing. The form will include standardized information such as the purpose of the meeting, the names and signatures of those requisitioning meetings, contact information for designated representatives and, where applicable, information relating to director elections or removals. The goal is to make requisitions more consistent and reduce disputes over whether they meet legislative requirements.

Condo boards will have 20 days to respond

Condo boards will now have 20 days to respond to requisitions that it receives, instead of the current five days. This should help set realistic and workable expectations for boards and managers. The response must be sent to the designated contacts listed in the requisition.

More ways to deliver a requisition

Owners will have additional delivery options for submitting a requisition. Along with existing methods, requisitions may be delivered by prepaid mail, courier, depositing them in the condo corporation’s mailbox or electronically where the board has approved electronic delivery. Owners will be able to refer to their periodic information certificates which will set out the available delivery methods for requisitions.

A formal process for revising or withdrawing a requisition

Boards must now provide rationale for denying a requisition. Owners will be notified of this and will have 10 days to revise it and re-submit it. The new rules also specify who may withdraw a requisition and how that withdrawal must be made within 15 days of submission.

Owner occupied units are now called “non-leased voting units” and are more clearly defined

A unit will be treated as non-leased unless the corporation’s records show that it is leased, or the corporation has received the required notice that its owner has rented it out. This creates a more objective way of determining voting eligibility for reserved board positions and supports the administration of meetings involving these positions.

New rules for non-leased board director positions

The amendments introduce new requirements for optional board positions reserved for voting by owners of non-leased units. When meetings involve electing or removing directors from these positions, corporations will need to provide owners with additional information about eligibility requirements and the voting process.

More information in meeting notices

Meeting notices will include additional information whenever reserved board positions are involved, including eligibility requirements, relevant legislative provisions, and instructions for participating in the process. The changes are intended to provide owners with additional information about voting eligibility and the process for electing or removing directors from reserved board positions.

GTHA rental market shows improvement in Q2

Condominium lease transactions in the Greater Toronto and Hamilton area reached a record high of 18,923 units in Q2‑2026, rising 5 per cent from a year ago, according to the latest data from Urbanation. Over the first half of 2026, a total of 34,150 condo leases were signed — an 11 per cent increase from the same period last year and the third consecutive year of record first‑half activity. Leasing has continued to break records despite a pullback in population growth, reflecting pent‑up demand being released as rents have become more affordable. Growth in lease transactions outpaced the 2 per cent increase in condo rental listings during Q2, marking the fourth straight quarter in which demand growth exceeded supply growth.

“The GTHA rental market is showing its first real signs of progress towards recovery,” said Shaun Hildebrand, President of Urbanation. “Renters are responding to two years of falling rents, and with condo completions now receding, demand is outpacing supply. Rents have likely found their floor, with strong upside in the years ahead as condo completions continue dropping and population growth rebounds.”

Active condo rental listings at the end of Q2 declined to 5,366 units, down 13 per cent from a year ago and representing the largest annual decrease in four years. Months of supply fell to 0.9 months from 1.2 months in Q2‑2025, moving below the long‑term average of 1.0 month. The tightening coincided with the start of a long‑anticipated slowdown in condo completions, which had pushed a record volume of investor‑owned units into the rental pool over the past two years.

With inventory receding, average condo rents increased 2.5 per cent from the first quarter to $3.74 psf ($2,545 for 681 sf) in Q2 — the strongest quarter‑over‑quarter gain in three years. On an annual basis, condo rents were down 1.3 per cent, the smallest decline since rents began falling in Q2‑2024.

The purpose‑built rental market also recorded its strongest first half on record. Net absorption within buildings completed since 2000 totalled 1,888 units in Q2, a 59 per cent increase over last year, bringing the first‑half total to 3,205 units — up 44 per cent from 2025. At the same time, new supply began to ease, with 2,664 units in 10 projects reaching first occupancy in the first half of 2026, down 21 per cent from the recent high of 3,391 units delivered a year earlier.

Within buildings completed since 2000 that were at least one year old, the vacancy rate declined to 6.8 per cent in Q2 from 7.9 per cent in Q1, while remaining above the 5.5 per cent rate in Q2‑2025. Including the 44 buildings still in their initial lease‑up phase, which contained 12,192 units, total vacancy across the stock built since 2000 fell to 12.4 per cent from 14.7 per cent a year ago and a peak of 15.5 per cent in Q1‑2025. Incentives remained widely used but edged lower, offered at 64 per cent of projects in Q2 compared with 66 per cent in Q1. The most common incentives were one or two months of free rent.

Average face rents for units available to lease in purpose‑built rentals completed since 2000 were essentially unchanged from the first quarter at $4.05 psf ($2,864 for 707 sf), decreasing 1.7 per cent from a year ago. After accounting for the monetary value of incentives, net rents averaged $3.51 psf — also unchanged quarter‑over‑quarter — with the 13 per cent discount from face rents worth approximately $377 per month for the average unit.

Rental development activity continued to expand. A total of 6,291 purpose‑built rental units started construction in the first half of 2026, a 50 per cent increase over the same period last year and the highest first‑half total in decades. New rental project submissions and condo‑to‑rental application conversions added 27,715 units to the future supply pipeline during the first half, down 14 per cent from the record 32,387 units added a year ago. As of Q2‑2026, a total of 31,645 purpose‑built rental units in 102 projects were under construction across the GTHA — the highest in decades.

However, the growth in rental construction is not offsetting the contraction in condo development. Condominium units under construction in the GTHA fell to 38,252 in Q2‑2026, down 39 per cent from a year ago and 64 per cent below the peak of 105,421 units in Q2‑2023. Combined, total apartment units under construction across the GTHA declined 21 per cent year‑over‑year to 69,897 units. Since roughly half of new condo supply is typically used as rental, the additional purpose‑built rentals now getting underway will replace only a portion of the rental supply being lost as the condo pipeline unwinds.

Toronto Pearson invests $1.5B into terminal modernization

Toronto Pearson Airport is investing $1.5 billion to revitalize Terminals 1 and 3 as part of its ongoing Pearson LIFT modernization program, and recently awarded the contract to NORR-DIALOG and PCL Construction.

The project will modernize aging infrastructure and enhance the passenger experience through expanded terminal spaces, refreshed lounges, additional charging stations, improved baggage processing, upgraded check-in areas, and advanced security screening. This includes investments in gates, passenger processing areas, and customs and immigration facilities.

“This investment marks another significant milestone in Pearson LIFT and demonstrates our momentum in modernizing Pearson that will meet customer expectations,” said Toronto Pearson president and CEO Deborah Flint. “We’re elevating the travel experience so Toronto Pearson can continue its part in fueling Canada’s economy by welcoming more passenger growth and offering better customer experience.”

The construction will be delivered in stages for minimal operational disruptions. NORR-DIALOG is leading planning, architecture, engineering and integrated design, while PCL Construction has joined as construction manager at Risk. Together.

The program marks the second major announcement of Pearson LIFT, an ambitious plan to modernize Canada’s largest airport. In May, the airport broke ground on the first program, a $3-billion investment in airside and baggage systems.

“Toronto Pearson is one of Canada’s most important transportation hubs. Every day it’s the scene of family reunions, business opportunities and once-in-a-lifetime journeys,” said Jim Anderson, partner at DIALOG. “NORR-DIALOG is proud to partner with our home airport to keep those experiences moving smoothly. Along with noticeable improvements that are from parking lot to gate, much of this work will happen behind the scenes. And that’s exactly the point. The best passenger experience is one that allows people to focus less on the mechanics of travel and more on the joy of travel.”

Photo by Brian James

The CAO names new board chair

Vincenza Galatone has been named the new chair of the Condominium Authority of Ontario’s (CAO) board of directors.

Galatone has served on the CAO board for the past five years and brings extensive governance experience to the role. During her tenure, she has served as chair of the governance committee, chair of the outreach, education and engagement committee, chair of the CEO search committee, and as a member of the interim leadership operational oversight committee.

“The Board remains committed to strong governance, continuity of oversight and advancing the CAO’s mandate to support Ontario’s condominium communities,” said Galatone.

The leadership transition was planned to support continuity during a period of organizational change, including the recent appointment of Kate Lamb as the CAO’s CEO and registrar.

Outgoing Chair Allison Scanlan, who has served as this role since October 2023, will continue serving as a director until the CAO’s annual general meeting in September.

Lessons for facility managers from Japan’s World Cup cleanup tradition

When Japanese fans made headlines for cleaning up after World Cup matches, most of the attention focused on the fans themselves. But for facility managers, the more interesting story may have started long before the match began.

The World Cup cleanup tradition offers an important reminder: respect for shared spaces starts long before guests arrive. People are more likely to treat a space with care when that space has clearly been prepared with care. Thoughtful design, visible maintenance, accessible amenities and reliable hygiene systems all communicate a simple message: this environment has been intentionally prepared for the people who use it.

As Canada continues to welcome visitors to major sporting events and other large-scale gatherings, that lesson feels especially relevant. Successful facility experiences are rarely the result of quick reactions on event day. They are built through months of planning, investment and operational preparation that anticipate how thousands of people will move through and interact with a space.

The margin between a positive guest experience and a negative one often comes down to decisions made long before the first visitor arrives. Facility leaders cannot control every behavior, but they can create environments that make people feel considered, supported and welcome. And when they do, respect for the space often follows.

Think ahead: preparing for demand before it arrives

Major events don’t create operational challenges; they magnify existing ones. The restroom systems, hygiene infrastructure, and cleaning routines that work during normal operations are put to the test when tens of thousands of visitors arrive at once. That’s why readiness begins long before the event itself.

BC Place in Vancouver offers a useful example. As the venue prepared to welcome thousands of international visitors for major sporting events in 2026, planning began months in advance. More than 1,000 dispensers were deployed throughout the 54,500-seat stadium, including comprehensive coverage across 129 washrooms. But the goal wasn’t simply to install more equipment; it was to build a hygiene infrastructure capable of performing consistently under peak demand.

That kind of preparation requires facility managers to think beyond average usage and plan for the moments that place the greatest strain on a facility. Halftime rushes provide a familiar example. Thousands of visitors may converge on restrooms simultaneously, creating sudden spikes in demand for supplies, waste management, and cleaning services. When facilities are not prepared for those surges, users encounter empty dispensers, overflowing bins and long wait times. Those operational gaps can quickly shape perceptions of the entire venue.

Event readiness also means planning for the full range of people who will use a space. Research shows that 59 per cent of Canadians contend with some form of physical or cognitive challenge that can influence their public restroom experience[1]. That’s not a niche audience – it represents a significant portion of facility users. Accessible dispenser placement, intuitive signage, touch-free solutions, clear wayfinding, and well-maintained spaces all contribute to an environment that works for more people, especially during periods of peak traffic.

At BC Place, high-capacity systems helped reduce the frequency of refills during the busiest periods, allowing custodial teams to focus on maintaining cleanliness and supporting the guest experience rather than constantly restocking supplies. For facility managers, that’s the broader lesson: preparation isn’t about avoiding every challenge. It’s about putting systems, infrastructure and teams in a position to perform when demand is at its highest.

Readiness reflects leadership

Preparing for peak demand is only one part of the equation. The larger challenge is ensuring the systems, people, and processes behind the facility are ready to perform when that demand arrives.

For facility managers, readiness is rarely defined by a single product or cleaning procedure; it is reflected in a series of decisions that work together to create a consistent experience under pressure. Supply chains must be able to respond to unexpected surges. Waste management systems must be designed for peak traffic, not average use. And teams need the tools and resources necessary to maintain standards when activity is at its highest.

None of these decisions are especially visible on event day. Yet together, they determine whether visitors encounter a facility that feels prepared, organized and capable of meeting their needs.

These decisions may not be visible to guests, but their impact certainly is. Visitors notice when spaces feel organized, accessible and well-maintained. They notice when supplies are available, traffic flows smoothly and facilities remain clean despite heavy use. Those outcomes are not accidental – they are the result of preparation.

For facility leaders, that is where readiness becomes leadership. The goal is not simply to respond when problems arise. It is to anticipate challenges, remove barriers and create the conditions for a positive experience before the first guest arrives.

The bottom line: respect starts before arrival

The World Cup cleanup story captured attention because of what happened after the match ended. But for facility managers, the more valuable lesson lies in everything that happened beforehand.

Visitors are more likely to respect spaces that clearly demonstrate care, preparation and consideration. That starts with infrastructure that can withstand peak demand. It continues with hygiene systems that support a wide range of user needs and operational plans that help teams succeed under pressure. Together, those choices shape how people experience a facility from the moment they arrive.

For Canadian facility managers, the takeaway is straightforward: readiness is not measured by how quickly a team reacts when challenges emerge. It is measured by how effectively those challenges were anticipated in the first place.

Respect for a space begins long before a guest walks through the door. It is built through thoughtful planning, intentional design and the operational decisions that make positive experiences possible. When those elements are in place, visitors notice. And the way they experience – and ultimately treat – a space often reflects that preparation.

Christine FitzPatrick is Regional Activation Manager at Essity, a global leader in hygiene and health. She brings experience in marketing and brand activation, focusing on driving visibility and engagement for the Tork brand across North America. She brings strategy to life through impactful campaigns and experiences, working closely with cross-functional teams and industry partners to drive business growth.

[1] Tork Insight Survey 2025, conducted in US, UK, Germany, France, Mexico, Canada, Australia, Spain, Sweden, Netherlands and Poland among 11,500 people from the general public and 1,000 cleaning staff.

BuildForce forecasts rise in ICI investment

Institutional, commercial, and industrial (ICI) investment is projected to rise into 2029 on the strength of major project activity in every province, according to BuildForce Canada’s latest 10-year construction forecast.

“Employment demands are projected to be significant across the non-residential sector to the end of the forecast period, and particularly as investment rises to a forecast peak in 2029,” says Irwin Bess, executive director of BuildForce Canada. “Our scenario model is currently tracking nearly 800 major projects across the country with a combined value of more than $500 billion. We are also tracking a long list of further projects that have not yet reached final investment decisions and therefore have not been modeled into our forecast scenario. Any of these projects could have significant implications on investment and employment growth as and when they are approved.”

Increases are stronger in the engineering construction sector during this period with work ongoing or planned to start on major transit, utility, mining, and critical mineral projects across the country, as well as on several of the nation-building projects announced by the federal government. Further growth is forecast in the ICI sector, with significant healthcare and education projects planned or underway across the country, and projected growth in commercial building activity in later years.

In British Columbia, the outlook calls for contractions in both the residential and non-residential sectors. The former is expected to step down from its 2022 peak, with contractions expected through 2028 before demand generally stabilizes to the end of the decade.

Most affected over this period is the construction of multi-unit dwellings. In the non-residential sector, investment is projected to rise to an historic peak in 2027 as work culminates on many large-scale engineering projects, including four federal “nation-building” projects in the northern region. It slows thereafter and into 2032 as these projects conclude.

Higher interest rates, weaker population growth and uncertainty surrounding the Canada-U.S. tariff dispute were cited as reasons for activity slowdown.

GTHA new condo sales up 52% in Q2

New condo apartment sales in the Greater Toronto Hamilton Area (GTHA) increased 52 per cent annually to 702 units in Q2-2026. According to the latest research from Urbanation, this marks the first year-over-year gain since Q3-2023, as the elimination of HST and bulk investor buying helped pull the market up from its 35-year lows.

On the other hand, sales were 86 per cent below the latest 10-year average for Q2 periods. In addition to ongoing market uncertainty, buyers have remained hesitant as the final rules of Ontario’s HST rebate weren’t confirmed until June.

“After more than four years of decline, it’s an important signal to see new condo sales respond to the elimination of HST and investor activity,” said Shaun Hildebrand, president of Urbanation. “That said, this improvement is coming off an extremely low base, and pre-construction demand remains largely dormant. With virtually no new units being added to the pipeline, condo supply is set to see its largest ever decline in the coming years.”

Nearly all the gain in new condo sales activity last quarter came from completed projects. Sales more than tripled from a year ago to 535 units, which included some large bulk sales to investment groups. Pre-construction sales moved in the opposite direction, dropping 80 per cent annually to just 50 units. This reflected, at least in part, how the HST rebate is structured as it requires construction to start before March 31, 2027, and be substantially completed by December 31, 2029, creating a real risk that pre-construction buyers won’t qualify.

There was little change in Q2 asking prices for completed and unsold new condos, which decreased 2 per cent annually to an average of $1,186 per square foot (psf). This represented a record-wide 43 per cent premium over average resale prices of $830 psf in new projects registered within the past three years.

However, for the new condo sales that did occur in Q2, prices were generally well below asking. Some developers became more aggressive in lowering asking prices and negotiating selling prices following the HST announcement, with bulk deals transacting at prices even below resale.

Condo inventory

Combined standing new and resale condo inventory in the GTHA totaled 12,106 units at the end of Q2, up only 1 per cent from a year ago, the slowest pace of growth in three years. Completed, developer-held inventory rose from 4,826 units in Q1 to a record-high 5,001 units in Q2, 68% higher than a year ago. This was offset by a 21 per cent year-over-year drop in active resale listings to a three-year low of 7,105 units — still 48 per cent above the 10-year average, but the largest annual decline in four-and-a-half years. Combined months of supply across completed new and resale condos eased to 7.3, down from a high of 8.5 a year earlier and marking the first meaningful improvement in this measure since the current downturn began.

In the resale market, smaller units are being absorbed rather than piling up. Units under 600 square feet accounted for 20.4 per cent of active resale listings in Q2, down from a high of 24.3 per cent in 2024 and only modestly above the 19.6 per cent share recorded in 2020.

The breakdown of completed and unsold new condo inventory follows a very similar distribution by unit size as resale units, with 22 per cent of units under 600 square feet as of Q2. Most standing developer-held inventory (54 per cent) is more than 700 square feet, with 57 per cent of units in two-bedroom or larger layouts and an overall average unit size of 836 square feet.

Undersupplied market

Early signs of stabilization are emerging as the outlook for future supply grows more concerning. The new condo supply pipeline continued to shrink sharply, with combined pre-construction and under-construction inventory falling to 48,710 units in Q2 — down 37 per cent from a year earlier and a 62 per cent plunge from the high of about 127,000 units in 2022.

The pipeline is quickly thinning. There have been no new project launches for a second consecutive quarter and an additional 1,022 units cancelled in Q2, which bring the running total since the start of 2024 to 11,653 units. Construction starts are down to just 448 units.

Ontario Building Code perched on cutting edge

The first-ever comprehensive review of the Ontario Building Code has a mandate to root out duplications, anachronisms and undue complexities that have crept into the document over the course of 50 years of continual amendments. A five-member independent advisory panel has been appointed to lead the task and report back to the Ontario government with recommendations for reducing regulatory burden, supporting housing production and removing barriers to innovation and interprovincial trade.

That’s all while upholding core objectives to protect health and safety and promote durability, accessibility, energy efficiency and optimal building performance. A newly launched public consultation is seeking input to help guide the advisory panel’s work.

“We are advancing our plan to streamline and right-size the Building Code,” says Robert Flack, Ontario’s Minister of Municipal Affairs and Housing. “This independent body of industry experts will help identify where requirements can be simplified, consolidated, clarified or modernized. To be clear, requirements that protect health and safety will stay in place, but unnecessary ones will be removed.”

Anecdotally, government insiders have sketched out an ambitious agenda.

“We’ve heard that the goal is to cut the code in half,” John Lane, president of the Ontario Building Officials Association (OBOA) and chief building official for the Town of Caledon, recounted during a recent podcast discussing the planned review.

Joining him in the conversation, Kirstin Jensen, vice president, policy advisory, advocacy and relationships, with the Ontario Home Builders Association (OHBA), concurred that she has frequently heard Flack describe Premier Doug Ford’s and his own surprise when they first saw the code’s heft, which currently fills two large binders in printed form. She characterizes the ensuing call for a line-by-line review as an opportunity to: modernize or remove outdated provisions that stifle innovation; clarify language that spurs inconsistent interpretations; and ensure that requirements are in line with code objectives.

“It’s about effectiveness and useability of the code. We could all benefit from clear, consistent and easy-to-interpret code language,” Jensen maintained. “It’s about whether every provision is still achieving its intended outcome, and in the most effective way possible.”

System-level scrutiny

The Ontario Building Code is a set of regulations under the provincial Building Code Act and, as thus, can be amended through Ministerial decree without need for approval from the legislative assembly. The voluminous document is organized into three divisions — A, B and C — that sequentially encompass the objectives, technical and administrative requirements. Technical requirements in Division B are further categorized into 12 parts, with provisions for low-rise residential, commercial and light industrial buildings of up to three storeys and footprints no greater than 600 square metres (6,400 square feet) amassed within Part 9. As well, the code has a number of appendices containing supplemental information and standards.

A consultation paper posted on the provincial regulatory registry outlines the rationale for the review and the approach to information gathering. The advisory panel has been instructed to take a “system-level perspective” and produce recommendations that: are grounded in credible evidence; practical to implement; and consider potential spinoff implications for construction processes and timelines, supply chains, performance outcomes and component/equipment lifecycles.

The review comes as the provincial government pursues agendas to boost housing affordability, remove barriers to interprovincial trade and labour mobility, and harmonize Ontario’s code with the national model codes to the greatest extent possible. The advisory panel will scrutinize where Ontario’s code diverges from the recently released 2025 model national construction code to assess whether deviations are justified to promote particular provincial priorities or if regulatory burden could be reduced through alignment with the national code.

The advisory panel will also consider whether requirements need to be enshrined in the code or if the same objectives could be achieved via guidance documents, reference standards, administrative or professional practices. That’s to be done through a “public-interest and safety-focused” lens.

The public is invited to provide examples of their experience with elements of the code that they’ve found difficult to interpret, overly prescriptive without a commensurate gain in building performance, outdated and/or unwelcoming to alternative approaches that could deliver equivalent or better results. The consultation paper poses eight broad questions, allowing a range of parties — architects, engineers, construction contractors, developers, municipal building officials and other stakeholders — to respond to those most relevant to their experience, expertise and interests.

“Where possible, respondents should identify the relevant Building Code provision, section, topic or type of requirement, explain how the issue arises in practice, describe who is affected, and indicate whether the issue appears to be recurring or more limited in scope. Examples, evidence, and practical suggestions are greatly appreciated,” the consultation paper instructs.

Facilitating progress

One question specifically addresses energy efficiency to explore whether stakeholders confront barriers to compliance and if they favour adjustments to either enhance or simplify current requirements. In this, energy management specialists maintain that harmonization with the national code’s tiered energy performance framework — four progressive tiers for commercial/institutional buildings and five for smaller Part 9 buildings — would provide consistency for code users and open up more flexibility to deliver the energy savings and peak demand reduction the Ontario government has prioritized.

The Ontario Building Code’s supplemental standard for energy efficiency in large buildings, labelled as SB-10, currently references the 2015 national energy code for buildings (NECB). That’s a 10-year lag behind the 2025 version, which provides tiered tracks for minimum performance and 25 per cent, 50 per cent and 60 per cent improved performance over that base.

“It seems reasonable to harmonize SB-10 with NECB, as most professionals would appreciate consistency between provinces and territories,” notes Andrew Pride, an engineer and energy management consultant specializing in sustainability and strategic conservation planning. “The tiered energy performance framework offers a mechanism for industry players to advance at their own pace in a way that’s predictable and nationally consistent, and it’s one of the simplest ways to reduce the learning curve for all builders and suppliers.”

Outdated or overly prescriptive provisions risk slowing the pace of progress — whether there is simply no option to get a product, configuration or technique approved for use, or the process for doing so is cumbersome, time-consuming and costly. Both those scenarios tend to keep owners/investors, developers, construction contractors, service providers and suppliers married to the status quo.

“When it comes to innovative building materials or construction methods, if the code isn’t keeping up with how those methods roll into industry then it’s not as effective and useable as it should be, and that leads to interpretation problems and discrepancies among builders and building officials,” Jensen observed. “If we can address some of the clarity issues and duplication and outdated provisions, then it’s reducing unnecessary frictions or just general inefficiencies that we find in the code.”

Stakeholder engagement

The advisory panel will draw on responses to the consultation questions and additional engagement with technical experts and other identified parties to inform an interim report to be submitted to the Minister this fall. Although a final report is targeted for March 2027, Jensen speculates more time will be required. (Notably, an Ontario government review of the property tax and assessment system, launched in August 2023, is still in progress.)

“It’s an extensive technical review. It’s going to need lots of stakeholder consultation,” she said. “My understanding is that a lot of groups have been approached.”

From building officials’ perspective, Lane reported there is some trepidation that an overzealous approach to the task could undermine a code that has gained international respect for fostering a safe, healthy and durable built environment.

“Since it was enacted in 1975, Ontario’s building code has been constantly developed and improved to be one of the most advanced construction codes in the world,” he said. “Some might say that the words in the code are written in blood, as most major advancements in the code are the result of major disasters and catastrophes.”

In turn, Jensen reiterated that OHBA’s membership agrees that the code’s fundamental objectives are non-negotiable.

“It’s about getting a better more efficient code, and ways we can find to make that happen while not lessening health and safety and durability of buildings,” she asserted. “I think the real measure of success is whether Ontario ends up with a code that is clearer, easier to administer, easier to comply with, better in line with today’s housing needs, addressing innovative construction materials and methods, and keeping provisions that need to remain because they serve an important purpose.”

Responses to the consultation paper can be submitted until August 14, 2026.

Summer restroom readiness supports healthier visitors

Restroom hygiene remains a priority for facility guests year-round, and as many public facilities welcome larger summer crowds, Bradley Company’s 17th annual Healthy Handwashing Survey™ highlights the role well-maintained restrooms play in protecting public health and creating a positive visitor experience.

The survey comes as the population navigates another busy summer season while public health officials continue monitoring foodborne illnesses, norovirus and common respiratory viruses. Recent Cyclospora outbreaks have also renewed attention on the importance of safe food handling and proper hand hygiene.

“Handwashing, using soap and warm water, is one of the simplest and most effective ways to reduce the spread of disease,” said Brian M. Forster, Ph.D., microbiologist and chemical hygiene officer at Saint Joseph’s University. “Our hands touch countless surfaces throughout the day, making them an easy way to pick up germs that can make us sick.”

Clean restrooms support public health and visitor experience

For facility managers, supporting proper handwashing using soap and water begins with providing clean, well-maintained restrooms, particularly during periods of increased travel and illness. Bradley’s survey found that 81 per cent of people wash their hands more frequently during outbreaks of illness, highlighting the role public restrooms play in encouraging healthy handwashing habits.

The survey also reveals a gap between awareness and behaviour. Although 93 per cent of people say handwashing is important to their overall health, only 76 pe cent say they always wash their hands after using a public restroom, and 77 per cent have witnessed someone leave without washing. Respondents most often cite the lack of soap or paper towels as a reason for skipping handwashing, underscoring the importance of keeping essential supplies consistently available.

Beyond supporting hand hygiene, restroom conditions also shape public perception of a business. In fact, 86 per cent of adults say they expect the quality of a business’s restrooms to reflect the quality of its goods and services. In addition, a positive restroom experience can influence customer loyalty. More than two-thirds of respondents (68 per cent) say they are more likely to return to a business with a clean, well-maintained restroom.

The survey also identified the restroom improvements visitors value most. Top responses included:

More frequent cleaning and restocking
Always providing paper towels, even when hand dryers are available
Expanding the use of touchless fixtures

“Restroom maintenance is about more than keeping a space clean,” said Jon Dommisse, vice president of business development and strategy at Bradley Company, a global manufacturer of commercial washroom equipment. “It’s an opportunity to support public health, reinforce the professionalism and quality of a facility, and create a positive impression for every visitor. That’s especially important during the busy summer travel season, when more people are relying on public restrooms.”

For more information, visit www.bradleycorp.com/handwashing.

Construction completes on Koto at SFU campus

Koto, the first student housing rental project by Rize, has completed at SFU’s UniverCity.

The project is comprised of two 6-storey buildings and is the first at UniverCity to offer four-bedroom homes, providing students with a new option for community-focused living.

“Koto was designed to create a housing experience that reflects how students want to live today,” says David Downs, executive vice president, investments, Rize. “Students are looking for more than a place to sleep. They want comfortable, well-designed homes, opportunities to connect with their peers, and spaces that support both studying and well-being. Koto brings all of those elements together in one community.”

Residents have access to a range of amenities including a communal kitchen, foosball, and multiple gathering spaces where residents can connect, relax, and build friendships. The outdoor patio overlooks Burnaby’s forested landscape, offering a place to recharge or spend time with friends. Additional amenities include dedicated study spaces, a wellness and fitness area, and secure bike storage with a repair room.

The project has placed a strong emphasis on design with architecture by RWA Group Architecture and interiors by Ste Marie.

“At Rize, we believe great design should be accessible at every stage of life,” said Downs. “Koto was designed with the same level of care and attention to detail as every one of our communities, resulting in spaces that are functional, accessible, and beautiful.”

Tech access to boost occupants’ IAQ oversight

Greater access to low-cost indoor air quality (IAQ) sensors may create new scrutiny for facility management teams. As technology advances, more employees and tenants will be able to independently measure ventilation and filtration, identify a wider range of contaminants, and evaluate building performance.

Dr. Joseph Allen, associate professor at the Harvard T.H. Chan School of Public Health, director of Harvard’s Healthy Buildings Program, and an IFMA Global Fellow, said facility managers are entering an era of unprecedented transparency, where occupants may hold operators and owners accountable for a building’s condition.

The shift comes as organizations prioritize workplace experience and invest in return-to-office strategies. “Buildings are the single greatest health and business opportunity of this century,” said Allen during a recent IFMA webinar. “The person who manages your building has a greater impact on your health than your doctor.”

Indoor air quality: a critical focus

Science is giving building occupants more reason to care. A landmark 2021 study by the Healthy Buildings Program, conducted among 302 office workers across the globe, found that exposure to fine particulate matter (PM2.5) and carbon dioxide (CO2) directly impacts cognitive performance and influences decision-making, creativity, problem-solving, and information processing.

During testing, researchers recorded 0.8-0.9 per cent slower response times for every 10ug/m3 increase in PM2.5. Throughput (correct responses per minute) was 0.8-1.7 per cent lower for the same concentration increase. They also found that for every 500ppm increase in CO2, response times were 1.4-1.8 per cent slower, with 2.1-2.4 per cent lower throughput.

Newer issues are adding pressure. Airborne infectious diseases can travel along air currents, linger in the air, or stick to surfaces, where they are eventually inhaled by someone. As wildfires grow more frequent and intense, the resulting smoke creates exposure to gaseous and particulate matter air pollution that is associated with acute and chronic health conditions.

Such challenges have elevated IAQ from a technical concern to a human-centric priority. Kwok Wai THam, associate professor in the department of the built environment at the National University of Singapore and president of Indoor Air 2026, the flagship event of the International Society of Indoor Air Quality and Climate (ISIAQ), recently said during an Air Quality Matters podcast in June that the most important industry shift in the last two decades has been the recognition that clean indoor air is a fundamental human right, much like access to clean water.

Higher ventilation rates and enhanced filtration that exceed current minimum targets are now important public health strategies. The IAQ focus is also no longer anchored to reactive maintenance but proactive bio-surveillance, real-time sensor networks, and predictive analytics powered by artificial intelligence. Buildings are now capable of detecting, responding to, and mitigating IAQ problems before occupants even notice.

The future of IAQ monitoring set to empower consumers

Building occupants who rely on subjective observations about stale or stuffy spaces, and related symptoms such as itchy eyes and headaches, can now support their concerns with measurable data about carbon dioxide and particulate matter levels.

“That’s never been available to people before,” Allen said. “[The result] is a power shift because it’s putting the knowledge and information in the hands of the consumer, the employee, or a customer at your restaurant.”

This technology is set to become even more accessible. Allen predicts that personal smartphones will soon provide real-time IAQ information, similar to outdoor air quality data that is already available through public monitoring networks on mobile apps.

Whether data stems from built-in phone sensors or from crowd-sourcing, he expects future sensors to become cheaper, more accurate, and able to quickly detect a wider range of contaminants such as formaldehyde, as well as specific viruses and bacteria. This increased visibility into building performance may likely raise occupant expectations and create opportunities for organizations that showcase healthy indoor environments.

As employers focus more on collaboration and workplace amenities, Allen’s advice is to not overlook IAQ. “You’re trying to spur innovation at your company—spending all this money to bring your high performers back in,” he mused. “You have this beautiful amenitized space and bad indoor air quality. That doesn’t make any sense.”

Many buildings have limited the amount of outdoor air brought indoors, which can contribute to drowsiness and reduced cognitive performance. Pairing good ventilation with high-grade filtration can help control both outdoor pollutants entering the building and indoor pollutants that are recirculated. FMs may also need to develop new expertise around monitoring, interpreting, and communicating building performance to the people they serve as indoor environmental quality becomes a more visible measure of workplace experience.

“If you’re not getting a handle on that right now in your facility, sure enough, someone is going to tell you what the data is,” said Allen. “And you’re going to be caught off guard in a year or two as new sensors become available.”

Toronto’s Eaton Centre reimagines public washrooms

WZMH Architects has transformed the Level 2 washrooms at CF Toronto Eaton Centre into a customer-focused amenity. The project reflects a broader shift in retail design, where such features are becoming more important to the overall visitor experience.

Located near the Queen Street entrance, the renovated washrooms serve thousands of visitors daily and were redesigned as part of Cadillac Fairview’s broader efforts to enhance the overall visitor experience at the shopping centre.

Rather than treating washrooms as a secondary service space, WZMH approached the project as an opportunity to create an intentional extension of the retail environment—one that supports comfort, accessibility, functionality, and a stronger connection to place.

The design is inspired by the tranquil reflections of water during golden hour and creates a bright atmosphere through a carefully coordinated palette of materials and lighting. Solid surface wall and ceiling panels offer a seamless backdrop, while travertine-inspired porcelain tile with subtle golden veining, laminated fluted glass with a gold interlayer, and warm painted aluminum accents introduce texture, warmth, and visual depth.

A specialized rotating light fixture above the sink area projects fluid, water-like patterns onto surrounding surfaces for an experience that changes throughout the space.

Given the high volume of daily users, durability and long-term performance were central to every design decision. Materials balance aesthetics with operational requirements, including recycled-content materials and highly durable phenolic partitions designed to withstand the demands of a high-traffic public environment while maintaining a high-quality finish over time.

The project also required careful coordination within the constraints of an existing building. Working around significant structural and mechanical conditions, the design optimizes the compact footprint to improve functionality, increase capacity, and maintain user comfort, privacy, and accessibility.

Feature photo by: Doublespace Photography

Vancouver approves $3.5 billion capital plan

Vancouver city council has approved the 2027–2030 Capital Plan, a $3.5 billion investment in renewing infrastructure and public amenities.

The four-year Capital Plan represents one of the most infrastructure-focused investment plans in the city’s history, prioritizing the renewal of aging roads, bridges, water and sewer systems, community centres, public safety facilities and other essential city assets.

“Vancouverites deserve a city that works. Safe roads, reliable utilities, modern community centres, and public facilities that meet the needs of growing communities,” said Mayor Ken Sim. “For decades, too little was invested in maintaining the infrastructure we already have. This Capital Plan makes the tough but necessary choices to fix what needs fixing and ensure Vancouver’s core services are built to last.”

The approved plan includes approximately $3.5 billion in city-led capital investments, along with approximately $100 million in developer-delivered amenities, focused on renewing critical infrastructure, modernizing community facilities and maintaining essential city assets.

Key investments include:

Renewing transportation infrastructure, including the rehabilitation of 134 kilometres of roads, 30 kilometres of sidewalks, and major rehabilitation work on the Granville and Cambie bridges;
Upgrading water and sewer systems, including approximately 40 kilometres of water main replacement and 32 kilometres of sewer main renewal;
Modernizing community facilities, including the renewal of five aging community centres through council’s previously approved $400 million commitment, new pools in Sunset and Marpole, a commitment to Kitsilano Pool rehabilitation and a new 50-metre competition pool;
Strengthening public safety infrastructure, including a new four-bay Fire Hall No. 2, renewal of the Firehall Arts Centre, replacement of fire apparatus and approximately 240 police vehicles;
Investing in parks, culture and childcare, including new amenities such as the Beaconsfield Park synthetic turf field and continued investment in civic theatres and cultural facilities;
Supporting housing and climate resilience, including maintaining approximately 700–800 City-owned housing units, acquiring land for approximately 210 additional housing units, and investing in seismic upgrades and extreme heat preparedness.

Concert-Bird Partners selected for new P3 school bundle

Concert Infrastructure has reached financial close on P3 School Bundle #7, a public-private partnership (P3) with the Government of Alberta that will deliver seven new schools across Edmonton, Calgary and Chestermere. The schools are scheduled to open for the 2028–29 school year, creating space for more than 6,100 students to support Alberta’s growing communities.

The project will be delivered through Concert-Bird Partners, a consortium led and managed by Concert Infrastructure. Under the P3 model, Concert-Bird Partners will be responsible for the design, build, finance and long-term maintenance of the schools, delivering modern educational facilities with lifecycle performance, cost certainty and accountability built in from the outset. The schools will remain publicly owned, with private-sector expertise and a long-term maintenance model that supports lasting value for Alberta communities.

“This project demonstrates how the P3 model can deliver meaningful value when applied in the right context, combining clear scope, repeatable design, long-term maintenance and strong accountability to deliver the high-quality learning environments that Alberta’s students, educators and communities deserve,” said Derron Bain, chief executive officer, Concert Infrastructure. “We are proud to continue our partnership with the Government of Alberta and collaborate with Bird, Wright, BR2 Architecture and Ainsworth to deliver another bundle of schools that will serve these communities for generations to come.”

The seventh P3 School bundle builds on the consortium’s successful delivery of P3 School Bundle #2 and P3 School Bundle #6, which is currently under construction.

“With almost 90,000 more students entering Alberta’s education system over the past four years, the need for new school spaces has never been greater. These projects will support growing communities, create new opportunities for students and build on the 161 school projects currently underway across the province,” said Minister of Education and Childcare Demetrios Nicolaides.

Multifamily rent growth rests on renewals

On average, Canada’s private rental housing stock delivered roughly $1,093 of monthly operating income per unit across a universe of 533,000 units in 12 major markets during the second quarter of 2026. Even so, Yardi’s newly released stats for the spring period show slowing rent growth as the average rate for new leases dropped 0.6 per cent since winter.

Looking at the full market of new leases and existing tenancies, the average national rent nudged up to $1,774 — a $6 increase that represented the most modest quarterly growth increment of the past five years. Annual expenses for the 12-month period ending June 30 averaged $8,165 per unit, breaking down to about $680.42 per month. Meanwhile, the national vacancy rate eased down 40 basis points (bps) to 4.7 per cent, reversing a consistent upward trend since Q1 2024.

“In-place growth mostly comes from renewals, as new lease rates have turned negative,” Yardi analysts observe. “The negative new lease rates are concentrated in major markets in Ontario, British Columbia and Alberta. Properties in segments with weaker demand and higher vacancy rates increasingly are offering incentives to attract tenants and maintain occupancy.”

Halifax stands out as Canada’s most robust market in Q2, boasting the steepest year-over-year average rent growth, at 5.7 per cent, and lowest average vacancy rate, at 2.4 per cent. It also realized the highest average rent increase for new leases — 2.5 per cent — at a time when average rents for new leases dropped in seven of the 12 surveyed markets. That said, average rents for one-bedroom ($1,335) and two-bedroom ($1,834) units lag national averages of $1,602 and $1,918 respectively.

Winnipeg (2.8 per cent), Ottawa-Gatineau (4 per cent), Vancouver (4.2 per cent) and London, ON (4.4 per cent) also registered average vacancy rates on the low side of the 4.7 per cent national benchmark. Seven markets saw their average vacancy rate pegged from 10 bps to 210 bps above the national average.

Calgary finished out Q2 with Canada’s highest average vacancy rate, at 6.8 per cent, and was the only market to experience a year-over-year drop in average rent. The latter dipped 1.9 per cent from Q2 2025, while average rent for new leases suffered a steeper 2.2 per cent slide. Nevertheless, average rents for one-bedroom ($1,608) and two-bedroom ($1,958) units surpassed the national averages.

Yardi analysts note the irony of weaker rent growth in Calgary and Edmonton, given that Alberta landlords are not subject to rent control, but attribute it to an influx of new units in both markets. “Calgary has delivered 23,000 apartments since the start of 2024, more than it produced in the previous decade. Edmonton has also delivered more than 20,000 units since 2024,” they advise.

Vancouver and Toronto posted the highest average rents for one-bedroom units — at $1,914 and $1,788 respectively — while five markets, led by Vancouver ($2,433), registered average two-bedroom rents in excess of the national average.

Montreal, perhaps surprisingly, commanded a higher average two-bedroom rent ($2,166) than Toronto ($2,066). Concurrently, Montreal landlords saw a slight 0.3 per cent average gain on new two-bedroom leases versus the average 1.9 per cent loss their peers in Toronto experienced.

Healthy occupancy of bachelor apartment stock positions Halifax and Winnipeg as clear anomalies in relation to the average national vacancy rate of 7.4 per. Winnipeg posted the lowest vacancy rate in the market segment, at just 1.6 per cent, along with the lowest average rent at $1,057. It was also alone in realizing an average rent gain of 2.7 per cent on new leases. Halifax recorded a 2.8 per cent average vacancy rate in the bachelor sector along with average rent of $1,335.

Meanwhile, average vacancy rates for bachelor unit pushed up to 9.4 per cent in Toronto with an accompanying 3.6 per cent decline in average rents on new leases. Calgary recorded a 7.9 per cent vacancy rate and 2.6 per cent decrease in rents on new leases, while Vancouver posted a 7.3 per cent average vacancy rate and a 2.5 drop in rents on new leases.

“Bachelor units are more difficult to fill because many are too small for households with two workers and/or children,” Yardi analysts reason.

Yet, there’s also a hint of brewing demand. “Strong hiring in the 15-24 age cohort led the youth unemployment rate to drop to 12.7 per cent, down almost 2 percentage points since last fall. Improved prospects for young workers could provide impetus to form new rental households,” they hypothesize.

Initiative targets electrical safety in landscaping trades

A partnership between Landscape Ontario and the Electrical Safety Authority (ESA) will promote safe work around electrical infrastructure, including overhead powerlines and underground systems, while providing clarity and guidance on the application of the Ontario Electrical Safety Code (OESC).

“Landscape professionals are often working close to electrical infrastructure, where conditions can be complex and hazardous,” said Joe Salemi, executive director of Landscape Ontario. “This partnership allows us to work directly with ESA to support our members in safe practices and ensure requirements are applied in a way that works in real-world settings.”

The two organizations will work together to reinforce key safety and compliance requirements and support their consistent application in the sector. This includes helping contractors identify hazards on job sites, recognize when permits are required, and ensure landscape lighting systems are installed in accordance with the OESC.

ESA will provide sector-specific technical guidance and share relevant safety information and resources with the landscape sector. Landscape Ontario will integrate this information through various channels.

“Powerline contacts account for 43 per cent of occupational electrical fatalities in Ontario,” said Josie Erzetic, president and CEO of ESA. This partnership with Landscape Ontario allows us to connect directly with landscaping contractors and arborists, while providing the information they need to prevent electrical incidents.”