The essentiality of fragrance covered at Cleaning Products US 2024 Conference

Recently, Fragrance Creators Association (Fragrance Creators) Director of Regulatory Science Dan Selechnik, Ph.D., moderated an insightful panel at the Cleaning Products US 2024 conference held at The Westin Arlington, Virginia. The panel, titled “Sense the Scent,” explored the crucial role fragrance plays in consumer purchasing behaviour and the value it brings to everyday cleaning products.

Selechnik was joined by panelists and distinguished members of the Fragrance Creators membership — Morgan Eberhard, Senior Scientist & Science Educator, NA Home Care and Global Air Care at Procter & Gamble; Stefan Brown, Research & Development Manager, Cleaning at Clorox; and Francisco Lozano, Business Intelligence & Data Analytics Manager/Perfumer Trainee at Arylessence — to examine the multifaceted benefits of fragrance in cleaning products from functional uses to emotional engagement.

Research has shown that fragrance plays a central role in cognition, well-being, motivated behaviour, and social interaction. It can create a calming environment, improve focus, and even influence mood — powerful drivers in product preference and consumer behaviour.

Eberhard, who also co-authored Fragrance Creators’ study on the essentiality of fragrance in household products, highlighted, “As the science of scent continues to evolve, so does our understanding of its impact on well-being and productivity. Fragrance is not just an accessory — it’s a core component of cleaning products and the consumer experience.”

Highlighting the underlying reasons why scented cleaning products remain a top choice for consumers, Brown noted, “Fragrance goes beyond just smelling good — it adds layers of functionality and pleasure to products that consumers engage with daily. A pleasant scent left behind by a cleaning product signals a job well done.”

Panelists shared insights into the emotional and psychological impacts of scent. Lozano emphasized, “Fragrance is a powerful tool in shaping how consumers perceive and interact with cleaning products. The right scent can transform mundane tasks into enjoyable experiences.”

“Fragrance is an essential part of cleaning products,” said Selechnik. “In fact, fragrance manufacturing was designated as essential critical infrastructure by the U.S. government due to the important role that fragrance serves in sanitizers, disinfecting wipes, detergents, soaps, and surface cleaners, such as masking odours that would otherwise discourage use and encouraging the proper use of products.”

During the Cleaning Products US 2024 panel, FCA emphasized its commitment to advancing the scientific research that underscores the essential role of fragrance in a wide variety of consumer products.

Unmarked graves hold obvious truths

The 2021 discovery of unmarked graves at the site of the former Kamloops Indian residential school both shocked Canadians and confirmed what the evidence had already made obvious. This was not a single horror, but rather the initial conclusive revelation of a nationwide outrage.

It had long been known that many Indigenous children — who, for generations, were torn from their families — never returned from residential schools to their home communities. And, unlike today’s typical Canadian boarding school, witnesses and historical records attest that on-site burial grounds were a routine feature. Kimberly Murray, Canada’s independent special interlocutor tasked with delving into the residential school system’s legacy of missing children and unmarked burial sites, maintains that’s tantamount to accepting and planning in advance for untimely deaths.

“Survivors have been saying for decades that children died at these institutions; that children were buried at these institutions; that they, themselves, had to bury the children who died at these institutions,” she reiterated earlier this week during a webinar sponsored by Aird & Berlis LLP. “Canada did not listen.”

Murray recently released the second of two reports she has prepared since her 2022 appointment and is set to release a final report with recommendations in late October. This aligns with her mandate from the Canadian government to examine the barriers that Indigenous families and communities are facing in their efforts to find their missing children, and to provide advice on possible legal supports for locating, commemorating and protecting the dignity of those children.

Mapping out dismal fates

She describes her recent volume of findings, entitled, Sites of Truth, Sites of Conscience, as “an antidote to denialism”. It documents the experience of Indigenous children and young adults in:

Indian residential schools;
the Good Shepherd Homes, a network of enterprises that enlisted young women deemed to be unruly or debauched in unpaid, disciplinary labour; and,
a series of other destinations, including Indian hospitals, private institutions, homes for unwed mothers and penitentiaries.

The latter includes a form of servitude known as the “working out” system, in which Indian residential schools and government Indian agents brokered children’s placements as manual labourers on farms and various other worksites. As well, the report highlights the Cecil Butters Memorial Hospital, a private facility where Indigenous children with Down Syndrome were contracted out for medical/scientific research.

This wide range of possible fates compounds the challenges for families and communities attempting to learn what happened to their children. It also extends obligations to seek, acknowledge and publicly share those details beyond the parameters of the former residential school system.

“The government would apprehend the children from their communities, put them into Indian residential schools and they would be transferred from those institutions to Indian hospitals, mental health asylums, prisons, reformatories — it’s a very long list,” Murray said. “We know the children were taken elsewhere and died elsewhere and are buried in burial sites all over Turtle Island, and the families don’t know where they are.”

Impediments to the search

Fragmented and/or inaccessible records, hindered access to burial sites and the logistics of finding graves and identifying individuals within mass graves all pose obstacles for searchers. Institutions typically imparted little or no information to inhabitants’ families and internal record-keeping was often incomplete, inaccurate or deliberately deceptive.

Approximately 5 million records from the parties to the national residential schools settlement agreement now reside with the National Centre for Truth and Reconciliation, but they remain subject to rules regulating privacy and access to information — creating costs, bureaucracy and the possibility of denied requests. A trove of other pertinent documents are still held by churches and other institutions and organizations.

“We have many issues with Indigenous data sovereignty. Records about Indigenous people are all over the country, not in the control of Indigenous people,” Murray said. “Records are so important for the tracing of the children — like provincial records, university records and some very important institutions. A lot of universities were involved in the medical experimentation. They all need to search their records and see what they have in relation to Indigenous children.”

Access to burial sites becomes more complicated when they are located on private property or are now part of municipal cemeteries where there is little receptiveness to exploration. If they ever existed, there are few grave markers left today. Pinpointing gravesites on sizable campuses typically requires a mix of historical evidence, topographical information and technological tools.

Murray cited the example of the residential school in Kenora, Ontario, where school officials’ correspondence reports that the original cemetery was full and second site would be established “across the road”, but with no other details of its whereabouts. Searchers generally begin with witness testimony.

“They are the children who had to dig those graves on those sites, or they remember where they were told: You can’t go over there; stay away from that area,” she recounted. “They are our witnesses and there’s an urgent need to have them share their experiences and what they know so we can record it to guide these searches. But many survivors still can’t speak about their experiences to this day. It’s too difficult for them.”

A call for upstanders

Beyond the mandate to provide informed advice to the Canadian government, Murray connects her work and reporting to the larger context of the Truth and Reconciliation Commission’s mission. That is to honour and seek justice for Indigenous peoples’ experiences in the residential school system and its nefarious offshoots; to undercover the truth about missing children; and to create awareness so all Canadians can know what happened.

From there, non-Indigenous residents of Canada will have to take the next envisioned steps toward reconciliation. Those are to remember, to care and to change.

“I encourage people to not be bystanders, but instead become upstanders,” Murray urged.

That builds from a foundation of awareness — as prospective upstanders acknowledge the systemic ideology of subjugation underpinning the residential school system, and the harms and ongoing trauma it has inflicted — but must also be translated into values and actions. Notably, Murray characterizes denialism as a “uniquely non-Indigenous problem” and thus assigns other non-Indigenous voices the responsibility for countering it.

“Upstanders speak up and address the denialism that is happening,” she advised. “Canada and the churches dehumanized the children in life and dehumanized the children after death by burying them in unmarked graves, often in mass graves and not according to their spiritual beliefs, and without informing their families. And it was all done, in many cases, just to save money. We have an ongoing need for full reparations in relation to the missing children.”

Indigenous-led project brings hope to East Hastings

A landmark Indigenous-led, mixed-use housing development is underway in Vancouver’s Downtown Eastside that’s set to bring 150 rental homes, 25 supportive housing and 80 shelter beds to market by late 2025. Named Ho’-kee-melh Kloshe Lum, which means “to gather, good spirits”, the cojoined towers will prioritize Indigenous residents and include larger family-oriented homes, ceremonial space, support services, and other key amenities.

One year after construction began in August, 2023.

Construction on the $97-million project kicked off more than a year ago, but the vision originated in 2009, when Susan Tatoosh, executive director at Vancouver Aboriginal Friendship Centre Society (VAFCS), became a force for combatting housing insecurity in the beleaguered Eastside neighbourhood. Located at 1607 East Hastings Street, VACFS’s headquarters has long been rooted in the highest concentration of Indigenous Peoples in Vancouver, offering an array of services from the Centre including health and welfare programs, cultural education, human rights advocacy and recreational activities.

While Ho’-kee-melh Kloshe Lum is a huge undertaking for VACFS compared to past housing projects, it’s also a symbol of hope—and a testament to what can be achieved with a strong vision, strong leadership, and a shared commitment to tackling Vancouver’s homeless crisis. The project is the result of a partnership between the Province of BC, the federal government, the City of Vancouver, the Aboriginal Housing Management Association, and VAFCS, with development support from Western Canadian Properties Group and M’akola Development Services.

“We are proud to work in partnership to demonstrate ‘Reconciliation in Action’ and our shared commitment to upholding the United Nations Declaration on the Rights of Indigenous Peoples by providing culturally safe, affordable and accessible housing that is operated by and for Indigenous Peoples,” Tatoosh said at the ground-breaking ceremony in August 2023. “We are excited to welcome community members to an environment where Indigenous placemaking is prioritized and our community members see themselves when they walk through the door.”

Rendering of Ho’-kee-melh Kloshe Lum, courtesy of Low Hammond Rowe Architects.

Operations and funding

When complete, Ho’-kee-melh Kloshe Lum will feature a café and a Klatawa DIY bike shop—both to be operated by VAFCS in addition to the supportive and affordable homes. Residents and visitors will have access to a courtyard, a rooftop multi-purpose room and a multi-level day centre offering a library, an art studio, counselling spaces and other services.

Funding-wise, $57.27 million was supplied through BC Housing, including $34 million through the Supportive Housing Fund and $23 million in Affordable Rental Housing grant funding. The federal government provided $22 million, including $19 million in co-investment funding through the Canada Mortgage and Housing Corporation and $3 million from the Indigenous Community Infrastructure Fund. The City of Vancouver contributed $4.6 million in combined grants and fee waivers, as well as the land for the project, which was valued at $13.3 million under a nominal-fee leasehold agreement.

Since 2017, M’akola Development Services (MDS) has been working with VAFCS and BC Housing as a development consultant on the project, helping to guide future programs that will support guests and residents on their journey to wellness, stability and independence. The development was designed by Low Hammond Rowe Architects, a Victoria-based partnership specializing in large residential projects throughout BC.

Susan Tatoosh is an Elder of Shuswap ancestry and a member of the Hupacaseth First Nation of the Nuu-chah-nulth Tribal Territory.

More Indigenous housing projects coming to B.C.

In other development news, more than 1,600 new affordable rental homes are coming to British Columbia for Indigenous people, both on and off reserves. The homes are part of the Building BC: Indigenous Housing Fund (IHF), a $1.7-billion provincial program, administered by BC Housing to support the government’s target of delivering 3,500 homes for Indigenous families, elders, individuals and people with disabilities.

The new homes will include 41 on- and off-reserve projects that will provide 1,662 affordable rental homes; this includes 667 on-reserve homes for First Nations members and 995 off-reserve homes for Indigenous people.

When the IHF was launched in 2018, B.C. became the first and only province in Canada to invest in First Nations’ housing on reserve, a federal jurisdiction. With this latest project selection, more than 3,220 IHF homes are now open or underway.

“With each new home built through the Indigenous Housing Fund, we are taking meaningful action to address the critical need for culturally supportive shelter and foster a lasting vision of community and resilience for First Nations in British Columbia,” said Regional Chief Terry Teegee of the BC Assembly of First Nations.

Through the Indigenous Social Housing Management Agreement, operating agreements with off-reserve Indigenous non-profit housing organizations will be administered by the Aboriginal Housing Management Association (AHMA). AHMA is the first for Indigenous, by Indigenous housing authority established in Canada. Its members manage more than 95 per cent of all Indigenous-housing units located off reserve in B.C.

Today’s top challenges for facility managers

For facility managers, the job continues to evolve as priorities shift and recovery from post-pandemic conditions persists. From deferred budgets to sustainability to technology and labour, facility managers are dealing with many new and continuing challenges as they perform their daily duties.

Environmental

Going greener is something that many companies are mandating, from equipment to cleaning and more. Studies show that buildings contribute about 40 per cent of global carbon emissions, and facility managers can impact those numbers with their actions. As facility managers are tasked with prioritizing ESG goals, using green products, and adding sustainable practices, it may become more difficult for managers to continue to demonstrate ROI and perform to budget.

Technology

With so much technology emerging and smart buildings growing in popularity, facility managers are faced with transforming operations to embrace the digital world and bridge the gap between existing infrastructure and today’s digital solutions.

And when the investment is made and technology is added, managers are tasked with upskilling teams to maximize the results of that investment.

Labour

As in many other sectors, facility managers are dealing with gaps in skillsets, absenteeism, candidate shortage, high turnover, and low morale. With such a diverse skill set required, many managers are finding it difficult to find qualified candidates. As well, with the rise in remote work, facility managers may have difficulty filling full-time in-person positions. According to the International Facility Management Association (IFMA), the average age of today’s facility manager is 49, and within the next decade, half of the workforce will be retired. As we look to the future, professionals are concerned with how to attract the next generation of candidates to fill their spots.

These issues are on-going, but in this ever-evolving field, opportunities abound for the next generation of managers. Today’s labour shortages make way for an exciting field of employment for the interested, qualified candidates of tomorrow.

BOMA Canada awards industry’s best for 2024

The Building Owners and Managers Association of Canada (BOMA Canada) presented its national awards on September 25, 2024, during its annual BOMEX conference. It was a spectacular event. Before announcing the winners, it is important to acknowledge that the land on which they gathered for the conference, in Vancouver, British Columbia, was on the unceded Coast Salish territory of the Musqueam, Squamish and Tsleil-Waututh peoples.

Hosted by award-winning emcee and radio/TV personality Kevin Lim, the evening’s top honours—TOBY Awards for Outstanding Building of the Year—were issued to twelve recipients. Judging criteria for the prestigious award includes building standards, tenant relations, energy conservation, personnel training, emergency preparedness, and more.

In the corporate facility category, 180 Queen Street West in Toronto, managed by GWL Realty Advisors Inc., took home the TOBY, while 650 West Georgia Street in Vancouver, B.C., also managed by GWL Realty Advisors Inc., won the award in the renovated building category.

Winning the TOBY for best historical building was 143-145 King Street East in Toronto, managed by Northam Realty Advisors and owned by 133 King Street East, while Northwoods Business Park; 2155 Dollarton Highway in North Vancouver, managed by QuadReal Property Group and owned by by bcIMC Realty Corporation & Northwoods BP Holdings, won the TOBY in the industrial category.

On the retail front, 1015 Lakeshore Boulevard East in Toronto, managed by CT REIT, received a TOBY in the open air/strip mall category. Northgate Village Shopping Centre at 3433 North Road in Burnaby, B.C., managed by GWL Realty Advisors Inc., won the award for enclosed mall under 1 million square feet.

Turning to the office category, a TOBY award in the suburban office park (low rise) category went to Broadway Tech Centre, located at 2955 Virtual Way in Vancouver, B.C., managed by QuadReal Property Group. 2630 – 2680 Skymark Avenue in Mississauga, Ont, managed by Crown Property Management Inc., won for top suburban office park (mid-rise).

For properties under 100,000 square feet, the TOBY was presented to 245 Yorkland Boulevard in Toronto, managed by Northam Realty Advisors Ltd. In the 100,000 to 249,999 square feet category, the winner was Renfrew Business Centre in Vancouver, managed by Epic Investment Services (BC) Inc.

Taking the top prize for buildings between 250,000 and 499.999 square feet was 151 Yonge Street in Toronto, managed by GWL Realty Advisors Inc.

Lastly, for buildings over one million square feet, the TOBY winner was Southcore Financial Centre in Toronto, managed by QuadReal Property Group.

PINNACLE AWARDS

The Pinnacle Awards recognize role model CRE companies that demonstrate standards of excellence in innovation, teamwork, and outstanding service and commitment to clients.

This year’s above and beyond category went to Transcona Roofing in Winnipeg, Manitoba.

QuadReal Property Group’s Commerce Court in Toronto was recognized in the customer service category, while the award for innovation went to Hallmark Housekeeping Services in Toronto

INDIVIDUAL AWARDS

For the individual recognition awards, past BOMA Canada Chair Award recipient Cheryl Gray announced that Lynn Heaston of Colonnade BridgePort in Ottawa, won the Elaina Tattersdale Sustainability Champion Award for her commitment to pursuing sustainability within the commercial real estate industry.

Earning the title of 2024 Emerging Leader of the Year was Brandon Cosman of PMC Energy Ltd. in Fredericton, New Brunswick., while the Randal Froebelius Member of the Year award went to Erin White of BentallGreenOak in Edmonton.

Linda Carbone was the proud recipient of this year’s prestigious Chair’s Award, for her exemplary service to the commercial real estate industry and BOMA Canada.

RICK HANSEN FOUNDATION ACCESSIBILITY CHALLENGE AWARD

In 2019, BOMA Canada launched the Rick Hansen Foundation Accessibility Challenge Award as part of its commitment to creating a world without barriers through meaningful accessibility in the built environment. This year’s award was presented to Pacific Blue Cross in Burnaby, managed by GWL Realty Advisors Inc.

Winners of the Rick Hansen Foundation’s Buildings Without Barriers accessibility challenge were also announced. The commitment award was bestowed as a three-way tie between GWL Realty Advisors Inc, The Cadillac Fairview Corporation Ltd. and Choice Properties, each having had the most sites rated in the past year as part of the challenge.

First West Credit Union’s Penticton Regional Office in Penticton, B.C., won for most improved, while the innovation prize went to MacOdrum Library – Carleton University in Ottawa, managed by Carleton University.

BOMA BEST AWARDS

The BOMA BEST Prestige Awards celebrate high scoring achievement in each of the BOMA BEST certification asset classes from across the country. The winners are:

Oshawa Centre in Oshawa, Ont, managed by JLL Canada in the enclosed shopping centre category;
Uptown in Victoria, B.C., managed by Shape Property Corporation, for open air retail;
Cochrane Community Health Centre in Calgary, managed by BGO, in the health care category;
Amazon YEG1, Nisku, Alberta, managed by Hopewell Real Estate Services, in the light industrial category;
FORTE, Vancouver, B.C., managed by BGO, in the multi-unit residential category;
BP Centre, Calgary, managed by QuadReal Property Group, for office under 1 million square feet;
483 Bay Street, Toronto, managed by Northam Realty Advisors Ltd, for an office over 1 million square feet; and
NSCC Pictou Campus, Stellarton, Nova Scotia, managed by Nova Scotia Community College, in the universal category;

This year, BOMA Canada introduced a new BOMA BEST Spotlight award to celebrate a team’s commitment and the building’s sustainability journey. By highlighting the winner’s best practices and innovative approaches BOMA Canada’s aim is to inspire others to adopt similar strategies. This year’s winner was Park Place Shopping Centre in Lethbridge, Alb., managed by Primaris REIT.

An incredible milestone was also celebrated for BOMA Canada’s iconic BOMA BEST program. Royal Bank Plaza at 200 Bay Street in Toronto, managed by Colliers, is BOMA BEST’s 1 billionth square foot of BOMA BEST certified space.

ACCREDITED VENDORS

For the third year in a row, BOMA Canada recognized BOMA Plus Accredited Vendors at the gala. Both Jani-King of Ottawa and 10201090 Canada Ltd DBA Authorized Jani-King Franchisee were celebrated for reflecting the standards that owners and managers expect from their janitorial service providers.

LAUNCH OF BOMA CANADA ENSPIRE PROGRAM

The launch of BOMA Canada’s new $25-million BOMA Canada Enspire program was celebrated by Benjamin Shinewald, President and CEO of BOMA Canada, who thanked Natural Resources Canada and the Deep Retrofit Accelerator Initiative for its amazing support of BOMA and the industry.

A NEW CHAIR

The evening ended with the announcement that Avison Young’s Neil Lacheur, Executive Vice President of real estate management services for Canada, will take the helm as the new BOMA Canada Chair.

Members can look forward to next year’s gala, taking place in Halifax. Announcing the event details, John McKenzie, President of BOMA Nova Scotia, said a dedicated team has been working on the planning and is excited to bring BOMEX back to the east coast on September 15-17, 2025.

For the complete list of 2024 winners, click here.

SOS issued for Ukraine’s energy infrastructure

Global leaders are calling for funds, equipment and hands-on technical expertise to help mend Ukraine’s besieged energy infrastructure ahead of winter. A communique issued in conjunction with the in-progress 2024 UN General Assembly in New York City also underscores the safety concerns arising from Russia’s continued control of the Zaporizhzhia nuclear power plant, located in territory the invader has seized from Ukraine.

“We emphasize that any use of nuclear energy and nuclear installations must be safe, secured, safeguarded and environmentally sound,” declares the joint statement from the 20 member states of the G7+ Ministerial. “We strongly condemn Russia’s continuous missile and drone strikes against Ukraine’s energy infrastructure and cities across Ukraine, which have escalated since March 2024 and severely threaten Ukraine’s energy security and the Ukrainian people’s access to critical services, including electricity, heat and water, during the cold winter months.”

Ongoing destruction is also considered a destabilizing risk for neighbouring Moldova, which is landlocked between Ukraine and Russia. “We are convinced that rebuilding Ukraine’s energy system in the short- and long-term is in the interest of enhancing global energy security and sustainability,” asserts the communique, which followed from a G7+ meeting jointly chaired by Italy’s Deputy Prime Minister, Antonio Tajani, and the United States Secretary of State, Antony Blinken.

Governments, non-governmental organizations and the corporate sector are urged to assist with: critical repairs to power plants and district heating systems; the deployment of new distributed generation systems and emergency backup power; and implementation of passive protections for energy infrastructure

Financial support can be channelled via the Ukraine Energy Support Fund, established under the auspices of the European Commission and managed by the Vienna-based Energy Community Secretariat. Thus far, €629 million (CAD $943.5 million) has been pledged with €493 million (CAD $739.5 million) actually transferred to the fund.

Vancouver updates short-term rental rules

Vancouver City Council approved updates to the short-term rental policy, aligning it with the recently enacted Short-Term Rental Accommodations Act.

The definition of a short-term rental will be changed from less than 30 days to less than 90 days. Long-term rental licence holders who are currently renting their property for periods between 30 to 90 days will need to either apply for a short-term rental licence, if they meet all requirements, or extend their rental terms to more than 90 days and continue to operate using their long-term rental licence. These updates are expected to be enacted on October 8.

The City will also be requesting that the province amend the Vancouver Charter to allow municipal tickets to be served by registered or electronic mail.

Vancouver adopted these regulations back in 2018 and has made updates over the years. To operate a rental, such as an Airbnb or Vrbo, the property must be an entire home or room within a home that is rented for less than 90 days. It must also be licensed to the person who resides in the property, as well as a principal residence. Vacant units, including secondary units or laneway homes, cannot be rented out short-term.

In early 2025, all short-term rental operators will be required to enroll in the provincial registry, which will enhance data sharing and compliance monitoring. As of September 12, 2024, residents can apply and obtain a long-term rental licence completely online.

BCCA launches campaign for fall election

The British Columbia Construction Association (BCCA) has launched a new campaign to educate and inform voters as the province heads into the fall election.

BuildersVote.ca provides a centralized location where voters can hear directly from party leaders on their plans to address issues affecting the construction industry. Over the coming days, BuildersVote.ca will outline each party’s commitments on how they would support the construction industry and its workers.

“We’re in the midst of a housing crisis, and B.C.’s construction industry plays a pivotal role in addressing this,” said Chris Atchison, president of the BC Construction Association. “The strength of any party’s policy to solve this crisis depends on the people who literally build B.C. Voters and those who make up our industry deserve to hear where parties stand on these issues.”

Construction industry employers and workers from across B.C. contributed their thoughts on what questions to pose to the party leaders. The questions focus on six main themes: the business of construction, housing affordability and availability, skilled labour shortage, the environment, health care, and education.

All provincial party leaders have been provided an opportunity to respond to questions on how they plan to support builders and their families. Answers from BC NDP Leader, the Honourable David Eby are now live, while answers from the Conservative Party of BC Leader John Rustad, and BC Green Party Leader Sonia Furstenau, will be live over the coming days. Additional campaign components will be released on social media and other avenues as the election campaign gets underway.

“Members of B.C.’s construction workforce are pillars of our economy and make up a significant voter base in our province,” emphasized Atchison. “This campaign offers voters, including business owners, workers and their families, a critical opportunity to understand how different parties seek to support the construction industry, not just on the job, but in their communities and at home.”

First phase of The Laurels launches in Milton

The first phase of The Laurels in Milton, Ontario, is underway. The seven-building multi-residential project is among a trio of developments that Mattamy Homes is launching this fall across the Greater Toronto Area.

Future residents of the 14-storey tower can expect geothermal heating and cooling, 5,000-square feet of retail space for a “Main Street feel,” a yoga studio, gym and party room.

The builders are also touting “efficiency and affordability.” Out of the 216 units, sixty per cent will be one-bedroom with dens, with prices starting in the $500,000’s. The condo is expected to begin occupancy in fall 2027, with full build-out by 2029.

Once the whole community is complete, it will bring 1,768 residential units to the area, at Britannia Road and Regional Road 25, and offer up to two-bedroom plus den suites.

For this first phase, CORE architects designed it as a central node, with retail frontage and a promenade that blends into the adjacent Natural Heritage System.

Brian Laye, partner at CORE Architects, says the design is meant to reflect the “natural beauty of Milton. “The promenade along the NHS will provide a peaceful, beautiful space for residents to enjoy, making it a focal point of the entire community,” he said. Plans for all buildings entail brick bases to create a sense of warmth.

Other fall project launches by Mattamy include ClockWork at Upper Joshua Creek phase four in Oakville and The Clove in Etobicoke. “With The Laurels, we are excited to continue delivering housing that is not only attainable but also sustainable, well-designed and connected to the natural beauty of the area,” said Niall Haggart, president of Mattamy’s GTA Urban Division.

Launching your commercial cleaning business

Launching a business is exciting and scary, as you embark on a new venture. Commercial cleaning can be a lucrative way to generate income, become your own boss, and create a legacy for the next generation. This may seem like a daunting endeavour at first but take it one step at a time to build a solid foundation for your business.

Here are some tips to get you started on the path to making your brand-new commercial cleaning business a success:

Decide on an independent business or whether franchising makes more sense for your goals. Look at the financial structure, profit margin potential, branding, and more to decide which works best for you.
Define your services and your ideal customer. Knowing what you offer and to whom will help you develop your brand, create a marketing strategy, and qualify customers for your business.
Take care of the administration: register your company, get licensing, set up accounting software, and invest in insurance to protect your business. Do your research to determine any other requirements in your area to get you started.
Get trained. Look for training courses by associations like ISSA to build your knowledge and better compete in the marketplace.
Invest in equipment and products to get you started. You may not have enough capital at the beginning, but starting small can help build your budget as you grow. There may also be government business loans, grants, or tax refunds you can take advantage of as a new business owner that can help with your initial investment.
Decide on a pricing strategy. You may want to charge by the hour, based on square footage, a flat fee per room, depending on your business structure and your potential clients. Practice costing jobs by estimating the amount of time and labour it will require, calculate expenses (salary, overhead, any other fees) and factor in profit margin to develop a guide.
Hire staff as needed, based on volume and revenues. Post jobs on reputable sites, describe positions clearly, and advertise the salary to attract the right candidates.
Market your company through social media, Google business listing, local flyers, cold calling, visit companies to introduce yourself, and get creative with generating business for your company.

In 2023, there were more than 2.1 million workers in cleaning occupations in the United States – and it’s an industry that continues to grow, offering the opportunity for new owners to generate revenue and build a business. Follow a step-by-step process to make your new commercial cleaning company a success.

Equity partnerships generate net-zero progress

As the rights-holders to strategic lands, prospective Indigenous proponents of clean energy projects can be at ground zero for net-zero. A newly released primer from the First Nations Major Projects Coalition (FNMPC) — a non-profit collective of more than 170 First Nations across Canada that provides support for wholly owned ventures or equity partnerships in infrastructure developed within members’ traditional territories — highlights the opportunities and some illustrative generation, storage and transmission projects.

Collectively, Indigenous peoples are already the third most invested owners in Canadian clean energy assets, after governments and utilities. Strategies to expand that stake can align with self-governance, economic reconciliation and development, environmental stewardship and climate change response.

“Indigenous nations in Canada expect to be full economic beneficiaries of electrification,” the introduction to the primer affirms.

Initially, investment opportunities are expected to be most plentiful in established clean energy technologies like solar, on-shore wind, biomass, geothermal and hydroelectric generation, and associated services like energy storage and transmission. Some early examples of wholly owned enterprises include:

Tu Deh-Kah Geothermal, a 15-megawatt (MW) generating facility in Fort Nelson, British Columbia, which will replace the gas-fired power plant now serving communities of the Fort Nelson First Nation;
Five Nations Energy, one of Ontario’s five licensed electricity transmission companies and the developer of the 270-kilometre Omushkego Ishkotayo Project, delivering electricity to the communities of Attawapiskat, Fort Albany, and Kashechewan; and
Groupe ADL, a company of the Mashteuiatsh First Nation, developing biomass fuel as the owner of Quebec’s largest wood pellet plant, Granules LG.

As well, Saskatchewan-based Cowessess First Nation owns a 95 per cent majority interest in Awasis Solar, a 10-MW solar photovoltaic generating facility with a 20-year agreement to sell power to SaskPower. The arrangement with the minority owner, Elemental Energy, will also give its Indigenous partner the opportunity to acquire full ownership after five years of commercial operations.

Examining the rationale for Indigenous equity stakes in both small and large-scale clean energy projects, FNMPC reiterates the “legal and socio-economic precedents” that underpin an obligation for any infrastructure proponent to engage in meaningful consultation and obtain informed consent from Indigenous peoples prior to beginning a project on their lands. Canada is a signatory to the United Nations Declaration on the Rights of Indigenous Peoples (UNDRIP), while the Truth and Reconciliation Commission’s call to action 92 urges the corporate sector to likewise apply UNDRIP principles for respectful business relationships that can convey long-term sustainable economic benefits to the Indigenous communities that host and provide labour and/or a market for outside enterprises.

From potential partners’ perspective, receptive communities can enhance a deal’s outcomes with valuable insiders’ connections and an expanded network of potential business opportunities. FNMPC stresses that it is an opportune time as global economies strive to shift to low-carbon production and deliver the capacity for required wide-scale electrification of transportation, manufacturing and building operations. Flawed engagement risks derailing projects, while true collaboration can shave time off that process.

“Given that any new net zero project will be hosted or built on Indigenous lands, the centering of Indigenous peoples’ rights and self-determination must anchor the now quickly unfolding electrification era in Canada,” the primer states. “Without full participation of Indigenous people, clean energy projects are not likely to be completed in time to meet Canada’s net zero target timelines.”

Henvey Inlet First Nation Wind Energy Centre, a 300-MW wind farm on the northeast shore of Ontario’s Georgian Bay with an associated transmission line, is a prominent example of an equity partnership. Developed with Pattern Energy, it is Canada’s largest Indigenous wind energy project to date.

Parc éolien Apuiat, a 200-MW wind farm on Uashat Mak Mani-Utenam First Nation territory in Quebec is another large-scale wind project. The Innu nation is a 50 per cent joint owner with the Quebec-based energy company, Boralex and, together, they have secured a 30-year contract to sell power to Hydro-Québec.

The primer also cites examples of Indigenous co-ventures in energy storage and hydroelectric projects, and examines a range of emerging technologies including nuclear small module reactors, hydrogen, tidal and wave energy and carbon capture, utilization and storage (CCUS). As well, it outlines some of the considerations that prospective energy project proponents may choose to apply in assessing the technologies and business models that are most suitable for their resources and ambitions.

FNMPC stresses that the new primer is meant to set out the big picture and does not delve deeply into financial or legal details. However, as the provider of business capacity support to a collective that has 17 projects in progress, representing total Indigenous capital investment of $30 to $40 billion, it has an extensive library of guidance on myriad aspects of project development.

Fall pavement maintenance

Fall is the perfect time for a proactive approach to the exterior of your building. The pavement in your parking lot can deteriorate over time due to weather changes and regular traffic, creating unsightly areas and potentially dangerous hazards for your business. Maintaining your paved surfaces regularly can help keep your property safe, look its best, and save on larger expenses down the road.

Sealing joint sand cracks

Addressing issues as soon as they arise is one way to keep them small and relatively inexpensive. Keeping water from infiltrating your pavement is key to longevity and performance, so filling any cracks as part of your maintenance plan will help keep the water out. Contact a professional to seal these cracks either using hot rubberized asphalt, a routing and sealing method, or by applying an asphalt overlay.

Monitoring drainage

Another important step in keeping your pavement dry and in good condition is to ensure that you have the proper drainage so that water does not sit on the surface. Keeping the drains clear of leaves and debris will allow water to flow properly, helping to lengthen the lifespan of your pavement. As the weather cools, puddles from insufficient drainage also present a possible slipping hazard, so this is a concern for safety, too.

Applying a coating

Adding a layer of sealcoat can help protect your pavement, similar to adding a finish to your flooring. It provides a layer of protection that guards your asphalt from UV radiation, air oxidation, chemical spills, and moisture problems. This process also rehydrates the asphalt to keep the surface flexible, helping to reduce the amount of crack formation. For maximum results, reseal coat your pavement every few years as it deteriorates.

Keeping it clean

Often, the maintenance plan does not include cleaning paved surfaces. However, regularly cleaning asphalt will significantly enhance its look, lifespan, and performance. To clean your pavement, sweep it regularly with a stiff-bristled broom, and pressure wash it to remove additional dirt and debris.

Proactively maintain your pavement this fall to lengthen the lifespan of your investment. Address cracks as soon as they happen, assess your drainage, create a coating schedule, and keep it clean for best results. A tidy and well-kept parking lot could mean improved curb appeal, a smaller risk of accidents, and less expense over the long haul.

Toronto updates vacant home tax program

City of Toronto officials unveiled several proposed changes and enhancements to the vacant home tax program. About 820,000 properties currently require an annual declaration of occupancy status as part of the program.

Property owners will have a longer time to declare occupancy, from November 1, 2024 to April 30, 2025, and be able to do so through a more user-friendly online portal.

The city is also introducing a dedicated Customer Care Centre for declaring by phone through 311, with support available in 180 languages. There will also be an option to submit declarations in person at tax and utility counters located at Toronto City Hall and the civic centres.

Property owners who don’t provide their email address during the online declaration can print or save the confirmation page, which now includes a confirmation number. Those declaring by phone will also receive a confirmation number. Owners who declare by phone or those without access to a printer can call 311 to request a printed confirmation be mailed.

City staff said the late declaration fee remains waived for now, while the process for issuing vacant home tax bills is more data-driven so the City’s CFO can delay sending bills if the overall declaration rate falls short of expectations.

The staff report, Redesigning the Vacant Home Tax Program and Supporting Housing Supply, will be presented to Toronto City Council in October for consideration.

A showcase for mass timber

wək̓ʷan̓əs tə syaqʷəm Elementary School is the Vancouver School Board’s first completed school to be constructed entirely of prefabricated CLT (cross-laminated timber) panels, a material that reduces embodied carbon and makes for a calm and inspiring learning environment. The school (formerly Sir Matthew Begbie) is part of a Vancouver School Board pilot project to assess the possibilities of mass timber for future schools.

HCMA architecture + design designed the school for how children learn today. Bright, open spaces and learning communities encourage focus and collaboration, while thoughtful additions such as alcove and window seating offer moments of quiet and retreat.

With its abundant natural light and extensive use of wood, the interior has a fundamental, grounded quality, complemented by views across the site and beyond to the city and Coast Mountains.

The school’s new hən̓q̓əmin̓əm̓ name means “the sun rising over the horizon” and was gifted by Musqueam Indian Band, who took inspiration from the Hastings Sunrise neighbourhood where the school is located and, like a sunrise, the new beginning for this school community.

“wək̓ʷan̓əs tə syaqʷəm Elementary School is a departure from the dark, insular schools of the past. Here, we have natural light and open spaces, textural and tactile surfaces, and places for learning, collaboration, play, and quiet retreat. Our goal was to design a place of learning that children deserve, where they feel comfortable, inspired to collaborate, and safe to explore, where they can play loudly in the gym, or find a quiet alcove to recharge,” said Karen Marler, principal, hcma architecture + design.

The 36,436 sq ft school accommodates 340 students and is located in a predominantly single-family residential neighbourhood in northeast Vancouver.

Exposing as much CLT as possible within the school was a key design goal. Its appearance unifies all the interior spaces, including classrooms, hallways, the library, multipurpose rooms, and gymnasium. The exposed mass timber brings the outdoors inside and connects students with nature. With Canadian mass timber as its primary structural material, the K-7 school is a showcase for how locally sourced engineered wood can both reduce embodied carbon and act as a compelling design feature.

At the centre of the four volumes, a glazed, double-height atrium forms the social heart of the school. A feature stair – including honeycomb alcove seating tucked within it – leads up to the second storey and a connecting bridge that overlooks the gathering space below.

The compact, legible cruciform floor plan divides the two-storey building into four volumes, and segments the school into smaller, defined quadrants that operate at a relatable and appropriate scale where children can feel comfortable.

Unlike more traditional school design, the floor plan opens up circulation and avoids narrow hallways. The result is a school unified by shared spaces that encourage collaboration among students and teachers.

Creating company culture in cleaning and maintenance

Company culture needs to be a vital part of your labour management strategy. Not only does a positive culture help you hold on to long-term employees, reducing turnover and training costs, but it is also a draw for new top talent. Facility cleaning and maintenance does not just mean performing all required duties, it includes creating an environment where employees can thrive, grow, and perform their best.

“Workplace culture is not just about sticking a list of values on a wall in the break room and then going about your day,” says Michael McCarthy, an instructor at Harvard DCE Professional & Executive Development and host of the “Happy at Work” podcast. “It’s a commitment that every person in the organization, including senior leadership, will model their behaviour to support those values.”

It is estimated that we spend about one-third of our lives at work, and it is important for businesses to do their best to create an environment where employees feel supported, motivated, and valued.

Focusing on engagement

Studies show that companies with engaged employees are 18 per cent more productive and 23 per cent more profitable. Keeping your teams engaged also leads to more motivation, better customer service, and less employee turnover. Soliciting feedback is one way to keep teams engaged, showing that you care about their opinions and are striving to improve your workplace. Activities like team building, hosting company events, and participating in charitable endeavours can help build relationships and foster an inclusive, positive community for your staff.

Prioritizing well-being

According to the American Psychology Association’s 2023 Work in America Survey, 57 per cent of workers are experiencing work-related stress associated with burnout, including emotional exhaustion, irritability, and anger.

Caring about your employees means creating an environment where they can be their best, physically and mentally. Making work-life balance a priority, providing access to healthcare, encouraging healthy practices, and offering support for mental health all show your teams that you care about their well-being.

At the same time, a healthy team is a well-performing team with greater focus, better results, and reduced absenteeism. Invest in the health of your employees to help provide a positive workplace and keep them at the top of their game.

Promoting growth

Encouraging your team to grow and improve is a win-win: they move up the ladder and you retain talented team members. Invest in training and develop programs to help build team skills, grow your business, and improve your customer experience. This approach sends a message to your teams that you are interested and invested in their long-term success, and endeavours like mentorships and continuous learning support your team’s goals while improving their skills.

Recognizing excellence

It’s important to remember that your team is the heart of your business. Globally, only one-in-four employees “strongly agree” that they have been recognized for good work or improvement in the last week, however, studies show that if that number were doubled, businesses could experience nine per cent higher productivity and 22 per cent less absenteeism. Rewarding excellence, celebrating employee milestones, and encouraging peer recognition are all ways you can create a positive and supportive company culture.

Train leaders

A positive company culture requires support from your management team to execute your strategy and communicate with the rest of the teams. Train your leadership on the importance of company culture, your mission and values, and how to support the goals you’ve created. Be sure to focus on engagement, well-being, growth, and recognition with your leadership teams, too, so they understand the process, pass it on, and enjoy the company culture you’ve created.

Only 20 per cent of senior leaders say that recognition is a major part of their strategic planning, so making this part of your company practices can also give you a leg up on the competition.

Moving forward

Research by The Society of Human Resource Management shows that employees with a strong sense of belonging at their workplace were 2.5 times less likely to feel burned out from their work. Similarly, employees who feel they can be their authentic selves at work are 2.5 times less likely to feel emotionally drained.

Creating a positive company culture with engagement, well-being, growth, excellence, and training can help your cleaning and maintenance employees thrive and your business grow.

Toronto asks post-secondary community for housing ideas

Toronto is launching an engagement program for staff, faculty and students within the city’s post-secondary institutions to share their ideas for housing opportunities.

The outreach is part of the Academic Housing Strategy, under the City’s HousingTO 2020-2030 Action Plan and the Housing Action Plan (2022-2026) to address challenges and ensure access to affordable housing options.

Participants can offer thoughts through an online survey, which closes on Friday, November 1. The city also plans on gathering insight and developing innovative solutions through onsite campus interactive sessions in October, focus groups and interviews with experts.

“Students, faculty and staff have the best advice when it comes to building housing to serve the academic community,” Mayor Olivia Chow said in a recent statement. “I look forward to hearing from students, teachers and all members of Toronto’s academic community on how we can align with the City’s housing targets, and how we can work together to engage the provincial and federal governments to build more homes.”

Nova Scotia extends rent cap, amends RTA

The Province of Nova Scotia has extended its five per cent rent cap to December 31, 2027, in addition to announcing other amendments to the Residential Tenancies Act.

Changes include: new and clearer conditions for when landlords can end a tenancy; prohibiting tenants from subletting their unit for more rent than they are paying; permitting the Province to publish all or part of the residential tenancies director’s orders issued after a hearing; new requirements for landlords to provide email addresses if their tenants also provide them; establishing a common anniversary date for land-lease communities for changing or implementing rules, and posting rules in an area that is accessible by all community tenants.

“Given the challenges we’re facing in our rental market, we need to consider the increased costs that landlords face managing their properties,” said Colton LeBlanc, Minister of Service Nova Scotia. “We need to balance this and extend the cap to help renters who are facing rising costs due to inflation. We’re also making changes to address rental arrears eviction timelines, problem tenants and sublets, and we’ll continue to keep a close eye on the rental market and on the needs of tenants and landlords in Nova Scotia.”

According to the government, changes to the Residential Tenancies Act will shorten rental arrears eviction timelines to align Nova Scotia with other Canadian provinces, allowing landlords to begin the eviction process after three full days of lapsed rental payment. Tenants would then have 10 calendar days to pay their rent or dispute the eviction notice. Nova Scotia currently has the longest eviction timelines in the country, with landlords required to wait 15 days after rent is late to file an eviction notice and tenants given another 15 days to pay their rent in full or dispute the eviction notice.

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ASHRAE Building Decarbonization Conference

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