Acquisitions propel credit rating actions

An uptick in acquisitions underpins a flurry of credit rating actions and a generally upbeat assessment of the North American corporate real estate market in the second quarter of 2026. A newly released summary from the credit rating agency, Morningstar DBRS, reports a 10-year high in its quarterly action output, represented in 18 reviews of public-rated real estate entities this spring.

The agency’s Q2 work translated into one negative, three positive and 14 neutral credit rating actions. Analysts link this to debt reduction and/or acquisition of assets at a price-point below their net asset value. Overall, the agency predicts real estate issuers will maintain or “slightly improve” their credit ratings in the coming months despite current economic volatility.

The summary highlights three notable credit rating actions linked to transactions, including:

Choice Properties REIT, confirmed at a BBB high rating with positive trends following announcement of a pending deal to acquire a subset of First Capital REIT’s real estate portfolio;
Chartwell Retirement Residences, upgraded to a BBB rating with stable trends following announcement of a joint venture with Fengate Capital to acquire a 30 per cent interest in the Seasons Retirement Communities portfolio; and
Morguard Corporation, upgraded to a BBB low rating with stable trends following the announced acquisition of a multifamily portfolio in the Greater Toronto and Hamilton Area.

“In our view, acquisition activity in the recent quarter has been driven by a favorable environment as capital markets are healthy and management teams continue to reinvest in their respective core businesses,” the analysis states.

Meanwhile, the analysis notes a cross-border discrepancy in issuance arising from higher and more volatile interest rates in the United States. The agency has now revised its 2026 forecast downward — from the $13 billion of issuance envisioned at the end of Q4 2025 to a new projection of $10.5 billion. That’s based on the premise that this year will mirror 2025, when 53 per cent of issuance occurred in the first half of the year. The analysis concludes that debt capital markets “remain healthy and balanced”, but interest rate volatility is likely to persist in the United States.

“More likely, the less volatile Canadian benchmark interest rates are providing a more supportive environment for Canadian issuers accessing the domestic market,” it states. “Notwithstanding the near-term issuance environment, corporate real estate issuers continue to view senior unsecured bonds as an attractive source of capital, including the speed to issue, vis-à-vis rating mortgage debt and enhanced financial flexibility.”

A soaring success in Halifax

As Halifax Stanfield International Airport continues to grow as a key Atlantic gateway, its infrastructure must evolve to meet rising passenger expectations and international travel demands. Black & McDonald (B&M) recently played a central role in that evolution, completing major upgrades that modernize the airport experience while showcasing the company’s ability to self-perform complex, multidisciplinary work across mechanical and electrical systems.

According to Division Manager Blair Nickerson, B&M delivered the full mechanical and electrical scope of the project, working in close coordination with general contractor Pomerleau Construction. The team executed electrical and mechanical demolition, isolations, and HVAC disconnections before transitioning into new construction, with peak staffing reaching five electricians and six to eight mechanical team members on site.

At the heart of the upgrade is the airport’s new International Connections Facility — a transformation that fundamentally reshapes how international passengers move through Halifax. Previously, travellers arriving from abroad had to clear customs, collect their baggage, and re-enter security before catching a connecting flight. The new system allows baggage to be checked through to the final destination, enabling passengers to proceed directly to their next gate after clearing Canada Border Services Agency (CBSA). This streamlined process brings Halifax in line with major Canadian hubs such as Toronto.

Navigating a live airport environment

For the B&M team, working inside active international airports isn’t unusual, but it does introduce a unique set of challenges — challenges that reinforce the company’s safety-first culture and its ability to adapt in real time. In this case, operating in secure, high-traffic zones meant every task required careful coordination, precise timing, and constant communication with airport authorities.

Secure zone access was tightly controlled by CBSA, and fluctuating flight schedules dictated when crews could enter restricted areas. The team often had to adjust plans on the fly as aircraft movements, passenger volumes, and security requirements shifted throughout the day.

“There were days when we mobilized the crews, only to be told a flight was arriving and everything had to stop,” Nickerson said. “Plan A rarely survived the day.”

These unpredictable conditions demanded flexibility and discipline. Crews needed to be ready to pivot instantly — finding productive work elsewhere, reorganizing tasks, or re-sequencing activities to maintain progress without compromising safety or airport operations.

Despite the constant changes, the team maintained both schedule momentum and financial performance. Nickerson credits this to the professionalism and adaptability of everyone involved, noting that the project also highlighted Black & McDonald’s ability to self-perform across multiple disciplines — a capability he described as “one of our greatest strengths.”

Visually striking new space

Beyond its technical complexity, the completed facility stands out for its striking design. The interior features Indigenous-themed elements and aviation-inspired motifs, creating a bright, colourful, and welcoming environment.

“The lighting really brings the space to life,” Nickerson noted. “You don’t see the HVAC or mechanical systems — they’re hidden — but the finished look highlights the quality of the work.”

A trusted partner in complex infrastructure

Now complete, the Halifax Airport project reinforces Black & McDonald’s reputation as a trusted provider of integrated mechanical and electrical services — particularly in environments where precision, safety, and adaptability are non-negotiable. From navigating secure airport operations to coordinating multidisciplinary teams, the company proudly demonstrated the depth of its in-house expertise and its commitment to delivering high quality results under demanding conditions.

As airports and other critical facilities continue to modernize, B&M’s proven ability to self-perform complex work positions the company as a reliable partner for infrastructure owners seeking efficiency, craftsmanship, and long-term value.

Visit blackandmcdonald.com for more information

Gallagher acquires Wilson M. Beck Insurance

Arthur J. Gallagher & Co. is expanding its Canadian footprint with the acquisition of Burnaby, B.C.-based Wilson M. Beck Insurance Services Inc. (WMB), a 45-year-old brokerage.

WMB provides retail insurance brokerage services to commercial clients primarily in Western Canada, with industry focuses of construction, commercial real estate, surety bonding, hospitality and mining. The WMB team led by David Beck, president of the mainland B.C. region, will remain in their current locations under the direction of Dave Partington, head of Gallagher’s retail property/casualty brokerage operations in Canada, Latin America and the Caribbean.

“WMB’s excellent reputation for niche industry expertise will enhance our retail brokerage capabilities in Canada,” said J. Patrick Gallagher, Jr., chairman and CEO. “I am very pleased to welcome David, his partners and associates to Gallagher.”

Wilson M. Beck Insurance Services operates over 10 locations (more than 15 offices system-wide) across Western Canada.

Arthur J. Gallagher & Co., a global insurance brokerage, risk management and consulting services firm, is headquartered in Rolling Meadows, Illinois. Gallagher provides these services in approximately 130 countries around the world through its owned operations and a network of correspondent brokers and consultants.

Reducing single-use plastics from your cleaning practices

Single-use plastics have long been a concern for their environmental impact, and with over 300 million tons of plastic produced each year, cleaning product packaging makes up a large part. According to the Environmental Protection Agency (EPA), only about nine per cent of all plastic ever produced has been recycled, leaving the rest to landfills, incinerators, or the environment, adding pollution and harmful microplastics to the earth.

Plastic Free July is a global movement that helps millions of people reduce plastic waste through simple, everyday choices, becoming part of the solution to plastic pollution. Since its inception, the movement has inspired over 170 million participants in 190 countries, advocating for small changes and choosing to refuse single use plastics, starting in July and carrying that choice on into the future of your business.

Plastic-Free July offers these tips to help businesses reduce plastic use in the workplace:

Conduct a bin audit to determine whether your company is maximizing its efforts. Identify avoidable waste that can instead be recycled or composted and changes you can make immediately to improve performance. Consider suppliers, products, and make long-term goals to heal reach your targets and reduce plastic use.
Commercial use is important, but what about areas like your kitchen? If you have items like plastic cutlery or dishes, consider switching them out for re-usable versions. Help reduce kitchen waste by adding a compost or green bin, recycling receptacles, and posting signage that encourages staff to think environmentally when packing their lunches.
Get your teams involved by hosting challenges that invite staff to bring in re-sable coffee mugs and water bottles, create litter-less lunches, and offer suggestions to help improve the green efforts in your office.
Look into your buying practices and create a plan to reduce your plastic use. This may mean switching suppliers, buying in larger qualities with refillable options, and looking for products with greener certification. Add changes to the budget so it becomes part of your company’s practice to prioritize plastic reduction from a financial standpoint, too.

Sustainability and ESG goals are vital for cleaning companies looking to have an environmental impact and lower their carbon footprint. Focusing on minimizing single-use plastics for the month of July – and beyond – is a great start for creating lasting environmental change in the cleaning industry.

No immediate knockout for B.C. patios

The FIFA World Cup tournament could be leaving a legacy of patios in British Columbia, at least until Labour Day 2026. Operators of pubs, restaurants and other hospitality venues now have flexibility to extend temporary licences initially issued to authorize outdoor alcohol service during the period from June 11 to July 19 in order to keep their patios open until Sept. 6.

“Our goal is to help B.C. businesses make the most of this global tournament and the busy summer season beyond,” says Ravi Kahlon, the provincial Minister of Jobs and Economic Growth. “Extending these patio approvals gives hospitality operators more flexibility to welcome guests and increase revenue during one of the year’s most important periods.”

The extension is not automatic, however. Licence-holders must apply to B.C.’s Liquor and Cannabis Regulation Branch (LCRB) before their current authorizations expire. They will also have to verify that they control the space or have approval to use it and continue to comply with any applicable local government or First Nations rules. LCRB administrators will follow the conventional approval process, and approved extensions will be for the same floorplans and customer capacities outlined in initial temporary licences.

“We’re thrilled to see the Province extend temporary patios through Labour Day weekend,” says Ian Tostenson, president and chief executive officer of the BC Restaurant and Foodservices Association. “We hope municipalities jump on board quickly so everyone can enjoy a few more weeks of great food, good company and the best of B.C. hospitality.”

Fraser River Tunnel Project receives federal funding

The construction cost for the Fraser River Tunnel Project, a new toll-free, eight-lane tunnel, to replace the George Massey Tunnel in Metro Vancouver has climbed to $8.5 billion.

The Government of British Columbia confirmed that the federal government will contribute up to $3 billion in capital costs.

The updated total project budget is $8.5 billion, reflecting current market conditions, the most recent information on project scope, inflation and the delivery schedule required for a project of this scale and complexity. This estimate has been validated by an independent third party.

The federal government’s funding is part of the Canada-BC Cooperative Prosperity Agreement while B.C. will contribute the remaining amount.

The province announced on June 15, 2026, that it would move forward with a revised procurement strategy for the project after concluding the design and early works agreement phase. The new procurement model divides the remaining work into multiple packages, increasing competition and creating more opportunities for local Canadian and British Columbia-based contractors.

The province stated that even with the new procurement model, no work has been lost. The tunnel’s design will remain unchanged, including the anticipated tunnel depth, the length of ramps and the location, from the concept designed in 2023. Rigorous studies were undertaken before determining the approach for the new tunnel and there will be no impacts to the existing tunnel during construction of the new one.

Construction activity continues while procurement advances. Early construction work started in January 2026, including tree clearing, utility relocations and preparation for the construction of a casting basin. Temporary infrastructure construction is also underway, including the construction of three jetties for the delivery of materials, a trestle bridge onto Deas Island, access roads and retaining walls for the casting basin on Deas Island, creating approximately 200 jobs in 2026 alone.

The province expects the Environmental Assessment Office review process to conclude before the end of 2026, with major construction anticipated to begin in 2027. The original estimated completion date for the Fraser River Tunnel Project was December 2030. The new estimated completion timelines have shifted slightly to September 2031.

B.C. implements training certification for crane operators

B.C. has announced it is expanding skilled trades certification to tower and mobile crane operators to ensure consistent training and certification standards, improve crane safety and strengthen B.C.’s skilled trades workforce.

Beginning this July, people working as tower or mobile crane operators will have one year to register as an apprentice with SkilledTradesBC or take the skilled trades certification exam and become a journeyperson before the new requirements take effect on July 5, 2027.

During the transition period, experienced workers can continue working while pursuing skilled trades certification. Provincial and federal supports will be available to help cover certain training costs, including tuition, travel and child care. Workers will have access to SkilledTradesBC apprenticeship advisers to support them in the transition to skilled trades certification, including navigating the registration process, accessing supports or preparing to take the exam.

Tower and mobile crane operators become the latest trades to require skilled trades certification, joining seven designated electrical and mechanical trades. Skilled trades certification formally recognizes the specialized skills required to operate cranes and supports consistent training standards throughout the industry. Workers will benefit from standardized training, nationally recognized Red Seal credentials, better wages, greater career mobility and clearer pathways to careers in the skilled trades.

The introduction of skilled trades certification for operators is part of a broader provincial strategy to strengthen crane safety, standards and accountability throughout British Columbia. The crane industry nominated these two trades for skilled trades certification as part of an application process SkilledTradesBC established in 2023 to determine trades that will benefit from additional certification.

The new requirement also responds to recommendations from the Province’s Crane Safety Table, convened by the Minister of Labour with industry, labour and technical experts to co-ordinate and accelerate safety improvements. It complements recent actions to strengthen crane oversight in B.C., including WorkSafeBC’s work with industry partners to improve licensing, permitting and safety practices for crane operations.

June’s easing rent declines point to stabilizing market

Easing rent declines are beginning to reshape Canada’s rental landscape, with June’s data showing a market that may be stabilizing after a prolonged downturn. Average asking rents fell 4.3 per cent year‑over‑year to $2,033, marking the 21st consecutive month of annual declines, but the rate of decrease continued to moderate following sharper drops earlier in the spring. Month‑over‑month rents edged up 0.2 per cent—the third straight increase since hitting a 35‑month low of $2,008 in March—suggesting momentum is shifting. Over the past two years, rents have fallen 6.9 per cent, reaching their lowest June level in four years, yet recent monthly gains point to a market that may be finding its footing.

“Canada’s rental market continued to show signs of improvement in June, with rents rising for a third straight month and the pace of annual declines easing from earlier in the year,” said Shaun Hildebrand, President at Urbanation. “Toronto’s gradual stabilization could be an early signal that the market is beginning to bottom out this cycle.”

Despite this, affordability pressures remain acute. Nearly three‑quarters of respondents to Rentals.ca’s Spring Survey reported searching for rentals priced at $2,000 or less (below the national average) while 70 per cent cited high rent prices as their biggest challenge.

Purpose‑built rentals continued to outperform other segments, with asking rents declining 3.1 per cent annually to $2,034. Condo rents fell 6.8 per cent year‑over‑year to $2,058, while houses and townhomes dropped 7.4 per cent to $2,017. Within purpose‑built apartments, three‑bedroom units were the most resilient, down just 0.4 per cent to $2,743. Studio condo rents saw the steepest decline among major unit types, falling 9.5 per cent to $1,582.

Provincial trends remained concentrated in Canada’s largest markets. British Columbia (-5.1%), Alberta (-4.8%), and Ontario (-4.6%) posted the sharpest annual declines. Nova Scotia held its position as the most expensive province for purpose‑built and condominium apartments for a second straight month, averaging $2,360—slightly above B.C.’s $2,347—reflecting a higher share of newer, larger units. Nova Scotia (+4.0%) and Manitoba (+1.8%) recorded annual rent increases, while Saskatchewan continued to lead long‑term growth, with apartment rents up 25.6 per cent over three years.

Four of Canada’s six largest markets saw month‑over‑month rent increases in June, led by Ottawa (+1.3% to $2,149) and Toronto (+1.2% to $2,537). Toronto’s gain marked its third consecutive monthly increase since March, suggesting its prolonged stretch of annual declines—now at 29 months—may be nearing an end, with rents down just 1.9 per cent year‑over‑year. Calgary posted the largest annual decline among major markets (-5.6% to $1,820), followed by Vancouver and Edmonton (both -4.1%). Montreal recorded the smallest annual decrease, down 0.8 per cent to $1,949, despite a 0.9 per cent monthly dip.

Double‑digit annual declines in apartment and condo rents remained concentrated in suburban markets surrounding Canada’s largest cities. Longueuil (-13.9%) recorded the steepest drop nationwide, with significant declines also observed in Niagara Falls (-12.5%), Abbotsford (-12.4%), New Westminster (-11.8%), Côte Saint‑Luc (-11.6%), Scarborough (-11.0%), and Markham (-10.2%).

Shared accommodation rents across British Columbia, Alberta, Ontario, and Quebec held steady at $900 in June—unchanged since January but down 4.1 per cent from June 2025 and 9.0 per cent from June 2024. Vancouver posted the largest annual decline among major markets, with shared rents falling 15.5 per cent to $1,099.

For the full story, visit: www.Rentals.ca

Big-city dwellers still eyeing relocation

According to a recent Royal LePage survey of Canadians living in the greater regions of Toronto, Montreal and Vancouver, 51 per cent of respondents say they would consider buying a primary residence in a more affordable city, if they were able to find a local job or work remotely.

“Home prices in Canada’s largest cities have moderated over the past couple of years, but for many buyers, the math still doesn’t work,” said Phil Soper, president and CEO, Royal LePage. “As barriers to entry remain high in the country’s most expensive urban centres, relocating to a more affordable city is becoming less of a last resort and more of a deliberate strategy.

“Aspiring homeowners who cannot secure a foothold in these markets are seriously weighing their options, and renters – unburdened by existing roots – are more likely to make that move than established homeowners.”

The survey found Sherbrooke is the most popular relocation destination among residents of the Greater Montreal Area; 29 per cent of respondents say they would consider purchasing a primary residence in Sherbrooke. Meanwhile, Edmonton is once again the top-ranking choice among respondents in the Greater Toronto Area (16 per cent) and Greater Vancouver (18 per cent). Fifty-five per cent of respondents in the GTA say they would also consider purchasing a home in Thunder Bay (15 per cent), Charlottetown (14 per cent) and Windsor-Essex (14 per cent).

Recent data from Royal Lepage analyzed 62 cities across Canada. Lethbridge tops the list of most affordable cities, where 18.9 per cent of a household’s monthly income would be required to service a mortgage payment. The Alberta city, followed by Saint John, takes over the top spot from Thunder Bay (currently ranked third), which was as the country’s most affordable market in 2024. Red Deer and Regina round out the top five, where no more than 25.0 per cent of a household’s monthly income is needed to service a mortgage payment.

“Younger Canadians – often less anchored to one community in particular – are well-positioned to make the move to another city or province, with the flexibility to put down roots where housing is more attainable,” noted Soper. “What has shifted, however, is the ease of doing so. The remote work era gave buyers the freedom to live anywhere while earning a competitive wage. As more workers return to the office, that freedom is becoming harder to come by.”

More than half of respondents who rent their home say they would consider buying a primary residence in one of Canada’s 15 most affordable cities. When broken out by generation, younger people are more likely to relocate in order to access more affordable housing: 77 per cent of Gen Z respondents and 56 per cent of Millennials say they would consider buying a primary residence, compared to 51 per cent of Gen X and 34 per cent of Baby Boomer respondents.

Fifty-five per cent of all respondents who say that they would consider relocating stated a lower cost of living as the main incentive to buy a property; 42 per cent say they desire a more relaxed pace of life; and, 41 per cent say they want to be closer to nature and live in a less populated area. Respondents were able to select more than one answer.

“An important but often overlooked trend in Canadian real estate has been the compression of home prices between regions,” said Soper. “During the pandemic boom, the gap between Canada’s most expensive markets and mid-sized cities widened dramatically. Since then, the reverse has occurred. Home values in Toronto and Vancouver have softened while cities such as Ottawa, Montreal and Regina have held their ground or continued to appreciate.

“The result is a narrower pricing spread. For many Canadians, the question is no longer simply whether they can afford a home, but where they can achieve the best balance of affordability, career opportunity and quality of life. If this trend continues, the financial incentive to relocate will diminish, and we can expect fewer households to seriously consider moving solely in pursuit of lower housing costs.”

Historic town hall in Quebec undergoes full restoration

The City of Baie-D’Urfé undertook a complete restoration of its historic town hall with financial assistance from the Municipal Infrastructure Improvement and Construction Program. Located in the Greater Montreal Area, the administrative building still bears the signature of architect Edward Maxwell, a local resident and prominent figure in Quebec architecture.

As a former Second Empire-style farmhouse built in 1875, and transformed into a town hall in 1914, the objective was to preserve both its heritage and longevity using sustainable wood.

Championing carbon sequestration

The restoration includes a new contemporary section, entirely supported by a wood structure (walls, floors, roof). This lightweight frame, composed of small-dimension timbers (including classic two-by-fours), is reinforced with engineered wood elements, offering an ideal combination of performance, durability, and architectural warmth.

A local, renewable material and a champion of carbon sequestration, wood is emerging as an essential ally for sustainable development in Quebec and for efforts to combat climate change.

The reception area

To encourage its use, the Ministry of Municipal Affairs and Housing (MAMH) offers enhanced financial assistance under the Municipal Infrastructure Improvement and Construction Program when a municipality chooses a main structure made of wood. This increase stems from the implementation of the Wood Construction Integration Policy, managed by the Ministry of Natural Resources and Forests.

This is how Baie-D’Urfé received $4,485,000 in 2022 for the expansion of its city hall, including an eight per cent bonus obtained through the ingenious integration of a wooden structure.

When construction work reveals the past

During a 19-day project excavation, a team of archaeologists unearthed 1,630 artifacts, ranging from fragments of hewn stone to the remains of a mid-18th-century house, previously unrecorded in any source. In collaboration with Patrimonia – Archaeology Services, the City then showcased these unique pieces. Fifteen carefully selected objects are currently on public display.

How FMs influence organizational success

Facility managers often work behind the scenes to protect occupants, safeguard budgets and ensure business continuity. They anticipate risks, prevent disruptions, and maintain complex operations without seeking the spotlight. As a result, their contributions are often underestimated, even though every successful organization depends on their judgement.

In many ways, the true measure of FM is invisibility. When systems perform seamlessly, people rarely notice the work that made it possible.

But make no mistake, their work isn’t just operational, but strategic, human-centred, and essential to organizational resilience. Facility managers balance physical assets, financial realities, and the lived experience of the people who occupy our spaces. That is leadership: quiet, steady, and deeply impactful.

Still, many professionals underestimate their own influence. They see themselves as problem-solvers, fixers, or technical experts, when in reality they are strategic partners shaping the long-term health of their organizations. It’s time to celebrate these leadership qualities that define the role.

Here are some hidden strengths that elevate FMs far beyond the “fix-it” stereotype:

Great FMs don’t wait for things to break: They anticipate issues, interpret early warning signs, and act before disruptions occur. This foresight protects operations, budgets, and reputations—often without anyone knowing how close the organization came to a crisis.

Invisible crisis manager: When emergencies arise, FMs are the calm in the storm. They coordinate, communicate, and resolve issues with such steadiness that most people never know how serious the situation was. Their leadership is measured, not in applause, but in continuity.

Working within tight budgets: FMs make sophisticated financial decisions every day. They use lifecycle costing, ROI, and NPV to advocate for long-term value rather than short-term fixes. This is strategic leadership, not maintenance management.

Facility Managers bridge the gap between organizational strategy and day-to-day reality: They adapt to new technologies, regulations, and expectations with agility. They see the whole system, not just the task in front of them.

Saying “no” is part of the job, but great FMs do it with diplomacy and clarity: They protect safety, compliance, and budgets while maintaining relationships. They are persuasive advocates for what is right, not just what is easy.

Seasoned FMs lift others up: They share knowledge, build capacity, and strengthen the profession by investing in the next generation. Their leadership is measured in the confidence and competence of the people they support.

As FMs, we generate great value within our organizations and that work deserves recognition. At times, it can feel as though few people truly understand the breadth and complexity of what we do. Colleagues, friends, and even family members may never fully appreciate the decisions we make, the risks we manage, or the crises we quietly
prevent. Yet our impact is real.

While much of our work happens behind the scenes, there is every reason to stand proud of the difference we make. Our role matters, our expertise matters, and our contributions to the industry are significant.

Marcia O’Connor is president of AM FM Consulting Group, Chair of Membership & Education for IFMA’s Greater Toronto and South Central Ontario and lead instructor for the University of Toronto School of Continued Studies, Facility Management Certificate Program. She is a strategic-minded leader with more than 20-plus years of progressive experience in corporate real estate, asset management, and integrated facilities management. Marcia has a passion for mentoring young professionals and helping people, teams, and organizations see their potential.

Nova Scotia public housing locks in wind power

The Nova Scotia government has signed a 10-year power purchase agreement for its public housing portfolio, locking in rates for electricity generated at the Mersey River Wind Project. The 33-turbine, 148-megawatt facility is currently under construction in Queens County, on Nova Scotia’s south shore, with the expectation that it will begin producing power in 2027.

The deal is projected to deliver a 37,000-tonne annual reduction in greenhouse gas (GHG) emissions across roughly 12,400 housing units and potentially save the provincial housing agency $25 to $50 million over the extended life of the contract. The latter estimate is based on historical increases in Nova Scotia Power’s rates versus the contracted guarantee of a 1 per cent fixed annual cost increase. The agreement also allows for two five-year extensions after the initial 10-year period.

“By using renewable electricity to power public housing, we are taking action that makes sense for taxpayers and the Province,” maintains John White, Nova Scotia’s Minister of Housing.

The power supplier, Renewall Energy Inc., is the first company to be licensed as a direct renewable energy retailer in the province. Since receiving that approval from the Nova Scotia Energy Board in 2024, it has signed contracts with more than 30 commercial, institutional and industrial customers, including for about 45 per cent of the Halifax Regional Municipality’s corporate electricity consumption.

Financing for the Mersey River Wind Project draws on a $206 million loan from Canada Infrastructure Bank, $25 million from Natural Resources Canada and $700,000 of financial and in-kind support from the Nova Scotia government. The development is also eligible for a federal clean technology investment tax credit for up to 30 per cent of qualifying capital costs.

Electronic access control and healthcare:

Digital transformation is no longer on the horizon for Canadian healthcare; it is the operating reality. Health systems are modernizing clinical platforms, connecting building systems to the cloud, and rethinking how people, materials, and information move through their facilities. Amid all of that change, one discipline has quietly evolved from a background utility into a strategic pillar of facility operations: modern access control.

A few years ago, the conversation was about replacing mechanical keys with electronic locks. Today, the conversation is about something bigger: managing identity. Who is this person, what is their role, why do they need access and for how long? The facilities best positioned for the next decade are the ones answering those questions now, in a thoughtful, methodical way.

New pressures are reshaping the mandate

The renewed focus on access control is being driven by pressures that every healthcare facility leader will recognize.

Workplace violence has become one of the most urgent safety issues in Canadian healthcare, and facility teams are on the front line of the response. Modern access control gives them practical tools: granular restrictions on high-risk areas such as emergency departments and maternity wards, real-time visibility into who is in the building, and lockdown capabilities that can be activated instantly — for a single door, a unit, or an entire building or campus — by staff on site or remotely.

A constantly changing workforce has made manual access administration more challenging than ever before. Between agency staff, travelling nurses, students, volunteers, and the steady flow of contractors and service technicians that keep a hospital running, the population moving through a healthcare facility turns over quickly and regularly. Every departure that isn’t processed promptly is a live credential in the wrong hands, and every delayed onboarding is a clinician who can’t get where they need to be.

Cyber-physical convergence means access control is now an IT conversation as much as a facilities one. Electronic locks, credentials and management platforms are networked assets, and health-sector organizations, which are already prime targets for cyberattack, need access infrastructure built on end-to-end encryption, secure cloud architecture, and integration with corporate identity directories rather than standing apart from them.

Identity as the organizing principle

These pressures converge on a single idea that is redefining the category: physical identity and access management, or PIAM. Where a traditional access control system manages doors and cards, a PIAM platform manages the full lifecycle of every identity in the facility. This includes employees, physicians, students, volunteers, visitors, contractors, and others from pre-registration and verification through provisioning, monitoring and revocation.

Salto IDM, the physical identity and access management platform from Salto, is built around this lifecycle approach. Access is governed by policy rather than by ad hoc requests: operators define who should have access, when, and why – before any credential is ever issued. Role-based rules, automated approval workflows and scheduled expirations replace the spreadsheets and email chains that have historically governed contractor and visitor access. Integration with HR systems and IT directories means that when someone’s employment status changes, their physical access authorization automatically changes with it.

For healthcare specifically, the compliance dividend is significant. Unified logs of employees, visitors and contractors across every site, complete audit trails, and real-time occupancy visibility turn what used to be a scramble at accreditation time into a standing capability.

The credential is changing

The migration to mobile access that the industry predicted several years ago has arrived, and it has matured. Digital keys delivered over the air to a smartphone are now a mainstream expectation, and the next step is already here: wallet-native credentials that live alongside payment cards and boarding passes, available with a tap and protected by the phone’s own biometric security.

Biometrics are extending the same logic to the highest-security and highest-convenience use cases. Hands-free face recognition readers, such as Salto’s XS4 Face, allow clinicians to move through controlled areas without touching a surface or fumbling for a badge. Making identity itself the credential can have a big advantage in sterile environments and in moments when hands are full and seconds matter.

From audit trail to operational intelligence

Cloud-based access platforms are also changing what the data is for. The audit trail was once a forensic tool, consulted after an incident. Today, access data flows into the broader operational picture: space utilization, contractor time on site, compliance reporting, maintenance planning. Facility leaders can see patterns across an entire portfolio of sites from a single interface and manage them with consistent policies.

Positioning for what comes next

As always, the technology will keep advancing, but what has changed is the standard for readiness. The healthcare organizations best positioned for the future are those treating access control not as hardware on a door but as identity infrastructure: flexible, standards-based, cloud-connected, and governed by policy. They are the ones that will absorb the next wave of change, whatever form it takes, without ripping and replacing.

For more information on physical identity and access management and smart access best practices for healthcare facilities, visit saltosystems.ca.

NAIOP swaps cryptic acronym for reflective name

NAIOP has adopted a new name, Commercial Real Estate Development Association (CREDA), as it rounds out a sixth decade of advocacy for a broad range of industry interests. The organization, which now encompasses 55 chapters and more than 21,000 individual members throughout North America, is moving on from the cryptic acronym drawn from its circa-1967 origins as the National Association of Industrial and Office Properties.

“Our new name clarifies our role to policymakers, business leaders and the public,” observes Celeste Tanner, CREDA’s 2026 global chair. “While our name is changing, our mission remains the same: advancing commercial real estate development through advocacy, research, education and connections that help our members succeed and strengthen the commercial real estate industry.”

The rebrand follows after extensive member engagement and strategic planning, and comes with a refreshed look that can be found at the associations new website address: www.credaglobal.org.

“Our members are creating the housing, workplaces, logistics networks and digital infrastructure that people and businesses depend on every day,” says Marc Selvitelli, the association’s president and chief executive officer. “This new name more accurately reflects who our members are, what they do and the value they bring to communities across North America.”

Teknion redesigns its Calgary showroom

Teknion, a global workplace furniture and design firm, has redesigned its Calgary showroom. Located in the city’s historic Warehouse District, the space was transformed into both a workplace and community destination.

In turn, the space gives clients, architects, and designers the opportunity to experience the trending workplace solutions firsthand through curated displays, material libraries, and immersive environments.

The showroom will also host local industry events, serving as an active gathering place for Calgary’s architecture and design community.

The renewal reflects the company’s ongoing investment in the region. “Calgary has long been a vital market for Teknion,” said David Patterson, president of Teknion Canadian/CALAM Sales. “This showroom allows us to showcase a broader dimension of our offering, highlighting the role that ancillary furnishings and architectural interiors play in shaping more dynamic, expressive, and high-performing spaces.”

Summer lawn care tips for maintenance managers

With summer season in full swing, it’s important for maintenance managers to maximize efficiency and safety when focusing on lawn care and groundskeeping. From conducting an initial assessment to servicing your equipment, create a strategy that optimizes your efforts while prioritizing the well-being of your staff.

“Remember to learn the safety features and adopt safe practices when using your mower and other outdoor power equipment. Follow manufacturers’ guidance. It sounds basic, but it’s important,” says Kris Kiser, President and CEO of OPEI, an international trade association representing outdoor power equipment, small engine, utility vehicle, golf car and personal transport vehicle manufacturers and suppliers.

The Outdoor Power Equipment Institute (OPEI) provides tips for maintenance managers to practice safe and responsible lawncare:

Walk the yard. Before mowing, scan the yard and remove rocks, sticks, debris, and any loose objects that get in the way of mowing and potentially damage your equipment.
Check the terrain. Note any steep slopes, holes, or low-hanging branches so you can navigate them with care. Trim or adjust where necessary to simplify the process.
Inspect and service equipment. Check oil and air filters, look for damaged or missing parts, and read and follow the manufacturer’s owner’s manuals as part of your regular practice.
Clean and store equipment properly. Wipe off dirt and debris and keep your equipment in a dry place to keep it working at its best when you need it next.
Use fresh fuel. Never store equipment with fuel in the tank. Remember, storing fuel in hot, humid conditions will make the fuel grow stale more quickly. Also, always turn off the engine and allow the mower to cool completely before refilling the tank.
Charge batteries using an appropriate charger. Use the charger that came with your equipment and follow the manufacturer instructions, including how to store batteries properly to keep your equipment ready and in optimal condition.
Never disable, modify or remove safety devices. Follow directions for proper use to keep staff safe.
Provide PPE. Equip your teams with closed-toed shoes, long pants, safety glasses, and hearing protection for safety. Keep the heat in mind when scheduling work to help protect your staff from the risk of heat stroke or heat exhaustion.

Lawn care is part of this season’s outdoor maintenance and managers can streamline their approach with a simple strategy that prioritizes efficiency and safety.

Small business gets nod in Buy Canadian efforts

Canadian small business is promised more welcoming access to federal contracts through new measures to simplify the government’s procurement process. The effort to reduce administrative complexity aligns with Buy Canadian instructions that are now in effect for Public Services and Procurement Canada (PSPC) and a federal objective to accelerate commercialization of emerging technologies and innovative products.

The newly launched procurement program for small businesses will introduce more standardized procurement documents and enhanced chatbox support for prospective bidders beginning this summer, with additional improvements for navigating the process scheduled to roll out later in the year. Federal buyers will be expected to consider potential undue barriers that bid requirements could pose for small businesses and to remove them wherever possible.

“By reducing barriers and making it easier to compete for federal contracts, these new measures will help more businesses access opportunities to grow, create good jobs, and strengthen their communities. At the same time, they will help build stronger domestic supply chains and ensure more federal procurement supports Canadian businesses and Canadian workers,” maintains Rechie Valdez, Canada’s Secretary of State for small business and tourism.

The new program comes after consultations uncovered some common frustrations that discourage small and medium-sized businesses from participating in the federal procurement process. Sidelined bidders cited repetitive, time-consuming documentation processes, highly technical requirements and confusing solicitation information as factors that undermined their ability to compete with larger firms or made them reluctant to try.

By year-end 2026, summaries that outline key requirements, evaluation criteria and expectations in “plain language” are promised as an accompaniment to all PSPC solicitations. Procurement administrators will adopt a “tell us once” approach that allows bidders to submit standardized attestations and documentation for multiple bidding processes, and checklists and other supporting materials will be released to help bidders verify the completeness of their submissions and avoid disqualification.

The government also plans to launch a supplier recognition program for its contractors and to award pilot contracts to small businesses through the existing Innovative Solutions Canada (ISC) program within the department of Innovation, Science and Economic Development. The latter program leverages procurement to position the government as an early customer for products and technologies building market scale.