Ontario electricity procurement passes on gas

Renewable energy proponents have emerged as the favoured bidders in the recently completed first phase of Ontario’s effort to add 7,500 megawatts (MW) of electricity resources to the provincial power grid by 2034. Thus far, 16 project developers have been chosen through two parallel request for proposal (RFP) processes for generation and storage, representing 1,115 MW of new supply and 640 MW of capacity to offset peak demand that is expected to be operational by May 1, 2030.

First Nations or their business corporations hold at least a 50 per cent equity stake in all 16 projects — reflective of preferred scoring built into the procurement process if Indigenous partners have at least a 10 per cent ownership interest in projects located on their treaty lands or asserted traditional territory. That’s in keeping with the provincial government’s stated intention to align its ambitions to expand the electricity generation and transmission network with economic reconciliation.

Ontario’s Independent Electricity System Operator (IESO) will continue to administer subsequent RFP processes at intervals to the end of this decade until the targeted 7,500 MW has been procured. Under the provincial government’s directions, that’s to be “technology-agnostic” and prioritize cost-competitiveness, along with requirements for upfront support from host municipalities and some specified prohibitions on projects in agricultural areas.

“Ontario’s Integrated Energy Plan is focused on keeping power flowing and costs down, with shorter term renewables, storage and natural gas bridging the gap as we expand nuclear and hydro over the medium term,” Stephen Lecce, Ontario’s Minister of Energy and Mines, noted when the energy supply proponents were announced earlier this spring.

However, natural gas didn’t make it into the initial mix, which is heavily weighted to solar resources. Twelve solar projects are set to collectively deliver 915 MW of supply at an average fixed price of $88.84 per megawatt-hour (MW-h) or 8.884 cents per kilowatt-hour (kWh), while power from the sole 200-MW wind project is contracted at $94.95/MWh (9.495 cents/kWh).

Both are discounts on the legacy renewable generation in Ontario’s supply mix that was contracted under the feed-in-tariff rates in the nascent era of wind and solar power production — with rates of 11.5 cents/kWh for wind power and 18 to 30 cents/kWh for solar generation, depending on the timing and specifications of the contract.

The three energy storage projects have been contracted at an average fixed capacity rate of $563.48 per megawatt per business day, which represents the rate that storage operators receive for making supply available during a window of peak hours in the business day. This is lower than the average rates contracted in two earlier energy storage procurements, occurring in 2023 and 2024, and is also well below the rates that participants registered in the IESO’s capacity auction will receive this summer and through the winter of 2026/27.

The latter mechanism establishes rates for two six-month periods (summer and winter) through an annual bidding process in which prospective participants indicate the price at which they would be willing to provide capacity (whether through generation, imports/exports, load curtailment or storage). Those bids are then stacked in ascending value until they reach the volume of capacity the system operator has targeted. The top piece of the stack — i.e. the costliest bid required to complete the procurement — becomes the clearing price, or the fixed capacity rate for all auction participants who have bid at our below that price.

The IESO’s most recent capacity auction, in Dec. 2025, yielded clearing prices of $645.24/MW-day for the summer of 2026 and $725.31/MW-day for winter 2026-27 — a dramatic jump from clearing prices of $332.39/MW-day in summer 2025 and $139.00/MW-day in winter 2025-26. Energy industry analysts tie that to tightening supply and growing demand exerting pressure on the market.

As it scales up, energy storage is also expected to give system operators greater flexibility of quickly dispatchable loads compared to start-up time and costs for gas-fired peaking plants.

“The switch towards clean energy is no longer about climate policies, but is fundamentally market-driven,” asserts Gurprasad Gurumurthy, a senior analyst at the energy think tank, Pembina Institute. “Ontario’s experience should demonstrate to grid operators elsewhere in the country that diversifying the energy mix away from an over-reliance on gas — to cheaper, cleaner solutions — is the smart move.”

“Energy storage and renewable energy continue to succeed in competitive procurements with meaningful Indigenous partnerships to deliver the reliability the province needs,” concurs Eric Muller, the Canadian Renewable Energy Association’s director of policy in Ontario.

Keep your floors looking their best all summer long

Summer can bring warmer days and drier conditions, but don’t be fooled, it can also mean more dust, increased traffic, and a different approach to maintenance for your floors. Address summer flooring issues with a targeted seasonal approach:

Keep sand and debris to a minimum to avoid scratching your floors. Increase the frequency of sweeping and dry mopping inside the building. Install matting or carpeting at entryways – inside and out – to try and control how much dirt is tracked in from outside. Vacuum the interior often, and practice regular sweeping or use a power washer on walkways to try and keep the dirt away from your building.
Many flooring types can contract and expand with temperature and humidity changes, so maintaining the recommended indoor humidity level between 30 and 50 per cent will help prevent warping, swelling, or cupping of wooden floors. If you are in a particularly humid region, consider fans, dehumidifiers, or air conditioning to help regulate temperature and humidity.
Exposure to sunlight and UV rays can damage hardwood, vinyl, tile, and carpet, by breaking down pigments and dyes causing flooring to appear discoloured and dull, or result in warping, expanding, and even melting in some cases. Moving furniture around, closing blinds, and limiting direct exposure can help protect your flooring from sun damage.
Look for wet floors. Besides posing a risk for slip and fall accidents, water can damage your flooring, resulting in bigger issues and higher costs. Hardwood and laminate floors can warp within hours of standing water, carpet can trap moisture quickly, and water can seep into the seams of vinyl flooring. Stay vigilant in identifying and eliminating any leaks, moisture sources, or water on your floors.

Maintaining your floors all year long means a dedicated approach each season. Carefully manage the amount of dirt and debris entering the building, monitor humidity and UV exposure, and eliminate water before it damages your flooring. Staying on top of summer floor care will simplify operations for commercial cleaners and maintenance teams.

EcoJam 2026: Smith + Andersen’s rock charity event celebrates its 10th year

Music, community, and philanthropy took centre stage on April 16 as Smith + Andersen celebrated the tenth edition of its EcoJam charity rock concert, at Toronto’s Phoenix Concert Theatre. The annual gathering unites Canada’s architecture, engineering, design, and construction communities in support of environmental sustainability, while providing a stage for industry professionals to share their musical talents!

EcoJam began as a way to gather people in the industry together for a night of music and fun in a more informal setting. “We are always thrilled to find out how many people in the engineering, architectural, and construction industries are so talented and musically inclined,” says Lowenna Barungi, Senior Marketing Communications Coordinator at Smith + Andersen, who also performed at this year’s event. “Many of the participants belong to bands that tour and perform professionally, so it’s such a special experience.”

The event supports Forests Canada, and its work planting trees to improve forestation across the country. “It’s no secret that global warming and so many other factors are changing our world and that intervention is needed,” says Barungi.

“Smith + Andersen, with the help of the EcoJam event, has raised over $330,000 and planted 75,000 trees since the inception of the event.”

In 2011, Smith + Andersen launched Footprint, the dedicated sustainability consulting arm, operating as an independent, specialized practice made up of highly skilled engineers, planners, architects, designers, and sustainability professionals across Canada. “It’s important for us to partner with organizations that are working to help make the environment a better place for all of these structures to exist, and with Footprint part of our brand, we found Forests Canada to be a natural fit for us,” says Barungi.

This year’s show included 15 bands who performed throughout the night, choosing some of their favourite hits, from rock classics to pop with a rock twist. Food, drinks, and an opportunity to connect with friends in the industry creates a fun, unique, and much-anticipated event each year.

EcoJam has continued to build momentum in recent years, with ticket sales and attendance reaching new heights. Reflecting the event’s growing popularity and impact, Smith + Andersen will expand the concert series this fall with the launch of EcoJam Vancouver in November 2026.

“We’re thrilled to be bringing EcoJam to the West Coast,” says Brian Brett, Director of Marketing and Communications at Smith + Andersen. “Planning is already underway, and we’re excited to build on the success of the Toronto event while creating a unique experience for the Vancouver community. We look forward to expanding EcoJam’s reach and continuing to celebrate sustainability, philanthropy, and musical talent within our industry.”

To learn more about the upcoming event, find out about sponsorship opportunities, and for ticket information, please visit www.ecojamvancouver.com.

Extreme weather altering home insurance market, report warns

A newly released Statistics Canada report underscores how the increased frequency and severity of extreme weather events are driving up claims costs and putting pressure on home insurance premiums across the country. In response, the Insurance Bureau of Canada (IBC) is urging governments to enact stronger resilience measures.

The study, “Extreme weather impacts on consumers and insurers in Canada, December 2019 to December 2025: An updated analysis,” highlights that natural catastrophes are no longer rare events, with four of the last five years now ranking among the 10 costliest on record.

Claims costs have surged dramatically. Since 2009, insurers have paid nearly $2 billion per year on average in catastrophic weather-related claims, up sharply from about $400 million annually between 1983 and 2008.

In recent years, annual insured losses have reached unprecedented levels, including $3.4 billion in 2022 and $9.4 billion in 2024. Meanwhile, premiums have increased faster than inflation, reflecting the growing cost of rebuilding homes and the escalating frequency of catastrophic events.

“Reducing cost pressures in the home insurance market means confronting the root cause: rising risk,” said Liam McGuinty, vice-president of federal affairs at IBC. “That requires a decisive shift to adaptation—investing in resilience, building in safer ways and locations, and taking action now to curb the growing damage from extreme weather.”

IBC is re-iterating its call for all orders of government to take immediate steps to reduce Canadians’ exposure to extreme weather events, including:

Providing incentives for homeowners to invest in practical, affordable measures that reduce extreme weather damage and recovery costs;
Building new homes away from high-risk flood and wildfire zones by strengthening land use planning and restricting development in areas at highest risk;
When building in high-risk areas is unavoidable, requiring cost-effective, community-level mitigation measures, such as flood protection infrastructure and measures recommended by the comprehensive FireSmart program that are designed to help reduce the risk of wildfire damage;
Investing in resilient infrastructure to protect communities from risks such as flooding;
Strengthening building codes and construction standards to ensure new homes are built with resilient features that reflect current and future climate conditions; and
Educating consumers by providing clear, accessible information to empower homeowners, renters and businesses to make informed decisions and take practical steps to mitigate their risk.

The full report from Statistics Canada can be accessed here.

RAIC Governor General’s Medals winners revealed

The Royal Architectural Institute of Canada (RAIC) and the Canada Council for the Arts have announced the recipients of the 2026 Governor General’s Medals in Architecture.

The 11 winning projects from across the country represent a variety of building types and sizes—from a residential home to a park to a fire station.

The biennial awards recognize and celebrate outstanding design in recently completed built projects of any size, type and geographical location by Canadian architects.

“Architecture shapes the everyday experience of Canadians and leaves a lasting legacy for future generations,” said Jonathan Bisson, FIRAC, president of the Royal Architectural Institute of Canada. “The Governor General’s Medals in Architecture honour projects that demonstrate not only exceptional design excellence, but also a deep commitment to the public good. This year’s recipients remind us that the most enduring architecture is measured not only by its form, but by its contribution to people, communities, and culture. Their work reflects a remarkable diversity of places, voices, and aspirations, while advancing a common vision of a built environment that is more inclusive, resilient, and connected to its context.”

The winners are:

900 Saint-Jacques, Montreal, Quebec
Chevalier Morales architectes and Brian Eldsen Burrows Architecte – Le Groupe Architex

Ace Hotel Toronto, Toronto, Ontario
Shim-Sutcliffe Architects & Atelier Ace

Arbour House, Victoria, British Columbia
Patkau Architects

Hilltop Cottage, New Brunswick
MacKay-Lyons Sweetapple Architects

Kìwekì Point, Ottawa, Ontario
Patkau Architects

Muscowpetung Powwow Arbour
Muscowpetung Saulteaux Nation, Saskatchewan, Oxbow Architecture with Richard Kroeker

O-day’min Park Pavilion, Edmonton, Alberta
gh3*

Parkade of the Future, Calgary, Alberta
5468796 Architecture & Kasian Architecture, Interior Design and Planning

Ulster House, Toronto, Ontario
LGA Architectural Partners

Veil House, Winnipeg, Manitoba
5468796 Architecture

Windermere Fire Station #31, Edmonton, Alberta
gh3*

National home sales increase 5.5% in May

Home sales in Canada increased 5.5 per cent on a month-over-month basis in May 2026, according to the latest data from the Canadian Real Estate Association (CREA).

“The national sales increase from April to May was broad-based but driven disproportionately by Ontario, suggesting the HST rebate on new builds may have only briefly drawn the attention of buyers away from the existing home market,” said Shaun Cathcart, CREA’s senior economist.

New listings fell by 1 per cent. Combined with the jump in sales in May, the national sales-to-new listings ratio tightened to 49.2 per cent compared to 46.2 per cent in April. The long-term average for the national sales-to-new listings ratio is 54.8 per cent, with readings roughly between 45 per cent and 65 per cent generally consistent with balanced housing market conditions.

“Like the weather in many parts of Canada this year, the spring market appears to have been delayed by a month or so, but the May numbers left little doubt that activity is now picking up,” said Garry Bhaura, CREA chair. “The handoff from May into June is typically the busiest time of the year, so we now have a strengthening market happening at the most active time of the year.”

There were just over 200,000 properties listed for sale on a non-seasonally adjusted basis at the end of May, unchanged from a year earlier and 2.8 per cent below the long-term average for that time of the year.

There were 4.8 months of inventory, down from 5.1 months in February, March, and April. CREA says this remains very close to the long-term average for the measure of five months. Based on one standard deviation above and below that long-term average, a seller’s market would be below 3.6 months, and a buyer’s market would be above 6.4 months.

The national average home price was $702,079, up 1.5 per cent from the same month last year. It was the highest monthly national average home price in two years and the first time the measure has tipped above the $700,000 mark in 23 months.

The Home Price Index (HPI) slipped 0.1 per cent in May—the smallest decline since January 2025, aside from April. This trend toward price stabilization aligns with tightening sale-to-list price ratios and declining days on market in recent months. Stable prices have long been viewed as a key milestone in restoring buyer confidence and encouraging more purchasers to re-enter the market.

Regionally, prices remain down year-over-year in British Columbia, Alberta, and Ontario, offsetting gains in other provinces.

“While it was just the first month in 2026 to see any meaningful upward momentum in headline demand, under the surface conditions have been improving for some time,” observed Cathcart. “Sellers’ and buyers’ expectations are increasingly aligned, as evidenced by tightening sale-to-list price ratios and shorter periods between listing and sale dates. As a result, prices have largely stabilized following some softness earlier in the year.”

BCREA renews calls for drug home remediation policy

The BC Real Estate Association (BCREA) is renewing its call for the creation of a provincial drug home remediation policy. As British Columbia continues to confront clandestine drug production, the use of residential and often rural properties for these operations places future occupants increasingly at risk.

Just this past week, the RCMP issued a news release about a Chilliwack fentanyl operation and an Abbotsford MDMA laboratory that were raided and shut down, both operating out of outbuildings on rural properties.

“Once a home has been used for illicit drug production, owners often face significant challenges completing remediation and restoring the property for safe occupancy,” says Trevor Hargreaves, BCREA vice president of policy, research, and government relations. “What’s more, the homes themselves become stigmatized. In these cases, banks are hesitant to lend and insurers are reluctant to provide coverage, which makes the prospect of purchasing these homes a challenge for many buyers.”

Currently, B.C. municipalities set their own processes for the remediation of homes used in drug production. Hargreaves says there needs to be a standardized process that outlines steps from identification to full repair and remediation.

In both 2018 and 2024, BCREA partnered with the University of the Fraser Valley Centre for Public Safety and Criminal Justice Research to review current practices throughout the province. The reports found significant inconsistencies in municipal remediation requirements across the province.

The recent Abbotsford and Chilliwack cases highlight differences in remediation standards. Each city has distinct cleaning and disinfection requirements, as well as differences in the scope of substances covered under their remediation policies.

A single province-wide multi-step process would ensure public safety by standardizing identification and repair protocols. It would also make lenders and insurers more willing to work with these properties, helping homeowners to list them for sale and buyers to secure necessary financing and insurance. All steps could be completed under a lens that best protects the public by ensuring thorough and consistent environmental remediation.

RECO launches new financial reporting measures

The Real Estate Council of Ontario (RECO) is implementing new financial reporting measures to strengthen oversight of real estate brokerages. Effective October 1, 2026, all brokerages will be required to attest to and submit an annual financial filing to RECO.

This proactive oversight model will require brokerages to regularly provide documentation that demonstrates proper financial management and compliance with the Trust and Real Estate Services Act, 2002. RECO will use this data to inform its risk framework and direct regulatory resources to areas where consumer risk is highest.

“Sector leaders agree that RECO must use every tool available to protect consumers from any financial mismanagement by brokerages,” said Jean Lépine, RECO’s administrator and acting CEO. “These changes will help RECO spot red flags earlier, intervene rapidly, and take timely and effective regulatory action where consumer funds and commissions are at risk.”

What brokerages are required to file

All brokerages are required to submit an annual financial filing through RECO’s MyWeb portal. These filings will require standard information regarding the brokerage’s financial health and trust accounts and must include:

information from the brokerage’s financial statements;
information about trust assets and liabilities;
information about unclaimed trust monies held by the brokerage; and
compliance attestations by the broker of record.

Looking ahead to 2027

The updates align with modern regulatory risk management practices. RECO plans to introduce monthly trust reconciliation reporting requirements in 2027 and will provide brokerages with additional details and guidance in advance of this next phase.

The new annual requirements and future monthly submissions, underpinned by RECO’s audit framework, mark a definitive shift towards a more proactive, data-informed regulator that aligns with best practices across other jurisdictions.

Refreshing common areas without construction

Many condo boards delay common area upgrades because they assume it requires construction, but that isn’t always the case. Surface layers, not the structure, make a building appear dated. Lighting that feels cold, paint that flattens the space, hardware that signals age, and inconsistent furniture are details residents experience every day. They are also the easiest to fix.

When approached strategically, even minor updates can dramatically shift how a building feels without the cost, disruption, or timeline of a full renovation.

Start with evaluation, not replacement

When approaching an existing condominium, the instinct is often to replace everything. That’s where budgets get wasted.

The first step is always evaluation. Not everything needs to go. In most cases, the structure is sound; it’s the visible layer that’s working against it.

Start by understanding how these high-traffic spaces are actually used, not how they were intended to be used.

How do residents move through the lobby?
Where do they naturally slow down or gather?
Which areas feel active, and which are consistently ignored?

When condos retain what is working and upgrade selectively, they can redirect the budget toward the elements people actually notice. That’s how to create a cohesive transformation without overextending.

Prioritize high-impact, low-disruption updates

If the goal is to create real impact without construction, focus on three features first: lighting, paint, and hardware. These are the most efficient levers in a space. They’re relatively simple to update, but they immediately change how people experience a building.

Corridors are usually where condos fall short. They’re treated as circulation, rather than a part of the design experience. Defaulting to beige or white keeps them flat and forgettable.

Introducing colour shifts that entirely. It creates rhythm, energy, and a sense of movement through the building. When that’s paired with thoughtful lighting and updated hardware, even a standard hallway begins to feel intentional.

Lighting defines the experience

Too many condominium lobbies rely on flat, overly bright overhead lighting in cooler tones. It reads as harsh and uninviting, more commercial than residential.

The shift isn’t complicated, but it requires intention. Layered lighting changes how a space is immediately perceived. Wall sconces, floor lamps, and table lamps introduce warmth, depth, and contrast. They also allow key features like millwork, textures, and artwork to stand out instead of getting lost. Lighting shouldn’t be treated as a utility. It’s one of the primary tools for defining atmosphere, and sets the tone from the moment someone enters the condo.

Use paint to modernize and unify

Paint is one of the fastest ways to shift how a building feels. Many older interiors rely on stark whites and cool greys. They read as flat, sterile, and dated.

Moving toward warmer neutrals, layered tonal palettes, or full colour drenching immediately adds depth and presence. It gives the space a point of view instead of defaulting to something safe.

Common areas shouldn’t feel clinical. They should feel considered. The mistake is treating paint as a standalone decision. Colour needs to work in relation to everything around it: flooring, lighting, furnishings, and artwork. When those elements are aligned, the space reads as intentional and cohesive rather than pieced together.

Hardware: small details, big perception shift

Door handles, elevator surrounds, mailbox fronts. Individually, they seem minor, but together they define the level of finish. This is where people subconsciously judge the quality of a space. Outdated metals, generic profiles, or inconsistent finishes quietly age a building. Updating these details to more refined materials or textured finishes immediately shifts that perception and delivers a strong return on investment.

Layering creates warmth and identity

Once the foundational elements are in place, layering is what gives a space its depth. Without it, even well-designed interiors can feel flat or incomplete.

Artwork plays a central role. It introduces character and establishes a point of view. From a large-scale lobby piece to curated moments along corridors, it shifts the space from functional to considered. Texture is just as critical. Hard surfaces like stone or tile can feel cold without contrast. Bringing in rugs, textiles, and natural materials softens the environment and adds dimension.

This is where a building starts to move away from a generic finish toward a sense of identity, something that feels specific to the space and the people who use it.

Chasing trends

A lack of consistency, not budget, is what holds buildings back. Updates are made in phases, often by different decision-makers, without a clear direction. Lighting is replaced without considering surrounding finishes. Furniture is updated without aligning to the overall palette. Over time, the space feels disjointed rather than improved. Costs quietly add up and changes are revisited, corrected, and replaced again.

Another mistake is chasing trends. Common areas aren’t meant to turn over every few years. They need to endure, both functionally and visually. Prioritizing what’s current over what’s thoughtful usually leads to quicker obsolescence.

Why strategy matters

Without a clear direction, even well-intentioned updates tend to work against each other. A defined design approach ensures that every decision, down to the smallest detail, contributes to a cohesive outcome. That level of coordination also allows improvements to be phased over time without losing clarity or intent.

Refreshing a condo’s common areas doesn’t demand a full renovation—it requires clarity on where to focus. Lighting, paint, hardware, and layering carry the most impact. When those elements are addressed with intention, the shift is immediate and noticeable without the disruption of construction.

The difference comes down to how decisions are made. Clear evaluation, disciplined prioritization, and a cohesive direction. Get those right, and even modest updates can completely shift the condo community experience.

Dimitri Chris is the founder of Interiors by Dimitri Chris? Based in Toronto, he designs experiential, residential, and corporate spaces that continuously respond to his customers’ evolving needs. dimitrichris.ca

Addressing multi-res temperature imbalances

Temperature imbalances in multi-residential buildings are a common issue in Ontario, often referred to as the “hot hallway” problem. Residents may encounter hot, humid air in corridors, even when their own units are adequately cooled. Lobbies can become greenhouses. This isn’t just a comfort issue; it is an operational failure. Ironically, the ventilation systems intended to maintain air quality and safety can exacerbate the problem.

The source of the heat: the makeup air paradox

Many multi-residential buildings rely on rooftop makeup-air units (MAUs). These units are mandated by building codes to draw fresh outside air into the building to pressurize corridors and prevent odours from migrating between suites.

Traditionally, these units were only designed for heating. They perform effectively during -20 C winter conditions, but on a summer day that exceeds 30 C, MAUs continue to pull in hot, humid outside air and pump it directly into corridors. The ventilation system is effectively heating the common areas in the summer.

Rooftop heat pumps

Replacing single-function MAUs with modern rooftop heat pumps addresses both heating and cooling needs. A heat pump is a high-efficiency, two-way energy device. In winter, it pulls heat from the outside air to warm the building. In summer, it reverses the process, removing heat and humidity from the incoming air before it enters hallways. This approach maintains code-compliant ventilation while improving thermal comfort year-round.

Considerations for conversion

Upgrading common area ventilation to a heat pump system can provide multiple operational benefits:

Solves the comfort complaint: It immediately eliminates the “hot hallway” phenomenon. Common areas finally match the comfort quality of the suites.
Operational savings: Heat pumps move heat rather than creating it by burning gas. Modern units can operate at 300 to 400 per cent efficiency, significantly lowering operational costs compared to gas-fired equipment.
Decarbonization and value: Replacing gas-burning equipment with electric heat pumps aligns with net-zero goals, improves the building’s ESG profile, increases asset value, and often qualifies for significant government incentives.

For decades, common area cooling was treated as a luxury. With today’s rising summer temperatures and energy concerns, it is a necessity. Upgrading from a heating-only ventilator to an all-in-one heat pump is a strategic

Investment that provides year-round thermal regulation and operational efficiency. Evaluating existing rooftop systems can help building operators determine whether a heat pump conversion is appropriate for their facilities.

V. Platek, P.Eng, is a president of Platek Engineers Inc. He can be contacted at (905) 290-2625.

Creating a circular economy for your cleaning company

As sustainability and ESG goals remain top of mind for many cleaning companies, creating a circular economy can help business owners reach their environmental targets. Transition your cleaning company from a linear to a circular economy by moving to a model that eliminates waste, reuses materials, and continuously cycles resources back into your operations.

What is a circular economy? A circular economy eliminates waste and pollution, focusing on a closed-loop system emphasizing reuse, recycling, sharing, and repair. At its best, this model eliminates waste and pollution from the equation in the planning phase, so products and materials are kept in use.

Cleaning companies can work toward a circular economy by taking steps like switching to refillable and concentrated chemicals, using reusable and biodegradable equipment, offering transparent green certifications, and taking back empty packaging from clients.

Here are some of the ways cleaning companies can implement these changes to the business:

Adjust chemical use

Purchase cleaning products in greater quantities, partnering with suppliers that offer concentrated cleaning chemicals in large containers that are returnable or refillable. This helps cuts down single-use plastic jugs, eliminating the landfill from the loop.
Switch to natural products like enzyme-based or probiotic cleaners. These break down organic waste naturally over a longer period of time, rather than using harsh, synthetic chemicals that can be difficult to dispose of, are inhaled, and that wash down the drain. Avoid greenwashing by looking for EcoLogo or Green Seal certifications.

Upgrade tools and equipment

Upgrade your textiles. Instead of disposable paper products, invest in high-quality, reusable microfibre cloths and mops. To lengthen their lifespan, ensure that they are laundered regularly and properly. If your company uses on-site commercial washers, choose machines that are certified to reduce water and electricity consumption when cleaning cloths and mopheads.
Can you trade traditional plastic garbage bags for certified compostable or biodegradable liners? This can make a significant difference when installing these in office buildings or throughout facilities, especially for organic waste and light office recycling.
Rather than investing in all new equipment, source cleaning tools like buckets and spray bottles that are recycled, upcycled, or made from highly durable materials that can be repaired. Lengthening the lifespan of your equipment or giving it new life can reduce overhead, along with reducing your waste.

Get clients involved

Approach your clients with a collection plan for spray bottles, gallon jugs, and bulk containers. Commit to washing, sanitizing, and refilling these – or returning them to the manufacturer – to extend your sustainable reach. This can also help you connect and engage with like-minded clients, increasing brand loyalty and connection.
Seek out partners, suppliers, and distributors that also participate in circular programs, to learn, practice, and support other businesses with the same goals.

Reduce carbon footprint

Convert all washing to cold water for textiles to save energy and lengthen the life of your cloths.
Think about your teams and their routing. Can you optimize operations and increase efficiency with better planning to reduce driving distances between client sites? Tightening up your routing can lower your company’s fuel consumption and carbon footprint, also improving labour allocation and addressing staffing shortages. Consider switching some of your fleet to hybrid or electric models for short trips to further lessen your environmental impact.

Improve communication

Get your teams involved. Ask for their feedback and suggestions and ensure they understand why and how you are going to implement these strategies. Train them on any new practices so they can confidently and effectively carry out your instructions and better reach your goals.
To simply train new team members, create a circularity policy so they can access new protocols easily and practice what you’ve made a priority.
Client communication matters, too. Include your circular practices in your service proposals and talk to clients about your approach so they understand your priorities and business practices. With so many businesses looking at increasing sustainability, this could help you better align with your clients’ goals and let them know where you stand on sustainability.

Creating a circular economy for your cleaning business improves your sustainability efforts, offers cost reduction, improves connection with like-minded clients, and grows industry brand reputation. As well as moving closer to your ESG goals, you may even inspire some of your competition to do the same, helping to raise the standard for green initiatives for your industry.

SkilledTradesBC launches $40M workforce initiative

SkilledTradesBC is launching the Look West Workforce Readiness Initiative, a project-based funding program that will invest $40 million over three years to strengthen trades-training opportunities.

As part of the Province’s more than $240-million Look West skilled trades-training investment, the Workforce Readiness Initiative builds on SkilledTradesBC’s recent efforts to expand training capacity. This includes 5,000 new training seats in 2026-27 and increased ongoing per-seat funding for apprenticeship programs, helping reduce technical training wait lists and strengthen training delivery throughout the province.

The Look West Workforce Readiness Initiative will provide $40 million over three years to support projects that:

advance trades training in B.C.’s strategic economic sectors and major project areas.
improve apprenticeship progression, retention and completion outcomes.
strengthen capacity to deliver higher-quality, more accessible and expanded training opportunities, for Indigenous Peoples, rural and remote communities and equity-deserving groups.
support apprentices in overcoming barriers to completing their training.
enhance on-the-job training and apprenticeship pathways through partnerships between communities, training providers, unions and employers.

“The Workforce Readiness Initiative builds on the investment already underway to expand trades training across B.C.,” said Shelley Gray, CEO, SkilledTradesBC. “This initiative is about creating more opportunities for people to get the training they need, complete their apprenticeships, and build meaningful, rewarding careers that support themselves, their families and their communities.”

Applications will be accepted until Sept. 15, 2026.

Accelerated response depletes incentive funds

Owners/managers of Class B and C buildings have been quick to take advantage of a recent round of funding to support recommissioning and energy retrofit preparations. The Building Owners and Managers Association (BOMA) Canada has now closed the application window for its Retrofit Ready incentives after reaching full enrollment for the $4 million on offer within 10 weeks of commencing the initiative.

In announcing the move, BOMA Canada affirms that full uptake of this third tranche of incentives through the Enspire program occurred sooner than administrators had foreseen. “This positive response reflects growing market interest in retrofit projects, providing a promising signal for development of future programs targeting the Class B and Class C sectors,” the association states.

BOMA Enspire was launched in January 2025 under the auspices of Natural Resources Canada’s deep retrofit accelerator initiative — an effort to build national capacity to more quickly and effectively achieve net-zero emissions in the existing building stock — with a mandate to target Class B and C buildings and a deadline to dispense roughly $30 million by March 31, 2027. Thus far, it has successfully completed two earlier rounds of incentive funding and produced free educational resources. The latter includes the recently opened EPiCS studio, an immersive space featuring virtual reality simulations, digital twins and 3D case studies that allow learners to visualize retrofit scenarios and possibilities.

“Program outcomes are progressing well with well over 22,000 buildings across Canada that are engaged, and nearly $10 million in funding already dispersed,” BOMA Canada’s chair, Neil Lacheur, reported during a May event to officially launch EPiCS.

Although a full slate of applications is now pre-approved for the Retrofit Ready initiative, prospective projects that are still in the queue will be considered on a first-come, first-served basis if additional funding becomes available.

“We appreciate the strong interest and engagement the program has received since its launch,” BOMA Canada states. To keep your energy efficiency momentum going, we encourage you and your teams to participate in career growth and project development activities such as our free education series, subsidized CIET (Canadian Institute for Energy Training) certifications and energy project planning resources.

B.C. terminates contract for Fraser River Tunnel

The B.C. government is terminating the contract with Cross Fraser Partnership to replace the aging George Massey Tunnel with a modern, toll-free, eight-lane immersed-tube tunnel beneath the Fraser River.

Since September 2024, the province has been working with Cross Fraser Partnership under a design and early works agreement to advance project design, technical studies and early construction activities while working toward a potential final construction agreement.

While significant progress has been made on design and current construction work, the government said agreement on the commercial terms for final construction of the tunnel was not reached. As a result, the government is moving forward with a revised procurement strategy that will divide the remaining work into several procurement packages, allowing a broader range of qualified firms to bid on portions of the project.

As a first step, requests for qualifications will be issued to identify qualified proponents for key phases of the project. Industry engagement, including discussions with international, Canadian and local contractors, confirmed strong market interest in the revised approach.

Construction activity on the project will continue while procurement for future phases is underway. Design work, technical investigations, utility co-ordination and other early works completed will continue to support project delivery.

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.

The new $4B Fraser River Tunnel project was first announced in 2021 with an opening date set for 2030.

Cherry House brings stability to Canada’s soccer pathway

As World Cup fever sweeps across Canada, Dream, Kilmer and Tricon (DKT) announced they have partnered with Canada Soccer to launch a new housing initiative designed to bolster the country’s high‑performance sport ecosystem. The program will provide access to designated affordable homes at Cherry House, an 855‑unit purpose‑built rental community in Toronto’s Canary Landing neighbourhood. Of the total homes, 257 — roughly 30 per cent — are designated as affordable, including units reserved specifically to support Canada’s sport sector.

Through DKT’s housing referral partner, the Canadian Sport Institute Ontario (CSIO), these homes will be allocated to eligible individuals at Canada Soccer, AFC Toronto — a professional women’s team — and the North Toronto Nitros community club. The initiative is structured to support athletes at multiple stages of development, as well as youth coaches and staff who play essential roles in sustaining the sport’s long‑term growth.

“For many developing athletes and coaches, the dream of competing at the highest level is shaped by the practical reality of training and competing in a high cost-of-living city,” said Kevin Blue, CEO and General Secretary of Canada Soccer. “This partnership provides foundational support for our high-performance pathway, helping to ensure that talent and potential, not financial pressure, determine who can succeed in the sport.”

According to the partners, the need for strong, accessible development pathways has never been more urgent. Many of Canada’s top training and competition venues are clustered in Toronto, a city where high housing costs often determine who can realistically pursue elite sport. Cherry House’s strategic location in the Canary Landing neighbourhood places athletes close to major training sites, transit, and recovery facilities — reducing commute times and easing daily pressures. Combined with affordable homes and on‑site amenities such as Club Apex, a full‑size commercial‑grade gym, the community gives athletes the stability, proximity, and resources they need to perform at their best.

“Sport has the power to lift and unite Canadians, reinforce national pride, and serve as an important development tool for youth in our communities,” said Andrew Joyner, Senior Managing Director and Head of Multi-Family at Tricon. “Supporting Canada Soccer, from grass roots all the way to national team levels, allows our country’s sporting culture to grow. It is a natural extension of what we do: building complete communities where people can thrive. Cherry House reflects that approach, integrating affordable homes for the players, coaches, and staff who make soccer possible in Canada.”

Cherry House is located within the Canary District, originally developed as athlete housing for the 2015 Pan Am Games. The new partnership extends that legacy, keeping high‑performance sport embedded in the neighbourhood’s identity.

“Major sporting moments are defined by the legacy they leave behind,” said Debbie Low, President and CEO of the Canadian Sport Institute Ontario. “This partnership was designed to deliver on the City of Toronto’s legacy soccer initiatives, providing lasting support for Canada’s players, coaches, and staff long after the last tournament match is played this summer.”

“Toronto is strongest when people have the opportunity to build a future in our city,” added Mayor Olivia Chow. “This innovative partnership is creating affordable homes for young people and community leaders who contribute so much to our neighbourhoods and to the next generation.”

Vivan Manasc wins Tom Sutherland Award

Vivian Manasc, founder and principal at Reimagine, has been named the 2026 recipient of the Alberta Association of Architects’ Tom Sutherland Award for Volunteer Achievement.

The prestigious Tom Sutherland Award honours extraordinary service and leadership within Alberta’s architectural and design community, recognizing those whose contributions extend well beyond their own practice.

Throughout her distinguished career, Vivian Manasc has championed architecture as a force for positive change through advocacy, mentorship, education, and community engagement. Her work has consistently advanced conversations around sustainability, reconciliation, heritage, accessibility, and the public good, inspiring a more inclusive and responsible future for the built environment.

Her work has always reflected a belief that architecture is not only about buildings, but about people, place, responsibility, and the future we choose to shape together.

Her trailblazing nature helped the firm achieve Alberta’s first LEED Certified building, and the first LEED Gold building in the Arctic. Her work beyond the firm has included serving as president of the Royal Architecture Institute of Canada and helping to launch the Canada Green Building Council. She was recognized for her leadership in green building with the Alberta Order of Excellence in 2017.

Envisioned AI ecosystem has CRE components

Commercial real estate could be both a builder and a beneficiary of the artificial intelligence (AI) ecosystem envisioned in the Canadian government’s newly released national AI strategy. A combination of spending promises, policy prompts and expectations for private capital investment underpin ambitions to boost AI competence and uptake in the general population, nurture, entice and retain AI innovators and entrepreneurs, build out and reinforce Canadian-controlled AI infrastructure, enhance productivity and spur economic growth.

Five economic sectors — health and life sciences; energy and natural resources; transportation; agriculture; and manufacturing and robotics — are identified as having a strong foundation of data and/or a convergence of scientific, economic and industrial depth where strategic investment in AI is projected to “deliver both commercial success and sovereign resilience” that could anchor Canada as a global leader. The federal government also has an objective to streamline administrative tasks and improve service delivery within its own departments through the implementation of AI technology.

“Canada’s new AI for All Strategy is about putting artificial intelligence to work for Canadians. It will give people the confidence to use AI safely, help businesses adopt it, and ensure more of the value is created here at home,” maintains Evan Solomon, Canada’s Minister of Artificial Intelligence and Digital Innovation.

Sovereign infrastructure aspirations

Agendas within the commercial real estate sector are somewhat more scoped than nation building, but robust investor appetite for the data centre asset subclass could align with the government’s target to secure 850 megawatts (MW) of AI compute capacity in hyperscale facilities by 2030. Potential further demand of up to 2.3 gigawatts (2,300 MW) is foreseen, along with requirements for high-capacity fibre-optic cables.

That would forge what’s described as a “sovereign alternative” as one component of the larger base of AI computing capacity. An injection of “crowd-in private capital” will be pursued to help finance a proposed public supercomputer to be made available for Canadian research, development and commercialization efforts. It’s expected to become operational by 2031.

The strategy reiterates that foreign hyperscale developers/operators will likewise be welcome to invest in the projected 5.5 gigawatts of AI computing capacity commercial users will need to employ by the end of this decade if their projects can “deliver clear benefits for Canadians”. On that front, the strategy pitches the competitive advantages of Canada’s largely low-emission electricity supply and climatic conditions that reduce the operational costs of cooling (energy and water) relative to more southerly locations. It also references the target to double the capacity of Canada’s electricity grid by 2050, which is set out in the national electricity strategy that was released earlier this spring.

“As demand for AI compute grows, Canada’s approach will be to link new data centre development with clean energy expansion, robust environmental standards and tangible benefits for local communities, ensuring that Canada remains at the forefront of sustainable high-performance computing infrastructure,” the AI strategy states.

The productivity super-deduction, introduced in the 2025 federal budget, is highlighted as an incentive for investors. It allows them to write off 100 per cent of the eligible capital costs to acquire, build or expand a facility used for manufacturing or processing in the tax year it is acquired or becomes operational, provided that occurs between Nov. 4, 2025 and Dec. 31, 2029. After that, a 75 per cent deduction will be available for applicable claims in the 2030 and 2031 tax years, and a 55 per cent deduction for 2032 and 2033.

Business and training stimuli

The strategy cites evidence of lower AI adoption levels in Canada than in many other member nations of the G20 and Organisation for Economic Co-operation and Development (OECD). Some of the promised federal investment in training and uptake is to be channelled directly to businesses, but it’s also intended to flow indirectly to employers as they hire from a pool of job candidates with augmented skills. Commercial real estate firms could presumably be on the receiving end of both benefits.

Statistics Canada data shows that about 12 per cent of total Canadian businesses used AI in the production of goods or services as of mid-2025, but only about 8 per cent of small and medium-sized enterprises (SMEs) were doing so. That compares with adoption rates of 26 per cent in Germany, and ranging from 29 to 42 per cent in the Nordic nations.

Findings from a KPMG-University of Melbourne survey of AI training and literacy rank Canada 44th out of 47 countries. Fewer than 24 per cent of Canadian respondents reported they had undertaken any formal AI training, while 36 per cent viewed AI as harmful to society.

“Initial adoption has happened; deeper, confident integration has not, and low literacy and low trust are the binding constraints,” the strategy concludes.

In response, the Canadian government pledges support to get a targeted 60 per cent of businesses on board with AI within the next eight years. In tandem, it promises to activate up to 90,000 work placements and jobs for young career candidates, who would be embedded in SMEs and non-profit organizations. That would be a significant portion of 250,000 new AI-related jobs projected to be added to the economy by 2031 — contributing to a projected 3 per cent gain in gross domestic product (GDP) that would reflect a $200 billion surge in labour productivity.

Funding for businesses is to be channelled through the Business Development Bank of Canada’s (BDC) $500-million LIFT (lead with innovation and focus on technology) program, a $500-million injection into the Regional Artificial Intelligence Initiative (RAII) and other “targeted support” through programs geared to small businesses.

Yet-to-be-developed free resources to help businesses assess their preparedness for AI adoption and potential paths for doing so are also promised. Similarly, AI literacy content is promised for students, educators and the broader public.

“Canada will create a National AI Literacy Initiative that will offer entry-level AI training accessible to all Canadians,” the strategy advises. “Through the National AI Literacy initiative, Canada will empower public libraries and community organizations — long trusted as hubs for learning — as natural partners to bring AI literacy initiatives into every community, especially those in rural, remote and northern regions.”

Applications for investment asset management

Observers within the commercial real estate sector suggest it reflects some of the general population’s hesitancy, but they also detect openness that’s in line with the Canadian government’s AI aspirations. Practitioners of the valuation and asset management disciplines voice enthusiasm for AI’s ability to quickly scan and identify patterns, correlations and anomalies in the vast reams of data that the industry and the general economy engender. However, that’s balanced with caution about the depth and congruence of the data from which those insights are gleaned.

Participants in a recent webinar discussion about AI’s contribution to investment decision-making described it as a tool to support discerning human judgement. Carl Gomez, chief economist and executive vice president of research with Centurion Asset Management, slotted it at the generative, information distilling stage of its evolution, with more iterations of advancement required before it is ready to take — and/or human analysts are prepared to cede — authoritative action.

“A lot of real estate firms are using AI to integrate very rote sorts of practices. Deal-screening, data synthesis, reading over reports, checking for small errors, that’s, practically, where we’re utilizing the tool today,” Gomez reported. “It can distill information very quickly into something that is usable. The problem right now is, depending on what data sources you’re feeding in, the outcomes that come out can be contradictory. Or maybe they don’t feel right to the experts in the field who have observed things, and that challenges the old order of how to make decisions.”

Christina Gratrix, senior director, product management, with Altus Group, concurred that much depends on consistent terminology and categorizations across datasets and on the informed direction of the humans who are prompting AI to mine data. With those in place, she maintains historical data can yield valuable insights, help identify catalysts of market swings and parse out factors that may have been overlooked previously.

“There’s a huge difference today in the data points that clients are asking for and collecting and using to build context for their assumptions from even 10 years ago. A lot of firms have data from the past five, 10, 20 years, but that historic record doesn’t have all the data points they need today,” Gratrix observed. “There are variables that we didn’t consider five, 10 years ago that may be embedded in the historic data, but they may not know how to break it out yet.”

From her perspective as a service provider to the industry, she stressed AI adopters must have the acumen defend what the technology delivers because clients with their own investment committees to convince will be asking for that assurance. That’s also premised on data management standards and transparent methodologies.

“Making sure that we can explain every aspect of why the AI tool that we use came up with the answer it did, that’s key,” Gratrix asserted.

In future, Gomez speculates AI could replace some jobs that have traditionally been entre-level roles for analysts. For now, he perceives humans are still largely performing those functions, but required skill sets are evolving, demanding AI competence along with real estate knowledge.

“If you look at our workflow over the last few years, we’re doing a lot more on an individual basis. We’re being a lot more productive with fewer people,” agreed Ray Wong, vice president, valuation and advisory, with Newmark Canada. “From that perspective, it’s going to make the grunt work a lot easier. Instead of spending hours on a spreadsheet or a model, having AI generate that for us and allowing us to focus on the value-add.”

That complements the national AI strategy’s projections for unleashing productivity, while Gomez hypothesizes that improvements in data consistency and synthesis alter competitive jockeying in an industry that has traditionally measured performance with a lot of different metrics recorded in different places. Although still lacking the consistent clarity that the repository of data on record at exchanges provides for public equities, it is becoming easier to capture the panorama of details.

“Historically, part of real estate’s appeal is that it’s not very transparent and sometimes you can earn excess returns because you have a better handle on the market than others — because you have boots on the ground, different resources and things like that,” Gomez mused. “That is the challenge, but it’s also the opportunity now as the data becomes more refined and AI comes into the picture to allow us to get better clarity on the market.”