Paul Morassutti appointed CBRE Canada chairman

Paul Morassutti has been appointed chairman at CBRE Canada. A member of CBRE’s executive management committee, he has most recently served as head of valuation and advisory services and will continue to support that team while adding a new focus on ESG programs and expanding the firm’s litigation practice.

“This significant achievement reflects Paul’s unique abilities, his ambitious new agenda and contributions to Canadian commercial real estate over the past 30 years,” a statement from CBRE Canada attests.

Morassutti holds an AACI designation from the Appraisal Institute of Canada, is a member of the Royal Institution of Chartered Surveyors (MRICS) and is active in academic, professional and community-based organizations, including as an advisory board member for the Schulich School of Business’ MBA in Real Estate and Infrastructure. He is a frequently sought source of commercial real estate insight, both within the industry and on broader media platforms.

Adam Hannah, currently vice president and director of valuation and advisory services at CBRE, will assume the team leadership beginning in January 2023. Angela Taylor, Chris Marlyn and Aaron Harlang will also work alongside him as part of senior management.

“These innovative and collaborative professionals will maintain the high standard that our clients expect while pursuing new growth opportunities with Paul’s support,” CBRE Canada states.

Hwy 1 new bridges open in Kicking Horse Canyon

Highway 1 through the Kicking Horse Canyon has reopened ahead of schedule thanks to the project’s contractor, Kicking Horse Canyon Constructors, making progress during the recent fall closure.

Traffic can move onto much of the newly built infrastructure using the future eastbound lanes, while construction progresses on the new westbound lanes.

“As winter approaches, this is reassuring news for residents and travellers passing through Kicking Horse Canyon. Investments in road infrastructure help keep communities safe and connected,” said Harjit Sajjan, federal minister of International Development and minister responsible for the Pacific Economic Development Agency of Canada. “Our government has invested more than $215 million in this project, which will help manage traffic flow, improve road safety and reduce travel times. We will continue to collaborate with our partners to invest in more projects like these that create jobs across the country and build more resilient communities.”

Nearly two kilometres of new eastbound bridge and viaduct structures will be in use. Drivers will travel Bighorn, Frenchman’s and Blackwall bridges for the first time after the eastbound lanes at Sheep Bridge went into service earlier this year. Travellers will also drive along new eastbound lanes on the Lynx, Grizzly, Wolf, Elk, and Marmot viaducts. The new road passes beneath two major new rock cuts, including the new through-cut at Dart Creek.

“Travellers and commercial truckers are set to benefit from these significant upgrades through the Kicking Horse Canyon,” said B.C.’s Minister of Transportation and Infrastructure Rob Fleming. “The old highway’s sharp corners are gone, with new viaducts and structures across sections of the canyon that improve the safety and reliability of this important interprovincial connection.”

The project is slated for completion in winter 2023-24 with the next stretch of full highway closures expected in spring 2023.

Phase 4 of the Kicking Horse Canyon Project involves realigning and widening 4.8 kilometres of the Trans-Canada Highway through the canyon. The work includes construction of four new bridges and nine new viaducts.

Vancouver Island welcomes three new apartment buildings

Construction has wrapped on three new mid-rise apartment buildings on Vancouver Island, bringing 230 new rental suites to the cities of Nanaimo and Parksville. Owned by Guelph-based Skyline Apartment REIT, Uplands Terrace Apartments and Merewood Apartments have added much-needed new rental supply to Nanaimo and Parksville where vacancy rates are 1 and 1.7 per cent respectively. Both cities are among the fastest growing metropolitan areas in Canada.

“Building new, purpose-built rental homes is crucial for Nanaimo, and this project adds significantly to our local housing supply,” said Nanaimo Mayor Leonard Krog. “This new development is exciting for us as it will give more families a wonderful place to call home in our city.”

The new properties will be managed by Skyline Living, which also manages North Point Apartments located at 6971, 6973 & 6975 Island Highway North in Nanaimo. Each new property offers on-site EV chargers and community greenspaces, as well as sustainable suite features like high-efficiency appliances and individual climate control.

At the grand openings in late September, Skyline Living, Skyline Apartment REIT, and development partners Denciti Development Corp. and District Group, announced a total of $31,000 in donations to two Vancouver Island non-profit organizations: Island Crisis Care Society and The Haven Society.

“Canada continues to face a challenging housing crisis, and as rental housing providers, we at Skyline believe that we have a responsibility to take action,” said R. Jason Ashdown, Co-Founder & Chief Sustainability Officer, Skyline Group of Companies. “New, purpose-built rental stock is a key component to addressing this crisis and developments like Uplands Terrace Apartments and Merewood Apartments help to fulfill this need.”

“We are thrilled to be expanding our presence in Nanaimo and entering the city of Parksville, where the demand for quality rental housing is substantial,” said BJ Santavy, Vice President, Skyline Living. “With the grand openings of Uplands Terrace and Merewood Apartments, we will be able to offer homes to more than 200 families on Vancouver Island.”

For more info, visit www.skylineliving.ca

Sask tardy to enact accessibility standards

Well behind some other Canadian provinces, Saskatchewan has introduced legislation to enact accessibility standards and regulations. The move comes more than seven years after a provincially appointed panel made the recommendation and more than 10 years after the government first promised a strategy to help remove barriers that people with mobility, hearing, sight and cognitive impairments may face.

Much like the legislation adopted in other jurisdictions decades ago, Bill 103, the Accessible Saskatchewan Act, proposes a phased approach to accessibility planning in the public and private sectors. To begin, the yet-to-be-developed standards in six categories — the built environment; information and communications; employment; transportation; service animals; procurement and service delivery — would apply to government facilities, services and operations. Once the Act is adopted, regulations will be developed to stipulate other organizations that will be required to comply and a schedule for them to do so.

Standards are to be developed with the input of a provincial Accessibility Advisory Committee, of which at least 50 per cent of membership must be people with disabilities or representatives of groups that work with people with disabilities. As well, the legislation proposes a provincial Accessibility Office to lead public education efforts, and mandated annual progress reports.

“As we proceed on this journey, we remain committed to the principle of ‘Nothing about us, without us’ and will continue to engage with persons with disabilities on this important work,” says Saskatchewan’s Social Services Minister, Gene Makowsky. “We are working to create a Saskatchewan where persons with disabilities can fully participate because a strong province is one where everyone is included.”

ISSA seeks industry greats for 100th anniversary

As 2023 marks its 100th anniversary, ISSA is seeking nominations for people, companies, and products that have made a significant impact on the cleaning industry.

Nominations are being sought for the following categories:

Top influencer
Top innovative product
Leading brand/company
Emerging leader.

Nominations are open to any person, company, and product within the cleaning industry. Individuals can submit multiple nominations, and they can also nominate themselves for a category.

Nominations will be accepted and honoured – in print and online – throughout all of 2023. However, to receive recognition in the January/February issue of ISSA Today, nominations must be received by December 30, 2022.

For more information about the 100th anniversary and to submit your nomination, please visit this link.

Broadway Subway project completion delayed

Completion of the Broadway Subway project in Vancouver has been delayed from late 2025 into early 2026.

A five-week strike in June 2022 affected the concrete supply in the Lower Mainland, which affected the start of tunnel boring. A precise update on the project timeline will be provided in the spring of 2023 by the provincial government when station excavation and tunnel boring are further advanced. The project remains within budget.

The first machine launched Oct. 7, 2022, and has made significant progress toward its first breakthrough at Mount Pleasant Station, while the second machine is now fully assembled and set to launch, marking another milestone.

Named Elsie and Phyllis, after two influential British Columbians, the custom-designed tunnel-boring machines measure about six metres in diameter, 150 metres in length and weigh almost one million kilograms each. Named for Elizabeth (Elsie) MacGill and Phyllis Munday, the machines were manufactured in Germany, shipped to Canada in spring 2022, and assembled on concrete slabs at the launch site near Great Northern Way.

Progress continues to be made on tunnelling work; more than half of the columns for the guideway between VCC-Clark and Great Northern Way-Emily Carr Station are complete. Construction and fit out of the stations and tracks will begin once tunnel boring has finished.

The 5.7 km Broadway Subway extension of the Millennium Line will connect VCC-Clark Station, near Clark Street and Great Northern Way, to the future Broadway and Arbutus Station.

The Broadway Subway will also support new transit-oriented developments, which create efficient, livable communities and maximize the opportunities provided by the investment government is making in public transit.

Park maintenance begins with park security

For those who may not know, Victoria Park is a historic, 18-acre park located in downtown London, Ont. It dates to the 1800s when it was the site of the British garrison. Today, the park is used throughout the year as an entertainment centre and for various festivities. It is also known as a clean, comfortable, and safe place to hang out.

However, it was certainly not a safe place to hang out around 6 p.m. on August 26, 2022. That evening, a 33-year-old man was in the park when at least two others assaulted him, reportedly causing serious injuries.

Unfortunately, incidents like this happen frequently in parks all over North America. What happens next also happens frequently. If injured, the victim is taken to a hospital, a report is made, and an investigation begins, with very few leads to follow. When it comes to crime in parks, we must realize that we can’t expect police to be everywhere. As a result, police and administrators are put into a reactive position when a crime is committed. All they can do is react to the incident, try to uncover clues, talk to bystanders if there are any, and in the process, hopefully, find the culprit.

It’s not just crime that is a threat, either. In parks and outdoor spaces, there are various hazards and accidents can often happen, such as trips, slips, falls, cuts, injuries sustained on recreational equipment, and many other scenarios.

What would be more effective is for park administrators, management, and maintenance staff to be more proactive. While a proactive approach will not deter all crimes and other unfortunate incidents from occurring in a city park, it should be able to reduce the number.

A proactive approach begins with a risk assessment. Then, with the risk assessment completed, similarly important risk mitigation procedures can be implemented.

Risk assessment

A risk assessment is designed to identify potential hazards, threats, and weak points in a park — or any exterior or interior facility. However, the assessment does not begin at the park gates. Instead, it starts by looking at the bigger picture.

For instance, according to areavibes, a website that analyzes cities as to livability, schools, demographics, and crime, the Victoria Park area gets “A” and “A+” rankings in most categories, but when it comes to crime, it drops down to “C+.” Total crime here is 11 per cent higher than the Canadian national average. Knowing that this area has a higher crime rate when conducting the risk assessment will encourage security professionals to be even more watchful when looking for ways to make the park safer.

Among the other steps they should and likely will take are:

Examine park lighting. In the case of the attack on the man, was the lighting adequate? Was the lighting dim? Was there any lighting at all? A dim or dark park space, especially in a high-crime or high-volume area, opens the door to criminal incidents, accidents, falls, and more.
Look for confusing layouts. It should be easy for users to get out of the park, find parking lots, or get to the street, especially if they need to exit quickly.
Hidden areas. Isolated or remote locations often become magnets for illicit activities and places for criminals to find potential victims. Because park users are often involved in recreational activities, they may be less vigilant about protecting their belongings and personal safety or less conscious of their own safety, once again opening the door to an unfortunate incident.
Evolving loitering areas. Loitering areas are often found in hidden or improperly lit areas. All-too-often they turn into gathering spots for those looking to commit crime.
Staff training. No risk assessment would be complete without analyzing whether staff has been trained on park security. Their job in park safety is to become aware of potential risks in the park and help prevent them.

Risk mitigation

We defined a risk assessment as a process that looks for potential hazards in a park that could provide potential for incidents, hazards, or accidents. Risk mitigation is accomplished by decreasing the threat level. Addressing the items just discussed might include:

Installing more and brighter lighting.
Ensuring that exits are clearly marked for users.
Eliminating hidden locations.
Educating staff on risk awareness and prevention procedures.

However, if the park is suffering from a high rate of incidents and accidents, additional steps may be necessary. Some that should be considered include the following:

Installation of high-definition cameras, which are also “zero light” systems. These cameras are triggered by movement, and zero-light cameras can provide clear video footage of the park, day or night.
Installing geo-fencing around open or less secure areas. Geo-fences are virtual fences and imaginary boundaries. They notify park administrators if, for instance, someone enters the park after it is closed or approaches areas off-limits to park users.
Unmanned Aerial Vehicles (UAVs), also known as drones, allow administrators to see aerial photos of their park quickly and discreetly. They can help ensure public safety, look for “lost” children, monitor animal life in the park, and detect potential threats to the park and those using it.

Canada is in a very enviable position. Compared to most other countries, crime, in general, has been going down. According to Statista, which tracks statistics like this, Canada’s crime rate has steadily decreased since 2003. However, that does not mean it does not happen, and accidents and other hazards are an everyday occurrence.

Administrators must proactively approach park safety, and taking steps now will pay dividends in the future, in Canada and all North America.

Johnathan Tal is CEO of TAL Global. Based in Silicon Valley, TAL Global is a leading risk management, security consulting, and investigative agency serving clients worldwide. The company has a large client base, focusing on the High-Tech, Hospitality, Manufacturing, and Financial industries. Tal can be reached through his company website at www.talglobal.com.

New board for harmonized construction codes

The new Canadian Board for Harmonized Construction Codes (CBHCC) is now responsible for the development of Canada’s National Model Codes. The CBHCC replaces the Canadian Commission on Building and Fire Codes (CCBFC) – the committee responsible for managing the national code development system in Canada since 1991.

The creation of the CBHCC is part of a broader set of governance changes including the dissolution of the Provincial/Territorial Advisory Committee on Codes (PTPACC), which previously advised the CCBFC on policy matters. Under the new governance model, strategic policy direction will be set by the Canadian Table for Harmonized Construction Codes Policy, which will oversee the CBHCC and include deputy-minister-level decision-makers from provincial, territorial and federal governments.

The governance changes are a significant step towards supporting the adoption of harmonized construction codes in Canada. The new model will remove barriers to the free movement of goods, services, and investments within Canada.

The new governance model will also include an Advisory Council for Harmonized Construction Codes consisting of members from industry, the regulatory community, and other interested organizations which will provide policy advice to the CBHCC. The broader code community, including code users, interested organizations and members of the public, will continue to participate in the code development process by attending open meetings and providing feedback during public reviews of proposed code changes.

Endorsed by provincial, territorial, and federal jurisdictions, the agreement includes commitments to reducing variations in technical requirements between codes, for more timely adoption, and for a transformed national code development system that meets the needs of all jurisdictions.

The standing committees, task groups and working groups that develop code change proposals remain in place at the time of transition.

The National Research Council of Canada (NRC) will continue to publish the codes, and provide administrative, technical, and policy support to the code development system.

Ontario to further bolster LTB staffing

Additional funds have been earmarked to bolster staffing at Ontario’s Landlord and Tenant Board (LTB). The Ontario government has allocated $1.4 million to hire about 35 additional staff. That’s on top of the $4.5 million over three years that was pledged earlier this year to help address the LTB’s case backlog.

“Residents and rental housing providers will get faster results, shorter wait times and a better overall experience when they need to engage the board,” maintains Ontario’s Attorney General, Doug Downey.

The LTB was the first of the provincial tribunals to adopt the digital case management and online dispute resolution system that the Ontario government introduced in 2021. As well, this year’s nearly $6 million funding injection will underwrite a promised new “centre of excellence for client engagement”.

“These important investments will help ensure that both residents and rental housing providers receive timely decisions and support the accessibility of quality rental housing in Ontario,” says Tony Irwin, president and chief executive officer of the Federation of Rental-housing Providers of Ontario (FRPO).

How to help your cleaning company broaden your customer base

If you want to increase revenue, your commercial cleaning company must do one of three things: raise prices, sell additional services to existing customers, or expand your customer base. Of the three, expanding your customer base is the only option guaranteed to provide you with sustainable income growth.

If you’ve been in business for a while, your company may have fallen into a routine, providing the same services to the same clients.

If that’s the case, consider that the best way to expand your client base is to branch out to different industries.

Identify an underserved market niche

There are certainly successful cleaning companies that only clean office buildings, but if you are looking to expand the reach of your business, there are many other types of facilities to consider. If you are willing to meet their specific requirements, you may open up a huge potential customer base.

For instance, cleaning medical facilities including doctors’ offices, hospitals, urgent care centers, and dental practices, means following specific established guidelines and best cleaning methods to kill the germs and bacteria found in these spaces.

Government offices that deal with sensitive matters may require your employees to have additional background checks before you are allowed to access their facilities.

A contract to clean area schools can be a lucrative one but will require your staff to work afternoons and evenings when the building is empty. They may also require alternatives to harsh cleaning solutions to prevent possible allergic reactions from the children.

When cleaning manufacturing facilities, you may have the added pressure of working while the machinery is operating nearby. Additionally, there may be extensive environmental health and safety standards required that you would need to be prepared to handle.

Take the time to look for new customer segments that are underserved or fit well into your sweet spot.

Identify potential clients

The simplest – and often the best – way of finding new customers is asking your current customers for referrals. Consider offering a discount for each successful referral as an incentive. You’ll also want to partner with other local businesses to expand your network. Consider businesses like commercial landscaping companies or painters to trade potential leads with them. Get creative with these partnerships, like working with apartment complexes to clean the units before new tenants move in.

Before identifying these clients, be sure to establish a travel radius, deciding on the farthest you will travel to do a job. It’s often better to have more clients concentrated in a smaller area than wasting time and money traveling to a job – even if that job pays more.

Winning the contracts

Many large companies require commercial cleaners to submit bids before they award a contract, so you need to be ready to pitch your business. When you meet with a potential client, they may criticize their current cleaning service, but it’s important you don’t join in. Instead, ask them how that business fell short, and what they are looking for from you before explaining how you can meet their needs.

Be specific about what you can offer them that addresses their pain points. Simply selling your business is not enough, explaining how you can address their unique concerns will win them over.

For example, if the customer explains that adverse reactions to existing chemicals have resulted in employee absenteeism, explain how your products can help reduce allergic reactions and keep their teams at work.

When it comes time to talk price, be sure to confirm the square footage of the area and how often they want it cleaned so you can provide an accurate and competitive bid for the project.

Making sure your efforts pay off

Of course, winning new clients goes hand in hand with retention when you’re building your customer base. The only way to do this is by offering the best quality service and addressing all their needs every time you clean.

Doug Flaig is the President of Stratus Building Solutions, a janitorial services franchise organization, where he ensures that franchisees and customers receive world-class service. He previously served as Chief Operating Officer with Safe Facility Services, a janitorial services provider, headquartered in Thousand Oaks, CA.

PCL CEO receives business leader award

PCL Construction CEO Dave Filipchuk will receive the 2023 Canadian Business Leader Award from the Alberta School of Business in Edmonton on March 23, 2023. The award recognizes his innovative vision and entrepreneurial spirit.

Filipchuk graduated from the University of Alberta in 1984 with a degree in civil engineering.

Filipchuk is the eighth president and CEO of PCL Construction, a firm that was founded in 1906 and has had its headquarters in Edmonton since 1932. During his time with the company, Filipchuk’s innovative vision, entrepreneurial spirit and people-first values have seen him progress through the ranks of leadership: from his first post-grad job as a field engineer to leading Canada’s largest general construction company, with an annual construction revenue of $9 billion and projects across Canada, the United States, the Caribbean and Australia. Throughout Filipchuk’s tenure with the company, PCL has built some of the most significant and recognizable projects in Canada and beyond.

“With so many tremendous leaders in our business community, it’s extraordinarily humbling to receive the Canadian Business Leader Award from the University of Alberta,” says Filipchuk. “Operating within a strong team makes a leader look good. And certainly, I have the benefit of an extremely strong team that deserves a lot of credit for the success they drive in our organization. PCL is 100 per cent employee owned, and our team puts our culture of ownership to work every day, building exceptional relationships and demonstrating a deep commitment to the success of our communities. This team makes my job a lot easier.”

A champion of community engagement, Filipchuk is a member of the Association of Professional Engineers and Geoscientists of Alberta as well as the Business Council of Canada, where he sits on the Higher Education Roundtable, which champions work-integrated learning experiences for post-secondary students across the country. He is also a director of the Business Council of Alberta and a former member of the Stollery Children’s Hospital Foundation board of trustees.

“We’re excited to celebrate Dave’s achievements as the 2023 CBLA recipient,” says Elan MacDonald, vice president of external relations at the University of Alberta. “PCL has long been a pillar of Alberta’s economy and with his innovative leadership and commitment to the community, it will continue to make positive impacts in our province and beyond.”

Building a better construction industry

Over the last few decades, technology has been the catalyst for significant advancement in safety, productivity and sustainability in the construction industry. With intuitive systems in place, companies are maximizing efficiencies, driving productivity, lowering costs, and tracking equipment in real-time—all while improving operator safety.

Technology isn’t the only thing that’s changing. The industry is starting to take steps towards improving workplace diversity and inclusion. In an environment where labour is in short supply, encouraging diversity in construction is a top priority—helping companies make the most of untapped potential while retaining the talent they have. Organizations are starting to see how creating a diverse and inclusive workplace isn’t just the right thing to do, it’s also good for business.

Emerging tech is playing a pivotal role—driving big change throughout the industry, attracting a new generation of workers, removing barriers and promoting inclusivity. Technology advancements give companies tools to remain competitive. However, making the most of these advancements requires innovation and new ways of thinking to apply them in meaningful ways.

The construction industry is ready for a younger, more diverse generation of workers

In B.C., women represent only a fraction of the construction trade workforce. In other skilled trades, that number is even smaller. Closing the gender gap is an ongoing effort—there are many organizations working to connect women to construction and other trade jobs. Companies are becoming increasingly committed to not just understanding, but also taking action to deal with the underlying barriers.

Women aren’t the only demographic that has the potential to change the industry. There are approximately 795,000 working-aged Canadians with disabilities who are unemployed, but whose disability does not necessarily prevent them from employment. Almost half of these people have post-secondary education, so the construction industry has the opportunity to find new ways of attracting and retaining this segment of the skilled workforce. Technology will play a key role as it can reduce many of the physical barriers and concerns around safety and accessibility.

Technology is also a driving factor in attracting younger talent. These are the newcomers to the workforce that have grown up with tablets, cell phones, video games and consoles in their hands from a young age. Technology isn’t as much of a novelty with this generation, it’s an expectation. Advancements like remote operating stations can play a pivotal role in attracting these employees.

Attracting and hiring a diverse workforce is more than just a solution to bridging the labour gap—having a variety of points-of-view and life experiences can create stronger teams and strengthen an organization’s emotional dynamic. In an environment where employees can be their whole selves at work—free to exhibit their race, ethnicity, gender, sexual orientation, background, family status, and any other part of their identity without judgment—diversity quickly turns into a tool to drive productivity and innovation.

Remote operation presents new opportunities and takes safety to the next level

Operator safety has been at the forefront of technology advancements for decades. Now, with the emergence of remote operation, operators can move completely off-site and out of harm’s way. This can range from portable, over-the-shoulder consoles that let operators work safely and comfortably at a distance, to complete remote operator stations—which can be set up in on-site construction trailers, or off-site offices. Remote operator stations replicate the cab environment and provide multiple video feeds for a steady stream of data, as if the operator were using the equipment right on-site.

For people with disabilities, remote operation opens many new opportunities. It eliminates barriers found in traditional machine operation, like traversing rugged site terrain to get to equipment, machine turbulence and vibration during operation, to the difficulties of climbing in and out of them, which can be hazardous even for those who do not have a disability. Climate-controlled, safe, and comfortable, remote operator stations increase longevity for all operators and can reduce or eliminate common fatigue and other health issues associated with long-term machine operation.

Additionally, operators can control up to five pieces of equipment at a time. If the operator sees a machine idling on-site, they can shut it down immediately from their operator station. Idling is one of the biggest culprits in vehicle carbon (CO2) emissions, burning fuel, but also warranty and service hours. With the increasing number of emissions regulations, remote operation helps site managers ensure compliance and ultimately reduce carbon. It can also offer a more flexible work environment and reduce downtime for shift changes or travel to and from the jobsite.

Supporting Indigenous communities through partnerships and technology

Indigenous youth are also predicted to help support the upcoming labour gap, reaching a population of 1 million by 2027, growing at four times the national average. Companies can also use technologies, like remote operating, to create local opportunities for employment, ensuring youth can remain in their communities, rather than having to relocate for work. With most of their homes located in remote, resource-rich areas, it means with the right education and training, they can bring new skills and knowledge back to their communities.

When done correctly, partnerships between industry and Indigenous communities are beneficial for everyone. More organizations are recognizing this as an integral part of community construction and mining site operation and are starting to see tools such as remote operation and other technology as a pathway to developing new partnerships, provide employment opportunities and allow for better accessibility to remote jobs sites.

Removing the barriers to wider adoption takes a joint effort

Technology is just another way to help support current and future labour shortages as Canada’s construction industry comes to grips with the 309,000 new workers needed by 2030. Many local and provincial governments are also issuing grants for smaller businesses that help build back the workforce, with a focus on Indigenous relations, women in business, disabled people’s employment opportunities and training existing employees to improve workplace practices around diversity and inclusion.

For continued success, the construction industry must focus on attracting a new generation of workers that are more representative of our diverse country and the communities the construction industry serves and operates in. Tapping into this wider and underrepresented demographic will not just make a company more attractive to potential employees but will help attract new customers as well. Technology will play a key role, improving many aspects of your business—helping you build and innovate a work environment where employees of all backgrounds, ethnicities, genders, and abilities are fully supported.

Matt Williams is technology platform specialist for CAT Command, Finning Canada

How to ensure pandemic levels of prevention remain

In a recent study conducted by the Associated Press and the National Opinion Research Centre, less than half of Americans are still wearing masks. Similar conditions can be found across Canada. After two years of pandemic-related restrictions, the public craves a return to normalcy.

That craving was more than evident when this summer’s Canadian National Exhibition (CNE) in Toronto opened with no COVID-19 restrictions for the first time in two years, and saw over one million attendees in only two weeks. In response to relaxed government regulations and changing public trends, facilities that host large events like the CNE have returned to pre-pandemic protocols.

Despite public optimism, the fact remains that as we move through fall and look ahead to winter, cold and flu season will once again be upon us, and with it the potential for an eighth wave of COVID 19.

With that in mind, now is time to re-evaluate cleaning protocols and ensure we are prepared. Many industries like aviation, school boards, and long-term care facilities continue to employ pandemic-centric enhanced cleaning, but as we shift into the colder seasons, it is critical to double-down on cleaning protocols in all facilities to reduce the spread of colds, flu, and flu-like illnesses.

Lessons learned

Keeping up with enhanced cleaning protocols for more than two years hasn’t been easy. What made matters worse was that, in many circumstances, facilities didn’t have pandemic cleaning contingency plans including a robust cleaning process, having ample product at hand, and regular employee training.

Pre-planning for emergency situations such as a pandemic is important, especially for large facilities that see thousands of people on a regular basis. During the first few months of the pandemic, the cleaning industry faced a shortage of products like hand sanitizer and surface disinfectants, making it difficult for facilities who did not have ample pre-purchased product to implement enhanced cleaning protocols.

Supply was not the only challenge facilities faced. Enhanced cleaning programs required increased use of surface disinfectants when employees often had not been trained in the safe and effective use of these new products. For example, spraying chemicals into the air rather than into microfibre cloths.

When cleaning solutions and disinfectants are used improperly, volatile organic compounds (VOCs) are released into the air, not only as a result of spraying but through a process called “off-gassing”. Breathing in the chemicals can result in both short-term and chronic effects. Short-term exposure to low levels of VOCs may lead to headaches, nausea, and dizziness, while prolonged exposure can be associated with serious disease and central nervous system damage.

Lack of training and clear, well-defined cleaning protocols can result in air quality issues that put cleaning teams and building occupants at risk. It may also put the facility at risk because bacteria and pathogens may not be fully eliminated.

A four-step approach

While we cannot predict emergency situations and what they may entail, we can create contingency and preparedness plans to effectively deal with situations like a pandemic to keep workers, visitors, and facilities safe:

Create an enhanced cleaning protocol: To ensure the ability to quickly pivot in response to an emergency, develop a specific, enhanced cleaning process that can be immediately deployed.
Provide employee training: Training sessions on how to use new products and equipment should also be included as part of an emergency cleaning program. Providing workers with products they are unfamiliar with is dangerous to their health and safety and usually results in less effective cleaning and wasted product. Provide step-by-step instructions during training and post procedure sheets for employees to refer to when emergency protocols are implemented.
Order ample and correct product: Keep sufficient quantities of all critical products on hand in your facility. Ensure that products specified in the emergency cleaning plan do not interact with each other in ways that may result in adverse health effects.
Invest in air purification technology: Air purification is an important element of a robust cleaning program, as indoor air is susceptible to pollution by bacteria, pathogens, and VOCs. Invest in an air purification system that includes an effective filtration system, fits the size of the space, and refreshes the air at an appropriate interval according to the number of people expected to occupy specific areas.

As we continue to face new environmental cleaning challenges, including new virus variants and a possible eighth wave, it is important to continue to maintain enhanced cleaning processes that not only keep workers and the public safe, but also ensure the safety, health, and cleanliness of your facility.

David L. Smith is the Cleaning, Hygiene & Sanitation Director at Bunzl Cleaning & Hygiene, Canada’s largest specialist distributor of cleaning and hygiene products and equipment. For more information or to book a comprehensive Facility Assessment please contact [email protected].

BCIT opens new Wood Waste to Energy Centre

BCIT has opened a new $1.5 million Wood Waste to Energy Centre (WWEC) at its Burnaby Campus which uses a biomass boiler to recycle wood waste into clean energy.

Every year, the centre will use 250 tons of wood cut-offs and sawdust from Carpentry and Joinery programs to heat buildings at the Burnaby Campus. The project was supported with $340,000 from British Columbia’s Ministry of Environment and Climate Change Strategy Carbon Neutral Capital Program (CNCP) and brings to life elements of the province’s Clean BC plan. The project was also supported by $200,000 from theBC Bioenergy Network

The boiler which currently heats buildings NE2 and NE4 saves 1 per cent of BCITs total emissions, equivalent to 75 tCO2e GHG. However, the system could be expanded in the future to save up to 240 tCO2e Greenhouse Gas annually, which equates to 3 per cent of BCITs total emissions. The project will also reduce transportation emissions because the wood waste will no longer need to be trucked away from campus for disposal.

“The low-carbon heating system serves as a great example of a living lab. Trades and technology students were involved in the planning, design and construction of the facility,” said Wayne Hand, dean, BCIT School of Construction and the Environment.

“Now that the facility is operational, BCIT students get to visit the site on a regular basis to learn about the maintenance and operation of a biomass-driven pressure vessel. This is the final element of a series of clean tech projects that reduced the School of Construction and Environment GHG emissions by more than 75 per cent in the buildings where we teach welding, piping, carpentry and joinery.”

The centre has three main elements:

The system starts with clean, kiln-dried lumber off-cuts, which are sent to a chipper and cut into inch-long chips. These are stored in a silo and fed into the biomass boiler by an auger.
The water in the boiler is heated by burning the wood chips and then piped to heat the adjacent buildings (NE2 and NE4). Fan unit heaters blow air over hot water coils to deliver warm air to the Carpentry and Joinery shop spaces.
The exhaust from the boiler system is run through a multi-stage filter to ensure that it meets strict emissions regulations from Metro Vancouver.

Code development approach prioritizes harmony

A new collaborative code development approach is aimed at achieving faster and frictionless Canada-wide adoption of the most current standards for new construction, fire safety, plumbing and energy efficiency. The Canadian Table for Harmonized Construction Codes Policy and the Canadian Board for Harmonized Construction Codes will bring federal, provincial and territorial representatives together to jointly set strategic priorities and to develop, approve and maintain codes.

The new governance structure arises from the 2020 Canadian Free Trade Agreement to dismantle or reduce administrative redundancies and inter-provincial trade barriers. It replaces the federally directed framework of the Canadian Commission on Building and Fire Codes over the past three decades, in which decision-makers developed model codes that were then handed off to the provinces and territories to be further studied — and potentially revised — before adoption.

“Our government is adopting a more collaborative approach with provinces and territories to harmonize construction codes across the country,” says François-Philippe Champagne, Canada’s Minister of Innovation, Science and Industry. “The new national model codes development system will ensure there is more consistency in innovative building techniques such as helping to meet energy efficiency standards.”

That’s considered particularly integral to achieving Canada’s 2030 target for a 40 to 45 per cent reduction in greenhouse gas (GHG) emissions relative to 2005 levels and the ultimate goal of net-zero emissions by 2050. Canada’s 2030 Emissions Reduction Plan, released earlier this year, identifies codes as a key element to help realize envisioned reductions in the buildings sector. However, the recently released 2022 Provincial Energy Efficiency Scorecard concludes that current piecemeal provincial policies are making lacklustre progress toward to those very ambitious objectives.

“We are optimistic that these changes will help in this regard,” notes James Lockhart, research manager, buildings, with Efficiency Canada, the producer of the scorecard. “Increased collaboration between all levels of government, greater consideration of the relationship between code development and implementation of those codes, and clear policy requirements and targets are critical to ensuring that all new buildings are on a path to net zero energy and emissions.”

Iain Stewart, president of National Research Council of Canada, and Laurier Donais, Saskatchewan’s Deputy Minister of Government Relations, will serve as the inaugural co-chairs of the new Codes Policy Table. The National Research Council will also co-chair the new Codes Board with a peer from the provincial/territorial delegates, while every province and territory will be represented on both entities.

“This will provide the framework for provinces, territories and Canada to work collectively to meet the needs of all Canadians in a timely manner,” Donais says.

“We look forward to continuing to work with provinces and territories in the transformed national model codes development system, to make advancements in key code priority areas such as climate change,” Stewart concurs.

Existing condos: rising to modern standards

Owners of existing condos are in a unique and challenging position as we progress toward 2030. New regulations from multiple levels of government are forcing condominium boards and property management companies to consider more than just a simple cost-benefit calculation when examining repair and retrofit options.

Many condos are getting older and facing decisions about upgrading major components, such as parking garages, windows, walls, and roofs. These components do not generally have quick paybacks, are considerable capital expenses, and can take multiple years to deliver.

In particular, many boards and property managers are looking to plan, prioritize, and combine larger retrofit projects efficiently in response to the realities of higher energy prices and an increased focus on making existing buildings lower carbon and more resilient. It is ironic that some older existing condos, even before a retrofit, may have a higher climate resilience than some newer all-glass towers.

All of the above is starting to force the existing building industry to undertake more extensive and holistic building retrofit projects. In addition to being costly, these projects are technically complex and require a clear understanding of the purpose of the work. With more industry attention on the above, there are a few approaches to note that are working well and that boards and management companies should consider when examining possible building retrofits.

What is the end goal?

The most critical part of undertaking a large retrofit project is knowing the “why.” Boards and managers should write down what they want the project to achieve. Many condos want energy efficiency, but are they also looking to get closer to a net-zero carbon building? Does the building want to be more climate resilient? Or is the intent to make it less drafty to improve the comfort of the owners in their suites? All of these can be accommodated in a larger retrofit project; however, the end goal has to be clearly defined so that the board and managers can use this to determine if any changes or options that inevitably arise during design will serve to get the building closer to that goal.

Plan your work. Work your plan

Many buildings and boards begin this journey by noting that the reserve fund anticipates, for example, a large window replacement, and they begin their pre-design due diligence. During pre-design, the board becomes aware that the window work could be combined with a wall rehabilitation or wall over-cladding. Not only is this a large technical change, but it is also not usually anticipated in the reserve fund and would likely not be possible.

In this case, the board and management should create a larger plan for the building, known as a “step-wise” retrofit. This approach defines the end state of the building, possibly a complete window replacement, and wall rehabilitation is done in a series of steps.

If correctly planned, each step can let the building realize some energy and performance benefits while allowing each step to incorporate future steps. This avoids duplicating work and creates a design where future tie-ins and integrations are more seamless. If there is no overall plan, it becomes difficult to coordinate between past projects and different trades to get the same vision. This planning will also allow the board to have a more flexible cost structure that may give flexibility with what is carried in the reserve fund.

Incremental costs from a new baseline

A final aspect boards and managers should consider is the baseline used to compare different options. Many buildings use a “do nothing” baseline, but it’s not feasible for buildings not to do a repair. The only viable action is to complete a repair, and the options relate to how much work is accomplished. Because of this, payback options should be assessed against the “incremental” cost difference between options, rather than the total capital cost of the option itself.

For example, if looking at the payback between installing double-glazed or triple-glazed windows, any additional energy savings should be applied against the incremental cost between the options rather than the total cost, as the building will be replacing with double-glazed as the baseline. This approach opens up new opportunities to examine some enhanced solutions without compromising on cost control.

Overall, as an industry, we need to adjust the focus onto larger retrofits to help buildings meet the changing expectations of condominium owners and industry partners. One of the best ways to do this is to help the board and managers understand the goals and plans that are possible before undertaking any major projects. This will help align expectations with all stakeholders and ensure that projects deliver what the boards and managers expect.

Duncan Rowe is a principal at RJC Engineers and is based in Toronto.

First CIB retrofit project meets IREE condition

Dream has secured investor ready energy efficiency (IREE) certification for its retrofit project at 366 Bay Street, Toronto, in keeping with requirements of the Canada Infrastructure Bank building retrofits initiative. The office tower is the first candidate to fulfill this mandatory condition of CIB’s $2-billion funding program, and is part of a group of 19 buildings for which Dream has committed to deliver a 40 per cent reduction in greenhouse gas (GHG) emissions.

IREE certification is based on the Green Business Certification Inc. (GBCI) investor confidence framework and calls for accredited third-party verification of a project’s energy efficiency and emission reduction outcomes through rigorous standardized analysis.

“IREE certification is our standard to finance retrofit projects,” confirms Ehren Cory, chief executive officer of CIB. “By providing attractive financing options and partnering with the private sector, we can serve as the link to ensure meaningful action is taken to enhance energy efficiency of buildings.”

Dream has received $136.6 million in CIB funding towards the 19 comprehensive retrofits, which is expected to accelerate the company’s pursuit of net-zero operations by 2035.

“Achieving the IREE certification confirms that our comprehensive approach to planning and executing these GHG-saving projects is best-in-class,” says Brad Keast , head of development and construction for Dream Office REIT.

IDS Vancouver

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