Toronto Tempo plans new training facility and community hub

The City of Toronto is partnering with Toronto Tempo, Canada’s first Women’s National Basketball Association (WNBA) team, to transform an underused parking lot into a training facility that will be the first in North America to feature dedicated community access and programming.

The year-round public recreation hub will rise at 701 Fleet St., directly outside the Princes’ Gates at Exhibition Place and located near the team’s home court at Coca-Cola Coliseum.

In exchange for a proposed long-term lease on city-owned land, which was identified by CreateTO, the Toronto Tempo will deliver a practice facility complete with two full-sized indoor basketball courts and changerooms and outdoor recreation amenities, including two outdoor courts and a mini-pitch, new park space, and public washrooms. The organization will also assume responsibility for maintenance.

The public will have at least 2,200 hours of annual access for community programming, including use of the gym, training spaces and multi-purpose rooms, drop-in and registered programs, permit allotments and seasonal CampTO offerings.

Architecture firm HOK and landscape designer NAK Design Strategies will revitalize the site to enhance connectivity between Fort York, The Bentway and the waterfront.

If the proposal is accepted, construction will begin this fall, with completion anticipated in 2028.

As the newest franchise in the WNBA and the league’s first team outside the United States, the Tempo position Toronto as a global hub for women’s professional sports.

“This performance centre is about building the foundation for sustained excellence,” says General Manager Monica Wright. “Our players deserve a world-class environment that supports every aspect of their development, and our community deserves access to spaces that inspire the next generation. This facility will be both.”

Kelowna breaks ground on Glenmore centre

The City of Kelowna has officially broken ground on a new activity centre in Glenmore.

The Glenmore Activity Centre will be a two-storey building, featuring a gymnasium, multipurpose program rooms, fitness and wellness spaces, outdoor gathering areas, and flexible spaces designed for youth and seniors programming.

The centre will also include a new Okanagan Regional Library hub and a licensed daycare, creating a true community anchor that supports learning, childcare, recreation, and social connection in one place.

“The new activity centre in Glenmore represents a major investment in the health and wellbeing of our residents,” said Mayor Tom Dyas.

More than $8 million from the ChildCareBC New Spaces Fund will create more than 90 new child care spaces for children aged zero to five. The funding is joint support from the B.C. government and the Government of Canada.

The project reflects extensive community engagement and long-term planning through the city’s Building a Stronger Kelowna initiative. Residents identified the need for more indoor recreation space, particularly in Glenmore, where population growth has outpaced available facilities. The new centre will help meet that demand while supporting broader goals for accessibility, sustainability, and community resilience.

Completion is expected in late 2027, with the facility designed to meet high environmental performance standards. Energy efficient systems, natural lighting, and durable materials will reduce long-term operating costs and support the city’s climate goals. The building’s flexible layout will also allow it to adapt to future community needs.

How smart operators are reducing turnover in facility services

Turnover in facility services is often treated like an unavoidable cost of doing business, but it’s one of the most controllable variables in an operation – and one of the most misunderstood.

Early in my time managing multiple client sites, I believed turnover was simply part of the industry. Entry-level roles, overnight shifts, and physically demanding work – it all pointed to a transient workforce. So, we focused heavily on recruiting. When someone left, we replaced them. Quickly.

But the pattern never changed. New hires came in, productivity dipped while they ramped up, quality fluctuated, and within months, the cycle repeated. What appeared to be a staffing issue was actually an operational flaw.

The turning point came when we stopped asking, “How do we help our franchisees hire faster?” and started asking, “Why aren’t people staying?”

That shift in thinking changed everything.

Turnover starts in the system, not with the employee

It’s easy to attribute turnover to wage pressure or workforce expectations, and those factors matter, but they rarely tell the full story. In facility services, most turnover is driven by friction inside the operation: unclear expectations, inconsistent training, lack of communication, reactive scheduling. These are not people problems; they are system problems.

When a new cleaner walks into a facility without a clear understanding of standards, priorities, or how success is measured, they’re set up to fail. When supervisors are stretched thin and only show up when something goes wrong, employees disengage. When schedules change unpredictably, reliability breaks down on both sides.

Over time, these small breakdowns compound. Employees do not leave all at once; they disconnect first, and then they exit.

Reducing turnover requires leaders to audit the day-to-day experience of their frontline teams with the same rigour they apply to client satisfaction. In our operation, we began mapping the first 30 days of a new hire’s experience. What do they see on day one? Who trains them? How is performance reinforced? Where do they struggle?

The gaps were obvious once we looked closely – and fixable once we owned them.

Build retention into the operating model

Once we recognized that turnover among franchisee teams was an operational issue, we stopped relying on quick fixes and implemented these systems that support retention:

A structured ramp-up: Onboarding no longer means a one-day orientation; every new franchisee follows a defined path. Documented checkpoints and continuing education are used to ensure they aren’t just “starting a job,” but building a business. It’s crucial to create consistency from Day One.

Leading without the layers: Eliminating a massive corporate hierarchy or layers means that the field team acts as business consultants, and franchisee retention happens in the field through real-time coaching and mentorship.

Intentional clarity for the front line: There’s no guesswork about what a “clean” building looks like. Providing the tools and standards shows franchisees how to set clear expectations, so their employees can walk into any client site with total confidence. When expectations are clear, everything else follows.

These aren’t expensive initiatives; they’re disciplined ones.

Culture is built through daily actions

Posters on a wall do not define culture in facility services. Culture is defined by what happens during a shift.

Does a franchisee acknowledge a job well done?
Does a team member feel comfortable asking a question?
Does leadership show up consistently or only when there’s a problem?

Retention improves when employees feel seen, supported, and are set up to succeed.

One of the simplest changes to implement is recognizing consistency. Not just top performers, but team members who show up, follow processes, and deliver reliable results. That kind of recognition reinforces the behaviors that keep operations stable.

Our unit franchisees understand that commercial cleaning is a critical business function tied to health, safety, and the client experience, and they communicate this value to their own team members. When a team understands the actual impact of their work on a client’s environment, their engagement increases, and they take more pride in the results, building a legacy of ownership.

From reactive hiring to proactive stability

Facility services will always require hiring, but hiring should support growth, not compensate for instability. When operators shift their focus from filling gaps to strengthening systems, turnover becomes manageable – and in many cases, significantly reduced.

The goal is not perfection. It’s consistency in training, in leadership, and in expectations. Get that right, and the revolving door starts to slow. Over time, it stops being a defining challenge and becomes a competitive advantage.

Aaron Grohs is the Master Franchise Owner for Anago of Austin, part of the Anago Cleaning Systems brand, supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Austin, visit www.AnagoCleaning.com/Austin.

Alberta to limit vacancy tax exposure

The Alberta government plans to block vacancy tax on dwellings that provincial residents own and introduce financial penalties for property owners who fail to meet deadlines for submitting required information to assessors. Both initiatives are contained in a recently tabled package of amendments to Alberta’s Municipal Government Act, which encompasses a wide range of measures related to assessment and property tax, municipal governance, planning approvals and oversight of seniors’ lodges.

Current rules allow a local government to divide residential properties (defined as class 1) into subclasses “on any basis it considers appropriate” for the purposes of assessment and taxation. This provides flexibility for distinct categories of property to have differing tax rates within the broader tax class, but proposed new rules would exclude Alberta residents from further refinements and tax differentials related to non-primary dwellings.

Although the amendments presented in the legislative bill don’t explicitly refer to vacant properties, the Alberta government’s accompanying guidance document clarifies: “The proposed changes would prohibit higher residential property tax subclasses based on occupancy status for Albertans, such as vacancy-style taxes.”

New stipulations pertaining to property “that is not a primary residence and does not meet the requirements of any other class 1 subclass” would prevent an assessor from assigning it to a subclass if it is “wholly or partially owned by one or more individuals that reside in Alberta”. Provincial residents are defined as property owners who have lived in Alberta for at least 183 days of the current or previous year, and who do not intend to live elsewhere.

“Similar homes for Albertans would continue to be taxed in the same way, regardless of whether they are occupied full-time or part-time. This reinforces a consistent, province-wide approach to residential property taxation,” the government’s backgrounder states.

Municipalities that already have residential subclasses in place to enable vacancy tax would be compelled to amend their authorizing bylaws to reflect the new rules, and provide Alberta’s Minister of Municipal Affairs with proof of compliance. The amendments are to be retroactive to Jan. 1, 2026, meaning that municipalities will have adjust their assessment rolls and tax rates accordingly for Alberta residents for the 2026 tax year.

Under current rules, Alberta property owners forfeit their ability to appeal an assessed value if they have failed to supply assessors with information about the property within 60 days of such a request. In the future, a proposed amendment would attach a fine to such tardiness or defiance.

“Timely and accurate reporting helps ensure assessments are fair and based on complete information,” the government backgrounder states.

Other proposed amendments related to assessment and property tax open the way for updated assessment procedures for industrial properties and regulated properties such as pipelines, railways, streetlighting and telecommunications systems.

Home sellers retain advantage in Quebec

Quebec real estate brokers completed 23,354 residential sales during the first quarter of 2026, representing a 2 per cent decrease compared to the 23,910 transactions recorded during the same period in 2025.

The Quebec Professional Association of Real Estate Brokers (QPAREB) released its residential real estate market statistics for the province.

“The Quebec real estate market is entering a stabilization phase, yet without any real easing of pressure,” notes Charles Brant, QPAREB market analysis director. “While activity is slowing slightly, demand remains strong, driven by relatively favourable economic conditions, including stable interest rates and a resilient job market.

“Buyers must, however, continue to contend with financing conditions that remain restrictive. That said, they do have greater flexibility than elsewhere in the country, particularly when compared to the Ontario and British Columbia markets, which are currently experiencing more pronounced adjustments, with signs of a price correction and an increased pressure on the repayment capacity of some households.”

According to Brant, the Quebec market is gradually rebalancing, but conditions continue to favour sellers. “What comes next will largely depend on the evolution of interest rates and household confidence, especially as the international geopolitical context raises the risk of higher inflation in Canada,” he adds.

Sales and inventory data

By geographic market, only the metropolitan areas of Saguenay and Sherbrooke posted sales gains. The agglomerations of Shawinigan, Rimouski, Mont-Tremblant, Thetford Mines, Sainte-Agathe-des-Monts, and Val-d’Or also stood out, with sale increases exceeding 15 per cent.

The number of listings grew by 6 per cent compared to the first quarter of 2025, reaching 36,142 active listings. However, inventory remains well below its 10-year historical average across all regions of Quebec.

All property categories posted increases, with a more significant rise for condominiums (up 16 per cent) than for single-family homes ( up 2 per cent) and plexes ( up 2 per cent).

On the supply side, the shortage of properties intensified in Quebec City and Sherbrooke compared to the 2025 first quarter. In contrast, supply grew, notably in the CMAs of Gatineau (+18 per cent), Montreal (+10 per cent), and Drummondville (+10 per cent). In the condo segment, supply has been increasing for a longer period, which has helped ease the pressure during negotiations. Although sellers still hold the advantage in most markets, months of inventory have risen in the Gatineau, Montreal, and Trois-Rivières.

Average prices

Across Quebec, the median price of single-family homes reached $511,850, up 6 per cent from the previous year. Condominium prices stood at $400,000, marking a 3 per cent increase. For plexes, half of all transactions exceeded $675,000, representing an 8 per cent increase compared to the previous year.

Condo prices saw the most notable increases in the Saguenay (+12 per cent), Sherbrooke (+11 per cent), Trois-Rivières and Quebec City (+9 per cent) CMAs, while remaining relatively stable elsewhere in Quebec.

In Montreal, market conditions remained generally stable and continued to favour sellers, especially in the single-family and plex segments. As conditions have eased slightly, the average price of condominiums grew 1 per cent, reaching $425,000.

GTHA condo inventory hits record high

First-quarter condo sales in the Greater Toronto Hamilton Area (GTHA ) were down 52 per cent annually to a new 35-year low, according to a recent report from Urbanation.

There were 246 units sold and, for the first time in at least 30 years, no new project launches in Q1.

“After the condo market sank to a new multi-decade low in the first quarter, it was encouraging to see a number of new initiatives announced that should help improve sales, reduce inventory and get more construction underway,” said Shaun Hildebrand, president of Urbanation. “However, with market confidence still very fragile and demand fundamentals slowing down, the recovery process is likely to begin slowly”.

Inventory has also reached a record high. An estimated 4295 new condos were completed and unsold as of Q1, more than doubling the level from a year ago and nearly five times higher than two years ago.

Based on sales during the previous 12 months, there were 92 months of completed new condo supply on the market, which doesn’t fully account for units that were presold but the buyer failed to close. Additionally, 8,629 unsold new condos were under construction and slated for completion in the next couple years.

The report also concluded that developers lowered asking prices for standing inventory to an average of $1,189 per square foot (psf) in Q1. That amounts to a 5 per cent decline from a year ago and a 13 per cent decrease from the high three years ago.

However, resale units in comparable buildings registered within the past three years averaged a selling price of $859 psf, a 25 per cent drop from the market peak in Q1-2022. As a result, the gap between asking prices for developer-owned new condos and resale units remained at a record high 38 per cent.

The recently announced full HST rebate for one year is estimated to lower prices for unsold new condos by about $100,000, reducing the price gap between new and resale condos down to 20 per cent.

Urbanation said a contributing factor to the downward pressure on resale prices is the record volume of condo completions in recent years, which is starting to moderate.

Over the past three months, a total of 7,201 units reached completion, a 21 per cent decline from the same period last year. For the remainder of 2026, 14,649 units are scheduled for completion, bringing the annual total to 21,850 units — down from highs of 29,616 units in 2025 and 29,924 units in 2024. Completions are projected to continue falling to a total of 14,659 units in 2027 and 13,039 units in 2028. Only 2,029 units under construction have a scheduled completion for 2029.

A total of 1,254 units started construction in Q1. However, this was mostly attributable to one large project. Another 963 units were cancelled and are now being converted to purpose-built rentals. Since the start of 2024, a total of 11,424 condo units were cancelled, of which 4,064 units were converted to purpose-built rental, resulting in a net removal of 7,360 units.

Skyline releases 2026 Sustainability Report

Skyline marked Earth Day on April 22 with the release of its 2026 Sustainability Report, the company’s sixth consecutive year of formal reporting on responsible business practices. The report outlines a year characterized by steady improvement, disciplined governance, and the continued integration of sustainability principles across all areas of the organization.

“Sustainability has always been rooted in strong management. It is about clarity, discipline, and focusing on what we can control so we can keep moving forward with confidence,” said Jason Ashdown, Co-Founder & Chief Sustainability Officer, Skyline. “As the world evolves, our fundamentals remain the cornerstone that guides our decisions. When we operate responsibly and think long term, we create durable value for our investors, meaningful impact for our communities, and a strong foundation for our people. I am proud of the progress we’ve made and energized by what lies ahead for Skyline.”

The report includes results from Skyline’s 2025 sustainability projects and initiatives, an overview of its alignment with the United Nations Sustainable Development Goals (UN SDGs) and a summary of 2026 sustainability goals, demonstrating how upcoming priorities support the company’s broader responsible business strategy.

Moving forward, the company says it will continue to integrate sustainability into every asset class it manages, including multi‑residential, industrial, retail, and renewable infrastructure. Initiatives range from energy‑efficiency upgrades aimed at reducing operating costs to volunteering and fundraising programs that support community well‑being.

For the full report, click here: Skyline 2026 Sustainability Report

Where labour costs are heading

Across Canada, labour costs in the building maintenance sector are rising — through collective agreement renewals, annual minimum wage adjustments, and sector-specific regulatory changes. Quebec’s recently amended building service decree offers a detailed and concrete picture of where this trend is heading: a phased wage schedule to 2030, a new night shift differential, and revisions to the collective pension plan, all with defined timelines and enforceable minimums. For building managers and contractors anywhere in Canada, the numbers are worth understanding — not because the decree applies outside Quebec, but because it highlights what is happening across the industry.

On March 4, 2026, the Quebec government formally amended the Decree Respecting Building Service Employees, harmonizing the decree with the collective agreement negotiated between the Union des employé(e)s de service, Local 800 – FTQ, and the Association des entrepreneurs de services d’édifices Québec Inc. The decree applies across a large portion of Quebec including Montreal, its north and south shores, Laval, the Outaouais, the Laurentians, the Mauricie, and parts of the Eastern Townships, and is administered by the Comité paritaire de l’entretien d’édifices publics (CPEEP). A separate decree governs the rest of the province. Despite its name, it covers a broad range of buildings including offices, hotels, restaurants, healthcare facilities, schools, warehouses, and multi-unit residential buildings.

Wage schedule through 2030

The decree establishes a multi-year schedule of minimum hourly rates, giving employers a predictable framework for managing rising labour costs. The three wage classes reflect the nature of the work performed: Class A covers heavy-duty tasks such as floor treatment and window washing; Class B covers light work such as dusting, sweeping, and washroom maintenance; and Class C applies to work performed at height.

Effective date	Class A	Class B	Class C
March 4, 2026	$23.25	$23.25	$23.90
November 1, 2026	$23.83	$23.83	$24.49
November 1, 2027	$24.43	$24.43	$25.10
November 1, 2028	$25.10	$25.10	$25.80
November 1, 2029	$25.79	$25.79	$26.50
November 1, 2030	$26.63	$26.63	$27.37

Note: The March 4th increase is not retroactive.

From March 2026 to November 2030, Class A and B rates will rise from $23.25 to $26.63 per hour, which is an increase of approximately 14.5 per cent. Class C rates follow a parallel trajectory, moving from $23.90 to $27.37.

Night shift differential

The amended decree introduces a new night shift premium for workers whose scheduled hours fall predominantly between midnight and 8 a.m. The differential is phased in over three years:

Effective date	Premium (per hour)
March 4, 2026	$0.25
November 1, 2026	$0.50
November 1, 2027	$0.75
November 1, 2028	$1.00

By November 2028, workers on overnight schedules will earn an additional dollar per hour above the applicable class rate. For organizations that rely heavily on overnight crews — a common configuration in office tower and institutional cleaning — this represents a meaningful addition to labour costs that will need to be factored into operational budgets and service contracts now.

Collective pension plan

The regulation also amends the collective pension plan provisions. The employer’s contribution is set at $0.20 per paid hour for eligible employees who have attained permanent status. Notably, this contribution also applies retroactively to hours worked prior to an employee attaining that status — a detail that requires attention in payroll administration.

Other changes to working conditions

Beyond wages and the pension plan, the amendment brings several updates to working conditions. Minimum paid work periods have been extended from three to four hours in certain cases, and rules governing leave, absences, and medical documentation have been revised. Administrative reporting requirements to the parity committee have been updated, and seniority rules and provisions relating to annual and sick leave have been amended. Taken together, these adjustments modernize the regulatory framework and bring it into closer alignment with the terms negotiated in the sector’s collective agreement.

What this means for the industry

The cumulative weight of these changes will be felt differently depending on an organization’s workforce composition and contract structure. Contractors with large overnight teams, or a workforce where many employees are close to permanent status, will feel the financial pressure earliest. For those still operating under contracts priced at the old rates, that conversation with clients can’t wait.

Rising labour costs also tend to accelerate two broader trends in the building maintenance sector. The first is pressure to get leaner operationally with better task sequencing, tighter scheduling, and more systematic use of digital tools to track performance and justify costs. The second is a potential improvement in workforce stability. The building maintenance sector has historically struggled with recruitment and retention, and more competitive compensation — particularly the night shift premium — may help attract workers from other industries and reduce turnover among existing staff, which carries its own cost savings.

For building managers who rely on contracted cleaning services, the decree’s changes are a useful prompt to verify that their service providers are compliant and that contract terms reflect the updated cost realities. The CPEEP maintains up-to-date guidance and an employer’s guide at cpeep.qc.ca. For building managers navigating that conversation, how a service contract is structured — and how the contractor was selected in the first place — matters more than ever. A forthcoming article in this series examines the role of qualitative criteria in cleaning services tenders, and why price alone has never been a reliable basis for contractor selection.

Karl Bédard is Director at ValkarTech. He specializes in quality control and smart technology solutions for institutional and commercial facilities. He holds a bachelor’s degree in operations and Logistics Engineering from ÉTS Montréal (2022), is a certified internal auditor accredited by the Mouvement québécois de la qualité, and holds the LEED Green Associate designation.

Intelligent video’s evolving role in rental housing

While security remains foundational to multifamily housing, forward‑thinking apartment operators are rapidly adopting intelligent video as a strategic business decision—unlocking insights that improve NOI, streamline operations, elevate the resident experience, and enable automation at scale.

According to a recent report by Axis Communications, intelligent video is evolving far beyond traditional surveillance. The report outlines how modern camera systems are becoming active contributors to decision‑making in high‑impact environments, from manufacturing facilities and corporate headquarters, to multi-residential apartment buildings.

“Modern camera systems in apartment buildings are no longer limited to recording incidents after they occur,” says Michael Almeyda, Business Development Manager at Axis. “With built-in analytics and edge intelligence, they can help property teams understand activity across entrances, common areas, and amenities in real time – turning video into actionable insight that supports safer, more responsive, and more efficiently managed spaces.”

At the same time, Almeyda says the systems help enhance the tenant experience by improving safety and enabling faster responses to issues: “A more secure and well-managed environment increases resident satisfaction and can contribute to stronger tenant retention.”

Key findings from the report

Expanding Business Impact: Use of video for business intelligence has nearly doubled in one year (from 20% to 38%), with 42 per cent of organizations now leveraging it to drive operational efficiency—mirroring multifamily’ s push toward centralized operations and portfolio‑wide visibility.
Evolving Customer Priorities: Sixty‑four per cent of end users cite infrastructure modernization as their top driver, while 44 per cent identify cybersecurity as a critical priority—both central concerns for apartment operators upgrading aging systems and protecting resident data.
Accelerating Cloud Adoption: Cloud use in physical security is expected to rise from 27 to 44 per cent within two years, reflecting growing demand for remote management, centralized monitoring, and scalable solutions across distributed apartment portfolios.
Demand for Platform Integration: Forty‑one per cent of customers now expect unified platforms, underscoring the importance of integrating video with access control, property‑management systems, and smart‑building technologies.

Taken together, the findings highlight the priorities shaping the next phase of video deployment in multifamily housing – from infrastructure modernization and cybersecurity to cloud adoption and system integration.

“For apartment operators, that points to a clear path forward: upgrading legacy systems, enabling analytics, and integrating video with other building technologies so it can support faster maintenance response, stronger oversight, and more efficient portfolio management,” says Almeyda. “The starting point is understanding what their current systems are capable of supporting.”

A practical framework involves assessing three core areas:

the strength and security of the underlying infrastructure,
the system’s ability to generate operational insight through analytics,
and, how well video integrates with other buildings such as access control or property management platforms.

Together, these elements help determine whether video is simply capturing footage or actively supporting more efficient building operations.

“Ultimately, it starts with knowing what your existing systems can and cannot do,” says Almeyda.“By evaluating how modern the infrastructure is, whether analytics are providing meaningful insight, and how well video connects with other building technologies, apartment operators can identify the gaps and take practical steps toward more intelligent, data-driven property operations.”

Michael Almeyda, Business Development Manager at Axis Canada, drives innovation in audio, intercoms, and access control. With 17+ years of industry experience, he’s led notable projects in healthcare and education, leveraging his expertise to enhance safety and communication. A certified Axis and Security Professional, Michael brings a unique blend of technical knowledge and customer-centric approach.

Ontario to subsidize augmented hard hats

Proposed legislation indicates Ontario employers will have financial support to comply with pending requirements to supply augmented hard hats in many work environments. A newly introduced amendment to Ontario’s Occupational Health and Safety Act sets out a framework for the government to reimburse costs associated with purchasing “prescribed protective headwear”, but leaves most of the details to future regulations.

This comes roughly 14 months before new rules related to protective headwear will take effect. As of July 1, 2027, hard hats that safeguard against sideward impacts and/or have chin straps will be required in a broad set of circumstances, stated in the regulation as:

if the worker may be exposed to side impact hazards when on the project; and/or
if the conditions on a project may cause protective headwear worn by a worker to dislodge.

Where risk of sideward hazards is present, the regulation specifies that protective headwear must comply with either CSA standard Z94.1 or ANSI standard Z89.1 for Type 2 hard hats. These promise comprehensive protection of the top, sides and back of the head versus currently stipulated Type 1 hard hats, which are designed to safeguard the top of the head.

The Ontario government asked for stakeholder input on the cost of complying with these requirements during a March 2026 public consultation prior to finalizing the regulation. A briefing document released along with the proposed new amendment states that the reimbursement program is meant “to help offset initial costs for employers, ensuring a smooth transition while improving worker safety”.

Customize your cleaning cart for best results

While cleaning technology is on the rise, it doesn’t address every need for commercial cleaners. The cleaning cart holds the basic tools that every cleaner needs to get the job done. Creating the perfect commercial cleaning cart involves an organized strategy to optimize time and labour, improve efficiency, and enhance safety.

The cart

Choose a cart that is structurally sound, durable, and accommodates the needs of your business:

Look at the size, compared to the areas you will be cleaning to choose something that is easily maneuverable where you need it.
Choose high-quality, non-rusting aluminum or a strong structural plastic that will stand the test of time.
Add any organizational tools that can help improve efficiency like portable totes, storage bins, or caddies.
Ensure that it allows for durable, leak-proof vinyl garbage bags so you can effectively manage garbage pick up.
If you need secure storage, look for locking cabinets or security hoods so you can store chemicals out of public reach.
Maximize mobility with 4″ to 8″ quiet casters to prevent floor marks and limit noise.

Organization

Setting up your cart efficiently can help save time, avoid unnecessary messes, and simplify the job:

Store non-heavy, most-used items on the top shelf. This could include microfibre cloths, spray bottles (disinfectant, glass cleaner, all-purpose cleaner), gloves, and sponges for easy access.
Putting paper products and extra supplies in the middle section allows for quick access without too much weight.
Place heavy items and cleaning supplies on the bottom shelf, which will help with the cart’s stability.
If you have side or additional storage, you can use it for tools like mops, brooms, brushes, or extras like wet floor signs.

Optimizing your cart

Creating the best cart for you means assessing your needs and adjusting to suit those needs:

Using colour-coded cloths can reduce cross-contamination between areas like restrooms and offices, making it easy for you to identify what you need on the go.
Switching to flat mop systems offer lighter, more efficient options than a traditional mop.
If you vacuum regularly, make sure the cart can securely hold an upright vacuum, so you can take it wherever you need to.
Don’t forget to clean your cart. It can get dirty and banged up with regular use so maintain and clean the cart to keep it in great shape.

A well-organized, customized cleaning cart can simplify tasks, save time, and improve cleaning efforts for your team.

1 Marlborough redefines condo design

In a city where large condo units are rare, a new 13-storey building in Toronto is offering 58 homes that range from 1,800 to more than 8,000 square feet. The condos at 1 Marlborough are designed for multi-generational living, large gatherings, private art collections, functional home offices, and space to breathe.

“When homes are thoughtfully designed and truly meant for living, people value them differently,” says Pouyan Safapour, president, Devron Developments. “They keep them longer, they care for them, and they pass them forwards to next generations.”

Devron and Dorsay Development Corp. aim to launch the condo in fall 2026 at the corner of Yonge Street, between the Rosedale and Summerhill neighbourhoods. Once complete, the project will reject the traditional glass-clad, thin-walled, design that has defined many towers in Toronto

“Great cities like Paris, Barcelona, London celebrate beautiful buildings in great neighbourhoods,” said Safapour. “It is where people aspire to live. Buildings so cherished that people even travel the world to see them. Toronto is deserving to have buildings of this standard.”

At the base of 1 Marlborough stands a near-century-old heritage structure, originally designed as the Canadian showroom for Pierce-Arrow.

The building was designed to the grandeur of what it housed. Double-height arched bays, ornate stonework, gargoyles, and generous proportions built to showcase one of the world’s most luxurious vehicles. It was designated a heritage property in 1978. Over the decades, the building served many lives, most notably as a CBC television studio where iconic Canadian children’s programming, including Mr. Dressup, was produced.

That structure will be meticulously restored as architecture and design firm Audax draws inspiration from beautifully detailed turn-of-the-century apartment buildings. Heritage strategy is guided by ERA Architects, ensuring the integrity of the existing structure is preserved as the building enters its next chapter.

“Rosedale remains one of Toronto’s most historically layered communities,” notes Gianpiero Pugliese, principal at Audax. “Defined by timeless façades, wrought iron details, mature tree canopies, and an architectural continuity refined over generations — 1 Marlborough represents a rare new addition to one of Toronto’s most established enclaves, where opportunities for new construction of this scale and calibre are exceptionally limited.”

The building’s crown features loggias composed of vaulted arches that echo the original street-level arches below. Behind the walls, Devron has applied a comprehensive suite of engineering and specification decisions that address the issues faced in some condominiums, such as sound insulation in all directions, leak detection and automatic shutoff systems, high thermal and noise performance windows, direct fresh air ventilation, in-suite humidifiers, and water filtration.

All suites have generous outdoor space and terraces. Nearly all suites also have direct elevator access. Amenities include a spacious residents’ lounge, large private dining room, bar, wellness and fitness centre, meeting room, valet service, and pet spa.

The developers anticipate many future residents will be downsizers from the surrounding neighbourhoods, or international buyers.

Consumer uncertainty stalls spring housing market

Canada’s spring housing market is slow compared to previous years, but activity is increasing, according to the Royal LePage House Price Survey and Market Forecast released last week.

The average price of a home in Canada dropped 2.0 per cent year over year to $812,900 in the first quarter of 2026. On a quarter-over-quarter basis, however, the price remained relatively flat, increasing just 0.7 per cent.

“In a typical spring, Canada’s housing market would already be gaining momentum, but persistently low consumer confidence remains a drag on activity – especially in our most expensive markets,” said Phil Soper, president and CEO of Royal LePage. “That hesitation is being driven by uncertainty beyond our borders. The inflationary impact of America’s war with Iran is pushing energy prices higher, with ripple effects across the broader economy, while ongoing trade negotiations ahead of the CUSMA review are adding to concerns about economic stability and job security.”

That sentiment can be seen in a Bank of Canada survey conducted in the fourth quarter of 2025, where Canadians were asked when they believe Canada–U.S. trade tensions had – or will have – the greatest impact on the economy and inflation. Half of respondents indicated that the most significant effects are still to come, while 27 per cent believe the worst has already passed.

“Three factors figure prominently in today’s sluggish market: hesitant first-time buyers, a return to sell-before-buy behaviour, and limited inventory in several key markets,” added Soper. “First-time buyers are the engine of the housing market, and when they pause, it ripples through every segment.

“Move-up buyers are also taking a more measured approach, often choosing to sell before committing to their next purchase; a behaviour we haven’t seen in years. In some regions, however, the issue isn’t demand – it’s supply. What’s clear is that many Canadians still intend to move.”

According to the central bank, nearly one third of Canadians said they were likely to move within the next 12 months, up from 22 per cent from a year earlier. Similarly, 20 per cent of homeowners said they were likely to sell their home within the next year, up from 14 per cent.

Regional Realities

When broken out by housing type, the national median price of a single-family detached home decreased 1.3 per cent year over year to $857,300, while the median price of a condominium decreased 3.4 per cent to $577,600.

On a quarter-over-quarter basis, the median price of a single-family detached home and a condominium increased modestly by 1.0 per cent and 0.4 per cent, respectively. Price data, which includes both resale and new build, is provided by RPS Real Property Solutions.

In the first quarter, the average price of a home decreased 4.7 per in the Greater Toronto Area and 4.5 per cent in Greater Vancouver. “Because of their size, softness in British Columbia and southern Ontario has an outsized impact on national averages,” said Soper. “Meanwhile, strong demand in a much more affordable Quebec market has allowed the province’s major cities to lead in both activity and price growth.

“On the Prairies, sales have slowed somewhat, yet home values continue to rise modestly, reflecting ongoing supply constraints. Atlantic Canada’s economy has been bolstered by a surge in Newfoundland’s energy sector and a recovery in Nova Scotia’s exports. While sales volumes have moderated, low inventory and a continued stream of interprovincial migrants seeking affordability have fuelled continued, modest home price appreciation.”

Inflation Risks Resurface

With inflation currently sitting within the Bank of Canada’s target range, and unemployment ticking up in recent months (6.7 per cent in February and March), the overnight lending rate has remained on hold at 2.25 per cent since last October. However, the risk of inflation reaccelerating has brought the possibility of future rate hikes back into focus.

“With inflation pressures resurfacing, the Bank of Canada has no room to lower interest rates further – and the next move could be upward,” said Soper. “For buyers planning to enter the market this year, securing a mortgage pre-approval sooner rather than later is a prudent step, particularly as rate holds have a limited shelf life. As that reality sets in, we expect more buyers to come off the sidelines through the spring and summer months.”

Construction Funding Boost

While housing starts increased six per cent year over year in 2025, much of that growth was driven by an increase in purpose-built rental construction. According to the Canada Mortgage and Housing Corporation (CMHC), the number of rental units under construction in 2025 reached nearly double the 10-year average, with record levels reported in Calgary, Edmonton, Ottawa, Halifax and Montreal.

Significant government investment could help re-energize both the new construction and resale markets by supporting much-needed supply and improving overall market confidence.

In March, applications opened for the First-Time Home Buyers’ GST/HST Rebate, allowing eligible buyers to recover up to 100 per cent of the federal sales tax on qualifying new construction homes, up to a maximum of $50,000.

The Ontario government has taken it a step further, agreeing to match the federal incentive by crediting the provincial portion of HST, meaning first-time buyers can save up to a total $130,000. In addition, the two governments announced the Canada–Ontario Partnership to Build, a cost-shared investment of close to $9 billion over the next decade to cut development costs and boost housing development.

“The new federal-provincial government-led initiatives are a meaningful step toward getting projects moving again,” said Soper. “But we must stay focused on outcomes. Building more housing – and, critically, building the right types of homes that Canadians can grow into – is essential to the long-term health of both the housing market and the broader economy.”

Regional Disparities for Q1 2026 Condo Prices

GTA

In the first quarter of 2026, the median price of a condominium in the GTA decreased 6.5 per cent to $658,000. In Toronto, the price of a condo decreased 3.8 per cent to $660,600
Shawn Zigelstein, broker and leader of Team Zold, Royal LePage Signature Realty, said buyers are out exploring and doing their homework, but many aren’t moving aggressively with offers yet.

“The condo segment has seen a slight uptick in activity, driven largely by interest from first-time buyers and downsizers,” he said. “At the same time, inventory throughout the city has been trending downward, as many sellers are choosing to relist at a later date rather than accept lower offers. This signals a level of confidence among sellers, but it’s also contributing to a degree of gridlock, with buyers and sellers waiting for more favourable conditions to move forward.”

Royal LePage is forecasting that the aggregate price of a home in the GTA will decrease 4.5 per cent in the fourth quarter of 2026, compared to the same quarter last year.

Ottawa

In Ottawa, the median price of a condominium decreased 2.6 per cent to $400,500.
Jason Ralph, broker and owner, Royal LePage Team Realty, said activity has been picking up, while inventory levels remain higher than in recent years.

“Buyers remain active, particularly at more affordable price points, but they are taking more time and approaching decisions more cautiously,” he noted. “Pricing has remained relatively stable overall, with modest recent gains since the start of the year suggesting early signs of strengthening as we move into the spring season.”

Ralph noted that conditions continue to vary across housing segments, with condos beginning to stabilize after a period of elevated supply; townhomes seeing the strongest activity; and, activity in the single-family home segment remaining steady, especially at entry-level price points where competition persists.

Greater Montreal

According to Marc Lefrançois, chartered real estate broker, Royal LePage Tendance, the first quarter of 2026 in the Greater Montreal Area was defined by a clear dichotomy.

“After a disappointing January with historically-low absorption rates, the market bounced back in February with double-digit growth,” he shared. “Single-family homes and plexes continue to show sustained strength, while downtown condos are struggling with an inventory surplus amplified by competition from new builds. “We are seeing a major comeback within the luxury market, while the urban condo sector lags behind.”

The median price of a condominium was flat in Q1, increasing just 0.1 per cent to $490,900.

In Montreal Centre, the median price of a condo was nearly unchanged, decreasing 0.2 per cent to $588,600. Overall sales activity was primarily driven by buyers looking to move up to a higher-end property and the end of the post-pandemic urban exodus.

“This demand is supporting the single-family home and condo segments in sought-after neighbourhoods like Villeray and Rosemont, which remain seller’s markets,” said Lefrançois.
On the other hand, the condo market has faced significant challenges, particularly in urban centres. “Condo inventory has reached record highs on the Island, making this segment stagnant; existing properties are difficult to sell due to the oversaturation of new builds in Ville-Marie or L’Île-des-Sœurs,” added Lefrançois. “We expect to see moderate price growth for houses and stagnation for condos throughout the year.”

Calgary and Edmonton

The aggregate price of a home in Calgary remained flat year over year in the first quarter of 2026, decreasing just 0.5 per cent to $689,100. On a quarterly basis, however, the aggregate price of a home in the region increased 1.1 per cent.

In Calgary, the median price of a condominium decreased 4.5 per cent to $257,100 in Q1.
Corinne Lyall, broker and owner, Royal LePage Benchmark, said new listings are down for single-family housing, but the condominium and row-style segment is seeing rising inventory levels, as softer demand and increased rental availability give buyers more choice. “We continue to see multiple offers on well-priced detached homes, while the condo segment remains more balanced with greater supply,” she noted.

An increase in purpose-built rentals in the region has influenced buyer behaviour, with many taking more time to weigh their options to rent or buy. At the same time, while migration to Calgary remains prevalent, it has moderated compared to previous years, contributing to a slight decline in overall sales activity.

In Edmonton, the median price of a condominium decreased 1.9 per cent to $205,600. “Inventory has been building gradually since 2025, giving buyers more choice and contributing to more balanced market conditions,” said Tom Shearer, broker and owner, Royal LePage Noralta Real Estate. “As a result, buyers are taking their time and being more selective, rather than feeling pressure to act quickly.”

Shearer noted that pricing has remained relatively stable overall, with modest year-over-year gains in the detached segment, though condominiums and row housing are seeing some minor softening.

“As we move into the spring market, I expect activity will continue to pick up,” he added. “While migration has slowed slightly, Edmonton’s strong economic fundamentals continue to support demand, with market activity likely to normalize into the summer months.”

Halifax

Many baby boomers are choosing to age in place rather than transition into the condo market, which is keeping inventory levels stubbornly low in Halifax, according to Matt Honsberger, broker and owner, Royal LePage Atlantic.

Broken out by housing type, the median price of a single-family detached home increased 1.8 per cent year over year to $600,200 in the first quarter of 2026, while the median price of a condominium decreased 0.9 per cent to $406,000.

“Looking ahead, while we suspect a modest seasonal uptick is on the way, it is unlikely to mirror the robust spring surges we’ve grown accustomed to,” he said. “I anticipate overall activity for 2026 will be below last year.

“Despite the sluggish volume, prices have remained remarkably resilient and largely unaffected by the slowdown in activity. This is creating a difficult landscape for first-time buyers. For most new buyers, the price gap to new construction as an option remains challenging, however we hope that the new GST rebate will help make new builds a more viable option for those looking to enter the market. For now, we’re in a holding pattern, with most participants waiting for a clearer economic signal before making their next move.”

Greater Vancouver

The Greater Vancouver Area is experiencing an uptick in activity. Randy Ryalls, managing broker, Royal LePage Sterling Realty, noted the return of multiple offers and stronger foot traffic at open houses.

“Buyers are engaged and responding to well-priced, well-presented inventory,” he said. “We’re also continuing to see a higher number of ‘subject to sale’ offers, which indicates that both move-up and downsizing buyers are present in the market.”
The median price of a condominium decreased 4.8 per cent to $729,000, while In the city of Vancouver, the price of a condo declined 4.6 per cent to $780,100.

Ryalls added that a significant share of active listings in Greater Vancouver have undergone price adjustments or expired, indicating that many sellers are still working to align their pricing with current market conditions.

Winnipeg

In Winnipeg, there is a lack of inventory, particularly in the single-family detached segment, as demand outpaces supply.

“Move-up buyers are sitting on their current listings because they don’t see enough available inventory to move into, while the older generation are increasingly choosing to remain in their larger homes rather than downsizing, further restricting the turnover of properties,” said Michael Froese, broker and manager, Royal LePage Prime Real Estate.

The median price of a condominium increased 3.7 per cent to $276,600. With the detached market being tight, other market segments have picked up steam. Sales of attached housing and duplexes are on the rise.

“While buyer preferences have evolved in recent years, many still aspire to own a detached home in the long term,” he noted. “As a result, we’re seeing some imbalance between the types of housing being added to the market and what most buyers are ultimately seeking. This continues to place upward pressure on prices in the single-family detached segment.”

His office anticipates a typical spring market where prices remain buoyant and competition stays tight. “Supply isn’t built in a day, and the bottom line for our city is that we desperately need more single-family homes to meet the clear desires of Winnipeg families and to keep the market moving.”

Regina

In Regina, the median price of a condominium increased 6.3 per cent to $232,800 in Q1. The market there is notably active yet facing a chronic inventory shortage

“New listings continue to decline, further tightening a market where the level of choice buyers enjoyed pre-COVID has essentially vanished,” said Chad Ehman, sales representative, Royal LePage Next Level. “We’re in something of a standoff right now – many would-be sellers are holding back, paralyzed by the fear that if they sell, they won’t be able to find a suitable replacement in such a crowded environment.”

Ehman noted that while construction activity has finally picked up, specifically with high-density condo and townhome projects, it is going to take time to offset the years of lagging supply that followed the pandemic.

“Driven by a lack of available inventory, competition remains fierce. Adding to this demand is surging rental prices, which are acting as a powerful catalyst for first-time buyers, who are increasingly choosing ownership over high rents,” he said. “Most of our activity is being driven by people moving from within Saskatchewan, showing that local demand is resilient regardless of broader economic jitters.

UAA founding principal Shelley Craig retires

Urban Arts Architecture (UAA) has announced the retirement of founding principal Shelley Craig.

She is recognized as a leader who shaped the culture of UAA and supported the growth of women in the architectural industry.

When Craig founded Urban Arts Architecture in 2006, she set out to create a studio grounded in collaboration, creativity, and strong female leadership—a place where women could grow, lead, and support one another. She recognized early on the need for greater representation of women in the industry and the importance of raising them up. That vision has been at the heart of UAA from day one, and throughout her career, she has empowered countless women, mentored new architects, and fostered a culture where every voice is valued.

Over the years, Craig has led dozens of projects from vision to reality. Some of her notable contributions include the Radium Hot Springs Community Centre and Library, one of the first DLT buildings in Canada, which received a SAB Green Building Award. Other award-winning work includes the Summerland Branch Library and the Engineering Student Centre at UBC.

Beyond buildings, her legacy is reflected in the relationships built, the knowledge shared, and the inspiration sparked across our team and industry. She is well known for her commitment to “built in BC” design and research. She has received a BC WoodWorks 2019 Wood Champion Award, the Wood First Premier’s Award, the AIBC Innovation Award, and the 2009 WoodWorks Architect Award.

Alberta introduces fast-tracked projects bill

The Alberta government has tabled a bill which will establish a 120-day approval time frame to accelerate major project development and reduce delays.

The legislation sets clear criteria, application requirements, approval processes and timelines for proponents, regulators and government. To qualify, projects must align with provincial priorities, be of strategic economic importance and involve a minimum capital investment of $250 million.

Bill 30, the Expedited 120-Day Approvals Act, is a way to meet Alberta’s goal of doubling oil and gas production by 2035 and stay competitive in the market, according to the province.

“The world needs Alberta oil and gas now more than ever. Taking action to accelerate the approval process is critical for Alberta to unleash its energy potential and ensure a sustainable sector for decades to come,” said Minister of Energy and Minerals Brian Jean.

A review and support process would be established through a newly created project coordination review team within Executive Council to assess major project applications and make recommendations to a committee of deputy ministers. When a qualified project is approved by the committee, cabinet will designate qualifying projects through an order-in-council. The issuance of the order-in-council would trigger a 120-day approval clock for the regulators, with the same timeline requirement applying for all subsequent required permits upon receipt by the regulator.

In April 2026, the governments of Canada and Alberta signed the Co-operation Agreement on Environmental and Impact Assessment to reduce duplication with federal and provincial assessments that add time, cost and uncertainty to major projects.

Report outlines steps to cut construction emissions

A new industry report outlines five practical steps that, when implemented together, could reduce construction jobsite emissions by up to 75 per cent without compromising cost, schedule or performance.

Grounded in real operational data from 617 construction projects across the U.S. and Canada, Growing and Greening Canadian Construction represents the most comprehensive sector-wide analysis of jobsite emissions conducted to date.

The report was developed through a collaboration among leading general contractors, including PCL Construction, in partnership with the Transition Accelerator. The report focuses specifically on emissions from construction jobsite activities and reflects a shared commitment to advancing practical, scalable solutions for the industry.

“The report uses real-world project data to identify where emissions are generated on jobsites and where the most effective reduction opportunities exist,” said Anton Pojasok, head of sustainability for PCL Construction. “Because the data is aligned to how construction projects are actually delivered, versus relying on theoretical models, these are steps construction teams can implement right away.”

The report found that the biggest opportunities come from using cleaner power and fuels on jobsites, especially where diesel is currently the default.

The five actions include:

Electrifying light-duty vehicles and small equipment: Light-duty vehicles scored highest across all assessment dimensions, with mature electric technology, strong economics and minimal operational changes required. This can deliver up to 15% reduction of total jobsite emissions, largely by eliminating gasoline use and displacing some diesel.
Improving and electrifying temporary heating: Heating emerged as a major emission source, particularly in cold climates and remote locations. Optimizing heating comes with the potential to cut up to 10 per cent of total emissions while improving worker comfort and reducing fuel costs.
Connecting projects to grid power instead of relying on diesel generators where possible: This can reduce jobsite emissions by up to 15 per cent while also lowering noise, fuel use and operating costs, especially on remote or long-duration projects.
Using renewable diesel for heavy equipment where electrification is not yet practical: Renewable diesel provides immediate 40–80 per cent lifecycle emissions reductions per liter and reduces total project emissions up to 25 per cent as a near-term bridge solution.
Introducing hybrid and electric excavation equipment: This can reduce emissions up to 10 per cent while helping contractors build experience with next-generation equipment as the technology continues to mature.

Powering up data centre development

Energy management and innovation could be a key enabler and sustainable competitive edge for data centre development and related economic growth tied to smart technologies and artificial intelligence (AI). A new report sponsored by the MaRS Discovery District, a Toronto-based incubator for research, development and commercialization, models the potential for accommodating up to 3 gigawatts (3,000 megawatts) of additional data centre capacity in Ontario over the next 10 years, and explores how that could occur synergistically with other development demands.

Factoring in planned expansions to 2035, researchers conclude that Ontario’s electricity system could support up to 1.5 gigawatts (1,500 megawatts) of new data centre load plugging into the grid if it occurred in tandem with various conservation and demand management (CDM) strategies. Supplementary sources, such as on-site generation or district energy networks, would be needed to power data centre expansion beyond that.

The report outlines technologies and energy management practices that could play a role in both growth scenarios. It also makes the case for a coordinated, collaborative approach to facilitating data centre development to reduce rivalry for grid connections and local backlash against proposed projects. That includes a recommendation that the Ontario government undertake a data centre pilot project in a designated high-growth area to test and demonstrate the possibilities.

“We shouldn’t be viewing data centres as parasitic on the grid. They’re actually a grid asset. How we design them can make them more valuable as part of that,” Tyler Hamilton, senior director, climate, with MaRS, maintained during a recent webinar that delved into the report. “We want to put the policies and incentives in place today to get the kind of data centres we want in our communities over the long term — data centres that don’t increase the difficulty of managing supply and demand on the grid, but actually make it easier to manage.”

AI ambitions

Both the federal and Ontario governments have announced ambitions to foster AI-related opportunities in ways that strengthen Canadian autonomy. Last fall’s 2025 federal budget allocated nearly $926 million over five years for “sovereign public AI infrastructure” to underpin public and private research, and formulation of a Canadian AI strategy is now in progress. The 2026 Ontario budget likewise heralds a provincial AI plan, expected to be released this summer.

“That will support the scale-up of Ontario-based AI firms, expand access to sovereign compute and data resources and ensure the province has the digital and grid-ready energy infrastructure required for next-generation innovation,” the budget document states. “The strategy will also aim to increase adoption and deployment across communities and businesses in key sectors, with a focus on Ontario-made technology and talent.”

Authors of the MaRS report argue it is imperative to move quickly. Speaking alongside Hamilton, Kathleen Kauth, chief operating officer with the consulting firm, Mantle Climate (producer of the report), hypothesized that frenetic data centre development in the United States could be either a harbinger of relatively imminent trends here or a stealthy drain on Canadian resources and expertise.

“There are not going to be any major scientific innovation startup breakthroughs from here on out that don’t rely on heavy advanced compute. Canada needs access to advanced compute that we can control. We cannot lose our researchers to other countries because we don’t have access to advanced compute,” she asserted. “We need to innovate in a big way; we need to do it yesterday; we need to do it together; and it needs to be paired with massive urban development projects we’ve got planned over the next 10 years that all require hundreds of megawatts just for themselves.”

Proponents of energy management and innovation divide those objectives into short-term and long-term deliverables. Although many of the sustainable technologies envisioned to carry the bulk of future load are still embryonic or not yet economically competitive, in some ways they are an easier piece for strategists to place in the puzzle. Renewable energy, energy storage and AI energy management applications are largely categorized as eventual market dominators. The interim poses more risk for a precarious tilt to the expedient.

“It’s painful to see, but it’s true, this is on the back of natural gas in the short term,” Kauth acknowledged.

“We’re seeing a lot of inefficient natural gas generators that are being deployed as a kind of stopgap that are really bad for the environment,” Hamilton concurred. “The challenge is to not have these things become permanent.”

Efficiencies and offsets

Still, long waiting lists for gas turbines and the potential of cost-saving operational efficiencies spur uptake of a range of burgeoning and more common clean technologies. Hamilton cited: liquid immersion cooling; various forms of heat recovery, including converting it to electricity or directly into cooling; and examples of MaRS client companies with specialty focuses on reducing energy use through exclusive reliance on DC wiring and extracting water from fog.

“It will only work in certain environments, but data centres are testing this stuff out,” he advised, in reference to the water-from-fog endeavour.

As well, another MaRS client recently received an order from Microsoft for 300,000 tons of voluntary carbon dioxide removal offset credits over the next 10 years for its carbon mineralization technology — an example of offsetting short-term reliance on natural gas. Kauth commended many of the big tech players with “the most ambitious targets for positive climate outcomes in the world” for driving innovation in the sector, and theorized that could also work in favour of options like pairing data centre waste heat recovery with space heating for new developments.

“How do we pair this so that we only have to burn it once and then get compute and the heat — get double the productivity for the same amount of emissions?” she mused. “I do think there’s an appetite from these big data centre companies. They actually really do have strong governance internally on carbon emissions and they are willing to come to the table to talk about how to do that.”

Investment prospects

The Canadian government’s objective to draw more pension funds and institutional investors into the sphere might also align with those ambitions. The 2025 federal budget earmarked $1 billion over three years, beginning in 2026-27, to launch a proposed Venture and Growth Capital Catalyst Initiative through the Business Development Bank of Canada with an agenda to incentivize pension funds and institutional investors to provide more seed funding. For now, many of Canada’s richest pension funds — notably including Canada Pension Plan Investment Board (CPP Investments) — do have data centre strategies within their real estate and infrastructure portfolios, but much of that investment is occurring outside Canada.

Canada currently ranks fifth among global nations for data centre density, boasting about 330 facilities nationwide. With about 315 megawatts of existing data centre inventory and another 153 megawatts currently under construction the Greater Toronto Area is still far short of the 1 gigawatt baseline the MaRS report models for 2035. However, the assumption is based on a relatively modest increase in the 13 per cent annual growth rate of recent years.

Somewhat incongruously, data centres placed in the bottom half of the favourability ratings when CBRE Canada conducted its annual survey of Canadian lenders’ views on commercial real estate earlier this year. More than 20 per cent of respondents identified data centres as an asset class that caused concern, ranking it 13th among 22 property categories.

However, Joshua Sonshine, a senior vice president with CBRE Capital, stressed that’s not due to shaky fundamentals when he parsed out survey findings for attendees at the Real Capital conference in Toronto earlier this winter. Rather, lenders have faced obstacles in fulfilling their intentions for both data centres and life sciences facilities.

“Many lenders have had significant capital earmarked for these sectors that was not allocated in 2025 and is unlikely to be deployed in 2026 either. There is simply not enough construction or enough deal volume,” Sonshine said. “Lenders are coming to terms with those limitations in the Canadian market and their underwriting experience, but don’t get it twisted. If that product were available, lenders would be there.”