Making the most of “Big Data”

Almost 20 years after the phrase big data was coined, manufacturers have come to realize that the secret to getting the most out of big data isn’t quantity, but quality. By ensuring that the data collected and the analytics performed align closely with the company’s objectives, businesses can improve their operations and remain competitive.

Well optimized big data systems have been proven to help achieve new product development, smarter decision making and both time and cost reductions. Intel, one of the world’s largest manufacturers of processors, estimated a saving of $30 million by streamlining its quality assurance processes as a result of big data analytics.

Time to strategize
According to Actify.com, 33 per cent of all data could be useful when analyzed. However, companies only process 0.5 per cent of all data. By incorporating an enterprise data strategy, companies can ensure they are processing useful data and that time is not wasted on the rest. A good data strategy will also ensure processes are universal across a business so that data is managed, handled and processed well.

To create an enterprise data strategy there are four key principles that companies should consider. Firstly, the strategy needs to be practical and easy to implement across the organization. It also needs to be relevant and specifically tailored to the company’s goals as well as evolutionary and adaptable, to keep up with current trends. Finally, the strategy must be universally applied across the business and easy to update when necessary.

Be prepared
Using smart sensor technology, manufacturers can capture and analyze data from almost any type of machinery involved in their processes. This information can be used to monitor specific, individual parts, like motors or gaskets, to predict upcoming mechanical failures. In turn, these predictions can prevent unnecessary downtime and costs related to emergency maintenance, because manufacturers are able to deal with an issue before it causes any problems.

The gift of knowing when your equipment is likely to break down means necessary maintenance or ordering a specific part can be planned well in advance, ensuring your system runs smoothly without any surprise faults. This is an improvement on just planned maintenance alone, as it means maintenance is only performed when it is required.

Big data, often defined by Doug Laney’s three V’s – volume, velocity and variety – has led to great strategic and operational improvements. However, to get the best results for your business, remember to consider the fourth V – value. Ensuring your big data is relevant and of high quality, will always be more important than the quantity.

Mark Howard is sales manager at EU Automation. This article originally appeared on FacilityManagement.com.

CAF-FCA to develop strategy for women in trades

The Canadian Apprenticeship Forum (CAF-FCA) announced that a task force will oversee the development of a National Strategy for Women in Trades.

“Our country is going to need thousands of new trades professionals in the next five years, and the creation of a national strategy to help attract more women to the trades will be critical to meeting labour market and economic needs,” said Shelley Gray, CEO of B.C’s Industry Training Authority and task force participant in the CAF-FCA press release.

The task force is comprised of apprentices, tradeswomen, representatives from women’s organizations, labour groups, employers, educators and jurisdictional apprenticeship authorities. Its objective will be to inform specific strategy content and establish a national target to increase participation and retention of females in skilled trades careers.

“We already know what the barriers are. Insights from this task force, along with twenty years of CAF-FCA national research in the area will provide a clear direction on how to create sustainable change,” added France Daviault, executive director of CAF-FCA.

“The entire skilled trades community needs to work together and set targets for increasing female participation – what gets measured gets done”, she continued.

The task force’s first meeting is on Sept. 9, 2019 and the national strategy will be presented at the National Apprenticeship Conference in Calgary on May 24-26, 2020.

First phase of Galleria on the Park revealed

The details on the first phase of ELAD Canada’s Galleria on the Park development –located at the corner of Dufferin and Dupont in Toronto’s west end – have been revealed.

According to the press release, ELAD Canada plans to deliver eight mixed-use buildings, encompassing nearly 2,900 condominium residences, 300,000 sq. ft. of retail and 150 affordable rental housing units, an approximately 8-acre park, as well as a 95,000 sq. ft. brand-new community centre that doubles the size of the current facility.

Highlights of the project include:

The Wallace Emerson Community Centre and Park will become one of the largest community centres in Toronto featuring an outdoor skating trail, daycare, community kitchen, a dance studio, swimming pools, and a running track, among others.
Galleria 01, designed by CORE Architects, is the flagship building for the development. According to the release, the design pays homage to the industrial character of the neighbourhood, clad with dark and rich metals.
A new street will be introduced that runs diagonally through the site connecting Dufferin to Dupont.

“Galleria on the Park reflects the Toronto we live in today – a city that is active and diverse, featuring amenities and public spaces that reflect how we want to live,” said Dror Duchovny, vice-president of marketing and asset management at ELAD Canada.

“Galleria on the Park will be transformational for this neighbourhood’s growth, bringing a downtown lifestyle to this western stretch of Dupont St. On top of creating viable housing options, we are proud to be delivering larger and modernized public amenities and green space that will become the central gathering place for the entire neighbourhood,” Duchovny adds.

Ontario invests $26M in Shaw Centre, culture attractions

Ottawa’s Shaw Centre is among the Canadian facilities that will benefit from the Ontario government’s plans to invest up to $26 million towards upgrading the province’s culture and tourism attractions.

Lisa MacLeod, Minister of Tourism, Culture and Sport, announced the funding at the Shaw Centre on August 26, 2019. The initiative aims to provide culture and tourism organizations to move forward on key capital projects.

“These icons contribute significantly to our economy and this investment will give them the support they need to shine and deliver the excellent visitor experiences they are known for,” said Minister MacLeod.

For the Shaw Centre, the investments will drive repairs and replacements of roofs, windows, parking lots, and septic systems. It will also support the installation of a wheelchair ramp that will boost accessibility for all guest speakers and clients who use its stage.

“The ministry’s ongoing support through capital investment will continue to allow the Shaw Centre to compete on an international stage and position Ottawa and the Centre as the destination of choice for major events and conventions,” said Nina Kressler, president and chief executive officer with the Centre. “The economic benefit of such events stretches well beyond our walls and into the communities that surround us and across the province of Ontario.”

According to the Ontario government, the province’s culture and tourism sectors generate over $59 billion of economic activity a year and support more than half a million jobs. This investment is meant to give stakeholders within these communities the resources to continue attracting visitors from around the globe.

Holloway Lodging Corporation sold to Clarke Inc.

Holloway Lodging Corporation (Holloway) has been sold to its largest shareholder Clarke Inc., (Clarke). Clarke currently owns 51 per cent of the Holloway shares.

According to the press release, the acquisition is valued at approximately $265 million. This implies a price per hotel room of approximately $88,200 and a cap rate of 6.4 per cent.

“In recent years, Holloway has demonstrated the value of its hotel investment strategy and operational capabilities. The result has been a meaningful increase in the company’s book value per share and attractive total shareholder return. We believe this transaction provides Holloway’s shareholders with an attractive value proposition, where the value of the company’s efforts in recent years is being recognized while also allowing shareholders to continue to participate in the next phase of Holloway’s growth,” said David Wood, lead member of Holloway’s Special Committee in the press release.

“We are pleased to acquire the remainder of Holloway and welcome everyone on the Holloway team to Clarke. Holloway is a hotel-specific example of Clarke’s general investment framework, namely buying an asset or business opportunistically, investing the time, energy and capital required to improve that asset or business and then monetizing that asset or business at an attractive price and time. We look forward to continuing to enhance the value of Holloway’s properties,” added Michael Rapps, President and CEO of Clarke.

Following the acquisition, Clarke intends to appoint Marc Staniloff as a director of Halifax-based Clarke. Staniloff is president and chief executive officer, and the founding partner, of Superior Lodging Corp., a privately owned, vertically integrated hotel company, focused on the development, investment, and management of nationally franchised, limited service hotels in Canada. Staniloff received his bachelor of commerce degree from the University of Calgary and is currently a director of Holloway.

The sale is expected to close at the end of this month.

The new standard for rental living

By definition, amenities in the real estate sphere are elements of comfort and convenience—those tangible building features considered to benefit a property and thereby increase its overall value. Examples of common apartment amenities include swimming pools, bike storage, Wi-Fi and party rooms. But the list certainly doesn’t end there.

Opened by Tricon House in November 2018, The Selby is an example of a new purpose-built rental building designed with a specific audience in mind: young, urban professionals.

The stunning 50-storey building located in the heart of Toronto marks the introduction of Tricon House, a division of Tricon Capital Group. As a new player in the Toronto rental space, Tricon House is already on its way to setting a new standard for rental living, developing buildings that are “defined by design excellence, with suites curated for end-users, high quality amenities, elevated service levels, reimagined common spaces and resident programming that fosters community.”

Focusing primarily on the millennial market, The Selby offers residents what it describes as “a lifestyle that inspires comfort, connection and a sense of belonging through the first-of-its-kind millennial-centric services and experiences.”

The reason for this specificity? Simply, that the need was there and Tricon House saw an opportunity to fill it. Look no further than a recent Abacus Data survey of 18- to 37-year-olds, in which 40 per cent of the 2,000 participants said their generation is “mostly” or “much worse off” than their parents.

Additionally, a whopping 54 per cent said that the economic system in Canada benefits other generations over theirs. Meanwhile, 17 per cent said they believed they would “never own a home” and 37 per cent indicated they wouldn’t be ready to buy for at least another five years.

With these homeownership challenges in mind, Tricon House set out to create The Selby.

“Early residents are embracing not just the premium amenities at The Selby, but also the sense of community Tricon House intends to inspire,” said Gary Berman, President and CEO of Tricon Capital Group. “Tricon House provides phenomenal amenities you simply do not find on this scale anywhere else, and they’re designed with our residents in mind, making The Selby their home and not just the place they rent.”

Delivering an elevated resident experience

Aside from the 3,500 square-foot fitness facilities, wellness spa, outdoor common areas and pool, The Selby residents get to make use of 24-hour parcel lockers, smart technology, pet grooming facilities, an on-site café and more. By partnering with select brands to grant residents exclusive access to millennial-centric services and deals, Tricon House is going beyond its physical amenities by setting its sights on enhancing residents’ lives.

Some of The Selby’s current programs include:

Eye Buy Art Accessible Art Program:

For budding art collectors, Tricon House offers residents a gateway to discover and collect original art from award-winning artists featured on Eye Buy Art. The online platform allows residents to collect with confidence and have access to exclusive deals.

Curated furnishing through Wayfair and Casper:

For those looking to have an immaculate suite, Tricon House has joined forces with Wayfair and Casper to offer residents discounts on mattresses, pillows and sheets, along with access to a selection of furnishings suited for The Selby.

Concierge Services powered through Toronto Life:

Residents will always be in the loop with exclusive content and priority access to information on the best the city has to offer. Residents will receive Toronto Life’s hottest news about the top new restaurants, bars and galleries.

“Toronto residents are increasingly in need of rental housing options that are professionally managed, have easy commute times, and match their lifestyles,” said Berman. “Thoughtfully designed and appointed purpose-built rental apartments have been a mainstay housing option in U.S. cities for years. We are leveraging our experience in the U.S. and Canada to bring a new type of rental offering to Toronto. Our goal is to create communities that reflect the changing needs of a world-class city, to deliver buildings of exceptional quality, and to set the bar for a new type of city living.”

Meanwhile, Tricon House is working toward the eventual opening of several new rental properties in Toronto, including: The James in Summerhill/Rosedale, The Taylor in the city’s Fashion District and a residential development in the eastern part of downtown Toronto called West Don Lands. Once opened over the next few years, Tricon House will have over 3,000 much-needed rental units across Toronto filling that housing void.

Find out more by visiting: www.triconhouse.com

Regina stadium certified accessibility gold

The Mosaic Stadium in Regina has received the ‘Accessibility Certified Gold’ rating under the Rick Hansen Foundation Accessibility Certification (RHFAC) program.

With a score of 82, Mosaic Stadium is the first stadium to receive the rating Canada-wide and is the first site to be Accessibility Certified Gold in the province of Saskatchewan.

The venue hosts concerts, community events, sport and recreation programming, and is home to the Saskatchewan Roughriders Football Club.

“We are proud to celebrate this prestigious certification,” said Mayor Michael Fougere. “When we opened the doors of our new stadium in 2017, we wanted to be sure that our entire community felt welcomed to enjoy events here. Working with our partners in the accessibility community has been an enriching experience that will impact the future of our City.”

RHFAC is the first program to rate the level of meaningful access, based upon the holistic user experience of people with varying disabilities affecting their mobility, vision and hearing. To-date, more than 1,200 buildings across Canada have been rated through the program.

Mosaic Stadium has a broad range of accessibility features that led to its gold rating including: transport, braille on signage throughout the facility, 400 assistive listening devices, public, accessible ramps and 40 power-assisted doors.

“Hundreds of thousands of people frequent the stadium each year, and an accessible and inclusive facility means that people with disabilities, whether they’re an athlete, employee or a fan, can enjoy the space alongside their colleagues, family and friends,” said Rick Hansen, founder, Rick Hansen Foundation.

Slate expands portfolio in Germany

Slate Asset Management L.P. (Slate), announced that its affiliate acquired three grocery-anchored real estate portfolios in Germany from three separate sellers.

According to the press release, the portfolios contain a total of 19 properties with a lettable area of approximately 27,600 square metres.

The properties are located within nine different states across Germany, with a majority in Saxony and Bavaria. The main tenants are Lidl, Netto, Penny and Edeka.

Since December 2016, the Toronto-based firm has completed a total of 14 portfolio acquisitions in Germany. Today, Slate’s European platform is comprised of 192 properties in Germany totalling approximately 286,000 square metres of gross leasable area.

Goodwin Procter LLP acted as the legal advisor on this transaction.

2020 National Urban Design Awards now open

Submissions are open for the 2020 National Urban Design Awards (NUDA), a program recognizing excellence in city building design and other architectural projects across Canada.

The awards are presented the Royal Architectural Institute of Canada (RAIC), the Canadian Institute of Planners (CIP), and the Canadian Society of Landscape Architects (CSLA; and are available to architects, planners, landscape architects, and designers.

This years awards are split between numerous categories:

Urban architecture: A building (or group of buildings) of high architectural standards that achieves urban design excellence through its relationship with its immediate surroundings, massing, and pedestrian amenities.
Civic design projects: Civic improvement projects such as a park, public space, civil engineering or environmental infrastructure, street furniture, and lighting implemented as the result of an urban design plan or initiative.
Urban fragments: Single, small-scale pieces of a building or landscape that contribute to the quality of the public realm.
Urban design plans: A plan or study of a significant area within a Canadian municipality that provides a development or redevelopment strategy for inspired urban transformation in the mid-to-long-term.
Community initiatives award: This category is for any built project initiated or implemented by a community-based organization that has enhanced the public realm.
Student projects: Administered through participating Canadian Universities or from a student enrolled in an accredited program in architecture, landscape architecture, or urban planning, in the past two years.

Two special jury awards will also be presented within the Sustainable Development Award and Small or Medium Community Urban Design Award categories.

The 2020 National Urban Design Awards will be judged by a panel of industry experts. The deadline to enter is November 21, 2019.

The trouble with gum litter

A man looks around for a garbage can as he realizes the piece of chewing gum in his mouth has long lost its flavour. Seeing nothing in his immediate vicinity, he ducks his head and spits. Out flies the stale gum onto the pavement where it is later pressed down by a random shoe and cemented to its new home on the sidewalk. With time, the gum will no longer present a sticky situation, hardening and turning black with dirt.

According to the City of Toronto’s latest litter audit, gum is the largest small litter problem. It isn’t just unsightly but it can be problematic for facility managers as it reduces the respect for, and appearance of, a property. Gum litter also hurts the environment. Gum’s base components mean it isn’t biodegradable, so once it sticks to a sidewalk or street it needs to be manually removed.

Using a regular cold pressure washer and/or brute force to tackle this problem can do damage to sidewalks and streets. Some gum types also leave oil stains long after they’ve been removed, which a cold pressure washer can’t remedy.

Add in the headache of trying to clean up in an area with high foot traffic and it can be hard to do the job properly. High heat (steam) or extreme cold (dry ice blasting) both do a good job of removing gum litter. Steam is a time-consuming, ‘pinpoint’ clean but with its smaller machines and surface area, there is less disturbance to pedestrian traffic. Work can be completed during the day to avoid noise bylaws at night (when pedestrian traffic is less). Dry ice blasting, while also effective, is expensive and requires specialized equipment and practice. Unfortunately, neither of these options are practical solutions when tackling a large surface area, especially when asphalt is involved since it is easily disturbed during a forceful cleaning.

So, what’s the ideal solution to this problem? A hot pressure wash of the entire sidewalk or surface. This gets rid of the gum litter, cleans up the surface grime (because there is nothing worse than small clean patches leftover from where the gum litter used to reside) and brings the pavement back to a clean slate.
The best approach to removal is to set up a maintenance plan. This keeps a property looking clean year-round and gets gum litter off a surface while it’s still relatively fresh.

Still not convinced? A good pressure washing company should be willing to do a demonstration with their hot wash equipment before signing a contract.

Andrew Meades is the founder of Meades Restoration (formerly GTA Gum Removal). Meades began his career in the cleaning industry in 2010, removing chewing gum litter from Toronto sidewalks with a small Italian steam machine. He has since diversified his offerings and now restores architectural metal and building exteriors as well. Meades can be reached at 249-359-7733 or [email protected].

Kelowna adopts 12-storey wood construction

The City of Kelowna is participating in B.C.’s Early Adoption initiative that would allow wood frame buildings, currently capped at six storeys, to be built up to 12 storeys tall.

With provincial and national building codes set to change in the next three years, the city is being proactive.

“We’re excited to see Kelowna leading innovations in the construction industry,” said Mo Bayat, development services director. “Because many of the components are pre-assembled in mass timber it translates to a much faster build with less disruption to the neighbourhood.”

According to the city, mass timber buildings can be one-fifth the weight of comparable concrete buildings, while still meeting performance standards for safety, structural resilience and fire protection.

They encourage innovation through value-added wood products, helping to grow local and global markets, while promoting climate-friendly construction and supporting B.C’s forest-dependent communities. Other benefits can include construction cost-savings as well as ease and quality of assembly.

“Given the economies of scale with steel or concrete these buildings tend to be high-rises,” said Bayat. “Allowing for taller wood construction creates more flexibility for housing forms and types, particularly in infill projects.”

This is not the first time Kelowna has been a pioneer in wood-frame construction. In 2009, Ellis Court became the first wood framed building in B.C. to rise above four-storeys.

B.C. is the first province to allow 12-storey mass timber buildings. The national building code is expected to be revised to increase height limits to 12 storeys in 2020.

Feds invest in Toronto affordable housing repairs

The federal government has announced a $116 million financial commitment through the National Housing Co-Investment Fund (NHCF) for much-needed affordable housing repairs in more than 11,332 units across Toronto. The investment will help support Toronto Community Housing Corporation’s 2019 Capital Repair Plan to improve living conditions, accessibility and comfort for tenants, while making the units more energy efficient.

This represents the first year of investments under the $1.3 billion partnership with the City of Toronto – the largest federal housing investment with a municipal partner in Canadian history – to support the renovation of more than 58,000 affordable housing units as announced by Prime Minister Trudeau in April, 2019.

The announcement took place at Griggs Manor (98 and 100 Cavell Ave. in Etobicoke), a recently completed capital renewal project that showcases the types of accessibility improvements and energy-efficiency upgrades that will now be extended throughout TCHC’s portfolio, thanks to the federal investments.

“Today’s announcement is a clear example the federal government is back in housing,” said Adam Vaughan, Parliamentary Secretary to the Minister of Families, Children and Social Development. “The City of Toronto has been working on a solution to the TCHC repair backlog for a decade. I am so proud to be part of a government that’s delivering real support for thousands of Toronto families.”

“I want to thank the federal government for their commitment towards much needed repairs in 1,500 Toronto Community Housing buildings across the city,” added John Tory, Mayor of Toronto. “Today’s announcement is a great example of when governments come together to get things done for residents and together invest in communities across the city. The close to $116 million commitment made today will provide families access to good, quality homes and ensure that we are investing in people and communities that need it the most.”

The announcement at Griggs Manor represents the first investments in support of TCHC’s 2019 Capital Repair plan. Residents at the property are now benefitting from improved accessibility in the common areas, upgraded kitchens, washrooms, activity rooms and offices, wider access doors and turn spaces, and improved energy efficiency as a result of new boilers.

“This federal funding is allowing TCHC to accelerate the City’s greening program, continue expanding accessibility and improving living conditions for tenants, and protect Toronto’s $10-billion social housing portfolio for present and future generations,” said Deputy Mayor and TCHC board member Ana Bailão.

Construction on LAC’s preservation facility begins

Library and Archives Canada (LAC) has begun construction on its new 12,900 square-metre preservation facility in Gatineau. The addition of this new building, which will be linked to the existing state-of-the-art Preservation Centre, will allow LAC to consolidate an ever-growing collection and guarantee the long-term preservation of analogue textual holdings and audiovisual materials, which require very special preservation conditions.

The new facility is a specialized, flexible, and sustainable building, with objectives aligned to meet the Government of Canada’s priorities to invest in sustainable federal infrastructure and Canadian culture.

At the leading edge of technology, the new state-of-the-art facility will be the world’s largest that is equipped with an automated storage and retrieval system for archival collections. The centre will provide 21,500 cubic metres, or the equivalent of about 8.5 Olympic swimming pools, of collection storage capacity in two highly controlled environments across six vaults

The facility also will be the first net-zero carbon centre dedicated to archival preservation in the Americas when it goes into operation by summer 2022.

In addition to the new facility works, Plenary Properties Gatineau will be responsible for facility maintenance, lifecycle, energy retrofitting, and shelving optimization at the existing Preservation Centre. The consortium includes PCL Constructors Eastern Inc. and B+H Architects.

Plaza Retail REIT promotes Jim Drake

Plaza Retail REIT (Plaza) has announced the appointment of Jim Drake, CPA, CGA as its chief financial officer (CFO), effective Sept. 13, 2019.

Drake has over 17 years of strategic and financial management experience at Plaza, most recently in his role as vice-president, finance.

“We are excited to welcome Jim to the position of CFO,” commented Michael Zakuta, President & CEO of Plaza in the REIT’s press release. “Jim’s experience with, and knowledge of, the REIT make him a great fit for this role. His dedication and extensive financial experience in real estate will help drive the continued success and strategic vision of Plaza into the future.”

Drake’s appointment coincides with Floriana Cipollone’s retirement from Plaza who has served as CFO since 2010.

“I would also like to thank Floriana for her contributions to Plaza,” Zakuta added. “As a valued and trusted member of our executive team for the past nine years, Floriana has contributed to Plaza’s growing track record of success and value creation. We wish her all the best.”

Royal Ontario Museum opens new terrace and plaza

The Royal Ontario Museum (ROM) has debuted the Helga and Mike Schmidt Performance Terrace and the Reed Family Plaza to the public.

The museum’s new terrace and plaza on Bloor Street, overlooking Philosopher’s Walk, feature a place to gather with garden-side seating and open-air space for music, theatre, discussion, and performances.

“Building community, ensuring accessibility, and playing a meaningful role in people’s lives are key elements of our enduring success,” said Josh Basseches, ROM Director & CEO in the museum’s press release.

Designed by Toronto architect Siamak Hariri of Hariri Pontarini Architects, the Bloor Street exterior has been reimagined and transformed into 13,595 square feet of outdoor public space, anchored by landscaping and architectural design.

The green space, designed by Ronald Holbrook & Associates, will feature a seasonal palette of native, perennial plant species that reflect the ROM’s biodiversity mandate.

Construction management for this project was provided by Gillam Group and GFL Environmental Inc. supplied demolition services.

The project was made possible by lead donors Helga Schmidt and her late husband Mike Schmidt, and Nita and Don Reed. Additional donations were made by Hatch, Nancy Lockhart and the late Murray Frum, Richard Wernham and Julia West, and Flavia Redelmeier.

Image courtesy of The Royal Ontario Museum.

Hotels abandoning miniature toiletries

Hotel groups are phasing out miniature toiletries, in an effort to reduce plastic waste.

InterContinental Hotels Group announced last month that all of its hotels worldwide will replace the mini – shampoo, conditioner and shower gel – bottles with bulk-size bathroom amenities by the end of 2021. Refillable models are currently in approximately 30 per cent of IHG’s estate but the group still distributes 200 million miniature toiletries per year. IHG owns Holiday Inn, Regent Hotels and Crowne Plaza and among other brands.

“It’s more important than ever that companies challenge themselves to operate responsibly – we know it’s what our guests, owners, colleagues, investors and suppliers rightly expect,” said IHG’s CEO Keith Barr in an Associated Press statement. “Switching to larger-size amenities across more than 5,600 hotels around the world is a big step in the right direction and will allow us to significantly reduce our waste footprint and environmental impact as we make the change.”

Marriot International, the world’s largest chain, plans to switch to larger pump-action bottles instead of moving to refillable, wall-mounted dispensers by December 2020. Marriot owns Sheraton, Ritz-Carlton, St. Regis, W Hotels, and Weston to name a few.

Atlantic Canada partnership raising awareness for preventable injuries

Preventable injuries are one of the largest burdens on the health care system, with estimated costs of almost $1.7 billion a year to the Atlantic provinces. In addition, they’re the leading cause of death for Atlantic Canadians aged 1-44 years according to WorkSafeNB.

Preventable is a collaborative and innovative partnership between businesses, government, and community groups whose combined energy, effort, and resources are focused on building awareness, shifting attitudes, and changing behaviours towards the causes of serious preventable injuries.

The following Atlantic community leaders help Preventable to raise awareness and change attitudes about preventable injuries in Atlantic Canada:

Atlantic Worker’s Compensation Organizations
Chalmers Hospital Foundation
New Brunswick Medical Society
New Brunswick Trauma Program
Newfoundland and Labrador Injury Prevention Coalition
Government of Newfoundland and Labrador
Government of Nova Scotia
Government of Prince Edward Island
Insurance Bureau of Canada
Saint John Regional Hospital Foundation

Contact Jennifer Russell, executive director Atlantic Collaborative on Injury Prevention at [email protected] to learn more.

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