Oslo airport campus to be energy-positive

The master plan for the 260-acre Oslo airport campus has been unveiled, comprising 43 million square feet of cargo, logistic, commercial and residential uses along with a public park and recreational amenities. Reflecting the Norwegian government’s commitment to shift to a low-carbon economy, the massive project is designed to be energy-positive with the capacity to sell the surplus renewable power it generates.

“This is a unique opportunity to design a new city from scratch,” observes Tomas Stokke, director of Haptic Architects, which devised the master plan in collaboration with Nordic – Office of Architecture. “Using robust city planning strategies such as walkability, appropriate densities, active frontages and a car-free city centre, combined with the latest developments in technology, we will be able to create a green, sustainable city of the future.”

Driverless electric cars, auto-lighting and smart applications for mobility, waste and security services are part of the strategy to test and develop innovative sustainable technology. Approximately 22,000 people are currently employed at the Oslo airport, while the workforce is projected to grow to 40,000 by 2050. By then, the new campus is expected to be a major hub for other economic activity in science, technology and professional services.

The first phase of construction is slated to begin within the next nine to 21 months. “Oslo Airport City will be a catalyst for high-value activity in Norway,” predicts the development’s managing director, Thor Thoeneie.

CEA Showcase Awards recognize excellence

This year’s Consulting Engineers of Alberta (CEA) Showcase Awards saw 15 Awards of Excellence handed out along with 11 Awards of Merit in various categories. The awards also profile the Lieutenant Governor’s Award for Distinguished Achievement in consulting engineering as well as the Harold L. Morrison Award given to a prominent Rising Young Professional in the field of consulting engineering.

Stantec Consulting was a multiple winner, taking home awards for the Sanitary Grit Treatment and Recovery Facility at Gold Bar Wastewater Treatment Plant, City of Calgary Composting Facility, amiskwaciy Academy Sweat Lodge Shelter and Terwillegar Park Footbridge.

RJC Engineers was also a top winner, taking home two Awards of Excellence for the Rocky Ridge Recreation Facility (photo) in the recreational and community development categories.

ISL Engineering and Land Services Ltd. also won two Awards of Excellence for Drayton Drayton Valley Water Treatment Plant and Macleod Trail/162 Ave. Diverging Diamond Interchange in the water and transportation categories.

This year the 2018 Lieutenant Governor’s Award went to Ken Pilip, P.Eng., CEO & Registrar, Consulting Engineers of Alberta. The Harold L. Morrison Rising Young Professional Award was handed to Jordan Brandenburg, P.Eng., a civil engineer with Klohn Crippen Berger.

For a complete list of winners and more details visit Consulting Engineers of Alberta.

Supreme Court of Canada’s decision on L&M bonds

The Supreme Court of Canada released a decision on February 15, 2018 (Valard Construction Ltd. v. Bird Construction Company) which imposes a new obligation on an owner or general contractor of a construction project who requires a Labour and Material Payment Bond (L&M bond) to take reasonable steps to proactively inform claimants of the existence of the L&M bond. Failure to take reasonable steps exposes the “trustee” of the L&M bond to claims of breach of fiduciary duty and damages if an unpaid subcontractor or material supplier loses their rights to advance a bond claim because they do not know of the L&M bond’s existence.

Prior to this decision, the trustees named in an L&M bond would only be liable if they failed to disclose the existence of the bond when asked. L&M bonds are typically used on large construction projects, especially for public infrastructure projects, but they are only mandatory if required by contract. The person who requires the contractor below them to obtain an L&M bond will be named in the L&M bond as the “trustee”. The trustee will almost invariably be either the project owner or the general contractor. A typical L&M bond provided by a subcontractor to a general contractor, includes language that creates a trust:

“The Principal (subcontractor) and the Surety (bonding company), hereby jointly and severally agree with the Obligee (general contractor) as Trustee, that every Claimant (sub-subcontractor or material supplier) who has not been paid … within 90 days … may sue on this Bond.”

Their purpose is to reduce the risk of disruptions from issues such as lien claims, procurement disruptions and work stoppages which can occur when lower level suppliers and subcontractors are not paid. The Supreme Court recognized that the security provided by an L&M bond is beneficial to an owner or general contractor even though they do not receive payment from the L&M bond themselves. This non-monetary benefit to the owner or general contractor was the underlying reason to justify imposing a duty on them as trustees to take “reasonable steps” to inform potential claimants of the L&M bond’s existence.

The Supreme Court expressly states that not every failure to proactively inform potential claimants of the L&M bond will result in liability. The trustee only needs to take “reasonable steps” to inform potential claimants meaning that the underlying circumstances must be considered before a court can conclude whether a breach of the duty to inform has occurred.

In this case, Bird Construction Ltd. could have met their obligation by posting a copy of the L&M bond in its on-site trailer where they held daily toolbox meetings. “This would have provided a significant portion of potential beneficiaries with notice of the bond’s existence. The cost of doing so would have been negligible to Bird …” (at para 28).

Another factor that motivated the Supreme Court to hold Bird Construction Ltd. liable was evidence that an L&M bond for this particular type of project was uncommon. Because of this, the trustee (Bird) should have anticipated that potential claimants would not be aware of the L&M bond’s existence and, in the Supreme Court’s view, the reasonable steps taken by a trustee under the circumstances would include proactively posting the L&M bond in the worksite trailer.

This decision creates a great deal of uncertainty for owners and general contractors named as trustees in L&M bonds. The dissenting judgment expresses concern that trustees have little to no guidance as to how they can meet their duty to inform bond claimants given the wide range of factual circumstances. For example, how will the court determine which projects commonly have L&M bonds and which projects do not? What duties to inform should a trustee have to material suppliers who will not receive notice of the L&M bond if it is posted at the worksite?

Until future cases considering a broader range of factual circumstances are decided, the magnitude of risk now facing owners and general contractors cannot be predicted. At this time we can only describe the two extremes of a continuum. At one extreme we know that failing to take any steps whatsoever to inform potential claimants that an L&M bond exists on a project will not be acceptable. Conversely, we know that this new duty does not require absolutely every potential bond claimant to be sought out and informed of the L&M bond. The extent of a trustee‘s duty to inform will now fall somewhere between these two ends of the spectrum. The extent of the obligation will depend on the unique circumstances of each project such as the options available to give notice and the costs of doing so.

Future cases will likely consider whether a trustee must make additional efforts, beyond basic steps such as posting the L&M bond onsite, if the trustee is aware that their bonded subcontractor is facing financial difficulties and some bond claimants could lose their security.

Will Johnston is an associate at McLennan Ross LLP in Edmonton. He represents clients in contractual disputes, negligence, builders’ lien and OHS. This article originally appeared in the Alberta Construction Law Blog. For more information about this case, visit Alberta Construction Law Blog.

Scale build-up weighs on HVAC efficiency

Scale build-up can be present throughout an HVAC system, including in condensers, chillers, cooling towers, boilers, plate exchangers, piping and more. It can occur in any piece of equipment that uses water as a heating or cooling medium and, without proper care, can gradually corrode equipment, putting it out of service.

HVAC systems also account for a significant portion of annual energy expenses, making preventative maintenance even more critical. Chemical descaling can help improve the efficiency of these systems and thereby lower energy costs.

Operational impact

Imagine trying to cool down while wearing a winter coat when it’s 90 degrees Fahrenheit (around 30 degrees Celsius). That’s what HVAC equipment experiences with scale. Scale acts as an insulation barrier on any heat transfer surface, reducing that equipment’s ability to exchange temperature. This results in the equipment running harder to maintain the required output, triggering increased energy consumption and costs, as well as potential long-term damage to the equipment.

Once scale forms on boiler surfaces, both fuel and efficiency losses quickly ramp up. According to the U.S. Department of Energy, even “normal” scale of 1/32-inch thickness, produced by low-pressure applications, leads to a two-per-cent fuel loss.

Two per cent may not sound like much without more context. The U.S. Environmental Protection Agency offers a helpful example: A firetube boiler using 450,000 million British thermal units (MMBtu) of fuel (at USD $8 per MMBtu) over 8,000 hours per year, with 1/32 inch of normal scale, spikes yearly operating costs by more than USD $70,000.

Even worse, in high-pressure applications where iron and silica deposits exist, fuel losses can be as high as seven per cent. Operational costs jump up exponentially as scale thickness increases, so ignoring or delaying cleanings will only compound equipment’s energy consumption.

Considering how much of a facility’s overall energy consumption is expended by its heating and cooling system, it’s apparent scale has an immense impact on the bottom line.

Scale is also detrimental to the equipment’s overall integrity. When equipment is forced to work harder to keep up, it’s going to cause wear and tear that could result in the need for repairs or even replacement. If scale is not consistently removed from equipment, it can also cause under-deposit corrosion, which decreases the equipment’s expected longevity.

Scale can develop in a matter of weeks, so imagine what can happen to equipment such as a boiler that has been offline during the summer, or even just neglected, for months.

Early detection

One of the best ways to identify scale, and other potential issues, is to keep a daily operational log for every piece of heating and cooling equipment. This helps to track the equipment’s operating parameters and conditions, and becomes an invaluable source of information about its performance.

Operational logs make it possible to identify operational abnormalities early on and avoid downstream issues or, worse, unplanned shutdowns. While the measuring factor may differ between various pieces of equipment, most systems will have some form of an efficiency indicator that can be monitored. Not only can it raise a red flag for inefficiencies caused by scale, but it can also indicate other issues that may require repair or replacement.

Depending on the source of water and water treatment process, a facility may be susceptible to increased amounts of scale deposits. For example, if a facility relies on raw untreated water for cooling, expect frequent scaling issues resulting from the large traces of minerals.

Hard water, which has a higher mineral content, is the main source of scale buildup. The higher the mineral content of a water source, as measured in parts per million, or PPM, the faster scaling issues are likely to occur.

Water temperature is another major factor in scale buildup. The higher the temperature of water, the easier it is for the mineral deposit to fall out of suspension. Scale occurs when minerals within a water source fall out of suspension and stick to surfaces including walls, tubes and any other parts of heating and cooling equipment.

Long-term prevention

The best way to prevent scale is to implement a preventative maintenance program that includes periodic equipment descaling in its schedule.

Chemical descaling is a clean-in-place solution that does not require equipment to be disassembled. Industrial descalers work quickly to dissolve calcium, lime, rust, and other types of deposits from passages in water-cooled or heated equipment. While the most common type of scale is calcium carbonite, other particulate may also be a component of the overall deposit composition.

A variety of industrial descalers are available for different applications. These descalers comprise base ingredients that penetrate the deposit and dissolve it into liquid suspension so it can be removed from the piece of equipment being cleaned. The best solution depends on the specific equipment. Often, a good first step is to take a sample of the deposit and conduct a simple bench test to make sure the descaler completely dissolves the deposit.

Don’t forget to measure the impact of this cleaning on cost savings. Take the time to compare energy consumption before and after the descaling to be able to share successes in improving HVAC efficiency.

Investing in preventive maintenance aimed at scale build-up in heating and cooling systems will help keep operational costs down and equipment running smoothly.

Tim Fregeau is director of sales in the liquid solutions division at Goodway Technologies. In this role, he is responsible for the direction and go-to-market strategy for Goodway’s chemical product, which includes solutions for industrial descaling, coil cleaning and cooling tower cleaning.

Budget 2018 proposes investments in correctional, library facilities

As part of Budget 2018, the Government of Canada is proposing to provide $73.3 million over six years, on a cash basis, to support the construction and ongoing operations of a new joint facility that will house Library and Archives Canada and the Ottawa Public Library.

The new joint facility will be an iconic community hub, providing access to both the national library and archives as well as a world-class public library in Canada’s capital. The government hopes the new facility will increase citizen participation in the community and improve access to Canada’s history, culture and collective knowledge.

The government’s funding will start in 2018-19, with $4 million per year ongoing. This represents the federal government’s share of the project; the City of Ottawa is expected to provide the balance. The new joint facility is expected to be completed by 2023.

The government also proposed an investment that would help provide federal inmates with training opportunities to acquire new skills, while preparing for their successful employment and reintegration into the community. The federal government’s proposed investment of $4.3 million would be provided over five years, beginning in 2018-19, to support the reopening of the Penitentiary Farms at the Joyceville and Collins Bay Institutions in Kingston, Ont. The farms would be run by CORCAN, a key rehabilitation programming agency of the Correctional Service of Canada.

Expansion underway at McArthurGlen Designer Outlet Vancouver Airport

A construction project at McArthurGlen Designer Outlet Vancouver Airport will add 84,000 square feet of additional retail space and up to 35 new luxury, premium and lifestyle brands to the centre.

Scheduled to open in spring 2019, the expansion forms part of McArthurGlen Group’s plan to develop more than 1.6 million square feet of retail space over the next three years across its 24-centre portfolio.

“In less than three years the centre has become a key retail destination in Metro Vancouver,” said Robert Thurlow, general manager of McArthurGlen Designer Outlet Vancouver Airport. “We have seen tremendous support from local communities and tourists from all over the world and we’re proud of our growing list of awards and various in-centre events and activities.”

The addition will mirror the current European design, expanding on the centre’s notable open-air village style, with luxury piazzas, cobblestone walkways and a variety of facades.

“The Designer Outlet Centre not only creates jobs and encourages tourism for our local community—it is also one of the ways we look at generating revenue outside of airport operations with the goal of keeping costs for our passengers and airlines low,” said Scott Norris, vice-president of commercial development at Vancouver Airport Authority. “This innovative business model enables us to continue building YVR as a world-class connecting hub.”

The centre will remain open during construction.

Excess moisture increases pest pressure

High humidity levels may be associated with the summertime, but moisture issues can be problematic well into the fall and winter because of humidity-generating activities and circumstances such as cooking, hot water usage, water leaks, air leaks and even the building’s exterior. If a condominium property has moisture problems, its board and manager are sure to have unhappy residents on their hands.

In addition to making living spaces uncomfortable, indoor moisture problems can lead to structural damage, health and pest problems. If the root cause of moisture isn’t resolved quickly, it can cause significant damage and impact a condo corporation’s bottom line.

Excess moisture in condos can harm residents and staff alike. It can cause bacteria, mould and mildew growth, which poses health threats for sensitive individuals and can cause allergies and asthma. Mould and mildew in the walls can be difficult to detect without professional diagnosis, but is associated with visible signs of water damage such as peeling paint, warped wood, wall bubbling, discolouration and corrosion of metal. While some of these consequences are purely aesthetic, others can damage the structural integrity of a property.

Even if residents don’t immediately notice these signs, they will surely notice increased pest activity that can develop as a result. Pests are attracted to condos for the food, water and shelter they provide. If a property has excess moisture, it becomes even more attractive to the pests seeking out water sources, as well as pests that feed on mould and mildew.

Moisture attracts certain types of insects

Springtails

These tiny, jumping insects are attracted to areas of high moisture because they rapidly lose water from their bodies. They flock to kitchens, bathrooms and laundry rooms where moisture is common, invading through gaps and openings around utility pipes, cracks and crevices in wall foundations and window screens and sills. The insects feed on decaying vegetation, bacteria and fungi.

Plaster beetles

These critters feed exclusively on spores and vegetative parts of mould, mildew and other fungi. Most species live outdoors, but there are a few that invade and infest structures especially in areas that are conducive to fungal growth, such as damp basements and crawlspaces, inside walls and on damp fiber and carpet.

Fungus beetles

These critters are attracted to musty odours and are small enough to get through vents or screens. Like plaster beetles, they feed exclusively on fungi and are found indoors in areas with moisture problems.

Foreign grain beetles

These scavengers feed on fungus, mouldy grain and dead insects. Infestations often start inside wall voids and become noticeable when beetles emerge from the baseboards.

Psocids (Booklice)

Despite their resemblance, these critters are not true lice. They are typically found in areas with high humidity because they can easily lose water from their bodies. Mould is their primary diet and psocids have been known to infest bath traps and air conditioning drain lines.

Common pests such as cockroaches, ants and rodents also can be found more often in buildings with excess moisture.

Managing these types of pests is a team effort, and a successful Integrated Pest Management (IPM) program will require cooperation from both residents and property management. There are a few things that can help reduce these moisture-related pest pressures:

Managing moisture-related pest pressure

Property managers can take the following steps to address both excess moisture and the pests that it attracts:

Vent clothes dryers and unit heaters to the outdoors as much as possible. These appliances produce water vapour and can increase humidity.
Inspect vent ducts regularly and clean them at least once per year.
Inspect, clean and repair drains and roof gutters regularly.
Respond promptly to water leaks. If damp or wet surfaces are resolved within 24 to 48 hours, mould and mildew should not grow.
Be sure that the ground slopes away from the foundation of the building. This helps prevent water from pooling around the foundation.
Seal cracks, crevices and gaps around utility lines, window sills and doors.
Eliminate indoor condensation with:
- Increased ventilation indoors
- Air conditioning systems with dehumidification
- Exhaust systems in bathrooms and kitchens
- Airtight HVAC systems

Property managers can also share the following tips with residents:

Keep air conditioning units on during warmer days to lower humidity levels.
Turn on exhaust fans when showering and cooking to remove moisture from the air.
Leave the washing machine doors open when not in use to allow water to dry.
Report moisture collecting on windows, walls or pipes immediately and dry the affected areas.
Report plumbing problems and leaks promptly and ensure they are repaired.

To prevent pest problems related to excess moisture, it is critical that all residents take steps to reduce humidity in their units. To get residents on board, review the importance of moisture control at the next corporation meeting and send out an email or newsletter to help educate individual unit owners.

Given its potential to cause pest infestations, property damage and health risks, excess moisture is not a problem that a condo board or manager wants to have. Pests such as springtails and plaster beetles are often a sign of an underlying moisture, mould and mildew issues, which should prompt a call to the corporation’s pest management provider and steps to reduce humidity levels.

Alice Sinia, Ph.D. is quality assurance manager – regulatory/lab services for Orkin Canada, focusing on government regulations pertaining to the pest control industry. With more than 15 years of experience, she performs analytical entomology as well as provides technical support in pest/insect identification to branch offices and clients. Alice can be reached at [email protected].

Team picked for Abbotsford law courts

Plenary PCL Justice has been selected as the preferred proponent for the Abbotsford law courts project, the province’s first new courthouse in 20 years. The project will improve access to justice and meet the increasing demand for judicial services in one of B.C.’s fastest-growing regions.

The $150-million project is estimated to provide opportunities for more than 1,000 B.C. workers. The project will also provide opportunities for registered apprentices to be on site, which will help develop the next generation of skilled trade workers in the province.

The winning consortium includes: Plenary Group (Canada) Ltd. (project co-lead and equity provider); PCL Investment Canada Inc. (equity provider); PCL Constructors Westcoast Inc. (design-builder); WZMH Architects (architect); Smith + Andersen (IMIT consultant); and Johnson Controls Canada LP (service provider).

Plenary PCL Justice has entered into final negotiations with the Ministry of Citizens’ Services and the Ministry of Attorney General to deliver a new, 14-room law court facility that will include Provincial and Supreme courts and space for all necessary justice partners. Plenary PCL Justice met the required criteria of price, quality of design, ability to adapt to the needs of those using the facility and ability to meet energy efficiency targets.

Construction is expected to begin summer 2018 with project completion in 2021.

Plans for first net positive energy office building

An office building on Cachet Woods Court, in Markham, Ontario’s technology hub, plans to be the first net positive energy office building in Canada, generating more energy than needed for annual operation. Though still a work in progress, the new structure anticipates going beyond building industry standards like LEED or even net zero energy — a concept where buildings incorporate renewables and energy efficiency to produce the same amount of energy they consume every year.

The three-storey Howland Green Business Centre, expected to be finished around March 2019, will feature office condos in 59,000 square feet of space, powered by sun and geothermal energy.

Dave De Sylva, president of Howland Green Homes, believes it will be a challenging feat, but also a significant step forward for the sustainable building industry.

“We’re employing brand new insulated concrete forms to our building; we’re instituting energy storage that cuts the curve off of any peak demands there,” he says. “If we’re producing or capturing 25 to 30 per cent more energy than we are using, I don’t know of any building that has accomplished that.”

The entire outside of the area exposed to thermal transmission will be constructed not just of insulated concrete form, but new forms designed specifically for Howland Green, resulting in a combined thermal resistance value of at least R40, much higher than insulated formwork in standard buildings.

An R80 roof insulation, about four times greater than the building code, will block careless energy transfer, depending on the season. Windows will also be designed with advanced fiberglass technology and low-E argon glass, with resistance values as high as R9. This surpasses the insulation value of standard triple-glazed windows.

The latest geothermal technology will heat and cool the building with automatic load sharing and individual office controls at a fraction of the cost of other buildings.

“The geothermal system changes almost every year or two and becomes so much more efficient,” says De Sylva. “You aren’t wasting energy on certain parts of the building; you’re moving it around the space in an efficient way.”

And one of the largest rooftop photovoltaic arrays is expected to capture about 420,000 watts of solar energy and generate about 515,000 kWh of clean, green energy. This will help offset the carbon footprint, as the operational demand for the entire building will be approximately 430,000 kWh.

To store the excess energy being generated and use it for the future, the building will have one of the first electric potential lithium-ion and pneumatic energy storage systems in Canada. The system will capture some constant energy uses within the building and use pneumatic energy, through wind or photovoltaic solar production, to compress air, which could drive exhaust fans and garage doors, for example. Energy can be dispersed when needed, with help from an innovative water recycling system that will harvest all rainwater and recycle it on site and LED lighting with motion sensors.

Besides fossil fuels, which people use whenever they want, De Sylva says “we have to find better ways of storing today’s energy.”

“We get energy from the sun every day, every year in the range of 174 megawatts, which is why we only use one-and-a-half of one per cent of the energy that falls on the earth,” he says. “There is enormous potential to store that energy.”

For property owners and managers, energy demand on office suites is much lower in net positive buildings and the savings would give occupants reduced condo fees. The biggest benefit, according to De Sylva, is not giving people free energy because doing so creates wasteful practices. With a net positive building, the energy coming in gets metered out to the user. They would be charged the amount they normally pay; however, the income goes to the office condo, thereby reducing operating costs.

The roadblocks of building to net positive standards are many. Building in a way where utilities aren’t making money creates resistance. The infrastructure itself is more costly than difficult, but Howland Green has been building some of the most efficient, net zero energy structures in the Greater Toronto Area for years, so they feel prepared for what’s to come with their new Markham project.

A developer of both commercial and residential properties, Howland Green plans on producing more clean energy from solar and wind than ever before. Their efforts have already led to projects that use 20 per cent of the energy used by typical condo buildings, from GreenLife Centre in Markham to GreenLife Main Street in Milton, Ontario, which was the first net-zero building in Canada when it was erected in 2012.

There are hundreds of options to deal with the global issue of atmospheric carbon, says De Sylva. The solution doesn’t always have to be solely fixated on a site.

“When someone talks about molecules that reflect back into the earth and cause global warming, they don’t say in Waterloo, Milwaukee or South Africa – we all share a global atmosphere,” he notes. “At the end of the day, when a project is finished, there’s the bigger issue of whether you added or subtracted from the global footprint.”

Photo of Howland Green Business Centre courtesy of Howland Green Homes.

U.S. retail real estate remains competitive

Retail real estate has continued to deliver stable returns in the United States despite steady e-commerce gains. Recent analysis from MSCI finds that retail asset performance actually edged slightly ahead of non-retail assets in the 2012-2017 period, delivering an annualized total return of 10.4 per cent versus 10 per cent for non-retail properties.

In part, this reflect the culling of weaker properties in what is characterized as the “over-retailed U.S. landscape”. Whole categories of merchandizing, such as video rentals, have disappeared, while services such as banks and pharmacies are slashing their real estate holdings. On the flipside, however, investors and asset managers have been pouring capital into flagship properties and are finding new types of tenants.

“Recent doom-and-gloom predictions may have overstated the current stresses facing retail asset investors,” surmises Will Robson, executive director and head of real estate applied research with MSCI.

He outlines some key contributing factors to retail real estate resilience, noting that expansion in the thriving market segments is counterbalancing closures in others. Accordingly, many savvy retailers are using their physical space in new ways to complement and brand their online business.

Big data is another burgeoning factor, as Wi-Fi and associated tracking systems give mall managers more information about shoppers’ preferences and points the way to new potential service offerings. For now, U.S. census data shows that 9 per cent of sales are occurring online, meaning that there is still plenty of market share to be divvied up in bricks and mortar.

High-quality retailers and a healthy consumer base are almost inextricably linked. “Tenants may continue to be drawn toward those malls that generate the highest traffic as new concepts are introduced,” Robson reasons.

Mississauga facility achieves its zero waste goals

The Toronto distribution centre for Cintas, a business supplies provider, became Canada’s second facility to earn TRUE Zero Waste certification last fall. The 60,000-square-foot Mississauga facility achieved its zero waste goals through innovative vendor partnerships, the dedication of its green team, and complete engagement among its 56 employees, or “partners” as they are referred to within Cintas. A combination of large changes to overall processes and individual partner actions contributed to the distribution centre’s success, lending itself as an excellent example of how a zero waste strategy can be implemented in any type of organization.

The result of this work was a TRUE Gold certification, which acknowledged the distribution centre’s work in diverting 93.59 percent of waste from landfill. It is one of five Cintas facilities so far to achieve TRUE Gold certification in North America, with more planned in the near future.

The TRUE Zero Waste program is part of a suite of certification and professional credentialing services administered by GBCI Canada, launched in February 2018 as a new joint venture between the Canada Green Building Council (CaGBC) and Green Business Certification Inc. With the goal of the program being to divert all solid waste from the landfill and incineration, TRUE-certified projects must meet seven minimum program requirements, including achieving an average overall waste diversion rate of 90 per cent or greater over the most recent 12-month period, and having a zero waste policy in place.

The following case study provides a closer look into the strategies, challenges and specific actions involved in Cintas’s achievement at its Toronto distribution centre.

Committing to environmental stewardship

Environmental stewardship is a priority at Cintas, which has integrated sustainable solutions throughout its operations. This includes the use of recycled plastic water bottles to create suits that customers can find for purchase within the Cintas catalogue, modernizing facilities to incorporate environmentally friendly practices, and forming a team to provide a centralized sustainability strategy.

Cintas’s company-wide zero-waste-to-landfill initiative includes the following steps:

Assessing the internal waste produced to better understand the amount, nature and composition of the waste generated;
Assembling teams and champions dedicated to the program;
Engaging employees and making it easy for them to get involved with efforts and in identifying ways to reduce, recycle, reuse or repurpose waste; and
Developing a plan to provide direction and help the organization achieve its goals.

These actions laid the foundation for Cintas’ Toronto distribution centre’s zero waste strategy and decision to pursue TRUE certification, giving the facility a workable plan to address its specific challenges.

Overcoming challenges in waste diversion

It’s often said that people are an organization’s greatest resource; as such, a successful zero waste strategy often depends on tapping into the strengths and insights of employees who are committed to sustainability. While implementing changes to existing procedures can be a complex process, Cintas’ Toronto distribution centre took a common sense, partner-led approach to its TRUE Zero Waste certification, coming up with simple, yet impactful solutions that could be easily integrated from day one.

The challenge: Determining what to do with different kinds of waste

The strategy: Assessing the internal waste produced

The solution: Work with new and existing suppliers and corporate office to assess and strategize

Cintas’ Toronto distribution centre distributes five kinds of business supplies: entrance and logo floor mats; restroom supplies such as hand soap and toilet paper dispensers; first aid and safety items; corporate apparel direct sales; and uniform rentals to commercial and industrial customers.

With the distribution centre handling such diverse products and services, a key concern was streamlining where the different types of waste generated by the business lines and partners during the normal workday should go.

The facility worked with the company that serviced its garbage and recycling needs, Waste Connections, to analyze its waste and provide recommendations on more ways to recycle. Cintas’ Toronto distribution centre also privately contracted Waste Connections to recycle its plastic and cardboard, receiving credit in return and thus generating additional cost savings.

Given the company’s large focus on garments, finding a way to recycle waste fabric proved to be a particular struggle for the distribution centre. After several years of searching for a sustainable solution, staff from Cintas’ Toronto distribution centre spoke with H&M Canada, which suggested that the facility contact GFL for fabric recycling.

Cintas’ corporate office also recommended reaching out to Wiseman Export as another way to deal with the discarded textiles. This resulted in a synergistic relationship in which Wiseman Export takes garments disposed of by Cintas’ Toronto distribution centre, shreds the fabric and then repurposes it as rags and to make mattresses.

The challenge: Getting partner buy-in

The strategies: Assembling dedicated teams and engaging partners

The solution: Frequent messaging and working with champions in different departments

Resistance to change in existing practices can often be a barrier in implementing new standards, and this was the case at Cintas’ Toronto distribution centre as well. Education about its zero waste program was a key tool in tackling this issue, with the centre’s green team providing frequent opportunities to learn about what they were trying to accomplish.

The team held a weekly show-and-tell during the first month of the switch to demonstrate which receptacles to use for each kind of garbage. Instead of providing disposable supplies at monthly partner events, they asked staff to bring in their own reusable plates, cups and cutlery. As well, the sustainability team now works with departmental waste champions to identify issues around incorrect waste sorting, gather data, and weigh collected garbage to monitor in- and outbound waste.

Cintas partners were empowered to bring their own waste reduction ideas to the table, which led to some great solutions. One partner recommended repurposing the filler paper included with garments and other packages to stuff other boxes being shipped out, a move that has also resulted in cost savings.

In addition, the facility’s green team devised opportunities for partners to incorporate zero waste strategies into life outside of the workplace, including annual events at the distribution centre to bring in old electronics for recycling and personal papers for shredding.

The challenge: Finding new ways to reuse and further reduce waste

The strategy: Developing a plan to provide direction

The solution: Rethinking existing processes around shipping

Along with the idea to reuse shipping paper and have fabrics recycled, Cintas’ Toronto distribution centre made other changes to its processes as part of its efforts to decrease waste. The facility breaks down damaged pallets to create new ones, and it has reduced its usage of cardboard boxes by switching to plastic containers where possible or reusing boxes from previous shipments. It also purchased a new machine that has halved the amount of plastic shrink wrap used in comparison to manual usage.

Achieving zero waste goals

Cintas’ Toronto distribution centre owes much of its success in reaching its diversion targets to its green team, which meets monthly and brainstorms fresh ideas to engage partners in waste reduction efforts. As well, it works with the facility’s social committee to make monthly events greener.

More broadly, the initiative at Cintas showcases how organizations can easily get started in achieving their zero waste goals, shrinking their carbon footprint, increasing efficiency and supporting sustainability. The TRUE program provided a simple blueprint for the Toronto distribution centre to follow to become more resource efficient, transforming its upstream policies and practices both organizationally and at the individual employee level.

To learn more about TRUE Zero Waste certification, visit the GBCI Canada website.

Mark Hutchinson is the vice president of green building programs at the Canada Green Building Council (CaGBC).

New fire hall showcases unique integrated design

Opened in October 2017, the new 26,000-square-foot Cambie Fire Hall No. 3 and Richmond North Ambulance Station provides the City of Richmond with a state-of-the-art facility for first responders. Designed by Assembly Architecture and S2 Architecture, this health and public safety building sets a new precedent in the province by integrating fire-rescue and ambulance services into one facility in a major urban centre.

The design of the building evolved through numerous discussions with Richmond Fire- Rescue and British Columbia Emergency Health Services about their respective key values and the importance of how the image of the building reflects each organization.

“By listening carefully throughout the design process, the design team were able to create a design that immediately resonated with RFR and their vision for Hall No. 3,” explained Robert Lange, principal-in-charge at Assembly Architecture. “The first design we produced met with resounding approval by RFR and city council, keeping us on schedule through the rezoning process.”

Central to the design was locating both the fire hall and ambulance services station together in a single purpose built facility with shared common spaces that allow for operational and financial efficiencies while further strengthening the relationship between the two agencies.

“This $20.7 million investment supports the city’s commitment to public safety and to providing quality first response services for Richmond’s growing community needs. The Leadership in Energy and Environmental Design (LEED) Gold certified facility demonstrates our leadership and commitment to environmental design and sustainability” said Jas Dharampal, project manager at the City of Richmond.

Built to post-disaster standards, the three-storey facility includes two suppression bays for fire rescue vehicles, two emergency vehicle technician bays for repair of fire apparatus, and two bays for up to six ambulance vehicles.

The orientation of the offices, kitchen and dining room around an extensively glazed outdoor patio serves to maximize natural daylighting while providing an efficient flow via a central corridor. The positioning of the training classrooms to the south-west of the building allows for expansive views of the site training area below and the neighbouring green spaces, furthering exposure to natural light.

Ontario offers funds for low-carbon innovation

The Ontario government has pledged up to $300 million in seed funding to advance low-carbon technologies and/or implement strategies to make greenhouse gas (GHG) reduction more economically viable. Ontario-based companies and organizations will have until May 7, 2018 to submit their concepts to the newly announced GreenON Challenge.

“This program demonstrates Ontario’s support for innovative thinkers creating projects that will help achieve major greenhouse gas reductions while advancing economic growth,” Minister of the Environment and Climate Change Chris Ballard said earlier today.

This opens up a broad range of possibilities, characterized on the Green Ontario Fund website as initiatives that support “the transformative adoption of low-carbon technologies and processes in buildings or the production of goods.” An accompanying Ministry communiqué cites five fairly vague examples of the types of ideas the fund administrators hope to see, including “new financing mechanisms” and “developing buildings that use dramatically less energy than typical buildings.”

A smaller group of candidates will be chosen from the initial call for proposals and asked to submit more detailed business cases. Selected low-carbon innovation projects must occur in Ontario and be completed within four years. They will not be eligible for any other funds derived from the provincial cap-and-trade program.

“Great ideas are out there. We just need to support our partners in making them a reality,” maintained Parminder Sandhu, interim CEO and chair of the Green Ontario Fund board of directors.

EllisDon selected for YVR CORE program

EllisDon has been selected to provide construction management services for the CORE Program at Vancouver International Airport (YVR) following a competitive bid process.

The Airport Authority is committed to integrating sustainability into its operations by improving energy efficiency in its facilities and advancing overall energy conservation. The CORE Program was developed to better meet the airport’s energy needs while improving sustainability. As part of the program, YVR will receive upgrades to its heating, cooling and electrical infrastructure.

“We are very excited to be an integral part of the CORE Program team and to begin building a relationship with Vancouver Airport Authority, the organization that manages YVR,” said David McFarlane, senior vice-president and Pacific Region area manager.

The program is comprised of four projects that seek to improve the safety and performance of these facilities, while also addressing terminal expansion and increased capacity requirements in alignment with the YVR 2037 Master Plan.

“The CORE Program demonstrates a firm commitment by the Airport Authority to reduce their carbon footprint, increase resilience, and minimize impacts to the surrounding environment and community,” said Jonathan Waltr, senior project manager, Sustainable Building Service, EllisDon. “EllisDon is excited to align ourselves with such a progressive client, and share our experiences as industry leaders in sustainability in the construction field.”

Construction is slated to begin in April, with completion expected by 2022.

Small tax perk for businesses extended to 2025

The Canadian government has extended a small tax perk for businesses investing in 19 specified types of equipment used in renewable energy generation, energy storage or energy conserving systems. The newly released 2018 budget confirms that business taxpayers can claim an accelerated deduction of the capital cost of such assets until 2025. The program had been set to expire in 2020.

Eligible claimants can initially deduct 50 per cent of the capital cost of qualifying equipment purchased on or after February 22, 2005 from their business income, and then 50 per cent of the declining balance each year into the future. A 30 per cent capital cost allowance is also available for older equipment, purchased between February 21,1994 and February 21, 2005.

The budget document estimates that about 900 businesses will see benefits from the five-year extension, and anticipates approximately $123 million in lost tax revenue for the 2020-2023 period. “This represents, on average, an additional $27,000 annually over the next five years that these companies will be able to use to invest in and grow their operations while reducing their carbon footprint,” it states.

Qualifying equipment includes solar thermal and solar photovoltaic systems, heat pumps, heat recovery system, district energy systems and associated equipment. Electrical vehicle charging systems and electrical energy storage equipment acquired after March 21, 2016 are also eligible.

Crown and Crestpoint buy downtown Toronto city block

Crown Realty Partners (Crown) and Crestpoint Real Estate Investments Ltd (Crestpoint) acquired the Dundas-Edward Centre (DEC), a 416,603 square foot, two-building office complex that features 180 Dundas Street West, 123 Edward Street and an adjacent 303-stall parking structure in downtown Toronto.

Occupying a full city block just east of University Avenue, DEC is located within 150 metres of St. Patrick subway station, near Toronto’s Discovery District, City Hall and Yonge-Dundas Square. The buildings are currently 92 per cent leased to a diverse group of tenants.

This is the second investment Crown and Crestpoint have partnered on.

“We are excited to complete another acquisition with our partners at Crown as we work together to elevate the profile of this prominent site in downtown Toronto and unlock its inherent value,” said Max Rosenfeld, vice-president of asset management and acquisitions at Crestpoint.

The duo plan to undertake several value-enhancement initiatives, under the supervision of Crown acting as the property manager.

“We see an opportunity to add value to the properties through building and tenant upgrades and a renewed leasing strategy,” added Emily Hanna, partner of investments at Crown.

Such improvements include modernizing common spaces, introducing the WorkFit by Crown fitness concept and maximizing the functionality of the parking structure. Several large-scale capital plans will be announced in the coming months with the intent of improving the overall quality of the properties and to accommodate the needs of today’s office tenants.

RioCan launches “RioCan Living” residential brand

RioCan’s new residential brand, RioCan Living, formally launched today with eight projects currently in development. The new brand intends to deliver “best-in-class” purpose-built rental units and condos along Canada’s most prominent transit corridors.

“Over the last 25 years, we have accumulated a unique portfolio of income-producing properties with significant redevelopment potential, strategically situated on or near existing or approved transit lines,” says Ed Sonshine, Chief Executive Officer of RioCan. “During that same time, a large shortage of new purpose-built rental buildings has emerged in Canada’s urban centres.”

Jonathan Gitlin, Senior Vice President, Investments & Residential, says RioCan is uniquely positioned to address the rental void by pursuing the highest and best use of its assets on behalf of unitholders. “It’s incumbent upon RioCan to figure out ways to make our properties better, more effective, and more valuable. At the same time, we are delivering best-in-class, professionally managed residential units at a significant scale to the cities and communities that need it most.”

RioCan has identified 43 projects within its portfolio as potential mixed-use residential opportunities that will soon translate into 20,000 residences in Canada’s six major markets. All but a few of the projects are currently slated to house rental apartments, with proposed developments ranging from affordable to ultra-luxury.

Of the eight RioCan Living projects currently in development, approximately 2,100 units will be rental and 700 will be condo. Six of those projects are in Toronto, one is in Calgary and one is in Ottawa, and all are well located along major public transit corridors, at prominent downtown intersections or at busy shopping centres.

RioCan Living’s pipeline of potential sites is robust and growing, with 25.1 million square feet of development opportunity—half of which has already been approved for zoning, Aside from the eight active projects, 13 additional mixed-use residential development projects are in early planning stages in the Greater Toronto Area alone.

“Building on or close to transit will allow us to deliver sustainable, livable communities that minimize the impact on the environment while offering future residents the opportunity to live, work and play within a reasonable distance,” says Sonshine. “We want RioCan Living buildings to stand out from the pack. We’re working with best-in-class designers and trades to develop communities that will stand the test of time. We intend to become one of the leading residential landlords in the country.”

Unique among mixed-use developers, RioCan Living will seek to leverage existing relationships with retailers to bring added vibrancy to future communities. “There’s a huge opportunity to take what exists within RioCan, namely numerous strong connections with very strong retailers, and merge that with our residential developments to deliver a true diversity of uses and tenant mix,” says Gitlin.

Gitlin adds that each new residential development will share a distinct set of characteristics that will define RioCan Living communities moving forward. These include: easy access to major commuter routes; world-class architecture and iconic locations; community-focused animation and event programming; standout amenities that cater to the needs of residents; and retail experiences curated by the retail experts.

RioCan Living is on schedule to begin attracting new residential tenants in the fall of 2018. More information on the inaugural slate of residential developments can be found at www.riocanliving.com.