Kleenway Services: A Matter of Heart

June is often a time people start thinking about taking vacation days to enjoy the sunshine and warm weather that generally only lasts a few months of the year in the True North. But while many were mulling over how they’re going to savour (or beat) the heat this summer, Kleenway Services’ Bill Germanis was busy preparing to take on a new national cleaning contract for one of the world’s largest retailers while tending to the company’s existing clients that span multiple sectors and the country. Yet, even with so much on his proverbial plate, Kleenway’s president still made room in his schedule to take part in this year’s Autism Speaks Canada Walk in Toronto, which raised more than $338,000 for autism research, services and awareness initiatives.

“It’s important to take the time to give back to our local communities and support good cause organizations,” says Bill. “Kleenway prides itself on its culture of corporate social responsibility and the foundation of that culture is how we care for one another.”

In addition to Autism Speaks Canada, the company is a proud supporter of the SickKids Foundation; Crohn’s and Colitis Canada, participating in its annual Gutsy Walk; the Guelph Junior Storm, a Triple-A hockey team it sponsors; and the Heart and Stroke Foundation, which is near and dear to Bill.

Kleenway gives monthly to the esteemed foundation in memory of his late father, John. While it’s been almost 15 years now since the company’s founder suffered a fatal heart attack at the age of 49, Bill remembers it like it happened yesterday.

“It came out of nowhere,” he says with disbelief in his voice. “He didn’t smoke, didn’t drink. Completely sudden.”

John’s untimely death in October 2003 left a void in the company that Bill, then 23 years old, had to fill. Though he had worked at Kleenway for seven years, three of which were in a managerial role, the responsibilities of running a business at such a young age were daunting.

“The first year was a bit shaky,” he recalls. “I didn’t understand what it meant to be a 100 per cent owner-operator. I still thought I could work three or four days a week so that I could go out with my friends, have fun and enjoy my young adulthood.”

With no other family members involved in the business to lean on, Bill turned to then account manager George Kakarelis for support. Twelve years his senior, Kakarelis, who was hired by John just one year prior to his passing, helped guide Bill through a difficult personal and professional transition. The two formed a formidable bond, one that remains to this day as Bill considers Kakarelis, now director of operations and process improvement, to be his right-hand man.

On his left is director of business development Louis Nickolaou, another company veteran that Bill brought on board in 2004. At the time, Nickolaou was looking to earn some money while in school, which struck a chord with Bill.

“An old friend of my father paid me a visit to see how I was doing since I was now living on my own, trying to run the company,” explains Bill. “He mentioned his son, Louis, was looking for work to cover his bills and it reminded me of myself, when I was in need of a job for the same reason, so I told him to send him in.”

Bill promptly put Nickolaou to work making telephone sales pitches and within six months his good deed paid off. Nickolaou’s foresightedness to contact companies outside Kleenway’s geographic market area helped turn four cold calls to Stratford, Ont., into hot sales.

“It showed me the potential of pursuing business outside the Greater Toronto Area (GTA), which was saturated with cleaning companies,” says Bill. “From there, we looked further afield and began to pick up accounts in London, Windsor, Niagara Falls and Kingston.”

By 2007, Kleenway had established a foothold in Ontario, thanks in part to longtime client Canadian National Railway (CNR). Now with the facility services provider for 20 years, CNR awarded Kleenway a major contract for 85 facilities, many of which were located in the most remote areas of the province.

National expansion occurred shortly thereafter when Kleenway secured contracts with 35 big box retailers, a move many would consider smart yet risky. The benefits of looking beyond Ontario’s borders are obvious – broader customer base, increased revenue and new, qualified personnel – but the advantages are there only if growth is managed properly.

“I felt comfortable expanding into different parts of Canada because of the experience of breaking out of the GTA,” explains Bill. “We knew how to successfully set up the infrastructure and properly staff the facilities to meet our clients’ needs.”

Today, Kleenway has in excess of 450 employees that clean more than 10 million square feet across the country daily. The company’s offerings have also diversified with time. Though janitorial services, window cleaning, carpet and floor care are still at its core, Kleenway also provides landscaping services, including grounds maintenance, snow removal, power washing and sweeping, and line painting, as well as ad hoc services – non-structural mould remediation, lead abatement, decontamination of beryllium, waste audits/cross-contamination review, dry ice blasting and high-temperature painting – that are tailored to the specific needs of its diverse clientele.

Bill says the goal is for Kleenway to become a full-service building maintenance company.

“This will make our services more cost-effective for our clients while strengthening are customer retention rate in a very competitive industry,” he explains.

While the company has seen great success over the past decade, the road was paved by Bill’s father; without him, there would be no Kleenway.

John immigrated to Canada from Greece in the late ‘70s in pursuit of greater opportunities. It was while studying at York University that he was first introduced to the janitorial services industry by Denis Seliotis, who worked in the sector and would later become Bill’s godfather. John initially picked up a cleaning job to help put himself through school but by the time he graduated with a masters of business administration from the University of Windsor, he had decided to make a go of it as a career, opening Kleenway in Toronto in 1981.

From the beginning, John prided himself on providing total customer satisfaction, regardless of client size and scope of work. Key to this was being proactive, not reactive; listening carefully to customers’ needs; delivering reliable, quality services; making prompt responsiveness a priority; and maintaining a personal touch. These tenets are still very much a part of the company’s philosophy.

But despite John’s unwavering commitment to his clients, sales became stagnant over time. As Bill puts it, “My father didn’t need any more than what he had so he was content to keep things manageable. Pursuing new business was not a priority as overextending yourself, he said, was a mistake many business owners made.”

However, Bill thought differently.

“We’re from different generations and, as such, had divergent views on business,” he says. “In my opinion, you need to move with the times, otherwise you run the risk of becoming obsolete.”

As a Xennial, born between 1977 and 1983, Bill was ambitious and eager to take a more progressive approach that favoured innovation and development to propel Kleenway forward – traits that have served him and the company well.

To begin, he spent $4,000 on a new company logo, website and stationary while his father was overseas – John had established a second cleaning company in Greece in the late ‘90s, which required travel back and forth between his adopted and home countries.

“When he came home and saw (what I’d done), he couldn’t believe what I had spent. He kept insisting these were not things that would make Kleenway better or get us new business, and the money could be better spent,” he laughs.

Once Bill took over Kleenway’s reins and the company began to experience great growth, he invested in CleanTelligent software. The innovative mobile technology allows Bill and his senior management team to operate and manage workplaces efficiently, as well as communicate more effectively with clients. Through CleanTelligent, Kleenway can track performance and project progress, upload detailed inspections, schedule work orders, and much more – all of which clients can access at any time via a personal online account.

“The janitorial software combined with the use of key performance indicators, or KPIs, which we tailored into the system a few years ago so that we could continually assess the effectiveness of our processes, gives our customers a whole picture of their contract’s management, not just the quality of cleaning,” he says.

Around the time CleanTelligent was implemented, Kleenway voluntarily pursued ISO 9001 accreditation, a process that took eight months and resulted in certification in June 2013. Developed by the International Organization for Standardization, ISO 9001 is based on several quality management principles that include strong customer focus, the motivation and implication of top management, using a process-based approach and continual improvement. Companies that are certified to the standard must provide products and/or services that meet customer and regulatory requirements.

“ISO 9001 accreditation (was) a major stone placed on the path toward Kleenway’s continued success,” says Bill. “Our focus has always been total customer satisfaction and complying with (the) standard ensures our customers get consistent, high-quality service and that we continue to inspire our employees and management to grow and support our goals.”

Recently, the company obtained CIMS certification. While similar to ISO 9001, it is the only standard specific to the cleaning industry in Canada and the U.S. Conformance demonstrates a company is structured to provide consistent, high-level janitorial and maintenance services. Kleenway underwent a comprehensive assessment conducted by an accredited, third party testing agent in August, resulting in the designation being awarded. At the same time, the company achieved CIMS-GB certification. The ‘green building’ component of the certification establishes the contractor is capable of providing an environmentally preferable cleaning service and assisting clients in earning LEED EB:O&M (Leadership in Energy and Environmental Design for Existing Buildings: Operations & Maintenance) points.

Bill’s forward-thinking approach to business extends to the treatment of his employees. To retain the talent of middle and senior management, reduce turnover of frontline workers and attract suitable new hires, he invests in continuous employee training and development, offers competitive wages and makes a point of regularly rewarding staff that go above and beyond what is required. Every month, the company awards a $50 American Express gift cheque to an employee who demonstrates a single exceptional example of service. Once a year, Kleenway honours a nominated employee with the highest number of recognition “note of thanks” cards during the last four quarters. The annual award, named after Bill’s father, comes with a gift certificate in the amount of $250, a token of Bill’s appreciation.

“Regardless of the technology you use, the certifications you pursue or the risks you are prepared to take, the success of your company will always rely on the people you employ,” says Bill. “Investing in our employees has made Kleenway what it is today and what it plans to be tomorrow.”

Clare Tattersall is the editor of Facility Cleaning & Maintenance.

Photo by Robyn Russell.

Growth for AB commercial property markets

Total dollar value of commercial property sales in both Calgary and Edmonton saw strong year-over-year increases during the first half of 2017 as a result of the ongoing stabilization of the oil sector. In contrast, total dollar value of commercial real estate sales in Greater Vancouver declined by 37.5 per cent during the second quarter, indicating a return to market activity at levels seen prior to 2016, which was a year of record-setting activity.

The total dollar value of commercial real estate sales in Calgary in the first half of the year was $1.43 billion, an increase of 55 per cent over the $932 million total in the first half of 2016. Alberta’s capital city also saw significant year-over-year growth in total sales value for commercial properties of 39 per cent, topping $1 billion at the mid-year point for the first time in three years in Edmonton.

“Alberta’s two largest markets have seen strong commercial property investment in 2017, as the worst of the recession that has defined the market over the last few years appears to be over,” says Elton Ash, regional executive vice president, RE/MAX of Western Canada. “Oil prices have remained relatively stable in recent months and the outlook for the province’s economy overall is optimistic. As a result, there is renewed confidence among investors in Calgary and Edmonton and total sales value is up in both cities.”

In contrast to growth in Alberta, Greater Vancouver’s commercial property market slowed during the first half of 2017 after significant total dollar value and activity increases during the same period in 2016. There were 595 commercial property sales in the second quarter of 2017, compared with 875 sales during the same period last year. The slowdown in activity is due to a lack of supply across the market, limiting opportunities for investors.

“Demand remains high for commercial property, particularly office space and vacant land in Greater Vancouver, but there simply isn’t enough inventory to maintain the strong activity seen during 2016,” says Ash. “The market continues to be primarily driven by local investors, but there is also strong interest from offshore buyers from Europe, Asia and the United States. New development projects around the waterfront and BC Place are anticipated to alleviate some of the pent-up demand in Greater Vancouver in the coming years.”

New senior management at Scott Construction

Scott Construction Group has announced the appointment of Darin Hughes to the position of president and chief executive officer. Founder and former president and CEO John C. Scott will remain as chairman of Scott Construction Group.

John founded the organization in 1984 and has led the company’s steady growth throughout B.C. and Alberta.

“I am very pleased to pass the torch to Darin’s very capable hands. I have every confidence in his ability to take Scott Construction to even greater heights. His ascension in our organization over the past 13 years has been consistent and well earned,” said John.

Hughes joined Scott Construction in 2005 as a project manager, successfully completing numerous multi-phase projects at UBC. By 2016, he was appointed executive vice president, taking the company into one of its fastest growing periods to date. Under Hughes’ leadership in the Lower Mainland, Scott has projects underway in Surrey, Richmond, Vancouver, North Vancouver, Burnaby, and at UBC and SFU.

“I am honoured to be launching Scott into the next chapter, built on a 33-year history of building on trust. I have big shoes to fill but I have also benefitted from the wisdom and mentorship of John Scott over the years,” said Hughes.

Another senior appointment is the addition of Alex Burgess as director of Alberta operations. Burgess comes to Scott with a diverse construction career that spans Canada, Saudi Arabia, the UK, and Bermuda. As a construction manager, he delivered a billion-dollar residential community in Saudi Arabia, which included the daunting challenges of simultaneous construction of 2,000 precast villas, two malls, supermarkets, condominiums, office towers, schools, recreation and religious facilities.

“I am excited by the unique opportunities present in the evolving Alberta market. I was drawn specifically to Scott as an organization that has consistently demonstrated an unwavering commitment to safety, quality of service, and strategic growth known throughout Western Canada. I am very proud to be a part Scott’s future,” said Burgess.

Eyestrain on the rise in modern workplaces

In the past decade, there has been a significant rise in the number of office buildings that are designed and constructed to reduce environmental impact and improve occupant performance. However, some of these new designs and technologies have had unintended side effects — many of which are only beginning to be understood.

Features commonly seen in these new office spaces include: collaborative work spaces, low partition walls, access to daylight views and the introduction of energy efficient lighting systems — including light-emitting diode (LED) computer-based systems. Alongside the many benefits observed with this style of design and construction, there has also been a rise in occupant complaints observed. The focus of this article is to examine the rising number of concerns associated with lighting and eyestrain, and then to provide strategies that can be used to address such concerns.

It is generally thought that individuals will experience less eyestrain and fewer headaches when they have access to natural daylight. It has also been suggested that access to natural daylight improves overall mood and productivity. So, what are some of the factors driving the rise in concerns associated with eyestrain and headaches in these new spaces?

Ergonomists are frequently asked to assess concerns related to visual discomfort, eyestrain, or even computer vision syndrome (CVS). Visual discomfort, especially in an office environment, can occur when the eye can not compensate for glare or inadequate light levels. This can result in reduced productivity or a change in work behaviour. Computer vision syndrome is often characterized by a range of visual symptoms experienced by people using visual display terminals (VDT) [1]. Typically, symptoms are grouped into two categories:

Ocular symptoms
o Eye strain
o Dry eyes
o Fatigue of the eyes
o Blurred vision
o Double vision
Non-ocular symptoms
o Headache
o Decreased cognitive abilities
o Neck and shoulder pain [1-2]

As many as 90 per cent of VDT users report at least one symptom (ocular or non-ocular) [3], with ocular symptoms being reported by 47.5 per cent of VDT-using employees in an American study [4]. Similar studies in Italy [5] and Australia [6] revealed a symptom-prevalence of 31.9 per cent and 63.4 per cent, respectively. The amount of daily VDT exposure (greater than four hours) has a strong relationship with severity of reported CVS symptoms, yet VDT-use continues to increase within the workplace. Therefore, it is important to consider how to manage those aspects of VDT work, as well as environmental design, that can be addressed to reduce the risk of CVS [1, 7-8].

Today, in most offices, individuals primarily work on the computer, using multiple screens to perform their work activities. Additionally, many employers are encouraging paperless offices, increasing time spent viewing computer monitors and, with that, increasing the risk of straining the eyes.

The primary factors that contribute to eyestrain include: improper ambient light levels for the task, exposure to direct and indirect glare, uninterrupted viewing time on the computer, the nature of the viewing task(s) and the individual’s overall visual health.

Recent assessments suggest ambient light levels range from 300 to 1600 lux in many spaces. Much of the variation can be attributed to the large floor-to-ceiling windows that surround a space, but even with the blinds closed, light levels often are greater than 700 lux. Standards suggest that for computer-based work, ambient light levels should be in the range of 300 to 500 lux. Light-colour work-surface finishes and partitions can further contribute to higher ambient light levels.

Another concern is the peripheral glare from overhead LED lighting fixtures. Many of the fixture designs that are currently installed in new buildings create direct visual glare for the user, especially when monitors are positioned too high for viewing or when the fixture is not recessed, making it visible to the occupant.

So how can the features of environmentally sustainable buildings be optimized while still accommodating the needs of the occupant?

Consider some of these guiding ergonomic principles:

Avoid placing computers next to windows where individuals are facing or have their back to the window. Even with blinds installed, individuals report direct glare into their eyes when facing the window while working on the computer;
Allow occupants to close and open blinds as needed;
Ensure light levels do not exceed 500 lux. Consider reducing overall ambient light levels and providing supplemental task lighting;
Examine the design of the light fixture to ensure the light source is not directly visible by the eye when in a seated or standing posture;
Ensure work surfaces and adjacent partitions/surface finishes do not have high reflective properties;
Ensure occupants are trained on proper placement of screen height and distance for optimal viewing;
Educate occupants to break up their viewing tasks every 20 minutes for 20 seconds, refocusing on an object off in the distance or even closing their eyes; and
Ensure occupants have their eyes checked at least every two years.

Finally, as more spaces use light-emitting diodes (LED), standards and lighting designs may need to be revisited. The nature of LEDs is different from incandescent or fluorescent lighting. Many occupants anecdotally report finding LED lighting much brighter even though ambient light levels are within recommended standard measurements.

Linda Miller, OT (c), OTD, CCPE, is president and certified ergonomist for EWI Works International Inc., Clinical Associate Professor, Faculty of Medicine and Dentistry, Department of Preventive Medicine, University of Alberta. She can be reached at [email protected].

References

1. Blehm, C., et al., Computer Vision Syndrome: A Review. Survey of Ophthalmology, 2005. 50(3): p. 253-262.
2. Kirk, E. and J. Strong, Management of eWork health issues: A new perspective on an old problem. Work-a Journal of Prevention Assessment & Rehabilitation, 2010. 35(2): p. 173-181.
3. Segui, M.D., E. Ronda, and P. Wimpenny, Inconsistencies in Guidelines for Visual Health Surveillance of VDT Workers. Journal of Occupational Health, 2012. 54(1): p. 16-24.
4. Woods, V., Musculoskeletal disorders and visual strain in intensive data processing workers. Occupational Medicine-Oxford, 2005. 55(2): p. 121-127.
5. Mocci, F., A. Serra, and G.A. Corrias, Psychological factors and visual fatigue in working with video display terminals. Occupational and Environmental Medicine, 2001. 58(4): p. 267-271.
6. Dain, S.J., A.K. McCarthy, and T. Chanling, SYMPTOMS IN VDU OPERATORS. American Journal of Optometry and Physiological Optics, 1988. 65(3): p. 162-167.
7. Mutti, D.O. and K. Zadnik, Is computer use a risk factor for myopia? Journal of the American Optometric Association, 1996. 67(9): p. 521-30.
8. Rosenfield, M., Computer vision syndrome: a review of ocular causes and potential treatments. Ophthalmic and Physiological Optics, 2011. 31(5): p. 502-515.

Toronto North and East office markets see healthy gains in Q3

The Toronto North and East office markets finished Q3 on a positive note, with healthy gains in occupied office area, resulting in slightly lower availability and vacancy rates.

According to Avison Young’s Q3 Toronto North & East Office Market Report, with record-low availability and vacancy and continued upward pressure on rental rates in downtown Toronto, the suburban Toronto North and East office markets remain a bargain.

Some landlords fear losing tenants to downtown, but these markets continue to secure their share of leasing transactions. Here are some other report highlights:

Following a poor Q2, the Toronto North market saw occupancy levels rise by 106,000 square feet in Q3, with class A buildings accounting for most of the tenant demand.
Overall availability declined quarter-over-quarter to 9.8 per cent, similar to one year ago. Overall vacancy is currently at 6.2 per cent.
The market’s overall performance continues to be dictated by the established North Yonge node, which has seen an uptick in availability (13 per cent) and vacancy (7.5 per cent) in recent quarters and currently houses the market’s large-block opportunities
The emerging Vaughan office displays much lower availability (4.6 percent) and vacancy (4 per cent) rates, despite an active development pipeline. Three buildings remain under construction in Toronto North, all of which are in Vaughan, and will add approximately 306,000 square feet to the market upon completion. North Yonge remains an attractive location, securing its share of lease transactions.
In Toronto East, gains in occupied area, predominantly in class A buildings in the Highway 404 and Highway 407 office node, offsetlosses in class B buildings in the Scarborough node, leaving the
market on the positive side of the ledger. Toronto East is home to two of thelarger blocks of contiguous available space, including the former Aviva head office
Planning efforts are in effect to revitalize the Consumers Road office park by providing a mix of uses, amenities, and transportation options with the adoption of a secondary plan expected in early 2018. Consumers Road has more than 18,000 employees working in more than 600 businesses (the majority office based), making it one of the largest concentrations of office workers outside of downtown Toronto. These improvements should enhance the location for current and future tenants alike, perhaps kick-starting new office development, which has not been seen in the node since the late 1980s.
The North and East markets also remain attractive from an investment perspective. Notable Q3 office building sales included: Adgar Investments and Montez Corporation partnering to purchase 2001 & 2005 Sheppard Ave. E. from Redbourne for $76.1 million, Morguard Investments acquiring 123 Commerce Valley Dr. E. from Triovest Realty Advisors for $66.5 million, while Crown Realty Partners purchased a 50 per cent interest in YongeNorton Centre from Investors Group for $24.5 million.

Achieving results-based tenant improvements

More than a tenant improvement project, a workspace renovation is an investment in a company’s future. Insisting on results-based design decisions will make for better workspace transformations that last.

A successful workspace design solution will address the goals of the business, brand attributes, the type of business, employee profiles and help drive creativity and innovation. CEOs who intend to optimize a key asset, their workforce, will want to challenge them to be more productive, creative and innovative. To achieve this, the workspace design solution must last and be results-based:

The design of the physical space has a direct impact on stimulating ideas.
Providing visual and acoustic privacy supports employee cognitive processing and idea development.
A safe, supportive and empowering workplace creates the social environment in which collaboration and cross-pollination of ideas thrive.

Employers need workspace design solutions that provide a variety of options and are directly suited to varied work style requirements. Your workspace design plan should address the challenges of the modern office with consideration for the tension between public and private workspace. This means creating space for collaboration while allowing for focused, task-oriented space. For example, consider how to control visual distraction and accommodate for a diverse workforce including introverts and extroverts.

Choosing a design firm

Choosing a results-based design firm to help with a tenant improvement project means they will work to understand your company values and what is important to your customers. From the first meeting they should develop an explicit understanding of what your organization is trying to achieve with your workplace transformation.

Of course, workplace change is a profound adjustment for employees. Your project may require a designer who is well versed in change management strategies. A designer who works collaboratively with your team and incorporates strategies such as visioning sessions and peer engagement will minimize employee stress and resistance. The right design partner will ideally communicate and work with you through all project phases from programming and design through procurement, construction administration, and post occupancy analysis. During the construction phase, a full service design firm works as your advocate, reviewing work on site, proactively managing changes and vetting contractors’ progress draws. All of this ensures a well-coordinated design and construction process, resulting in a successful workspace project.

Keeping business operational

Companies undertaking tenant improvements in operational spaces should be aware that renovations typically cost more, take longer and come with some disruptions. Setting expectations early with all stakeholders, having everyone involved or aware of the solid business case supporting the changes being undertaken (spending capital now to improve business, working environment and customer experience); and clear, early communication where unforeseen circumstances arise is vital.

Discuss expectations early and understand project timetables. A results-based design firm can employ tactics like the following:

Choose contractors based on their experience working closely with clients and end users. Your design firm should be very experienced in knowing what to look for and how to set expectations with contractors before any work is undertaken.
Ensure, where possible that the majority of noisy/dirty/disruptive work is done after hours, often through the night.
Have your design firm liaise with contractor to obtain a detailed phasing plan along with construction schedule showing all major progress and benchmarks. Your plan should be updated with any changes so notifications can be provided to your team for critical work or changes to the plan.
Your design firm should ensure the project is cleaned up at the end of every night shift. The site superintendent will be responsible for ensuring the space meets the ongoing operational needs of your business.
If a temporary space is available for all or part of your operation, this can be used to conduct business while another part of the space is under construction.
Communication is key; you and your design firm need a contractor with people skills. This can’t be overstated.

The goals of the business, the type of business, employee profiles, and definition of success all feed into the design of a successful workspace tenant improvement project.

Ten tips to ensure a results-based tenant improvement project:

Choose a design partner who has expertise in change management.
Build an internal project team for decision-making.
Involve your design partner early on – ideally before the lease decision is made.
Select a design partner that can provide a start-to-finish solution. The process should start with information gathering and analysis: everything from current workplace environment, operational efficiencies, overarching corporate goals for the future, marketplace competitors, and brand.
Engage a value-driven design partner who brings leadership, creativity and project management to the project.
Design with flexibility in mind so workplace can easily evolve to changing needs.
Leverage sustainability benchmarking to ensure a healthy work environment.
Get clarity on the goals of your tenant improvement or renovation.
Evaluate the disruption to your business to mitigate negative impact.
Use best practices for workspace design that includes considerations for productivity, flexibility, competition, collaboration and workplace health into the future.

So, how can employers create space that serves the diverse needs of worker demographics and culture while inspiring creative collaboration and productivity? Be clear on your tenant improvement objectives. Leverage the experience of a design partner who focuses on understanding and gathering insights first for better results-based design decisions.

Christopher Pollard, B.A.I.D, NCIDQ, R.I.D., LEED AP is a principal at RATIO, a Vancouver-based architecture, interior design and planning firm.

Battling gender assumptions in the workplace

Female entrepreneurs own the majority of about 16 per cent of small and medium enterprises in Canada, while 20 per cent share equal partnership with male owners. Women also currently hold only 14.5 per cent of all board seats among companies listed on the TSX, commercial real estate included. According to a recent Osler Hoskin and Harcourt LLP report, most of these companies refuse to adopt targets for gender parity, deeming them too restrictive or not resulting in the best candidates being selected.

But in industries rife with gender stereotypes, assumptions about women often cloud the decision-making that goes into choosing leaders. Sometimes, the best candidate is unknowingly perceived to be someone who reflects male gender norms in workplaces that were originally created by men for men. Women are now finding success in associations and professions that once ostracized them, but it’s not enough.

Let’s now look at those really subconscious things that need to change, says Jessica Weisz, chief operating officer of Soapbox, speaking during a recent Aird & Berlis LLP webinar on women in business. Webinar participants discussed overcoming gender stereotypes and social constructs in leadership.

Assumptions in the workplace

Assumptions in the workplace are one of the biggest challenges, Ellen Swan, corporate counsel for Home Depot Canada, has faced throughout her career.

There are assumptions of skills that are considered feminine and that success is achieved by embodying masculine skills. There are also assumptions about personality and what that says about a woman’s ability.

The webinar listed some traits normally associated with men and women. Male traits are assumed to include control, strength, competitiveness, toughness, coolness and logic, whereas female traits are assumed to be co-operation, mutuality, empathy, sharing and caring.

In her own litigation practice over the years, Swan has tried not to underestimate individuals by making assumptions about their skills. It isn’t the difference in skills that is dangerous, she says; it is the assumption of what those skills are.

“You have to be very mindful as a woman not to let someone else define what success looks like and define what your skills are,” she says. “Women in the workplace face particular assumptions about how they present themselves — how we dress, what we look like and what that says about our skills, our talents and our ability to get the job done.”

One of the greatest assumptions people make about women is motherhood, she adds, both in a woman’s desire to be a mother, how she prioritizes that role and what that means about her time management and commitment to leadership tracks and general workload. Often, working mothers have to demonstrate commitment to their jobs. Often, it is assumed that new fathers will return to their jobs, whereas women are more confronted with this question.

“Women have to battle up against these assumptions all the time and demonstrate their commitments in an active way,” she says. “The biggest expectation I put on myself as a mother is efficiency. Women who have children are expected to be very, very efficient and we demand that of ourselves.”

Gender constructs often take precedence over the work a woman produces. In Weisz’ career, she has observed that you can’t be too female, but not quite male, and that there’s often emphasis on her presentation as a woman. Being told to be less emotional or “less of a cheerleader” in order to be taken seriously, means stripping away what feels so natural for her, stopping her from being her authentic self.

At women’s leadership conferences there is encouragement to bring out what may not feel natural and suppress what does feel natural, and the training often focuses on being assertive and taking more action.

“But I’ve been told when I’m assertive, I can seem like a bulldozer,” she says, adding that the training should be more about communicating appropriately, getting the job done and engaging your team.

LGBTQ leadership

For Paris Honoria, trans program officer at Egale Canada Human Rights Trust, the expectations of leadership change when a leader is trans, because trans women have to act in stereotypical, feminine ways to be seen as legitimate.

“On the other hand, if you fail to perform that level of feminine expression, people use that to suggest that maybe you’re really a man and should be treated like a fraud, or you’re untrustworthy,” she says. “And what tends to happen when you trans identify, is that people see you as possessing less social power and being less human, less able to fight back.”

Higher levels of harassment and blame in the workplace can ensue, directly or indirectly, even without the perpetrators’ awareness of their actions.

“When we speak about the difficulty of becoming a trans leader, organizations and workplaces love to use trans activists and employees to take the lead on diversity and inclusion work, and then turn them down for positions in leadership.”

Similar to how women are perceived in the workplace, in terms of what they wear, trans people can also feel disempowered when comments and questions turn to their appearance and gender rather than the work they are doing. In leadership positions, their bodies can become “sites of spectacle.”

Creating space to thrive

Creating a space where people can thrive and feel authentic as individuals means looking beyond gender and redefining what is valuable in the workplace, says Weisz. Making space for someone to cry or show empathy is allowing someone to be human, not female or male.

“Addressing these stereotypes is freeing for everyone and a key way to reduce resistance,” says Honoria, adding that women are often expected not to perform femininity or be super empathetic, while at the same time required to be seen as conforming.

Looking back on her career, Melanie Cole, partner at Aird & Berlis, says she often felt there wasn’t enough space to be authentic, often having to downplay her stereotypical female traits, while at other times softening stereotypical male traits that didn’t align with people’s expectations of her.

“I’m now focusing more on purpose, instead of defining myself in relation to these stereotypes and rejecting the more authentic parts of myself for fear they are conveying incompetence and weakness,” she says. “This has allowed me the mental space critical for my success and feels authentic to me.”

Focusing on image and perception can take away a lot of emotional and motivational resources that inform leadership, she cautions.

“So much of being a leader isn’t about how people see you, but about developing your own leadership identity and feeling like a leader, feeling confident and feeling as though you can lead with confidence in a representative way.”

Martello launches food bank fundraiser

For the month of November, Martello Property Services Inc. will be bringing the community together and fundraising for the Greater Vancouver Food Bank (GVFB) for the second year in a row.

Last year Martello had an incredibly successful campaign after collecting more than 2,500 pounds of food and $12,500 in cash donations. When the campaign finished, the company attended Breakfast Televisions annual Food Bank Friday and had the opportunity to present collected donations directly to the Food Bank on air (see segment on YouTube Channel).

The Greater Vancouver Food Bank provides assistance to more than 26,500 people weekly, 20 per cent of which are children and youth and 19 per cent are seniors. For every $1 raised, The Food Bank can purchase $3 worth of local, healthy and fresh food for their 26,500 weekly users.

This year the goal is to raise approximately $15,000 in donations. Food collection boxes will be placed in the lobbies of the Vancouver buildings managed by Martello. To make it even easier to donate, the company is hosting a GVFB Virtual Food Bank. Clients and vendors are encouraged to donate to the Virtual Food Bank fundraiser instead of Christmas gifts to the Martello office. The Virtual Food Bank allows you to make a donation of any amount or to actually select specific food items that you’d like your money to go towards.

“We recognize that the Food Bank has greater purchasing power due to their unique position in the food system, so by setting our goal to $15,000 this year we can help purchase over $45,000 of food for those in need. A donation on behalf of our clients and vendors is the greatest gift that we could receive” said Warren Smithies, senior vice president of Martello.

Regulator will not actively seek complaints

As mandatory licensing launches this week, condo managers and condo management companies will likely be relieved to learn that the Condominium Management Regulatory Authority of Ontario (CMRAO) will not be fishing for concerns about licensees.

“We’re not actively seeking complaints,” said Aubrey LeBlanc, chair of the CMRAO’s board of directors, speaking at a CAI Canada seminar about condo manager licensing last week. “We could spend lots of money on promoting the issue. We are not planning to do that.”

The CMRAO plans to take a balanced approach to addressing complaints about condo managers and condo management companies, said LeBlanc, treating all parties fairly and respectfully as the regulatory authority goes about ensuring licensees comply with their ethical and legal duties in order to protect condo communities.

The Ministry of Government and Consumer Services mapped out procedures for complaints about condo managers and condo management companies, along with discipline procedures, in proposed regulations that were open to public comment until mid-October. The regulations are due to be finalized in the coming weeks and slated to take effect on Feb. 1, 2018.

The CMRAO was established to administer the Condominium Management Services Act, which will regulate the condo management profession and was introduced as part of broader changes to Ontario’s condo laws that began taking effect this fall. As the CMRAO investigates complaints about licensees, giving them an opportunity to respond, it will focus on finding resolution as opposed to meting out discipline, said LeBlanc.

“We’re trying to be problem-solvers and take what amounts to a compliance attitude as it stands from a crime and punishment attitude,” he said. “Suspending, revoking or refusing to renew a license are actions that the registrar can make, but actions of last resort.”

Before reaching for these enforcement tools, the CMRAO will look to some of the other enforcement tools it has available, said LeBlanc, such as requiring a licensee to take educational courses.

“The outcome of actions that are proposed or taken on a license will be published on the online registry of licensees,” he said. “The idea here is that consumers ought to have the right to find out the status of licensed practitioners.”

LeBlanc observed that other parties may also be interested in this information, such as suppliers who do business with condo managers. In fact, he said, suppliers will have the ability to complain about licensees to the CMRAO, as will condo board directors, condo managers, condo management companies, condo owners and condo tenants.

Condo lawyer Shawn Pulver, partner at MacDonald Sager Manis LLP, who moderated the panel at the CAI Canada seminar, asked about how the CMRAO would handle chronic complainers wielding the soon-to-come ability to initiate procedures that could lead to discipline against condo managers — a concern that was echoed in other audience questions.

LeBlanc said the CMRAO is bracing to receive a lot of personality-based complaints, citing his past experience heading up Tarion, which regulates new home builders. However, he added that the parties who bring forward concerns about licensees will not have the ability to dictate the outcome.

“We have to work with a documented assertion and the collection of information and a notification of all parties affected by it,” said LeBlanc. “There is a vetting process.”

Also at the CAI Canada seminar, condo lawyer Rod Escayola, partner at Gowling WLG, shared his top tips for condo managers ahead of Nov. 1, which marks the roll out of condo law reforms including new communication requirements for condo corporations.

Escayola advised condo managers to help themselves, and then help condo directors, likening it to act of reaching for one’s own oxygen mask in an emergency before aiding others. In other words, condo managers need to figure out which type of license they’re eligible for and apply for it, which requires a police record check that is current within the last six months.

After they’ve applied for their license, condo managers need to educate themselves about the new requirements under the condo law reforms in order to be able to educate condo directors, he said.

One of the new requirements is that condo corporations have to collect a monthly fee which works out to roughly $1 per unit from owners and remit it to the recently established Condominium Authority of Ontario (CAO). The fee, which will support services provided by the CAO, including director education and dispute resolution, has been received unfavourably by some, reported Escayola.

A perhaps even thornier issue is the increased costs condo management providers face in executing new communication and reporting requirements on behalf of condo corporations — costs that are likely to trickle down to condo corporations to some extent.

In delivering this message, Escayola suggested that condo managers focus on the benefits of the legislative changes behind the increased costs.

“There’s tons of added value with everything that’s being implemented now: We’re going to have more accountable managers, we’re going to have better-trained managers, we’re going to have licensed managers, which means that there are some people who may not get into this exclusive group that you’re becoming.”

Michelle Ervin is the editor of CondoBusiness.

Cities exhibit divergent property tax regimes

The gap between Toronto’s commercial and residential property tax rates narrowed slightly in 2017, but there is still a lot of space to bridge to meet the City’s target for a commercial-to-residential tax ratio of 2.5 to 1 by 2023. For this tax year, the ratio stands at 3.81 to 1 — compared to 3.84 to 1 in 2016 — meaning the city’s commercial ratepayers still face one of the most divergent property tax regimes anywhere in Canada.

Only Vancouver registered a more onerous split — with a commercial-to-residential ratio of 4.87 to 1 — among the 10 major Canadian cities surveyed in the 2017 Altus Group/REALPAC report on property tax rates. Vancouver, Toronto and Montreal were the three cities with commercial-to-residential ratios above the national average of 2:85 to 1, while Saskatoon and Regina recorded the two lowest ratios of 1.72 to 1 and 1.75 to 1.

This annual look at the apportionment of the tax burden, released last week, gives a more complete picture of the pressures on the commercial and multi-residential sectors than simply referencing tax rates. Notably, Vancouver’s 2017 commercial property tax rate was actually more than 10 per cent lower than the 2016 rate, but that largely reflects the city’s soaring property values during a tax period when the residential rate also dropped a startling 19.29 per cent from the previous year.

“With the increase in property values, tax rates should trend lower as municipalities are able to collect the same amount of tax revenue given that the higher property values create a larger assessment base,” says Terry Bishop, president, property tax, Canada, with Altus Group.

The reverse is true in Calgary and Edmonton. Commercial and residential property tax rates rose in 2017, reflecting a decrease in the value of assessment base in those cities. Calgary’s commercial tax rate jumped 11.36 per cent from 2016, equating to an extra $1.81 per $1,000 of assessed value. Edmonton’s commercial tax rate rose 8.54 per cent, or an additional $1.63 per $1,000 of assessment.

Across the 10 cities, commercial property taxes range from $12.44 per $1,000 of assessed value in Vancouver to $37.23 per $1,000 of assessed value in Montreal. Rates in Montreal, Halifax, Ottawa, Toronto and Winnipeg are above the national average of $23.02 per $1,000 of assessment, while those in Edmonton, Calgary, Regina, Saskatoon and Vancouver are below.

Small gains in Toronto and Montreal, larger in Saskatoon and Regina

Vancouver homeowners likewise pay the lowest amount per $1,000 of assessed value, at $2.55, while Winnipeg residential ratepayers top the scale, paying $12.15 per $1,000 of assessment. Toronto’s commercial tax rate dropped 4.53 per cent compared to a 3.83 per cent decline in the residential tax rate — thus translating into this year’s fractionally shrinking tax gap.

Montreal also reversed a 10-year trend of apportioning an ever-increasing share of the tax burden to the commercial sector, as its commercial to residential tax ratio tightened to 3.77 to 1 from last year’s 3.82 to 1. “While representing only a 1.21 per cent decline in its ratio, this is a positive step toward bringing commercial taxes down to a level more in line with the rest of the country,” the report maintains.

Ottawa was unique in lowering the commercial tax rate, which dropped by 0.38 per cent, and increasing the residential tax, which rose 1.48 per cent. This tightened the commercial to residential tax ratio to 2.67 to 1 from last year’s 2.72 to 1.

Halifax did the opposite, raising the commercial tax rate by 0.82 per cent and lowering the residential tax rate by 0.83 per cent. That stretched the commercial to residential ratio to 2.77 to 1.

Winnipeg’s residential rate increase — up 3.12 per cent from 2016 — surpassed the increase in the commercial tax rate, which rose by 1.12 per cent. However, the report suggests the commercial-to-residential tax ratio of 2.01 to 1 isn’t necessarily the complete picture. “Winnipeg’s business tax, which commercial owners consider to be a subset of the property tax, would push the City’s ratio closer to the (national) average,” it states.

Commercial ratepayers in Regina and Saskatoon enjoyed the steepest decline in property tax rates. A 27.56 per cent decrease in Regina pegged this year’s taxes at $16.16 per $1,000 of assessed value — a drop of $6.15 per $1,000 of assessment from 2016. Saskatoon’s commercial tax rate fell more than 21 per cent from 2016, resulting in taxes of $14.57 per $1,000 of assessed value. Residential tax rates also dropped in the two cities — by 8.73 per cent in Saskatoon and 7.59 per cent in Regina.

Multi-residential inequities

Meanwhile, multi-residential ratepayers in the Ontario cities, Toronto and Ottawa, are taxed at a much higher rate than their peers elsewhere in country. Toronto’s multi-residential levy is 2.21 times greater than the residential rate; Ottawa’s is 1.38 times greater.

Residential landlords and their tenants pay property tax equivalent to $14.63 per $1,000 of assessed value in Toronto, while homeowners pay $6.62 per $1,000 of assessment. In Ottawa, the multi-residential tax rate is $14.70 per $1,000 of assessed value versus the residential rate of $10.68 per $1,000 of assessment.

This is despite the fact the Ontario government froze multi-residential taxes for 2017, largely in response to the spikes in assessed value arising from the 2016 reassessment. There are also major tax anomalies within the multi-residential asset class itself since Toronto and Ottawa were early adopters of Ontario’s “new multi-residential” property tax class.

This previously optional, but now mandatory tax class for newly constructed rental residential buildings ensures that new purpose-built rental properties are taxed on par with the residential property tax rate for a period of up to 35 years. Although aimed at encouraging new rental housing supply, the policy also conveys an operating cost advantage to the further detriment of older competition.

“The higher levels of taxation on older multi-residential buildings makes it more challenging to direct funds to needed repairs, maintenance and building infrastructure upgrades,” the Altus/REALPAC report states.

Interior firms win inaugural MASI Design Awards

The Interior Designers of Alberta hosted the Manitoba, Alberta, Saskatchewan Interior (MASI) Design Awards on Oct 4, 2017 in Calgary. More than 50 entries were submitted toward seven categories. The awards recognize talented professionals in the interior design industry from across Manitoba, Alberta, and Saskatchewan.

The interior design associations PIDIM (Manitoba), IDAS (Saskatchewan), and IDA (Alberta) partnered to create the first MASI Design Awards (previously known as the IDA Design Excellence Awards). The competition is open to all registered/professional members of the IDA, PIDIM, & IDAS. The winners were honoured for design excellence and their contribution to the built environment.

The seven Gold winners in each category were:

Category A: Office over $80/foot
Parlee McLaws LLP – Kasian Architecture Interior Design and Planning Ltd. (formerly MartensGroup)

The relocated premises of a historic law firm (established 1889) occupy two floors of a downtown Calgary office tower. The 30,000 project incorporates design updates with an understated quality and timelessness that underpins and projects the firm’s brand. Incorporating a client-friendly, sophisticated and layered residential aesthetic, the renovations convey both the sense of quiet solidity of this 130-year old firm with the engagement and creativity of a leading, growing firm.

Category B: Office under $80/foot
Shaw Barlow Office – Kasian Architecture Interior Design and Planning Ltd., iN Studio Creative

When a company decided to relocate, the opportunity to build a brand new and high performing work environment became the focus. Concept development began in early 2016 to transform the very large and linear floor plate into a space that embodied the culture and work goals of the employees. Through an extensive interview and programming exercise, it was apparent that flexibility, well-being, communication and connection would be the driving force behind the design. The end result is a bright, open and dynamic layout that encourages collaboration and innovation.

Category C: Retail
Simons – McKinley Burkart

For this large scale department store, one of the goals was to conserve the architectural history of this building and integrate it with the adjacent building. In order to do this the design team focused on simple, yet powerful strategies intended to highlight and celebrate the architectural features of the building. Each department has its own unique identity, communicating the philosophy behind the clothes within the department, and evoking a distinct mood.

Category D: Hospitality or Restaurant
The Forks Market – Number TEN Architectural Group

This renovation of a historical public market was inspired by the strong industrial identity of the original building. A large variety of changes were completed; from converting horse stables to food kiosks to adding in a very popular craft beer and wine sampling area. Since the renovation, the Market stands proudly as ever, telling a story of its history while offering a modern food and beverage experience unlike any other in Canada.

Category E: Residential
Luminary Design

The objective for this project was to create an elegant, upscale home for flexible entertaining from 6-60 people. The clients wanted to have a very open design with a high level of warmth, seclusion and privacy. The main floor was to be the public entertaining area, the second floor to be the private suite and the basement to be combined family and guest space.

Category G: Institutional or Healthcare
Dental Clinic – Jennifer Buchanan Licensed Interior Design Ltd.

The 3,200 square foot dental clinic presents a modern statement with architecturally interesting features: the 3 form profile tile reception desk, textured glass clinic doors, decorative lighting and glazed walls. These features come together to create a space that is both dynamic and calm within their required areas of patient care.

Category H: Special Project
Undrcard Boxing Studio – McKinley Burkart

This space allowed the design team to implement creative strategies and design techniques to create a space that authentically embodies boxing culture. With a studio reminiscent of a nightclub, dedicated retail space for merchandise and a juice and coffee shop, this is anything but your typical fitness studio. Inspired by the boxing scene in Chicago, New York, and London, the designers aimed to create an underground, urban vibe, while still maintaining a welcoming environment suitable for newcomers and seasoned-boxers alike.

Global Kingdom Ministries breaks ground on Trinity Ravine Towers

Global Kingdom Ministries recently celebrated the groundbreaking of Phase 1 of Trinity Ravine Towers, a two-tower, 55+ adult lifestyle condominium community.

The condo towers, which were designed by the Reinders & Rieder architectural team, will be located at 1250 Markham Rd., between Ellesmere Rd. and Highway 401 in Scarborough, Ont. All suites will feature a full or Juliet balcony and a full kitchen, but residents will also be able to take advantage of a 230-seat, bistro-inspired dining room and meals prepared by the community’s in-house catering team.

The condo community offers residents with a variety of amenities, including a fitness centre, rooftop terrace, movie/media room, meeting/common rooms, convenience store, coffee bar and wellness centre.

Trinity Ravine Towers also features access to medical support and 24-hour emergency response, providing residents with confidence that all their needs are taken care of. Residents can also purchase service packages and a la carte services according to their needs, including housekeeping and laundry services. The condo community’s accessibility features include 360-degree turnarounds in bathrooms and kitchens, as well as bathtubs that provide walk-in access.

“A lifestyle with no lawn care or snow clearing and services that adapt to residents’ changing needs help allow residents to age in place, surrounded by their peers and within a welcoming environment for their friends and family,” said Kern Kalideen, CEO of Global Kingdom Ministries, in a press release. “This affordable, active community offers independent care, multi-leveled dependent care and assisted living arrangements with compassionate, faith-based care that honours and celebrates each individual resident.”

Trinity Ravine Towers’ first phase is already sold out, but its second phase is now on sale, with prices ranging from $272,900 to $640,000 for suites sized between 527 and 1,189 square feet.

Photo caption: On October 19, 2017, over 300 people witnessed Deputy Mayor East / Scarborough Centre Ward 38 Councillor Glenn DeBaermaeker (third from right) break ground with a jackhammer at Trinity Ravine Towers. Celebrating this milestone (right to left) Global Kingdom Ministries Pastor Bob Johnston; Trinity Ravine Towers CEO Pastor Kern Kalideen; DeBaeremaeker; Tigist Zemene, representing Scarborough-Guildwood MPP Mitzie Hunter and Evon Reid, representing Scarborough-Guildwood MP John McKay.

Gibbs Gage Architects announce new partners

Gibbs Gage Architects (GGA) has announced that Chito Pabustan and David Wittman are now partners in the Calgary-based firm.

Both joining the GGA family in 2006, Pabustan and Wittman have been instrumental to the growth and success of the firm, which celebrates 35th anniversary in 2018. They join current partners Doug Gage, Rick Lewis, Vince Dods and Stephen Mahler.

Pabustan, managing director-design, grew up in Calgary and is a graduate of the School of Architecture at University of Waterloo. His work in the past 26 years has been in Calgary, Regina and Saskatoon. He believes that architecture is about the relationship between built form and the natural landscape, the people it shelters and inspires. He is an architect who believes in collaboration and facilitation of a collective vision and how to effectively bring it into reality. He has been involved in many of the firm’s major projects, specializing in commercial office and institutional buildings.

Believing that great design creates opportunities, design manager Wittman designs with the notion that the built form shapes the way communities are created, the way everyone engages with one another, the feeling of security and the sense of control in the world. Creating positive opportunities for the social interactions of individuals and groups is a driving force in many of his projects. Notions of scale, light, space, texture, acoustics and warmth are complex consideration of his work.

Gibbs Gage Architects, one of the largest in Western Canada, offers professional services in architecture, interior and urban design and has a staff of almost 100.

Casey House expansion officially opens

Casey House, Canada’s first and only free-standing hospital for people living with HIV/AIDS, recently celebrated the opening of its expansion in Toronto, which includes the renovation of an existing heritage structure, as well as the addition of a new state-of-the-art, four-storey facility.

Ontario invested over $38 million in the redevelopment of the facility, which now spans 58,000 square feet. The expansion provides extra space for a new day-health program that will allow 350 more people to access treatment through a combination of clinical services and community programs. This will more than double the number of people the hospital can serve, for a total capacity of 650.

The expansion brings all Casey House programs and services into one location. This will increase access to advanced care and provide a better overall experience for patients, from crisis to end-of-life care. The new facility and programs will also help encourage more social interaction to reduce the isolation and stigma often associated with the disease, and improving people’s overall health and quality of life.

Casey House provides patients living with HIV/AIDS with access to inter-professional teams, including nurses, mental health specialists, substance-use workers, massage therapists and other specialists in the new day-health program’s therapy rooms and community space. Patients will also have access to private inpatient beds, as well as space to provide 24-hour specialized support for those who require short-term intensive care.

“Casey House’s new redevelopment project is offering more people living with HIV/AIDS the specialized treatment and social interactions they need in a new and spacious facility,” said Dr. Eric Hoskins, Minister of Health and Long-Term Care, in a press release. “By improving these services and programs, we are ensuring that people living with HIV/AIDS have access to high-quality care, closer to home.”

TD Centre first existing building in Canada to be Wired Certified

The Toronto-Dominion Centre (TD Centre) has become Canada’s first existing building to achieve Wired Certification. Cadillac Fairview announced that TD Centre received Platinum Wired Certification, the highest possible ranking, in all six of its towers.

Operated by WiredScore, Wired Certification is the internationally recognized digital connectivity ratings system for commercial real estate that helps landlords design and promote their buildings’ digital connectivity to tenants.

“Toronto-Dominion Centre is proud to be Canada’s first existing building to achieve Wired Certification,” says David Hoffman, general manager of TD Centre. “We earned this certification through our ongoing investments in innovative technology and connectivity, as part of our commitment to delivering significant value for our tenants and providing the ultimate environment for the productivity and competitiveness of their businesses.”

Cadillac Fairview says earning Platinum Wired Certification attests to TD Centre being best-in-class across all features of connectivity that matter most to tenants: number and quality of internet service providers, redundancy and resiliency of telecom infrastructure, ease of installation and capacity to readily support new telecom services.

“The fact that every building at the TD Centre has achieved Platinum Wired Certification, the highest standard we rate for, confirms that today’s tenants are well served in terms of digital infrastructure and the property is prepared to meet the digital needs of tenants 10 or 20 years down the line,” says Phil Kanfer, North American director of business development for WiredScore.

The certification show that all six towers can support current and future tenants with the most demanding technology requirements.

“With the growing demand for digital connectivity in the workplace, tenants expect uninterrupted internet connectivity, consistent cell service, and reliable wi-fi to support a flexible workforce, open office plans, high levels of streaming data and large files,” adds Hoffman. “Tenants need to know that the environment is secure and can be supported, even in the event of a power outage. Platinum Wired Certification demonstrates that Toronto-Dominion Centre’s digital infrastructure can offer all of this, and more.”

CREW Network elects first Canadian president

Tara Piurko, partner in the commercial real estate group at Blake, Cassels & Graydon LLP in Toronto, is the first Canadian elected to serve as CREW Network president.

“I’m honoured to be the next president of CREW Network, an organization that has played such an important role in both my personal and professional life,” Piurko said. “For the past 10-plus years, I’ve seen the true value of what can happen when professionals in this industry connect and engage in a meaningful way. It is time for us to grow those connections and increase our engagement—across state, provincial and international borders—and cement CREW Network’s role as the network of choice for professionals in the commercial real estate industry.”

Piurko specializes in and leads Blakes land development, real property assessment and taxation, and municipal law subspecialty. She has been a member of Toronto CREW since 2007 and has held various leadership positions since 2009. Piurko was elected to the Toronto CREW Board of Directors in 2012 and in 2014 served as president. In 2017, she was selected by her peers for inclusion in the 12th Edition of The Best Lawyers in Canada for her work in Municipal Law.

“CREW Network is experiencing tremendous growth and momentum and our voice is being heard,” Piurko stated. “People are noticing and our industry is noticing. I look forward to working with the 2018 board to deliver what our Network needs to continue on our mission. Together, with our members and our industry partners, CREW Network will continue to offer and enhance our platform of opportunities and tools for our members and industry partners to engage, connect and advance the achievements of our members and, in turn, our industry.”

The announcement was made at the 2017 CREW Network Convention and Marketplace in Houston, Texas, where three other commercial real estate leaders were named to the 2018 CREW Network Board of Directors.

They are Holly Neber, CREW Network President-Elect and CEO of AEI Consultants, an employee-owned international real property consulting firm, Tiffany English, principal at Ware Malcomb, an international design firm and Barbara McDuffie, managing director of business development for the tax and assurance group of Baker Tilly, a U.S. accounting and consulting firm.

LEED Gold for Langara Science & Technology building

The Science and Technology Building at Langara College in Vancouver has officially received LEED gold status in October.

Construction began in 2013 as part of Phase II (of IV) of the Master Plan to upgrade and expand the campus. The architects on the project were Steven Teeple, of Teeple Architects, and Kori Chan, of Proscenium Architects. Construction was led by Bird Construction. The building officially opened its doors in September 2016.

“I think for us, this has been one of the most exciting projects that our office had an opportunity to be involved with. Over the years, LEED has raised the bar for doing greener and greener buildings. As architects, we like to design buildings that are not just energy efficient but healthy and that people want to live work and play in,” said Chan, partner architect for Proscenium.

The Science and Technology building won points for its reflective and green roofs, energy-efficient building envelope, low-flow fume hoods, occupancy light sensors, a Thermenex heat recovery system, local, sustainable building materials and more.

“The Science and Technology Building is our signature building and incorporates some of the highest innovations in environmental design. As a testimony to our ongoing commitment to energy management and sustainability, it is one of three LEED buildings on campus,” said Wendy Lannard, senior consultant and former director of facilities.

The Science and Technology Building is located on the northwest side of the campus by the Library building and adds 12,039 square metres (129,587 square feet) of much needed space to the College’s main campus on 100 West 49th Avenue. It houses state-of-the-art biology, chemistry, physics, astronomy, nursing, and computing science labs, as well as a lecture hall, multi-purpose classrooms, and collaborative study spaces. It also houses Registrar & Enrolment Services and a Subway outlet.

Assumptions in the workplace

LGBTQ leadership

Creating space to thrive

Small gains in Toronto and Montreal, larger in Saskatoon and Regina

Multi-residential inequities

Energy Efficiency Day networking event

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