Workplace digital security efforts fall short: survey

According to the seventh annual Shred-it Information Security Tracker survey, conducted by Ipsos, Canadian businesses may not be keeping up with the complex privacy and digital security risks associated with a growing workplace environment.

According to the survey, 53 per cent of small business owners (SBOs) and 48 per cent of Canadian chief-level executives don’t feel confident about their current methods of securely disposing of paper/electronic media.

When it comes to the use of electronic devices in small businesses, there is a large gap between what SBOs believe to be their greatest security risk and the current data protection policies they have in place. Sixty per cent of SBOs believe their biggest information security risk in the next five to 10 years to be either online threats (29 per cent), cloud computing (16 per cent) or the paperless office (15 per cent). However, 46 per cent of SBOs don’t have a policy in place for disposing of confidential data found on electronic devices. In addition, 50 per cent of SBOs have no policy in place at all for governing the use of electronic devices in their business. In small businesses that have a process in place for disposing of data found on electronic devices, 59 per cent wipe or dispose of their electronic materials containing confidential information in-house.

“Even if information on an electronic device is erased, reformatted or wiped, it’s not always enough to protect confidential information. Destroying the device’s hard drive is the only way to ensure the information is unrecoverable,” says Paul Saabas, vice president at Shred-it, in a press release. “One of the best things any business can do to protect its customers over the long term is establish good data protection policies right from the start, which include securely and permanently destroying obsolete hard drives.”

Contrary to small business owners, 87 per cent of C-Suites work at organizations that have a policy in place for the use of electronic devices in their workplace. However, these measures are not quite complete, as 44 per cent don’t have a policy in place that is strictly adhered to and known by all employees for disposing of confidential data found on their devices. In addition, 47 per cent don’t require electronic devices to be both encrypted and password protected.

Although 92 per cent of C-Suites recognize that it is either very important or somewhat important to have an external provider for hard drive destruction, about 56 per cent of c-level executives wipe or dispose of their electronic materials in-house.

“Without policies governing the use and destruction of electronic devices, Canadian business put their organization and reputations at risk by exposing sensitive customer, employee and business data,” added Saabas. “While it’s true that small businesses face different resource challenges than larger businesses, there are simple and low-cost best practices that all businesses should implement regardless of size.”

The survey found that the lack of confidence businesses have in their own data destruction systems is paired with a lack of confidence in the Canadian government’s commitment to information security, as only 12 per cent of SBOs and 31 per cent of executives think the government is doing an excellent job.

Although government could play a greater role in information security by enforcing strict financial penalties for not adhering to document destruction legislation, it is the onus of the business to protect their customers, employees and themselves from data breaches.

To help Canadian businesses protect their sensitive information, Shred-it has compiled a few simple guidelines that all businesses can follow:

regularly clean out storage facilities;
destroy all unused hard drives using a third-party provider with a secure chain of custody;
manage mobile devices by requiring them to be signed out whenever they are taken out of the office, use additional privacy safeguards, and educate employees on security;
encrypt all electronic devices to make digital information unreadable; and
use password management tactics, including multi-factor authentication, a password manager and a log-in abuse detection system.

Good policies governing electronic devices are important to prevent data breaches and ensure both the business and its customers feel confident that they are protected.

Infrastructure projects to get underway this summer

Construction on hundreds of infrastructure projects across Ontario will get underway this summer, including on new and upgraded hospitals, schools, transit projects, roads and bridges.

Ontario Premier Kathleen Wynne was at Etobicoke General Hospital to make the announcement, saying that many projects are already under construction, and many are scheduled to be completed this summer. This busy construction season is part of the largest infrastructure investment in Ontario’s history, as over $190 billion will be invested over 13 years beginning in 2014-15.

Major builds or upgrades that are starting or due to finish this summer include:

Breaking ground on Groves Memorial Community Hospital in Wellington County, a state-of-the-art facility that will offer patients more space for emergency, ambulatory, diagnostic and inpatient care;
Building new schools, including St. John Catholic French Immersion School in London, which will have space for 500 students in September;
Expanding and upgrading Ontario’s roads, including restoring bridges and resurfacing highways in the Ottawa region to help ease gridlock and increase the flow of traffic;
Opening an upgraded wastewater treatment plant in Owen Sound;
And opening Ontario Place Urban Park and William G. Davis Trail, creating a new urban park and trail with access to the Toronto waterfront.

“Making sure Ontario’s hospitals, schools, highways and transit systems are in good repair and building new ones, when needed, is key to our quality of life,” said Premier Wynne, in a press release. “I am excited to see so many shovels in the ground across our province – and so much work being completed. The hundreds of construction projects underway this summer will make a real difference to people in their everyday lives.”

MTCC named Outstanding Building of the Year

The Metro Toronto Convention Centre (MTCC) has been presented with the 2017 Outstanding Building of the Year (TOBY) Award and the Certificate of Building Excellence in the public assembly category by the Building Owners and Management Association of Toronto (BOMA Toronto).

The prestigious TOBY Award and the Certificate of Building Excellence are presented to facilities with the highest level of quality in various categories of building operations, including energy conservation, building performance, security standards and community impact.

The MTCC is the first convention centre in Canada to offer clean renewable power and continues to reduce its environmental footprint every year by diverting 90 per cent of event waste from landfills and putting successful energy and water reduction strategies into place.

Some of MTCC’s other sustainable practices include the upkeep of beehives on the South Building’s roof and the recent implementation of the innovative app Voyage Control to reduce CO2 emissions during the delivery move-in process for trade and public shows. The MTCC also donates various materials per year to Red Door Family Shelter, Habitat for Humanity and the Toronto District School Board (TDSB)’s Arts Junktion Program, and provides approximately 19,000 kg of food, or about 60,000 meals, to local organizations including Margaret’s Housing, Second Harvest and the TDSB’s Nutritional program.

This latest recognition comes following the South Building’s recent BOMA Canada Platinum level certification, achieved after receiving a score of 93 per cent in categories including energy conservation, waste reduction, indoor environment and environmental management systems.

“We are thrilled to be receiving this industry recognition, which reflects our team’s effort and dedication to environmental sustainability,” said Vince Quattrociocchi, vice president of operations at the Metro Toronto Convention Centre. “This award also recognizes the Centre’s enduring commitment to operating a first-class facility for our customers and their guests while also giving back to our community.”

“As the producer of over 200 trade shows, consumer shows and conferences at the Metro Toronto Convention Centre since 1989, we are delighted that the building has received the recognition that it so rightfully deserves,” added George Przybylowski, vice president, construction and real estate at Informa Canada. “The Centre is continually being upgraded and revitalized to ensure that it is providing high quality space for a diverse set of clients and purposes. Congratulations on your TOBY.”

Research challenges current green roof standards

Land buried beneath rising water, torrential rain slamming into cities, shutting down roads, bridges, subways and even buildings, bacteria flowing into properties and open water systems. Headlines across Canada are awash with these images more and more, especially in older cities like Toronto where aging infrastructure, combined sewage systems and increasing rain events are a perfect storm of conditions for flood damage.

“Water management is the number one issue cities are dealing with,” says Liat Margolis, associate professor in the John H. Daniels Faculty of Architecture, Landscape and Design at the University of Toronto and director of the Green Roof Innovation Testing (GRIT) Laboratory. Her research, conducted at the GRIT Lab, examines modern green roof technologies, looking at common design standards and how they can perform better. Her team is working with the city to help inform more nuanced practices and show how “not all green roofs are created equal.”

According to Margolis’ recent study, Data-Driven Design: Research into Green Roof Performance, performance metrics of green roofs are significantly influenced by local environment conditions and the choice of growing media composition, depth, planting, the use of supplemental irrigation and other factors.

She is also finding that despite design parameters, green roofs can capture between 85 and 90 per cent of the peak volume of a storm, an “enormous contribution to alleviating pressure on urban infrastructure.”

It’s proof that also comes with a major hurdle. The City of Toronto’s green roof bylaw targets new construction with roof space above 2,000 metres, and existing buildings in the Greater Toronto Area have not been retrofitted to deal with environmental impacts. Around Pearson International Airport, Margolis says there are roughly 12,500 buildings that could be retrofitted. Even though the city adopted the Eco-Roof Incentive Program, which offers 75 cents on the dollar for insulating a green roof, since 2009, less than 30 buildings have taken advantage of that incentive.

Property owners and managers of existing properties hold off retrofits for various reasons. They face structural assessments like renovating the roof membrane to ensure no leakage. They may see this as a cost issue because the assessment process might consume the rebate.

“Also, there is probably a lack of communication on the types of solutions for property managers,” adds Margolis. “This is a way to mitigate risk and degradation to your property at large. If we manage flooding properly, it will affect everyone. While there is a bottom line approach, at the end of the day, the aggregated contribution of each building to the community eventually benefits the individual.”

Green roof solutions under the radar

Solutions for better green roof configurations will be further probed once GRIT Lab moves into its brand new headquarters at One Spadina Crescent. There, Margolis’ team will be looking at how green infrastructure technologies work in tandem with underground rainwater cisterns. Toronto’s green roof bylaw targets new construction, which includes installing cisterns. There are “opportunities to synergistically design the two technologies as a closed-loop system.” This could reduce runoff, achieve water conservation and thermal cooling and provide a more biodiverse habitat for pollinators.

“A major move forward would be finding positive benefits of water filtration, and improving water management on a site could be a major contribution to the city,” she emphasizes. “We are urging the City of Toronto to set performance targets, rather than specify materials.”

Materials currently favoured by the industry and city are actually not performing as well as newer materials Margolis is studying, further pointing to how green roof practices in Toronto need to be re-examined.

For example, biologically-derived growing media retains more water and nutrients and sustains more plant cover and diversity than mineral-based media, which is favoured for its hardiness. Biologically-derived media (with a large proportion of wood-based compost) also did a better job in sustaining grass and herbaceous plants over the past five years at the GRIT Lab. This directly affects the ability to grow pollinator-friendly plant species, is locally sourced and 100 per cent recyclable, not mined and transported from far away like aggregate.

For thermal regulation, vegetation also provides shade to hot surfaces below. The majority of surfaces across the GTA, from asphalt parking lots to roofing tiles, are dark surfaces that radiate heat back. Roof membranes on a hot day can reach 60 degrees, adding to the urban heat island effect. Green roofs contribute to the business of solving a larger issue – climate change, while also acting as an insulating layer by protecting a costly roof membrane from the elements, while adding social benefits for tenants.

As a first step, Margolis emphasizes the significance of planting trees around properties. A 2014 TD Economics study on the value of trees in Toronto valued the city’s urban canopy at $80 million per year in ecosystem services like flood reduction, cooling, air quality and biodiversity.

“Urban vegetation, particularly trees, is extremely important for reducing ambient temperature in cities, which then contributes to the reduction of energy consumption for cooling.”

Photo courtesy of John H. Daniels Faculty of Architecture, Landscape and Design at the University of Toronto. Liat Margolis leading a Doors Open tour.

Tenant demand jolts new office development in Vancouver

Tenants in high tech, finance, professional services and hospitality are driving recent leasing activity in the downtown Vancouver market, sharply reducing space availability and sparking developer interest in bringing new office buildings to the area, according to new market research from Newmark Knight Frank Devencore.

Two large transactions defined the past two quarters. They include WeWork’s commitment to almost 80,000 square feet in Bentall Three at 595 Burrard Street and the conditional deal with The Executive Group to convert close to 110,000 square feet to hotel use in The Exchange building at 475 Howe Street.

“The conversion of a large part of The Exchange building to hotel use has the most far-reaching ramifications, as this was the only new property being delivered to the market in 2017 with substantial availability,” said Jon Bishop, executive vice-president and managing principal of Newmark Knight Frank Devencore’s Vancouver office. “The tightening of the downtown Vancouver market may lead some developers to accelerate the projects they already have in the planning and permitting stages. There are at least a dozen such projects in the pipeline, most of which are slated for 2021.”

Falling vacancy rates for all office classes in downtown Vancouver reflect the growing demand. In the current quarter, the overall vacancy rate stands at 7.1 per cent, down from 8.7 per cent a year earlier. The decline in supply has put pressure on average gross rents as well, which currently stand at $41.76 per square foot, compared to $40.73 per square foot a year ago.

“Newer downtown office space is almost fully occupied, and larger blocks of contiguous space can be a challenge to find,” Bishop said. “There are limited opportunities for tenants seeking smaller spaces, but most of these opportunities will be found in older buildings that may require improvements. Furthermore, many of the best leasing options that currently exist are landlord or building specific, so tenants and their advisors need to be prepared to negotiate innovative ways to finance the necessary improvement projects.”

Hotel transactions mark highest Q1 in history

Hotel transactions in Q1 2017 marked the highest first quarter ever in Canadian history at $1.6 billion, states, Colliers International Hotels’ Q1 Transaction Market Highlights.

The bulk of Q1 activity was driven by the sale of bcIMC’s hospitality real estate portfolio of 25 hotels, which accounted for almost 70 per cent of the quarter’s volume. This transaction, as well as one other transaction that sold to a cross-border purchaser, collectively totaled $1.125 billion in volume, which represented 71 per cent of the quarter’s total. This trends in-line with 2016’s full-year 70 per cent foreign investor involvement.

Excluding the bcIMC/Silverbirch sale, a strategic transaction states the report, the quarter’s traditional volume totaled close to $500 million, pacing 48 percent above Q1 2016.

Trading activity within the traditional segment was elevated by the sale of several full and focused-service assets in major markets, with average price per key reaching $178,100. Colliers expects this metric to moderate later this year.

Hotel transactions

In the traditional segment, investment activity was focused in Ontario with 12 transactions totaling nearly $400 million in sales (80 per cent of traditional volume), followed by Quebec (7 per cent, $32.4 million) and British Columbia (7 per cent, $32.2 million).
The largest single asset transaction was the sale of the 977-key Westin Harbour Castle Toronto. Financial terms of the transaction are confidential.
Q1 2017 results continued to demonstrate strength in the overall market and the ongoing theme of inbound foreign capital attracted to Canadian real estate. With several transactions closed in Q2 and a number of deals in the pipeline, both in the market and under contract, 2017 is on track for another year of healthy trading activity.

Alberta rolls out energy conservation programs

Alberta’s nascent foray into province-wide energy conservation programs is heavily weighted to rebates on LED lighting and lighting controls. Commercial business operators and broader public sector entities such as health care facilities, schools, universities and colleges can claim for partial refunds of applicable purchases made since March 24 of this year. These include 45 designated lighting or lighting control products and a smaller number of furnace/boilers, water heaters and variable frequency drives for pumps and motors.

Condominium corporations and rental housing landlords could also see some marginal benefits from a smaller selection of free product giveaways for the residential sector. Condo corporations qualify for LED replacements of 60-Watt incandescent bulbs in common areas, while all buildings that are bulk metered for electricity and/or water stand to gain if unit owners or tenants take advantage of the offered LED bulbs and nightlights, advanced power bars, smart thermostats, and water-efficient shower heads and faucet aerators.

Funding for both these initiatives and other elements of the provincial conservation program comes from Alberta’s carbon levy. The coordinating agency, Energy Efficiency Alberta, and its five-year $645-million budget, were among the ameliorating measures the Alberta government promised as it unveiled its carbon pricing strategy in the spring of 2016. Consumers have been paying the levy — currently adding an extra $1.01 per gigajoule (GJ) on natural gas purchases — since January 1. The energy efficiency incentives are now becoming available.

The complete list of eligible products was just posted in mid-May, but commercial and institutional owners/managers were given a broad outline of the pending rebates earlier this year and advised to keep their receipts. Rebates for lighting and controls will be allocated per bulb/fixture/sensor, ranging from $1.50 per bulb for LEDs to replace incandescent bulbs in small general service lamps up to $300 per fixture for outdoor LEDs with an output of 15,000+ lumens. Rebates for heating equipment and variable speed drives are calculated on a $ per installed heating capacity or horsepower basis.

“I think there will be a high take-up for the lighting incentives,” predicts Julien Poirier, a Project Manager with engineering consulting firm, WSP Group. “We’re working with a lot of property managers here in Calgary and elsewhere in Alberta. When we do energy audits and list the measures that will require some capital investment, lighting tends to be at a point either just outside the payback requirements or it’s the case that the tenant, not the property manager, controls the lighting. I think this will be an opening to get lighting upgrades into the capital budget or at least get the conversation going.”

In the absence of incentives, current LED technology typically promises a three- to seven-year payback. “Once we start pushing beyond a five-year payback, the conversation won’t go very far,” he acknowledges.

The array of rebates also presents options for buildings at different stages of their capital programs. Poirier notes that owners/managers who are reluctant to replace lamps and ballasts after a relatively recent upgrade from T12s to T8s may be more open to a straightforward bulb replacement. For once-in-a-generation purchases, the rebates offered for both condensing and near-condensing boilers could help make the business case for a costlier investment that delivers a higher level of efficiency.

Administrative ease and quick paybacks prioritized

Would-be investors may not want to ponder too long before submitting their applications given that there is just $13.3 million in the rebate kitty for the first year of the program — 38 per cent less than what’s been earmarked for product giveaways in the residential sector. It’s expected rebate recipients will kick in approximately $15 million for their share of product costs, and this will deliver nearly $33 million in energy savings over the life of the measures. Program designers foresee somewhat lower returns from the free product giveaways with a $21.5 million year-one investment garnering about $28 million in energy savings.

Rebates are also offered on a range of products for residential households — from low-cost clotheslines and dimmer switches to big-ticket items like insulation, windows and tankless water heaters — to complete Energy Efficiency Alberta’s inaugural trio of programs. As explained in the provincial government’s underpinning strategy document, Getting it Right: A More Energy Efficient Alberta, the product rebates and a related fund to subsidize businesses and homeowners installing small solar photovoltaic systems, have been prioritized for their ability to deliver early results and build momentum.

“Collectively, these four programs have a relatively quick speed to launch and they are considered cost-effective in both reducing emissions and saving consumers’ money,” states the report released in the fall of 2016. “Each program would include significant elements of education and outreach, included as part of the detailed design work prior to launch.”

However, some real estate industry insiders say they’re ready for something a little more sophisticated.

“There’s a built-in incentive to reduce carbon in our industry because landlords are really the ones paying the cost of heating, electricity and water,” asserts David McIlveen, director of community development with Boardwalk Rental Communities, which houses about 45,000 tenants in the province. “In the past three years, we have spent more than $3 million on energy reduction, just in Alberta. We’ve already done most of the things the rebate covers so we’re paying a carbon tax to provide an incentive that we can’t use.”

A more comprehensive selection of incentives has been hinted at for the future, which would likely be similar to those offered in other jurisdictions with funding for energy audits, customized retrofit measures and programs to find savings through operational efficiencies. However, in a province where electricity utilities have previously been statutorily prohibited from offering incentives for energy efficiency, it isn’t necessarily just the consuming public that’s on a learning curve.

“To get to the level of programs you see in British Columbia or Ontario, your staffing levels have to go up and you have to have the knowledge base to meet the demand for services,” Poirier says.

Alternatively, the relative simplicity of Alberta’s initial approach comes with some potentially enviable features. Product giveaways may help ease the perennial dilemma of split incentives in the multi-residential sector, as neither landlords nor tenants will have cause to perceive they are making expenditures largely for the other party’s benefit. Perhaps even more tantalizing from the perspective of building owners/managers in Ontario, Albertans can purchase products and submit applications for reimbursement later — a marked contrast to Ontario’s requirements for approval ahead of action.

“That’s the difference between most electricity ratepayer programs versus taxpayer focused programs,” reflects Andrew Pride, a consultant specializing in energy management and strategic conservation planning. “Alberta’s programs are funded from carbon levies, which operate like taxpayer funding. When utilities deliver ratepayer programs, they typically are required to measure their influence on achieving the savings, which tends to mean more complicated application processes. As carbon programs mature, I would imagine the rigour around influence and attribution of savings will increase.”

Barbara Carss is editor-in-chief of Canadian Property Management.

Ron McIntyre joins Dialog as healthcare principal

Architect Ronald McIntyre has joined the Dialog team in Vancouver as healthcare principal. He will be complementing the firm’s healthcare team with more than 25 years of experience as a healthcare architect and strategic advisor.

Most recently, McIntrye has served as one of CannonDesign’s Healthcare Practice leaders for the past 13 years. He is a skilled communicator and believes in a collaborative approach to design and project delivery.

His ability to find solutions for his clients that are creative, functional, and fiscally responsible is one asset among many he offers to Dialog and their clients. While he has worked on projects of all scopes and sizes, his two key areas of focus have been on Alternate Project Delivery (P3) from both the compliance and procurement perspectives and on the strategic rethinking of healthcare delivery at both national and regional health authority levels. His most valuable contribution is as “trusted advisor,” establishing project parameters and key design directions at the beginning of the project process for innovative outcomes and value for money. His experience spans across Western Canada, Ontario, Quebec, and internationally.

“I’m thrilled to join Dialog. To me, the firm has always represented the best of a truly integrated and multi-disciplinary practice. It’s a place where I know I’ll thrive. I look forward to the opportunities to cross-pollinate with peers and leaders in architecture, engineering, interior design, and planning. I have a relentless client focus and feel that Dialog is a terrific firm where I can share my values and pursue extraordinary work within the healthcare sector,” says McIntyre.

Some of his most significant projects include: Royal Jubilee Hospital Patient Care Centre, Victoria; Fort St. John Hospital and Peace Villa, Fort St. John; Bermuda Hospitals Board Estate Master Plan, Bermuda; and Saskatchewan Hospital North Battleford – Facility Advisory Services, North Battleford.

“Ron joins Dialog as an active and inspiring partner who is aligned with our values and commitment to servicing our clients and communities,” says Jim Anderson, firm chair. “We’re very pleased to welcome him aboard.”

National home sales dip in April

After a record-setting month in March, national home sales fell 1.7 per cent in April 2017, according to new statistics from the Canadian Real Estate Association (CREA).

April sales were down on a monthly basis on two-thirds of all local markets, led by the Greater Toronto Area (GTA) and offset by gains in Greater Vancouver and the Fraser Valley.

Actual (not seasonally adjusted) activity fell 7.5 per cent year-over-year, with declines in nearly 70 per cent of all local markets. Sales had the greatest decline in the Lower Mainland of British Columbia, where sales activity remains well below last year’s record levels. The GTA’s activity also factored into the decline, as sales slowed compared to record levels set in April 2016.

“Sales in Vancouver are down from record levels in the first half of last year but the gap has started to close,” said Andrew Peck, CREA president, in a press release. “Meanwhile, sales are up in Calgary and Edmonton from last year’s lows and trending higher in Ottawa and Montreal.”

“Homebuyers and sellers both reacted to the recent Ontario government policy announcement aimed at cooling housing markets in and around Toronto,” added Gregory Klump, CREA’s chief economist. “The number of new listings in April spiked to record levels in the GTA, Oakville-Milton, Hamilton-Burlington and Kitchener-Waterloo, where there had been a severe supply shortage. And with only ten days to go between the announcement and the end of the month, sales in each of these markets were down from the previous month. It suggests these housing markets have started to cool. Policy makers will no doubt continue to keep a close eye on the combined effect of federal and provincial measures aimed at cooling housing markets of particular concern, while avoiding further regulatory changes that risk producing collateral damage in communities where the housing market is well balanced or already favours buyers.”

The number of newly listed homes climbed 10 per cent from March to April 2017, led by a 36 per cent increase in the GTA. Housing markets in the Greater Golden Horseshoe also saw similar percentage increases.

The increase in new listings and falling sales resulted in the national sales-to-new listings ratio falling to 60.1 per cent in April, compared to 67.3 per cent in March. This indicates a sellers’ market, but is close to representing balanced housing market conditions.

The ratio was above 60 per cent in just over half of all local housing markets in April, especially those in British Columbia and southwestern Ontario. The GTA’s housing market became more balanced in April, while Greater Vancouver and the Fraser Valley returned to sellers’ markets.

The Aggregate Composite MLS HPI climbed 19.8 per cent year-over-year in April 2017. Price gains increased across all benchmark housing categories tracked by the index.

The average price of a two-storey single family home had the strongest year-over-year price gains at 21.8 per cent, followed by townhouse/row units, which increased by 19.9 per cent. Apartment units saw price increases of 18.8 per cent, while one-storey single family homes increased in price by 17.2 per cent. Benchmark home prices were up on a year-over-year basis in 11 of 13 housing markets tracked by the MLS HPI, but price trends varied widely by location.

The actual (not seasonally adjusted) national average sale price for homes in April 2017 climbed 10.4 per cent year-over-year to reach $559,317. This figure continues to be pulled upward by sales activity in Greater Vancouver and Greater Toronto, two of the country’s most active and expensive housing markets. When excluding these two markets from calculations, the average price drops by more than $150,000.

CBRE to open flagship office in Kitchener’s Innovation District

CBRE is opening its new flagship tech office in Kitchener’s Innovation District, relocating its Waterloo Region operations to Allied Properties’ 72 Victoria Street building.

The move is part of CBRE’s Canadian workplace transformation that adopts a more human centric approach to office design and positions the office in one of Ontario’s fastest growing markets.

“The fact that CBRE has selected a restored heritage building for its flagship tech space in Canada is testament to the transformation of workspace globally,” adds Allied President and CEO Michael Emory.

Tech employment has topped 30,000 in the region and more than 2,000 new start-ups were created in the last five years. New infrastructure is also being delivered, including new rapid transit, with 72 Victoria Street set to benefit from its proximity to the upcoming ION LRT system.

“Our new location in Kitchener is centre ice in one of the most important tech markets across Canada and we are excited to invest in this market,” said CBRE Canada President and CEO Mark Renzoni. “The transformation of Kitchener-Waterloo into one of the major engines of innovation within the Canadian economy is truly remarkable and, with CBRE’s global connections, we see others joining this wave of growth for the region.”

The Kitchener-Waterloo office is CBRE’s first brick-and-beam office transformation within its global platform. Workplace wellness plays a big role in the design, as it has in other new CBRE offices over the last year. Features include universal access to light for all employees, noise-attenuating technology and ergonomic sit-stand desks.

CBRE’s Southwestern Ontario Managing Director Peter Whatmore is also excited about the new office, seeing it as a “showcase for best practices and real estate services.”

Alberta invests in WinSport sliding track upgrade

To help develop athletes and world-class sports facilities, Alberta is investing $10 million in the upgrade and modernization of the WinSport sliding track at Canada Olympic Park in Calgary. The funding is part of the Government of Alberta’s Capital Plan.

The sliding track at WinSport is one of the original facilities that was used at the 1988 Winter Olympic Games. In almost 30 years, it has provided general recreation and entertainment, athletic development and training for thousands of athletes over the years. Its presence has allowed Canada Olympic Park to become the home of Canada’s national bobsleigh, skeleton and luge teams, and has given the province the ability to host various national and international sporting events since the 1988 games, including World Cups and National Championships.

“As we celebrate Canada’s 150^th anniversary, we recall the incredible pride of all Canadians in the historic successes of our nation’s athletes on the bobsleigh, luge and skeleton tracks, many of whom trained on this very sliding track,” said Rachel Notley, Premier of Alberta, in a press release. “This investment in WinSport also means new tourism and business opportunities supporting a diversified economy for a more secure future and a better life for Albertans.”

“The modernization of the sliding track will solidify Canada Olympic Park as a premier venue for national and international competition, attracting athletes and fans from around the world,” added Ricardo Miranda, Minister of Culture and Tourism. “With WinSport already generating $120 million in annual economic impact and providing 1,200 full-time equivalent jobs, this is an investment in not only sport, but in the growth of the local and provincial economy.”

The project is currently in the pre-engineering design phase. The refurbishment of the sliding track will take place in two parts: an upgrade of the refrigeration system to an indirect cooling system and track alteration to bring it in line with current Olympic standards.

“The refurbishment of our track helps us support our purpose of inspiring and activating human potential through the spirit of sport, while maintaining our standing as a world-class facility,” said Barry M. Heck, president and CEO of WinSport. “WinSport continues to be a living legacy of the 1988 Olympics and we look forward to providing a place for Canadians to discover, develop and excel at sport for generations to come.”

Photo: Premier Notley inspects a bobsleigh at WinSport in Calgary.

Alberta bill overhauls outdated workplace legislation

Alberta Minister of Labour Christina Gray presented Bill 17: The Fair and Family-friendly Workplaces Act on Wednesday that seeks to overhaul the province’s antiquated workplace legislation.

Both the Employment Standards Code and Labour Relation Code haven’t been significantly updated in more than 30 years. Proposed amendments aim to support modern, family-friendly workplaces and brings these standards up to par with the rest of Canada.

“All Albertans deserve to be treated fairly at work,” said Gray. “Modern and balanced workplace laws protect the rights of Albertans, support their families and help businesses stay competitive.

The Bill strengthens leave provisions for Albertans who are sick, caring for a family member, earning citizenship or fleeing domestic violence. It also removes a provision that allowed employers to apply for a permit to pay persons with disabilities less than minimum wage.

If passed, amendments would also improve and align maternity leave and compassionate care leave with federal policies. Maternity leave would be extended by one week to 16 weeks, and compassionate care leave would extend from eight weeks to 27 weeks.

The Bill updates existing standards such as overtime, vacation pay and termination notice, and makes it easier to unionize and decertify. Paid farm workers would also be allowed to unionize and have rights regarding vacation pay and youth employment.

Following a focus review that involved more than 7,000 organization and people, other changes suggest stronger administrative penalties must be enforced when violating the Employment Standards Code.

Manitoba investment supports new child-care spaces

In an effort to shorten wait times and create more licensed child-care spaces, the Manitoba government is opening a new application intake for early learning and child-care (ELCC) community-based capital projects.

“We will support major expansion projects to increase spaces or build new centres in order to meet the high demand for quality, licensed spaces across the province,” said Scott Fielding, Manitoba’s Families Minister, in a press release. “We are excited to develop new partnerships in our communities that will work toward serving the child-care needs of Manitoba families and increasing accessibility to spaces that are realistic, practical, cost-effective and sustainable.”

The building fund provides capital funding support to projects that will build a new non-profit child-care centre or renovate an existing centre to add extra child-care spaces. Manitoba’s 2017-18 budget includes up to $2.8 million. Grant recipients will receive up to 40 per cent of capital costs to a maximum of $600,000 for projects in community-owned or leased buildings.

The Manitoba government is in the process of developing a multi-year ELCC strategy. In March, it announced an investment of nearly $6.2 million for 15 community-based capital projects that will create up to 739 licensed child-care spaces across the province. One of the projects, Building Blocks on Balmoral, recently held its grand opening. The 11,000 square foot facility received a capital grant from the ELCC community-based building fund, and will provide licensed care for up to 100 children in central Winnipeg.

“The development of this leading-edge facility was made possible through a public-private partnership between the YM/YWCA of Winnipeg, Great West Life Assurance Company and the Government of Manitoba,” said Fielding. “By leveraging each partner’s strengths, these public-private partnerships create new and innovative opportunities to increase the development of licensed early learning and child-care spaces, while decreasing wait times for families.”

At the centre’s grand opening, Fielding announced the new intake for the building fund will begin on June 1, 2017, with an application deadline of October 27.

For more information, please visit http://gov.mb.ca/fs/childcare/resources/forms_apps.html.

CCI celebrates 35th anniversary and new chapter

The Canadian Condominium Institute (CCI), a national, independent non-profit organization that deals exclusively with condominium issues, is celebrating its 35^th anniversary this year.

Established in 1982 with five chapters, CCI’s objectives include to create and curate content, educate, advocate and facilitate community. CCI assists its members using education, information dissemination, publications, workshops, conferences and technical assistance. It also encourages and provides objective research for practitioners and government agencies regarding all aspects of condominium operations, lobbies provincial and federal governments for improvements to legislation, and advocates for higher standards in all services to the condominium client.

CCI will be celebrating its 35^th anniversary all year. Some of the features of the anniversary and associated events it has planned include the Great Canadian Condo contest, an online contest that will be launching soon; two Leaders Forums for CCI chapter leaders in Fredericton and Thunder Bay; a new logo celebrating its 35^th anniversary; a social media campaign featuring the 150 greatest condo moments, which will be launched on June 1; and an Anniversary Awards Dinner, which will be held in Thunder Bay in October 2017.

The latest CCI chapter, Grand River, will be the Institute’s 17^th chapter. The region that is currently serviced by the Golden Horseshoe chapter has seen rapidly growing membership. As a result, effective July 1, 2017, that region will be serviced by two chapters: the new Grand River chapter, which has 435 members, and the existing Golden Horseshoe chapter.

Social media tips for cleaning companies

Many cleaning companies remain skeptical of marketing their business on social media; others may have started to navigate platforms like Twitter, but question its so-called value — keeping the Twitter egg avatar in place of a professional photo or logo. In a highly competitive industry, networking on social media is a great tool for keeping up-to-date with clients, while engaging prospective customers.

Cleaning marketer and entrepreneur Lisa Macqueen recently offered advice on what cleaning companies need to be doing on social media. Along with her husband Hamish, she turned their Australian-based company Cleancorp into a multi-million dollar international empire in a little over two years, using social media along the way. Here, she chats about best tools, ways to engage targeted clients and common mistakes.

What are initial steps for engaging a target audience?

Understand who your ideal client is. Cleaning business owners need to know who their target audience is and have their ideal client profile in mind. Who is it they serve at the highest level? They need to be very intentional and clear whom they are trying to market to. Do they understand what interests ideal clients and what challenges, concerns and hassles they have in their lives every single day. Once this is understood, companies can start to target in on that person. Start to “hide out” in ideal areas on social media where their ideal customer is going to be hanging out as well.

How do you grow a social media presence and get more followers?

Organically build a tribe on social media platforms. You can buy followers on any platforms, but I wouldn’t recommend it because those purchased followers won’t comment, like or share anything. Ideally, you want to have people who are interested in you, which can be tricky to get right. If you’re brand new to social media, go online and find each of your customers on social media and like their pages. Then, start sharing their content, liking or commenting on what they put out, and you will come to their attention. More importantly, pay attention to the person in the organization who is using social media; they understand that liking, following and sharing is all part of it. You can then begin to put together content on a regular basis. Write your own articles if you feel confident or curate content from other people. There might be a few blogs you really enjoy reading. Your customers may benefit from those blogs. When you share the content, you have an opportunity to add a little content of your own (with your share) and tag people.

How do you sell yourself without overselling yourself?

It’s called social media for a reason. The whole idea is to add value to people’s lives, create a community and share and comment. One of the biggest myths is making a sale on Facebook or LinkedIn after someone sees your post. Sure, that happens sometimes, but the main objective is to get your ideal clients to trust you. Social media is a fantastic way to do this. When the time comes for engaging a cleaning services company, they know you; they’ve read your articles and you’ve liked their stories. Having that trust factor, likeability and knowledge helps a cleaning business differentiate themselves from every other cleaning business in the world. If your ideal client is seeing you on their Facebook page, where they can look at your professional website, you will be the one who gets the opportunity and, more importantly, the job. That is where the sale is made. It’s not the immediacy of the sale; its building up overtime. We’ve used the strategy ourselves, and honestly it’s done amazing things for our business.

What is the best social media platform for cleaning companies?

Join groups that fit your particular niche. I’ve seen Twitter used quite successfully and I’ve seen Facebook used reasonably successfully. If you’re in commercial cleaning, LinkedIn is where you want to be. If you’re in residential, that’s more Facebook. I haven’t seen anyone use Instagram successfully in the cleaning industry, not yet anyway. I would say stick to LinkedIn and Facebook, and if you’re into tweeting on Twitter, do that as well.

Twitter can be really effective, especially in commercial cleaning. If your customers are tweeting regularly, you can keep up-to-date with them. Some owners who are out on the road all day long, may find Twitter to be an easy method.

With Facebook and LinkedIn, it’s really beneficial to join different groups, which are going to be advantageous to your particular niche. In the commercial industry, it might be a group for your town or a group for personal office managers. Join a social network of your ideal clients. Don’t sell in there or talk about yourself the entire time. Add value to their lives. Like, comment and share — that’s how you come to their attention.

Common mistakes businesses make on social media?

Get out there, look good, be present and be consistent. Businesses often have terrible photos and awful logos. People are very visual, and owners have to invest in having good quality visuals. If your Facebook banner is out of focus, it will look even worse to someone who doesn’t know you. There are tools that will help you make a banner for less than 20 bucks. Have a banner that is professional and clear, with not too much text, that will attract whom you want in your business.

Also, as business owners, we don’t put ourselves out in front of our customers as much as we should. Make sure you appear on your page so people can start to connect with who you are and what you stand for. If language is a barrier, it’s ok for someone to post for you to ensure proper grammar and spelling.

Why and how should businesses promote new offerings?

Engage other audiences. This is a great way to engage with your potential clients and prospects, but also engage other audiences. For instance, if a cleaning business just implemented new software into its system, it should announce this to the world on social media and talk about what the benefits will be for clients. First state what it is about, the benefits for customers, and then tag the company who can then like and share the announcement with their own followers.

Lisa Macqueen has more than 20 years of experience working in the cleaning industry. Her business, Cleaning Marketer (www.cleaningmarketer.com), coaches cleaning business owners on how to attract more prospects, make more sales and keep customers longer, using modern ideas and strategies specifically developed for the cleaning industry. She is a sought-after speaker, consultant and mentor in the U.S., Australia, Canada and New Zealand. You can contact her on Facebook at Cleaning Marketer, Twitter @cleaningmktr or at [email protected]

The Q&A was modified down from an original phone interview with Facility Cleaning & Maintenance.

New white paper on carbon management for retailers

The Professional Retail Store Maintenance Association (PRSM) released a white paper with a basic introduction on carbon management for retailers.

Introduction to The Practice of Carbon Management for Retailers offers background on climate change, climate-related policies at an international, national and local scale. The paper also explains benefits of practicing carbon management and first steps retailers can take to measure and manage their climate impact.

Examples of Canadian carbon management requirements are included, along with other countries. The white paper also includes the checklist, “Preparing for a Carbon Footprint,” which provides insight into the type of information facility managers need to calculate their company’s carbon footprint.

“Reducing carbon footprint is a major driver for retailers’ sustainability initiatives,” says PRSM CEO Bill Yanek. “This white paper is a great beginning for retail facility management professionals to implement carbon management programs for their own brands.”

For a full copy of the report, please contact Bruce Condit, VP-Communications and Public Affairs by emailing [email protected]

PRSM Association’s Resources Center provides management tools exclusively for the retail facility management and supplier community. Resources include quarterly white papers on leading industry issues; the annual Best Practices Book that covers a wide spectrum of FM industry trades; and the Retail Facilities Benchmarking program.

Developing an effective sit/stand strategy

Those who change positions throughout the work day are at lower risk of developing lower back pain and cardiovascular disease than their sedentary peers. The height-adjustable table is a workplace desk that facilitates this type of movement by providing the individual user with the option to sit or stand as they desire throughout the work day.

Developing the right strategy to include movement in the workspace is critical to supporting alert, engaged and healthy workers. Sit/stand desks are designed to fit most people, tasks or spaces. However, developing the best strategy requires answering some project-defining questions about users, goals and more.

Defining the program

Before rolling out a sit/stand program, consider: Why, and with what goal? Goals could be to increase employee movement, or to encourage employees to change their work postures throughout the day. Perhaps the program is part of a new change management strategy. If, in response to ever-rising real estate costs, employees will be moving to smaller workstations, a sit/stand program can help employees make the transition. Or is it part of an overall corporate wellness initiative with the goal of making people feel better and happier at work?

Define the target user group. A large organization will probably have to accommodate the needs of a variety of workers with different styles of work and different tasks to complete. Group people together based on common characteristics such as tasks, locations and technology. One example would be call centres, where the users are tied to their similar technology/workstation.

Define the application by answering where the program will be deployed — open plan, semi-enclosed, enclosed, private office, touchdown and/or collaborative spaces? The application should support both the goals and user groups.

Obviously, budget size is directly proportionate to the size of the intended sit/stand program. It’s critical to relate the cost to achieving goals to get buy-in.

Evaluating the solutions

It’s important to evaluate the speed, sound, stability and style of products, as well as their ability to support technology.

How fast does the work surface move up and down? Speed depends on the type of mechanism found in the sit/stand unit. Counterbalance mechanisms are faster and typically quieter than electric units with their motors.

Does the sit/stand unit pass the shake or push test? Keyboarding or writing on an unstable sit/stand unit will negatively impact worker productivity. Conversely, users develop a positive first impression when they discover the unit is stable.

People are also drawn to objects with good design style and aesthetics and will therefore be more inclined to use them. Integrating sit/stand products from different manufacturers into an existing workplace can be challenging. Sit/stand products from manufacturers with well-designed, comprehensive product portfolios can overcome this challenge.

Understanding the applications

Can the same product be used throughout the application, or are multiple models required? In a hoteling application, for example, where the salesforce depends on working at multiple places, electric sit/stand units with display settings would be ideal. The display quickly allows each user to select their ideal desk height each time they return to any sit/stand desk.

The technology and tools the sit/stand work surface will have to support influences the most suitable mechanism. Not only do electric sit/stand units not require any physical effort, but they are capable of supporting and lifting more weight. They are therefore accessible to most and ideal for technology-intensive users. In fact, the electric model is the only practical option for employees with 200 pounds of technology on their desk. And don’t forget to consider the length of each power cord required.

It’s vital to have a strategy for accommodating outliers, too. The standard range of sit/stand products is designed to accommodate most, not all, users. However, there will likely be some that fall outside this range — the tallest or shortest, as examples. Extended range products address the needs of almost everyone. The level of adjustment/accommodation is usually proportional to cost, which will have an impact on the implementation strategy.

After investing in height-adjustable products for the workplace, it’s important to ensure that people use them. Remember that ROI! Proactively promote their adoption and use. Some sit/stand providers offer assistance and guidelines.

The body is built to move. The choice to include movement is a choice to support employees’ bodies, state of mind, overall health and well-being in the workplace. By properly defining program goals and addressing details early on, it’s possible to select the right solution and successfully roll out an effective sit/stand strategy.

Dannion Smith is a Board Certified Professional Ergonomist, Canadian Certified Professional Ergonomist and Director, Ergonomic Initiatives at Teknion. He has an undergraduate degree in Kinesiology from McMaster University and a Masters of Human Kinetics from the University of Windsor.

This article has been excerpted from a presentation originally delivered at the Sit to Stand Job Rotation for Wellness and MSD Prevention conference sponsored by CRE-MSD (Centre of Research for the Prevention of Musculoskeletal Disorders) and held recently in Mississauga, Ontario.

Photo courtesy of Teknion.