Top rental trends of 2016

With over 395,000 live listings currently in its real estate channel—of which, over 83,000 listings are apartments and condos for rent—Kijiji’s rental listing data provides a great window into Canadian rental trends.

For a look back at the year that was 2016, and for predictions on the year ahead, we spoke with Al Maitland, Kijiji’s Head of Real Estate. Here is what his data tells us:

Top rental trends in 2016

“We’ve seen significant changes in supply in differing ways across the country. Supply in Ontario and Quebec declined significantly in 2016,” observes Maitland. “Conversely, in the prairies, supply increased sharply early last year but tapered off in late 2016, and the market has begun to stabilize. The B.C. market transformed from a growing supply of apartments early in the year, to a negative supply towards the end, possibly due to foreign ownership rule changes leading to previous investment properties being sold to occupants instead of continued rental arrangements.”

Maitland notes that although “time to rent” remained fairly flat in most markets last year, including Ontario, Quebec and the prairies, it fluctuated significantly in B.C.—again, likely as an impact of the new foreign ownership rules.

“Prices were up, down or the same,” he says, “depending on where you were in Canada in 2016. The prairies saw prices fall between 5 and 10 per cent. Prices were fairly flat in Ontario and Quebec, staying within three per cent. And in B.C., prices rose in 2016, reflecting the lack of supply and landlords trying to pass new ownership rule price impacts along to tenants.”

Expectations for 2017

Looking ahead, Maitland predicts that the decline in supply of rental apartments in Ontario and Quebec shows no sign of changing in 2017. “We expect those markets to remain highly competitive. In the prairies, however, as the market adjusts to new oil prices, we expect rental supply to flatten out over the course of the year. And B.C.’s supply should continue to contract as additional costs of ownership are felt.”

Maitland adds that “time to rent” should continue to be consistent in Ontario, Quebec and the prairies. “The volatility we saw in B.C. last year will likely settle down in mid-2017 as landlords adjust to the “new normal” of ownership rules and can evaluate their new tax costs in Q1.”

On price, his expectation is that it will remain consistent with what we saw in 2016 in most of Canada. “Prices should begin flattening in B.C. as the market settles there, but it may take until mid-year.”

Real estate employers keep a lid on salaries

Real estate employers are lamenting their limited pool of job candidates, but still keeping a lid on salary levels. Results from a national survey of the demand for human resources reveal that 59 per cent of respondents in the property and facilities management sector experienced a pickup in business activity last year; yet, only one quarter bumped up salaries by more than 3 per cent and 16 per cent offered no raises at all.

It’s a trend registered across the wider labour force, as 81 per cent of survey respondents from Canada’s 10 major business sectors reported that skills shortages have negatively affected their operations, but just 22 per cent plan to boost salary rates by 3 to 6 per cent in 2017. At the same time, 62 per cent of those employers anticipate an increase in business activity over the coming year.

“While employers expect the economy to pick up and business activity to continue to increase, most are hoping to do more while keeping payroll costs the same,” says Rowan O’Grady, president of the recruitment firm, Hays Canada, which produces the annual overview of job functions and related compensation. “This is understandable with the turbulent economy still causing some uncertainty, but it does mean that even as the economy and business activity pick up, most Canadian workers will not see that improvement affect their lives for at least another year.”

In some cases, identified skill shortages are quite select — for example, the oil and gas sector is uniquely in need of restructuring consultants. In contrast, real estate employers report they are pressed to fill some of the industry’s key job functions, including: commercial property manager; condominium property manager; building operator; and commercial leasing agent.

Prospective openings are drawing fewer applicants and/or a larger share of jobseekers who lack qualifications for available positions. In response, Hays consultants suggest companies could broaden the scope of their search and invest in training workers lured from other sectors.

The sector also needs to do more to promote the appeal of its careers. “There is a common misconception that jobs in the property and facility industry are maintenance roles when, in fact, many roles are about customer service, business development, and life cycle planning and energy management,” the survey report observes.

Turnover further compounds staffing issues, particularly in residential management. “Strata/condo management professionals are especially in high demand as it is a very demanding and intense area of the industry, which causes professionals to move on to other areas fairly quickly,” the reports states.

Survey findings show that Vancouver-based condominium managers typically earn up to 20 per cent more than their peers in rental residential buildings. The inverse is true in Montreal, where typical annual salaries for rental residential property managers are pegged in the range of $60,000 to $70,000 versus typical salaries of $50,000 to $60,000 for condominium managers.

Typical salaries for commercial property managers surpass those for residential managers in all seven surveyed Canadian markets — ranging from a low of $65,000 to $75,000 in Winnipeg and Montreal to a high of $80,000 to $89,000 in Calgary. Salaries in Calgary are likewise the highest in the country for several other positions, including those Hays Canada categorizes as “in demand”.

Typical salaries for commercial leasing representatives are in the range of $90,000 to $105,000 in Calgary compared to $70,000 to $80,000 at the low end of the scale in Montreal. Building operators typically earn $55,000 to $65,000 in Calgary versus $45,000 to $50,000 in Winnipeg, Ottawa and Montreal.

Although Vancouver and Toronto are consistently named Canada’s most flourishing commercial real estate markets, salary levels in the two metropolises are rarely chart-topping. This may be in line with the ambiguity Hays Canada analysts encountered across all regions and business sectors.

“Less than two-thirds (52 per cent) of employers are certain they are paying market rate, and 22 per cent don’t know what market rate is. What’s more, almost half of professionals don’t believe they are paid market rate, or don’t know what market rate is,” the report notes. “With fewer companies offering salary increases, this trend is likely to continue. Employers who aim to maintain or improve retention without increasing payroll costs must ensure they are offering other benefits and perks to keep employees engaged.”

Commercial refrigeration snapshot highlights energy-saving technologies

The Professional Retail Store Maintenance Association (PRSM), released its latest Benchmarking Snapshot “Commercial Refrigeration,” which utilizes information from the latest PRSM Benchmarking Report, “Energy Benchmarking Initiative Study,” the 2016 IBISWorld Report, “Walk-in Refrigerator in the U.S. – Procurement Report,” and the new DOE Updated Rule to the Energy Policy Act, which will be in effect as of March 2017.

The snapshot features the top energy saving technologies from PRSM retailers:

60 per cent use anti-sweat heater controls.
33 per cent of retailers utilize floating head pressure control and overnight covers for open cases.
17 per cent have implemented fixed doors on medium-temp refrigerators.

“The PRSM Benchmarking Snapshots provide a quick view into a complicated subject. The Refrigeration Snapshot complements full Benchmarking Reports and PRSM White Papers on the subject,” says PRSM CEO Bill Yanek. “This snapshot on Commercial Refrigeration shares information on how retailers are currently saving energy, the average age of equipment and pricing trends through 2019.”

The snapshot follows a two-part refrigeration white paper series. “Keeping Your Cool: An Introduction to Retail Refrigeration Basics – Part 1,” which shares basic refrigeration principles & theories, complexity of refrigeration equipment, regulations and compliance. “Keeping Your Cool Part 2: Preventive & Routine Maintenance for Retail Refrigeration Systems,” addresses the importance of both preventive and routine maintenance of retail refrigeration systems.

Revival 629 film studio announces expansion concept

In response to growing demand for studio space, Toronto’s Revival 629 Film Studios has announced a plan to expand its studio space located at 629 Eastern Avenue. The addition of a new 7,500 square foot studio called Revival XP will cater to those who require studio space for a short term, such as for the production of music videos, television commercials and virtual reality.

The state-of-the-art facility will feature 1,500 square feet of support space, 40 foot ceilings, green walls and lighting grids. Revival XP is expected to be available for lease by July 2017.

“Not only will this new studio help fulfill the high demand for production space in the city – it is also uniquely designed for higher frequency short term use,” said John Tory, Mayor of Toronto, in a press release. “This studio is another attractive asset that Toronto can offer to foreign and domestic productions interested in producing in Toronto.”

“With over 240,000 square feet in 11 studios over a 18.5 acre site located in the heart of the Film District, Revival 629 is one of the largest film operations in Canada and well positioned to meet all the needs of today’s film and media industry,” said Mitchell Goldhar, real estate developer.

Goldhar jointly owns Revival 629 alongside SmartREIT. Revival 629 was recently approved for a 1.2 million square foot mixed-use development called StudioCentre, which will bring additional office space, retail and hotel space to the area surrounding the studio.

Better employee experiences in meeting rooms

As organizations move to more open layouts, employees are communicating in new ways. Private offices are being traded in for more meeting room spaces where teams can meet throughout the day. At the same time, the digital workplace is growing. More portable devices and fast, reliable Internet are enabling employees to work off-site more often.

The modern office has transformed into an environment that is becoming increasingly focused on collaboration, whether through casual collisions or more formal ones. For example, when an employee or consultant who often works offsite comes into the workplace, they’re likely to stack that day with all the internal meetings they require.

It’s important to consider the use of ancillary spaces in the workplace. They play a key part in rounding out a better employee experience for those that struggle with the reduced privacy at workstations in an open layout. Meeting areas, whether more informal or traditionally styled, are becoming an essential component that provides balance in an open office.

Creating a better employee experience in meeting areas involves the spaces themselves, availability of tools, access to power and ease of scheduling.

Efficiency

Making collaboration easier starts with the meeting spaces available to teams and peers. Recently, a survey from facility and property management firm Mitie showed that 60 per cent of employees don’t feel that their workplace layouts enhance their productivity. Meeting spaces must be conducive to engaging collaborative sessions. These are hubs for productivity, and furniture manufacturer Knoll highlights that users will often gravitate to the spaces outfitted with the best technology. This is regardless of whether it’s an appropriate size for their purposes, which can create a log jam for sought-after rooms but also result in an inefficient use of space.

Spaces that offer seamless design and tech-enabled use mean more even usage distribution and less underutilized space. This is crucial since open layouts seek to create real estate savings through space-use efficiencies.

Collaboration tools

Tools that make it easier for employees to collaborate are essential for making the most out of a meeting. Rather than have employees huddle around a laptop or miss out on information, organizations typically make TV screens standard for most meeting rooms. Still, connecting to these screens can be an issue, especially for external meetings where a client may have non-standardized equipment and require a different adaptor. While making a plethora of adaptors available is one solution, easy-to-use and universal plugins and software can often be more effective. Newer laptops should be able to connect directly to Smart TVs, and Google’s Chromecast is useful to share screens from the Chrome browser.

The right power access

With increasingly frequent meetings, power is always a concern. Couple this with the fact that Steelcase research shows employees now carry up to three portable devices with them at a time and it’s clear that power access is a concern.

Power access for devices such as smartphones presents issues similar to screen connections in that it’s another cord to carry from meeting to meeting. Intuitive charging affords employees power access in meeting rooms without cords and means that they can stay productive despite increased time spent in meetings. For example, the Quebec law firm Lavery uses this technology to ensure that their attorneys can always be powered up.

Management

Finally, with more meetings being booked, avoiding scheduling conflicts is an area where there’s a lot of room for improvement, suggests Steelcase research. Employees want to find a space in the fastest way possible and a number of apps are coming out to address the problem. The benefit of these types of software/hardware components is that they are extremely user friendly and provide staff members that are looking to book a space with visibility across an office. This makes it easy to find a room for an impromptu meeting, keeping the associated noise away from desks or hallways.

Leveraging these types of technologies provides facility managers with a strategic tool, not only to better manage their spaces, but also to keep employees happy in increasingly prevalent open office layouts. It definitely demands more time and resources to enhance collaborative areas in the short run, but it also cuts down on the time and resources required to respond to requests and complaints in the long run.

Kyle is the head of community at ChargeSpot and Workscape. He collaborates with industry leaders to share the latest on workplace design. ChargeSpot works with companies like Google, Lavery and TD to improve employee productivity and create a better workplace experience.

Vaughan Metropolitan Centre transit terminal breaks ground

An inter-regional transit terminal has broken ground at Vaughan Metropolitan Centre, the largest urban mixed-use development in Canada.

The terminal, designed by Diamond Schmitt Architects, will serve York Region Rapid Transit’s bus network and have a pedestrian connection to the Viva Bus Rapid Transit line and the new terminal station on the Toronto Transit Commission’s extended Spadina subway line. Both the bus terminal and subway station are expected to open at the end of 2017.

“The conventional hierarchy of the bus terminal was inverted here, with pedestrians playing the central role in defining circulation and the spaces around the terminal,” said Mike Szabo, principal at Diamond Schmitt Architects, in a press release.

The SmartCentres Place Bus Terminal will be located within a pedestrian plaza and will feature a 43,000 square-foot horseshoe-shaped roof over two open platforms and a nearly 10,000 square-foot glazed pavilion. The pavilion will house the main waiting area, staff and service areas, and an underground connection to the adjacent TTC subway station.

“Bus traffic is separated from pedestrian circulation by a permeable wooden canopy structure and bus entry,” added Szabo. “The buses enter and exit from a single entry at the north end of the site away from the primary pedestrian area, creating a seamless transition between plaza and pedestrian entry to the bus terminal.”

The terminal will feature nine bus bays with a central island decorated with drought-tolerant landscaping and an ornamental screen to disguise the relief shaft from the subway track below. Platforms will feature glass windscreens and warming shelters to provide protection from the elements while maintaining a sense of openness, according to Szabo.

Various levels of government and SmartCentres, the developer of Vaughan Metropolitan Centre, are funding the $32.1 million terminal project.

BC Hydro proposes innovative new substations

With demand for electricity in downtown Vancouver expected to grow by more than 75 per cent in the next 30 years, BC Hydro is proposing to build two new substations underground. The proposed concept called “seed” will upgrade downtown Vancouver’s electricity infrastructure while funding new community amenities like new schools, daycare spaces and park upgrades.

BC Hydro currently has three substations in the downtown core. The first is Cathedral Square substation which will be upgraded and continue to be an important part of the system. The others, Murrin substation in Chinatown (built in 1947) and Dal Grauer substation on Burrard Street (built in 1953) are nearing end-of-life and need to be replaced.

The traditional approach to building substations is to find and buy a piece of land and build a substation on top of it. In downtown Vancouver, this would mean taking up almost half a city block for each new site, displacing other needs such as housing in a growing city where land is scarce and valuable.

With “seed”, BC Hydro is the first utility in North America to consider a new, city-wide approach, proposing to build two new substations underground in the West End and Yaletown, so the space above them can be used for new schools, new daycare spaces and improved parks.

“Having to build for the future in a city where land is scarce and expensive, challenged BC Hydro to find a new approach. By literally planting our substations underground, the available budgets and the land above can be used to grow community benefits, whether that is a school, a park or a playing field. We think the ‘seed’ concept is an innovation that makes this livable city even more leading on a global scale,” said Jessica McDonald, president & CEO, BC Hydro.

BC Hydro was the first utility to build an underground substation in North America. This substation was built below Cathedral Square Park in downtown Vancouver and has been safely operating since 1984. Other communities like Anaheim (2007) and Toronto (2017) are following BC Hydro’s lead.

The concept has been shared with the City of Vancouver, the Vancouver School Board and Vancouver Park Board for their consideration. BC Hydro will also seek feedback from the public from January 20 to February 28 through an online feedback form, open houses and roundtable discussions. A decision to proceed or not will be made by the end of March 2017.

Oakridge Centre mall in Vancouver changing hands

QuadReal Property Group is planning on buying and redeveloping Oakridge Centre, one of Canada’s premiere regional malls.

The company announced it will be purchasing the Vancouver-based property from Ivanhoé Cambridge. The 575,000-square-foot shopping mall, with a collection of 150 shops and services, is said to be the country’s second most productive, with sales of $1,537 per square foot.

“The opportunity to acquire a flagship retail property and development project of such quality is rare,” said Remco Daal, president of QuadReal’s Canadian real estate division. “Retailers and their customers gravitate to the best locations and Oakridge, an urban gem at the hub of popular transportation and transit networks, perfectly fits this profile.”

Opened in 1959, Oakridge Centre has become an important part of the city’s community. Building upon that, QuadReal has selected Vancouver-based developer Westbank as its partner on a potential Oakridge redevelopment. Both companies are in the process of reviewing opportunities for a master planned retail, office and residential redevelopment for the 11.5-hectare (28.5-acre) site.

“Along with QuadReal, we have an opportunity to bring to fruition a new standard in urban living about which we have long been passionate – a cultural hub that takes every element of a vibrant multicultural city and shares them with our community and millions of visitors a year,” said Westbank Founder Ian Gillespie. “We believe the future of Oakridge Centre will be even more dynamic than its past.”

Group Germain Hotels to open new hotel in Quebec’s Quartier DIX30

Group Germain Hotels is opening a new four-star hotel in the Square at Quartier DIX30, a commercial lifestyle centre located in Brossard, Quebec.

The 15-storey, 168-room Alt+ Hotel Quartier DIX30 will be surrounded by an urban park that is steps away from shops, such as Apple and Williams-Sonoma. Features include a restaurant on the ground floor, rental office space, valet parking, a gym, meeting rooms and more.

“We are pleased once again to welcome a property that embodies Group Germain Hotel’s spirit of innovation and know-how,” says Marilyn Cormier, general manager of Quartier DIX30 Management L.P. “Alt+ Hotel Quartier DIX30 complements our offer by perfectly integrating with the fashion, design, gastronomy, well-being, nightlife and entertainment that make Quartier DIX30 a must-visit destination.”

The family-run business has invested $35 million in the project, which expected to rise by 2018.

“For nearly 10 years we have witnessed firsthand the growing popularity of Quartier DIX30 and have also been attentive to the needs and demands of our guests,” says Christiane Germain, co-president of Group Germain Hotels. “We are therefore convinced that the Alt+ Hotel Quartier DIX30 concept, combining spacious rooms and a number of services to enhance customer experience, will appeal to visitors.”

Mattamy Homes hires new VP of sustainable development

Mattamy Homes has hired industry leader Subhi Alsayed in the role of vice president, sustainable development. In this newly created role, Alsayed will be responsible for working with Mattamy’s leadership team and others to investigate and implement strategies to make the company a leader in this area.

Alsayed has over 20 years of experience in Canada and internationally, and is known in the industry as an expert in sustainable, Net Zero, resilient buildings. He is also known as a driver of innovation in technology adoption, marketing strategy and finance models.

“Throughout his career, Subhi has focused on building strong business cases for change, and finding innovative ways of introducing and ‘de-risking’ new methods and technologies,” said Peter Gilgan, founder and CEO of Mattamy Homes, in a press release. “His extensive technical and business skills and varied background will serve Mattamy well as we embark on an exciting journey to position ourselves as an innovator and industry leader in sustainable development.”

Alsayed comes to this position from Tridel Corporation, where he was the innovation manager. He was also the director of projects with Tower Labs at MaRS, Tridel’s non-profit for accelerating the adoption of green building technologies and practices. In that role, he initiated and led pilot and demonstration projects in high-rise buildings. Alsayed also co-founded netZED, net zero energy dwelling, the first branded concept of its kind in high-rises. Prior to working at Tridel, Alsayed held a variety of roles with engineering and construction firms both in Canada and internationally.

Alsayed holds a Bachelor of Science Degree in Mechanical Engineering from the University of Jordan and an MBA from Ivey Business School. He is a Professional Engineer, LEED Accredited Professional and a Certified Energy Manager.

Safety data now availiable for U.S. cleaning product ingredients

Safety data on hundreds of chemicals in the U.S. consumer cleaning product supply chain is now available through the website for the American Cleaning Institute’s (ACI) Cleaning Product Ingredient Safety Initiative (CPISI).

“The data available on ACI’s Cleaning Product Ingredient Safety Initiative provides the scientific backbone to cleaning product ingredient safety,” said Dr. Paul DeLeo, associate vice-president, environmental safety at ACI. “The website represents a significant transparency initiative for the cleaning products industry. CPISI provides a striking counterweight to the urban myths that there are no data available on common cleaning product ingredients.”

ACI conducted an exposure assessment for each of the nearly 600 ingredients on the Ingredient Inventory that are used in consumer cleaning products.

In addition to developing a quantitative estimate of consumer exposure, ACI published on its website a description of each ingredient, including:

the types of products in which it is used
the form of those products
the ingredient’s function within each of those products
the typical concentration range among the products
the most relevant routes of exposure associated with the use of those products

The current website will be refined going forward. The data available will be most useful to regulators, researchers, and cleaning product industry formulators and suppliers looking for detailed information on ingredients used in consumer cleaning products.

The intuitive workplace

In 2016, we heard about how millennials were going to change the workplace. It’s the start of 2017 and the online posts about how Gen Z will be the ones shaping the future workforce are starting to flood in. Yet as the office moves through a time of changes that for the most part mean more open environments and less assigned seating, the buzz should be focusing on how to make the office work for everyone.

As organizations increasingly rely on multi-disciplinary teams to tackle wicked and complex problems, collaboration becomes a must. With more workers on the go as well, collaboration, and face-to-face interaction is part of what makes the office special for them. This will often mean working with co-workers that are not only part of different departments, but also of different generations. Intuitive technology, and broader design for that matter should work for everyone.

What is Intuitive design
The principle of intuitive design and technology is probably best displayed in many of the apps that we use today. Uber is a great example. The technology itself wasn’t groundbreaking but it provided a user experience that only involved a few taps of a button. The convenience that it has provided has disrupted an entire industry.

If certain app interfaces make navigating and performing tasks easier, natural and intuitive, what equivalent user experience tools are present in the workplace?

The biggest barrier
Often what hinders adoption of something new, whether it is an office design, new piece of furniture or technology or process is company culture and norms. As one example, we have seen a lot of companies adopt a basic technology that could have huge implications but was likely deployed incorrectly. Using a sit-stand desk is intuitive enough but having employees move between sitting and standing for work isn’t. Many have grown accustomed to simply sitting all day and have found their own way to deal with it – getting up for a coffee etc.

Recently, a colleague who mentioned that the new message they were receiving around standing desks was to use egg timers to remind you when to sit or stand. Clearly the change was not completely intuitive or natural.

If we can focus on making people’s lives and work easier in a way that they can grasp and see, the design and technology will foster natural adoption of it in a workplace.

Making it Work
Wayfinding is one approach that can help employees understand how certain spaces should be used. This approach is what Deloitte Canada has used as they deploy their future workplaces, noting that these spaces will be in action for more than 10 years. A simple add was physical symbols that were intuitive and universally recognized. It helped set norms for how space should be used.

Intuitive Technology in the Workplace
To support this, companies also often use apps themselves when it comes to using tech for intuitive design. Meeting room booking applications and iPad displays are disrupting traditional systems because of a lower cost but also a convenience. With clean and touch enabled interfaces, apps and displays can make collaboration easier in terms of finding a room to use. With spaces increasingly designed for casual collisions to spread ideas, finding a room nearby to continue work conversations is important.

Again, on the theme of collaboration, another example of tech utilized effectively in an office is more intuitive ways to charge during meetings. Google rolled out this out with a seamless charging system that allows users to charge by touching down their phone on a table. Even more traditional service organizations like TD or a Canadian law firm Lavery have outfitted their spaces with this technology. The differences in perceived demographics at two organizations in different industries, that were both able to have success, highlight how intuitive tech can enable productivity across an organization.

Kyle Pinto is head of community at ChargeSpot, he collaborates with industry leaders to share the latest on creating a better workplace. Stay relevant with his free weekly insights on Workspaces.

Construction industry not embracing tech tools

KPMG International’s annual Global Construction Survey found that despite substantial investments, the construction industry is struggling to gain the full benefits of technologies including advanced data and analytics, mobility, automation and robotics.

Of the more than 200 senior construction executives taking part in the survey, just 8 per cent of their companies rank as “cutting edge technology visionaries,” while 64 per cent of contractors and 73 per cent of project owners rank as “industry followers” or “behind the curve” when it comes to technology.

“The survey responses reflect the industry’s innate conservatism towards technologies, with most firms content to follow rather than lead” says Geno Armstrong, International Sector Leader, Engineering & Construction, KPMG in the US. “Many lack a clear technology strategy, and either adopt it in a piecemeal fashion, or not at all.”

Two-thirds of survey respondents believe project risks are increasing. According to Armstrong, this is an industry ripe for disruption, yet less than 20 per cent of respondents say they are aggressively disrupting their business models.

“Projects around the world are becoming bigger, bolder and more complex — and with complexity comes risk,” notes Armstrong. “Innovations like remote monitoring, automation and visualization have enormous potential to speed up project progress, improve accuracy and safety.”

Lagging use of data, mobility and integrated project management technologies

According to the survey, engineering and construction firms, and project owners, are not taking full advantage of the volumes of data at their fingertips – almost two-thirds of those surveyed don’t use advanced data analytics for project-related estimation and performance monitoring. Moreover, only a quarter of respondents say they’re able to ‘push one button’ to get all their project information. And even fewer claim to have single, integrated project management information system (PMIS) across the enterprise.

“Integrated, real-time project reporting is still a myth, rather than a reality for most” according to KPMG’s Armstrong. “That’s largely because firms tend to use multiple software platforms that are manually monitored and disconnected, which severely compromises their effectiveness.”

Mobility is another technology with huge potential to analyze and track performance via hand-held devices for large construction projects. A significant majority of respondents employ remote monitoring for projects sites, yet less than 30% say they make use of mobile devices routinely on all their projects, while a similar proportion don’t use mobile platforms at all. Similarly, only a third say they’re employing robotics and automation.

Project controls – room for improvement

The fact that more than two-thirds of the survey respondents believe their project controls are either “optimized” or “monitored” suggests processes are in place – but not necessarily delivering the required results. Only 27 per cent of respondents believe their controls are truly globally consistent.

The survey also finds less than a majority are realizing the full benefits of Earned Value Management (EVM) to measure cost and schedule performance – with over 40 per cent saying they do not use EVM at all.

Getting the most from technology

Harnessing the true potential of technology requires construction companies and project owners to get clearer about their technology vision and strategy.

In Armstrong’s view, “The rapidly evolving infrastructure challenges of the next decade demands both owners and engineering and construction firms embrace technology more strategically and at a far more rapid pace than in the past.”

Immersive hotels respond to desire for unique experiences

Hotels are no longer just a place to sleep or eat; they have become “social connectors, ambassadors of all things local, curators of personal narratives,” as well as tangible extensions of a community, says Ian Rolston, senior project designer at HOK Ltd. (HOK). The economic downturn post 2009 and the rise of technology are two elements that have shifted the idea of status in North America, pushing guests to desire a new experience, one that is “interesting and unique” and sets them apart from their community of friends and colleagues on social media.

“Today, this idea of experience is really becoming an element that is far more valued than the idea of staying at a three or four or five star property; it is purchasing an experience more than just a stay,” says Rolston. “What is unique about hospitality is we have opportunity to put what is driving human behaviour into a vernacular that really gets to be represented in the three dimensional environment.”

In a conversation after an IIDEX seminar, The Changing Face of Hospitality: Shifts in the Hotel Industry, Rolston, along with Randa Tukan, senior vice-president and director of interiors at HOK, elaborated on the competitive edge of such immersive spaces, and how Canada is well-positioned to be at the forefront of this concept.

Immersive hotel spaces

The duo has witnessed the immersive trend pop up in the last two to three years, one that is moving away from a cookie-cutter, one-size-fits-all approach. They are currently working on a couple of such projects in Toronto. According to Tukan, updating traditional hotels with different furniture to change the aesthetic, or including lifestyle brands, for example, is no longer enough because of what people have been exposed to through media.

“We’ve experienced so many things without really experiencing them; it’s just exposure,” says Tukan. “So, there is still this distance, this virtual experience that leaves us, in the human sense, yearning for more.”

That said, experiential, personal and authentic solutions are responding to this need to feel immersed in real life, rather than looking at it through a screen. From the prior dawn of globalized hotels to a changing culture of integrated technology in homes, offices and now social spaces in hotels, immersive hotels are slowly gaining ground in Canada. Rolston forecasts even more demand in the marketplace for integrated flexible spaces.

For instance, hotel assets are well-positioned to create social hubs for people to meet as they already have infrastructure and the ability to offer these connections. Some hotels are already creating integrated event spaces that are adaptable to exhibits and live music. Meanwhile, the hotel lobby and restaurant now give guests a chance to hook onto the culture of a hotel and its surrounding community, and the community, in turn, has another outlet of event space.

Developers and operators behind both new and existing hotels might want to take note of this immersive shift in real estate, already posing challenges in other industries. In the events community, for instance, planners who have blocked off hotel space for conferences find increasing competition from platforms, such as Airbnb, as attendees are choosing home-like, Instagram-worthy settings to feel as though they live in the host city, rather than a traditional hotel, more cut-off from this authentic experience of “all things local.”

Existing hotels with limited capital can incorporate immersive elements and “work with what they have,” and “create nuances,” the duo notes, whether that includes engaging a rooftop or interior enclave. Tukan says while solutions are dependent on physical space, it’s thinking about this element of unexpectedness, outside “the usual box.”

“People are really bored with the expected,” she says. “When you have that mentality of wanting to do something different, you step inside an existing place . . . and think about how many ways a space can be used. Start carving out the vision and looking at it in different scenarios so it’s not one size fits all; it’s building in flexibility.”

This flexibility, adds Rolston, can easily integrate connectivity within the spaces. From retrofitting with technology applied to existing architecture and wired back to control points in building so you don’t have to do so much invasive work or within the space itself to create space within space using architectural facades, screens or removable partitions, hotels can then curate this space for events or allow guests to use it as they desire.

Canada at the immersive forefront

Canada is at the forefront of the immersive hotel concept because it is not an exclusive culture, Rolston emphasizes.

“We have an innate ability to explore experience,” he says. “We want to make sure that we understand the nuances of communities and people around us.”

There are many opportunities to engage in the immersive hotel in Canada, with mixed use environments that connect generations and cultures in a hub.

“One of the amazing things about being Canadian is we have great perspective in the world; we look outwardly first, not necessarily inward,” he adds. “We’re curious by nature and that allows us the opportunity to take a look at our hospitality environments and take a look at our guests and their needs, not immerse them into one dimension of a brand culture or a developer’s idea of a space.”

Asking questions of guests to acquire a knowledge base of interests and exposures helps him intuitively seek ways to understand how a hotel can engage guests.

“There is this inclusive dialogue that begins to happen that translates into how we lay out a lobby space, so we look for areas of interaction and connection,” he notes. “How do we lay out a guest room and make sure we’re being thoughtful of what the guests needs when they arrive?”

This extends to considering where guests place their key card or appropriate places to set down luggage. Taking it a step further, it leads to talking about how guests can intuitively connect to the scene in the respective city/ Ensuring there is a suitable level of technology also helps guests integrate into the happenings of a community.

“From a Canadian perspective, we are not so insulated that we want to simply provide specific experiences based on our own specific ideas of culture,” he says. “From all the communities and cultures that have enriched our city, we have learned the practices and principals they use to communicate, greet and connect with one another.”

Organizational change linked to physical, mental health sick leave

Two thirds of Canadian employees have experienced an organizational change at their current workplace and 40 per cent say it has negatively affected their health and well-being.

Research released today from a Morneau Shepell survey of employees and employers across Canada found that nearly half (46 per cent) of employees have taken time off work and/or noticed other employees take more time off work following workplace changes.

Changes include team restructuring (39 per cent), downsizing/layoffs (35 per cent), job re-design (35 per cent), re-design of the physical office space (29 per cent) and mergers (15 per cent). Of those employees who have experienced a change, 43 per cent said it had a negative impact on their perception of the company, while 30 per cent said it impacted their job performance.

Findings vary from coast to coast. Alberta employees experienced the most workplace changes, with nearly three quarters (74 per cent) facing at least one workplace change with their current employer during the time of their employment.

“We have found that among the types of organizational changes, job re-design has the strongest correlation to sick leave for both physical and mental health,” said Alan Torrie, president and chief executive officer of Morneau Shepell. “This type of change sometimes gets less focus than things like mergers, but it is clearly important to the day-to-day experience of employees.”

Organizations are being urged to understand the impact all these changes have on people and to consider the best way to support employees.

“The reality is that organizational change is more likely to increase than decrease over time,” added Torrie. “With technology advances, new business models and global economic forces, change is the new normal.”

Workplace culture

Through its research, Morneau Shepell found that 75 per cent of all respondents indicated work culture as the most important issue to address regarding mental health in the workplace. This issue ranked above the importance of employees’ willingness to get help (71 per cent), employees’ coping skills and resilience (70 per cent), reducing stigma among employees (65 per cent), reducing stigma among managers (65 per cent) and concerns about employees returning from disability leave (62 per cent).

“We know that employees who report a positive work culture are less likely to have taken mental health sick leave in the past two years,” said Paula Allen, vice-president, research and integrative solutions. “We also found that employees were less likely to indicate negative impact to their job performance, view of the company or their own health and well-being after an organizational change when they report a positive and supporting work culture.”

Among people managers, nearly half (47 per cent) indicated negative workplace culture as the top issue in the workplace. This issue was ranked higher than absenteeism (36 per cent), presenteeism (32 per cent) or employee engagement (21 per cent).

While the national average is 47 per cent, the number of people managers across the country that identified negative workplace culture as the top issue varies with 58 per cent in Alberta, 49 per cent in British Columbia, the territories and Ontario, 48 per cent in Manitoba and Saskatchewan, 47 per cent in the Atlantic and 36 per cent in Quebec.

Depression and anxiety

Depression and anxiety are the most common conditions in the workplace, with 31 per cent and 28 per cent of employee respondents having indicated a current or past mental health condition, respectively. Additionally, sick leave for mental health concerns is more than two times as likely for employees age 30 and under, compared to the average likelihood of employees older than age 30.

“We found that 61 per cent of employee respondents indicated their co-workers had a positive impact on their mental well-being,” said Stephen Liptrap, chief operating officer, Morneau Shepell. “Employer support and resources, such as an employee and family assistance program, were also noted as valuable by employees.”

MRCM donates over 7,000 pounds of food to The Salvation Army

The Salvation Army received 7,037 pounds of food from Maple Ridge Community Management (MRCM) following its food drive this holiday season. The goods were collected from 40 participating communities under MRCM’s administration.

“The generosity shown this year was beyond what we expected as we surpassed last years’ donation total by more than 1,000 pounds,” said Michael Le Page, MRCM president, in a press release. “We are so appreciative of the kindness shown from all those who participated and we look forward to raising the bar even higher next year.”

The Salvation Army is now the largest non-governmental direct provider of social services in Canada, serving over 1.85 million people across 400 communities in the country each year. The Salvation Army offers practical assistance for children and families, including tending to the basic necessities of life, providing shelter for homeless people and rehabilitation for people who suffer from an addiction.

New CEO for Vancouver Island Construction Assn

The Vancouver Island Construction Association (VICA) has announced that Rory Kulmala will succeed Greg Baynton as the chief executive officer effective February 27, 2017. Baynton is retiring at the end of March after a decade at the helm.

“A change of leadership brings new energy and possibilities for any organization and the team that supports it,” said Anthony Minniti, chairman of the VICA board. “VICA is ready for that. During the application process, Rory presented a clear vision for collaboration, renewal and sustainability, aligning perfectly with what Greg has strived for and achieved during his tenure with VICA.”

“I look forward to working with VICA’s board of directors, staff and its members to promote construction investment, operational excellence, and ethical best practices,” said Kulmala. “I am committed to working hard for our members while promoting the capabilities and capacity of the 450 plus VICA members up and down Vancouver Island.”

Kulmala has 25 years of industry-related experience and brings with him strong relationships with key stakeholders within the Vancouver Island construction community. He has been involved in the private and public sector in many capacities, from business development, capital planning and corporate governance to project management and quality control.

He has strong ties to various levels of government, including First Nations and crown corporations, as well as to the developer community and construction industry. An advocate for professional development and lifelong learning, Kulmala began his career as a civil engineering technologist and now holds an MBA from Royal Roads University and maintains his project management professional (PMP) designation.

“VICA’s staff and board of directors look forward to welcoming Rory to the team in a month’s time,” said Minniti. “We anticipate a smooth leadership transition.”