Daniels unveils leadership changes

The Daniels Corporation announced a series of executive appointments designed to position the company for long-term growth.

Jacob Cohen, who celebrates 20 years with Daniels this month, has been appointed president after serving as chief operating officer for the past five years. In his new role, Cohen will continue to oversee the company’s day-to-day operations and lead the growth of its new home community portfolio, while expanding development and construction management services to meet the demand for purpose-built rental, seniors, student, and affordable housing.

Mitchell Cohen, who has served as both president and chief executive officer for four decades, will remain CEO, continuing to advise the leadership team on strategic direction and advance advocacy efforts for affordable housing at both the local and national levels.

“Today, in the most challenging market our industry has seen, Jacob is steering the organization with a steadfast focus on the values that define us,” he said. “His leadership continues the vision of our founder and late Chairman, John Daniels, whose passion for innovation, social responsibility, and community impact remains our guiding light. As President, Jacob is exceptionally well positioned to lead our company into its next forty years, building complete communities in which everyone is welcome, and everyone belongs.”

Two additional executive appointments and expanded roles for two other C-suite executives were announced:

Ginette Battikha has been appointed chief operating officer, transitioning from her previous role as vice president of people and culture. In this new role, Battikha will oversee operational integration across departments and drive strategy execution, ensuring Daniels continues to operate with efficiency, agility, and a values and people-first culture;
Gokul Pisharoty, who has been with Daniels for 19 years and most recently served as senior vice president of contracts and estimating, has been named the company’s first chief construction officer. This newly created role will further strengthen and expand Daniels’ leadership in construction management, supporting the consistent delivery of new communities with precision and quality;
Remo Agostino, chief development officer, will now oversee Daniels’ Social Impact, Sustainability and Urban Design and Architecture groups, while continuing to lead all development functions across the company’s real estate portfolio; and
Mike Matunin, chief financial officer, will assume expanded responsibility for Daniels’ Investments division, in addition to overseeing the company’s overall financial strategy and fiscal operations.

Toronto readies for international soccer stage

Preparations for Toronto Stadium’s turn on the international soccer stage are progressing with the first phase of $146 million worth of planned upgrades ahead of the 2026 FIFA World Cup tournament now complete. Enhancements to broadcast facilities, Wi-Fi capability, in-stadium videoboards, food concessions and concourse and lounge areas are meant to accommodate an influx of fans and media, beginning with the Canadian national team’s first game of the tournament on June 12, 2026.

Further work on the field and stadium is scheduled to begin in December. That will include installation of 17,000 additional temporary seats, new LED stadium lighting to meet FIFA broadcast specifications, new dugouts for the athletes and creation of temporary hospitality spaces.

The City of Toronto is footing nearly 85 per cent of the cost of the improvements, while Maple Leaf Sports & Entertainment (MLSE) covers the remainder. Deloitte Canada has estimated World Cup events and associated spinoffs will generate up to $940 million of economic output in the Greater Toronto Area.

Proposal submitted to redevelop iconic Saint Luke’s

Kindred Works has submitted the Zoning By-law Amendment and Official Plan Amendment application to the City of Toronto to redevelop the iconic Saint Luke’s into a vibrant, mixed-use community hub. Located at the northeast gateway to Cabbagetown, the project will introduce 440 new purpose-built rental units, 1,453 square metres of flexible community space, a community event hall, and an enhanced public realm along Sherbourne Street.

The proposed development will retain and revitalize key elements of the 1887 Romanesque church and 1912 schoolhouse, preserving the site’s heritage while building upwards in a transit- and cycling-friendly location. This redevelopment aims to honour Saint Luke’s legacy, add much-needed housing, and support the community with sustainable design that avoids casting new shadows on Allan Gardens’ treasured greenspace.

“We’re proud to be leading this transformational project that reimagines Saint Luke’s as a vibrant and sustainable mixed-use site,” says David Constable, the founding partner at Kindred Works. “This is an incredible opportunity to preserve a place with deep roots in Toronto’s history, while bringing necessary housing to the city core. This building incorporates beautiful homes along with thoughtful shared spaces that will ensure the community has a vibrant heart for generations to come.”

KPMB Architects will be leading the design of the new building, with ERA Architects serving as the heritage architects on the project.

“At 353 Sherbourne we approached the adaptive reuse of Saint Luke’s as an opportunity to honour it’s spaces and legacy by transforming it into a flexible public event hall and community space, deeply rooted in the daily life of the neighbourhood”, says Kevin Bridgman, Partner, KPMB Architects. “With a new landscaped forecourt along Sherbourne Street, a ground floor café, and welcoming meeting spaces, the reimagined site will host everything from markets to community gatherings—providing a vital civic amenity that anchors the north end of the City’s planned Garden District.”

Kindred Works has been engaging the community since 2020 and incorporating feedback into the evolving plans. Engagement with local organizations, community groups and residents will continue through the planning process.

With its long history of serving the community as a church, the new space, once complete, will welcome the Saint Luke’s United Church congregation while also opening the doors to an expanded range of arts, culture and programming.

Edmonton solar panel mural sets world record

A 12-storey residential building in Edmonton has been awarded a Guinness World Record for featuring the world’s largest solar panel artwork, a project made possible by Toronto-based Mitrex Integrated Solar Technology.

The solar panel mural on the SunRise Building combines art with building-integrated photovoltaics (BIPV), contributing to the building’s energy supply. This project measures 34,500 square feet and provides 267 kW of solar capacity, powering the building’s common areas

“This project is a bold vision for the future of sustainable architecture,” said Danial Hadizadeh, CEO of Mitrex. “SunRise proves that BIPV solar solutions can produce clean energy, cut emissions, and inspire communities with culturally resonant designs. We’re honoured to lead this revolution.”

Designed by acclaimed Indigenous artist Lance Cardinal, the stunning solar mural integrates Indigenous and Chinese symbolism, celebrating Edmonton’s diverse cultural heritage. This fusion of BIPV technology and art transforms an aging high-rise into a beacon of sustainability, cultural pride, and urban revitalization.

Mitrex’s proprietary BIPV solar panels embed high-efficiency solar cells within customizable, visually striking designs. Each panel generates electricity to lower operational costs while contributing to a vibrant mural that reflects local diversity. The project reduces 150 tons of CO2 emissions annually, supporting Alberta’s clean energy goals and delivering long-term savings for building owners and tenants.

Mitrex collaborated with Avenue Living Asset Management, MBC Group, and Chandos Construction to bring this project to life. The use of standard, industry-compatible installation systems ensured seamless integration into existing construction workflows, eliminating the need for specialized methods.

The SunRise Residential project is more than a BIPV innovation—it’s a cultural landmark. Lance Cardinal’s mural transforms the building into a vibrant canvas, fostering community pride and connection in Edmonton. By revitalizing an outdated high-rise, the project showcases how BIPV solar panels can elevate urban aesthetics while advancing sustainability.

Maintaining your building’s roofline before winter comes

Seasonal building maintenance helps managers stay focused on a proactive approach to the exterior of the building, helping to protect its integrity as the seasons change. Fall is the perfect time to address any roofline issues before the temperature drops, and the harsh winter weather arrives.

If your building has a sloped roof, it likely contains the following elements:

Soffits are the horizontal boards that sit at the bottom of the roof. They often contribute an aesthetic element, but also help to keep pests and moisture from entering the building.

Fascia are the vertical boards that run along the base of the roof, and they help protect your roof.

Eavestroughs are attached to your fascia boards and run along the base of the roof. They are designed to relocate the water from your roof, directing it away from the building.

These elements of your roofline do their best to keep moisture out of the building, minimize wind damage, prevent ice dams from forming through the winter, and eliminate an entry point for animals and wildlife.

Maintaining your roofline can be a simple job, and keeping a regular, seasonal schedule can help you stay on top of its condition and address any concerns early:

Inspect these areas at least twice per year. Look for damage, sagging, or warping as an indication of an issue you may need a professional to assess.
Clean these elements annually to keep them looking nice and working properly. If leaves or debris clog your eavestroughs and make them unable to redirect the water, ice damming, mould, and interior leaks may occur.
If you notice any issues like cracking, holes, sagging boards, interior leaks, or water staining on the interior or exterior of your building, you may want to consult a professional before a small issue becomes a costly repair or replacement.

Your building’s roofline should be part of your fall maintenance practice. Keeping these elements in good working order helps extend the life of your roof, prevent interior damage and work stoppage, optimize energy conservation, and maintain your property’s value. Focus on your soffits, fascia, and eavestroughs this fall to help keep your building dry and protected through the spring.

Traffic evolving on skilled trades career path

New survey findings suggest women tend to see the skilled trades as a more plausible career path for others than for themselves. Just 9 per cent of women who responded to the Leger survey earlier this summer currently practice a skilled trade, while more than two-thirds report they have neither seriously nor vaguely considered such pursuits. However, more than three-quarters of female respondents say they would encourage their children and/or mentees to take up a skilled trade — a slightly higher affirmation rate than among male survey respondents.

The results deliver an updated snapshot of the opinions that Leger first collected on behalf of the survey sponsor, Classic Fire + Life Safety, in 2024. This year’s findings are drawn from 1,508 online surveys submitted between Aug. 8 and Aug. 11, 2025.

In total, 15 per cent of this year’s participants work in the skilled trades, up slightly from 13 per cent in the previous year. Demographically, this represents 22 per cent of male respondents, 24 per cent of survey respondents under the age of 35, and 24 per cent who identify as Black, Indigenous or People of Colour (BIPOC).

Results show a year-over-year uptick in the percentage of respondents who have considered a career in the skilled trades — rising from 40 to 43 per cent. Parsing by gender, 56 per cent of male respondents say they have strongly (24 per cent) or somewhat (32 per cent) considered the skilled trades versus 31 per cent of female respondents.

Respondents who practice or have considered pursuing a skilled trade, rank the primary attractants as: the hands-on nature of the work (50 per cent); earning potential (48 per cent); job security (38 per cent); and opportunity to start their own business (26 per cent). This year, a slightly higher percentage — 11 per cent versus 9 per cent in 2024 — has a family history in the skilled trades. Slightly fewer — 8 per cent versus 10 per cent in 2024 — point to peer or mentor influence.

Preference for white collar employment (indicated by 25 per cent of respondents) continues to be the top reason for eschewing the trades, while 18 per cent also cite ignorance of career opportunities or perceptions that skilled trades are too physically demanding. Fewer than 10 per cent consider perceptions about earning prospects, job status or societal expectations to factor into their choices. Attitudes of parents and teachers also have bearing, but with less negative sway in 2025 (13 per cent) than in 2024 (16 per cent).

A sizable majority (62 per cent) of survey respondents perceive that skilled trades are well compensated, but only one-third say they offer a good work-life balance. Fewer still (31 per cent) agree that a career in the skilled trades is respected in society, but 71 per cent say their own opinions of such employment has improved over time.

A larger proportion of men (44 per cent) than women (37 per cent) say they would choose a career in the trades if they could go back in time, but 79 per cent of women (versus 73 per cent of men) believe the skilled trades present more career options now than in the past. A sizable quotient of respondents had no discernable reason for rejecting the idea of a job in the trades (14 per cent) whereas just three per cent of those who are tradespeople or considering such careers do not know why.

Drilling down to the survey sponsor’s agenda, awareness of life safety career options is less common. In total, 30 per cent of respondents were familiar with fire alarm technicians — 37 per cent of men and 24 per cent of women. Just 22 per cent of total respondents knew about the role of sprinkler fitters — 31 per cent of men and 14 per cent of women. Nevertheless, both trades elicited favourable opinions as a possible career path.

The survey is part of Classic Fire + Life Safety’s outreach and recruitment activities, along with participation in career fairs, co-op programs and internships.

“Staying on top of perceptions and trends in the skilled trades helps us to better promote the industry, highlight the benefits of a career in fire safety and attract new talent to join our teams across Canada,” says Mike Farren, the company’s chief executive officer.

Construction begins on two new Langley housing projects

Construction is underway on two new development sites in the Township of Langley, BC, marking a significant step forward in the province’s efforts to expand housing for middle-income residents.

The two sites—located at 20230 72B Avenue beside the Willoughby Firehall, and at 272nd Street and Fraser Highway in Aldergrove—are among the first to break ground through the BC Builds initiative. This provincial program aims to accelerate housing delivery by connecting builders with ready-to-develop land and streamlining municipal permitting processes.

“These homes are for the people who keep our communities running—teachers, tradespeople, health-care workers and others—so they can live close to their jobs, families and support networks,” said Christine Boyle, Minister of Housing and Municipal Affairs. “We’re working with municipalities to build the homes people need, and we’re doing it faster than ever.”

The Township of Langley is contributing the land for both projects at no cost and has partnered with the Province, BC Housing, and the newly formed Township of Langley Housing Trust Society to bring the developments to life.

“Residents have made it clear—housing that meets the needs of working families, seniors and individuals is a top priority,” said Mayor Eric Woodward. “These projects reflect our commitment to affordability and livability, and show how quickly progress can happen when the right partnerships are in place.”

Project Details

The Aldergroves site is scheduled for completion in fall 2027, bringing 128 rental homes to market. The building will feature a rooftop gathering space and ground-floor commercial units, including a new Aldergrove library and spaces for non-profit organizations—creating a vibrant hub for community connection and support.

The Willoughby site is expected to open in summer 2027, delivering 118 rental homes with a rooftop amenity space. Both buildings will be located near transit, making it easier for residents to commute to work, school, or appointments.

Seventy per cent of the homes will be offered at market rates, while the remaining 30 percent will be priced at 20 percent below market. All residents will be income-tested at move-in, ensuring rental rates align with local affordability levels.

Smart fire protection systems for your facility

Fire safety is paramount for maintenance and facility managers, as they manage all building operations from construction to disaster relief, and everything in between. As technology continues to evolve in many areas, fire safety has also made strides with today’s smart technology.

A smart fire detection system is a modern solution using IoT-enabled sensors, featuring cloud computing, and offering instant data analytics to detect, monitor, and manage fire hazards in real time. Smart fire protection systems offer tools to enhance your efforts and lower risks to keep people and assets better protected.

Efficient response time: These systems are connected to an app and cloud-based monitoring, so as soon as a potential fire is detected, they dispatch relevant personnel, such as a building owner or facility manager, and emergency responders. These notifications are sent when smoke, heat, or gas levels exceed predefined levels, providing faster detection and a quicker response time. Smart fire protection systems can also allow remote door unlocking, giving emergency responders unimpeded, faster entry.

Remote access: Smart systems allow managers to tap into the information they need easily, even when they are not on site. Receiving alerts remotely means managers can diagnose issues and troubleshoot in real time, from virtually anywhere, for safer fire prevention and management.

Smart technology means that integration can further improve diagnosis, safety, and management. When linked to HVAC controls, CCTV, elevator management systems, and building automation systems, they can help with stronger code compliance and increased fire protection. For example, when connected to video surveillance and lighting, managers can log in to activate emergency lighting to hasten evacuation. Similarly, if connected to the elevators, they can be sent down remotely, and fire suppression systems can be activated (like sprinklers) to mitigate damage.

Studies show that commercial building fires cost businesses about 155 million dollars in damage every year. Fire detection and suppression can be vastly improved with a smart system and today’s technology, helping maintenance and facility managers to limit damage to the building and increase public safety.

2025 Gold winners revealed at VRCA gala

The Vancouver Regional Construction Association (VRCA) announced the 2025 Gold Award winners at its annual Awards of Excellence gala.

In its 36th year, the VRCA Awards of Excellence spotlights the exceptional work of the association’s member companies. In this year’s competition, 96 nominations were received, representing 75 unique projects and representing nearly $5 billion in construction value.

The projects were assessed by a panel of industry experts against pre-set criteria that included project management, financial performance, team collaboration, safety practices, as well as inclusion of minority groups. From the original 96 submissions, a total of 18 project categories were determined. Each category had up to three Silver Award winners, which were announced in July, and one Gold Award winner.

“This year marked one of the most competitive years yet,” said Jeannine Martin, president of the VRCA. “Each nominee should be incredibly proud of their accomplishments. Our Silver and Gold Award winners were chosen from among the best of the best, demonstrating excellence through innovative solutions to construction and supply chain challenges, as well as successful and meaningful efforts to include diverse groups, including Indigenous peoples.”

The General Contractor over $200 million Award went to PCL Constructors Westcoast for the Lions Gate Hospital Redevelopment Phase 3 – Acute Care Facility. The six-floor tower called the Paul Myers Tower features 108 private patient rooms, eight state-of-the-art operating rooms and 39 pre-operative and post-operative spaces. Construction began on the project in fall 2021 and it opened in March 2025.

Some of the other Gold Award winners in the General Contractor category include:

General Contractors – Over $40 Million: Kinetic Construction Ltd., Burnaby Fire Hall No. 4 and Fire Hall No. 8 Project.
General Contractors – $15 Million to $40 Million: Whelan Construction Westcoast Inc., YVR Pier C CATSA+ Conversion.
General Contractor – Up to $15 Million: · Naikoon Contracting Ltd., Oceanfront Squamish Presentation Centre.
General Contractors – Tenant Improvement – Over $12 Million: Canadian Turner Construction Company Ltd., YVR26: Premise B2.
General Contractors – Tenant Improvement – $5 to $12 Million: Etro Construction, Speeders Richmond.
General Contractors – Tenant Improvement – Up to $5 Million: Govan Brown & Associates, Cushman & Wakefield New Vancouver Office.

Oceanfront Squamish Presentation Centre

Look for coverage of the VRCA winners in the fall 2025 issue of Construction Business.

Indigenous-led assessments gaining traction

A newly released primer on Indigenous-led assessments comes in sync with a national push for major infrastructure projects and expectations that First Nations, Métis and Inuit peoples will be engaged and invested in decisions affecting their lands. The First Nations Major Projects Coalition (FNMPC) and Firelight, an advisory providing negotiation, engagement, research and training services in support of Indigenous rights and interests, have joined forces to discuss how a self-directed assessment process can serve Indigenous objectives.

“Indigenous Nations have the right to make decisions about what happens on their lands,” says Angel Ransom, senior vice president of environmental services at FNMPC. “This primer supports that right by helping communities lead their own assessments, on their own terms, and with a clear path to engage with proponents and governments in a way that upholds Indigenous values.”

The primer outlines considerations, principles and practical approaches for conducting an Indigenous-led assessment (ILA) that can be either separate from, or in collaboration with, statutorily required processes the federal or provincial/territorial governments undertake. An ILA could be used to inform and support rights holders’ decision-making about proposed projects or ILA findings may be considered in the statutory process.

The ILA process is intended to garner information about expected project impacts, identify pathways to avoid, reduce or compensate for those impacts, and help Indigenous stakeholders determine conditions for consent. It’s also aimed at conveying a truer Indigenous perspective — responding to a longstanding critique of how the statutory process frequently underdelivers on that front.

“Indigenous-led assessments aren’t new,” observes Melody Lepine, Firelight’s business lead for Indigenous-led assessments. “This primer captures the lessons learned so far, so Nations can shape and define their own assessments based on their laws, values and decision-making processes.”

Indigenous youth centre a Calgary first

The Urban Society for Aboriginal Youth (USAY) celebrated the grand opening of its new facility, a permanent space that serves as Calgary’s first centre for Indigenous youth.

USAY was created in 2001 with support from a variety of funders. The building will be its headquarters and help deliver youth programs that encourage positive identity, sense of self, and a connection to culture and wellness.

“The opening of the Indigenous Youth Centre marks a powerful new chapter for our community,” said LeeAnne Ireland, USAY’s executive director, “This space was designed with and for Indigenous youth and aims to be a place where they can feel safe, celebrated, and supported. Every detail reflects the voices and visions of our young people. We are proud to open these doors not just to a building, but to opportunity, healing, and hope.”

The design uses passive strategies such as solar gain and holistic elements of biophilia and natural lighting, as well as rooftop space for the future integration of solar panels to reduce operational costs through energy efficiency.

According to architect Lemay, the main floor is for collaborating, socializing, and nourishment, and leads to a versatile communal kitchen and educational area. Beyond that is a multipurpose maker’s space for skill-building and creative arts. Both areas feature barrier-free entries and hallways mediated by wood and translucent polycarbonate panels for togetherness and privacy.

A second floor dedicated to staff leads out onto a cultivated rooftop space with a garden meant for growing traditional medicines and teachings, and communal seating for smudging, constellation teachings with Elders, lounging, and self-care. A 6,400-square-foot adjacent lot was designed for sports, markets, food handouts, employment fairs, and drum circles.

For this project, USAY received $3,920,000 from Indigenous Services Canada to expand culturally appropriate programs and services for more than 4000 Indigenous youth in Calgary.

Photo by Lemay.

Cree corporation bids on vacant Hudson’s Bay building

The James Bay Eeyou Corporation and JHD Immobilier announced a $400-million bid to acquire the former Hudson’s Bay building in downtown Montreal. The developers are planning a museum and cultural hub that celebrates the Cree nation.

“This building represents much more than a commercial acquisition; it embodies over 350 years of shared history between our people and the Hudson’s Bay Company,” said Henry Gull, President of the James Bay Eeyou Corporation. “We see this project as a way to give the building new life while preserving its soul.”

The proposed redevelopment includes a museum dedicated to the fur trade and exchanges between the Cree and the Hudson’s Bay Company, as well as an urban Indigenous cultural centre, experiential spaces, retail showcases, mixed-use facilities, and a hotel complex. To further reconciliation, the venue will serve as a place of gathering, learning, and sharing.

The Cree have maintained deep historical ties with the Hudson’s Bay Company. Originating in the 17th century, this trade forged alliances and exchanges that went far beyond fur trading. It became a space of cultural exchange, knowledge sharing, and bonds that left a lasting mark on the land and on relations between nations.

The James Bay Eeyou Corporation has spent nearly 40 years advancing economic opportunities for the Cree community. “We return today not to trade furs, but to reclaim a place that our ancestors never left in their hearts, said Gull, speaking as the Cree Nation Spokesperson.

The redevelopment is scheduled to open in 2029, but requires zoning approval from the City of Montreal. The developers are working with all three levels of government to establish it as a benchmark for nation-to-nation partnership.

“This initiative reflects our values of urban development and heritage preservation,” added Julien Hamel-Doyon, president of JHD Real Estate. “It ensures the economic and cultural sustainability of this site while bringing new life to downtown Montreal.”

Municipalities earn failing grade for housing targets

The majority of Ontario-based municipalities in the Greater Golden Horseshoe, including Toronto, have been given a failing grade for housing targets. The results stem from a newly released report by the University of Ottawa’s Missing Middle Initiative for the Residential Construction Council of Ontario (RESCON).

Thirty-four municipalities were graded across five categories related to starts and sales. Of those, 22 received an F, another five received a D, and the other seven municipalities received a C or higher. Brantford and Milton were the exceptions, earning an A-plus and A respectively.

The assessment is based on data obtained from Canada Mortgage and Housing Corporation and Altus Group, which researchers analyzed over the first six months of 2025, relative to the same time period in the previous four years.

“The findings of this report are troubling and should set off the alarm bells for policymakers across all three levels of government,” explained RESCON president Richard Lyall. “Housing projects have been shelved and the industry has hit a wall. The outlook is bleak, and we are trending in the wrong direction. We need governments to take concrete action to lower the tax burden and modernize the process to kick-start the industry. Our economy will be in dire straits if we do not act quickly.”

In the first six months of this year, housing starts were down an average of 40 per cent. Condo apartment starts over the first six months were down 54 per cent relative to 2021-24, while purpose-built rental starts were up eight per cent. Ground-oriented housing starts were down 42 per cent. In Toronto, starts were down 58 per cent and sales declined 91 per cent, causing employment to fall by an estimated 10,209 jobs.

Pre-construction sales are considered a prime indicator of the market’s health, but pre-construction sales of condos are down 89 per cent and ground-oriented sales are down 70 per cent,. Industry employment has also taken a major hit. The reduction in housing starts in the municipalities over the first six months of the year, relative to 2021-24 averages, translates into 24,195 fewer person-years of employment.

“Unfortunately, housing starts are falling, and new home sales show that further declines in starts are about to come,” said Mike Moffatt, an economist and founder of the Missing Middle Initiative. “All three orders of government must act to address the housing crisis.”

Boosting facility operations with supply chain resilience strategies

The role of facility manager is like being a ship’s captain, orchestra conductor, and quarterback, all rolled into one. On top of those duties, many facilities managers often act as chief supply chain officers as well, managing a complex web of suppliers that, if disrupted in any way, can threaten their ability to provide clients with quality experiences and services.

A delay in HVAC parts can hold up a scheduled move-in. A late cleaning supply delivery risks an under-stocked property and dissatisfied tenants. Keeping facilities operating at their best depends on a continual flow of inventory and a supply chain that keeps pace.

One of the best ways to ensure that the FM supply chain continues uninterrupted (and even becomes more efficient) is by investing in resilience strategies. Innovative technologies are altering how logistics and inventory management can be approached and helping to ensure that facility managers never again need to chase up on cleaning deliveries or worry if maintenance supplies are in stock.

Why facility managers need to prioritize supply chain resilience

A key obstacle in improving real estate and FM supply chains has been that industry professionals simply aren’t aware of the strategies available to them. Logistics are viewed as a separate issue when, in fact, they’re an integral part of real estate management. Supply deliveries allow maintenance work to occur as scheduled and support the litany of other tasks involved with keeping properties in working order.

Perhaps the most important logistics strategy that assists in this is supply chain resiliency, characterized by networks that are not only able to bounce back from disruptions but also anticipate and prevent them altogether. The strategy has existed for years, but it was mainly during the pandemic that businesses realized just how vulnerable they were to supply chain disruptions. No one was immune to the disruptive nature of a delayed truck or late supplier during that time, and that is still true today.

Most networks remain vulnerable. Supply chain resilience is all about addressing those vulnerabilities and taking a proactive stance to protect against both visible and unseen risks. As Canadian businesses grapple with tariffs on US-supplied goods and work to stay ahead in a competitive real estate market, it’s never been more important to maintain steady supply networks. It can make or break tenant satisfaction, property safety, and the overall quality and efficiency that facility managers are able to offer.

Using automation and data to prevent inventory shortages

Most of the research on automation technology and its impact on inventory management has been done in the retail space, but the information is highly relevant for facility managers. IoT sensors used to track inventory numbers and locations have helped improve inventory accuracy by 25 to 35 per cent and decreased stockout incidents by 35 to 45 per cent.

Here’s how to use automation technology to get these kinds of results and build more resilient supply chains:

Inventory Management System (IMS) supported with IoT sensors and RFID: This combination of trackers and management software can automate the monitoring of stock levels in real time, re-order items when they drop below set thresholds or exceed expiration dates, and even track usage patterns so facility managers have a clearer idea of what gets used and what doesn’t.

Tracking technology: To get the most out of the above, tracking technology needs to be integrated into supply rooms, supply vending machines, and even consumables like soap dispensers.

Predictive analytics: Use an IMS for predictive analytics. The data tracked from IoT gains new power with predictive analytics, which helps forecast when supply levels are likely to drop to schedule re-orders accordingly.

Strengthening supplier partnerships to keep cleaning supplies flowing

Keeping supplies consistent isn’t only a matter of timely re-orders and accurate inventory management; supplier relationships also play a key role. For a supply chain to be truly resilient, it needs to include reliable suppliers and alternative sourcing options in case any of the usual partners face shortages.

Strengthening these relationships comes down to several factors, but chief among them is clear communication and responsiveness on both sides. If payments on orders lag or a facility manager becomes known for sending frantic, last-minute orders, it can quickly diminish relationships. With both examples mentioned, automation can be hugely helpful. It ensures that seemingly small administrative tasks are done on time and without undue stress, and that alone can build a sense of trust and respect that makes for long-lasting supplier relationships.

Implementing sustainable sourcing for a more resilient facility

Sustainability and supply chain resiliency go hand in hand. Implementing sustainability improvements depends on the exact goals of your business, but reducing or eliminating unnecessary delivery-related emissions and fuel usage is an excellent start, reducing expenses and environmental impact.

Doing so means collaborating with logistics partners and suppliers who:

Use smart routing technology to reduce fuel usage during transportation
Implement reusable or recyclable packaging where possible
Have third-party certifications to confirm their sustainability measures

It’s also important that the actual materials being sourced are more sustainable. This can improve property sustainability ratings, such as the GRESB score and increase the overall value of a facility.

Embedding supply chain resilience into everyday facility operations

For facility managers, resilience is no longer just a supply chain buzzword; it’s a necessity. By embracing automation, strengthening supplier partnerships, and prioritizing sustainable sourcing, facilities can safeguard against disruptions while improving efficiency, reducing costs, and enhancing tenant satisfaction. In many ways, resilient supply chains are the backbone of resilient facilities, ensuring operations run smoothly today and remain adaptable for whatever challenges lie ahead.

Nick Fryer, Vice President of Marketing, Sheer Logistics, has over a decade of experience in the logistics industry, spanning marketing, public relations, sales enablement, M&A and more at 3PLs and 4PLs, including AFN Logistics, GlobalTranz, and Sheer Logistics.

BOMA Toronto names decarbonization champions

The Building Owners and Managers Association (BOMA) of Greater Toronto has named a new slate of decarbonization champions honoured with 2025 CREST awards as top performers in its annual race2reduce program. This year, 15 buildings, and the landlord-tenant teams behind them, were tapped as commercial real estate sustainability trailblazers for efforts and achievements in reducing greenhouse gas (GHG) emissions.

“As we pursue sustainable practices and carbon reduction, it’s vital to recognize those leading the way,” says Susan Allen, president and chief executive officer of BOMA Toronto. “Their efforts show that, through innovation and collaboration, we can drive meaningful environmental progress.”

The Climate Champion award recognizes a building or tenant space that has achieved a low emissions intensity, and exhibits commitment to climate action in policies, programs, business practices, tenant/employee engagement and community leadership. This year’s winner is 4711 Yonge Street, Toronto; owned by Marisa Construction Limited and managed by Menkes Property Management Services.

The Collaborative Excellence award reflects the joint landlord-tenant approach to emissions reduction that is at the heart of the race2reduce, and is bestowed to a team that demonstrates collaboration and efforts to broaden participation and awareness. The 2025 CREST award winner is the Yonge Eglinton Centre, Toronto, for its YEC Green Initiative Program. The centre is owned and managed by RioCan Real Estate Investment Trust.

The Innovative Excellence award recognizes implementation of creative and effective strategies and technologies for decarbonization. This year’s winner is BMO Scarborough Office Complex for its smart solar energy blind system. The complex is owned by the Bank of Montreal and managed by BGIS.

The inaugural winner of the new Toronto Hydro Electrification Award is the RBC branch at 865 Milner Avenue, Scarborough. The award recognizes efforts to electrify building systems, reducing reliance on fossil fuels, and its first winner exemplifies that objective with a move to full electrification.

As well, Emissions Reductions Leadership awards were bestowed to buildings in 11 size/format categories to recognize the greatest year-over-year reduction in emissions, based on ENERGYSTAR Portfolio Manager data. Those winners include:

115-140 York Boulevard, Richmond Hill, for open-air retail. The shopping centre is owned by Crestpoint Real Estate Investments Ltd and managed by Colonnade BridgePort;
Empress Walk, Toronto, for enclosed retail up to 500,000 square feet. The mall is owned and managed by RioCan REIT;
Limeridge Mall, Hamilton, for enclosed retail greater than 500,000 square feet. Owned and managed by Cadillac Fairview Corporation during the assessment period, the mall is now owned and managed by Primaris Real Estate Investment Trust;
83-85 Silver Birch Avenue, Toronto, in the multifamily building category. The apartment complex is owned by Dream and managed by Cogir:
80 North Queen Street, Toronto, in the mixed-use up to 500,000 square feet category. The building is owned by 1000936394 Ontario Inc. and managed by CBRE Limited;
Yonge Eglinton Centre, Toronto, in the mixed-use greater than 500,000 square feet category. The centre is owned and managed by RioCan REIT;
1197-1205 Fewster Drive, Mississauga, for light industrial. The building is owned by 1159006 Ontario Limited and managed by BGO;
Rexdale Library, Etobicoke, in the universal facility category. The Toronto Public Library owns and manages the building;
500 Hood Road, Markham, for an office building less than 100,000 square feet. The building is owned by Mesa Properties Inc. and managed by Colliers;
2680 Skymark Avenue, Mississauga, for an office building in the range of 100,000 to 499,999 square feet. The building is owned by CR4 Skymark Avenue and managed by Crown Property Management; and
Steeles Technology Campus, Toronto, for an office building greater than 500,000 square feet. The building owned is by Crestpoint Real Estate Investments Ltd. and managed by NADG.

John Horgan Campus opens in Langford B.C.

The new Royal Roads University (RRU), John Horgan Campus is open, offering innovative post-secondary options in downtown Langford. The building is named after the former B.C. premier who died in 2024.

“Education opens the door to opportunity,” said Premier David Eby. “This new campus provides a doorway to future prosperity for people, for their families and for their community. It is a great tribute to John’s memory that this campus carries his name, as education opened a world of possibilities for him.”

The campus is a first-of-its-kind partnership between RRU, the University of Victoria, Camosun College, the Justice Institute of BC and the Sooke School District.

“John from Langford always said education was the great equalizer,” said Minister of Infrastructure Bowinn Ma. “Westshore students will be well-served for generations to come with the new John Horgan Campus, where they can pursue higher learning closer to home.”

This post-secondary building will offer study options in a variety of program areas, including paramedic and health-care assistant training and early childhood learning. For students interested in pursuing undergraduate degrees, RRU is offering flexible study options in the areas of business and sustainability, social sciences and applied environmental studies.

“We are thrilled to open the RRU Langford, John Horgan Campus,” said Philip Steenkamp, president of RRU. “Students walking through these doors will expand their knowledge, explore new possibilities and gain the skills they need to thrive in an ever-changing world. And best of all, they can do it all in the heart of the Westshore.”

The five-storey building was designed to meet the needs of today’s students. It includes flexible classrooms and study spaces, as well as:

an Indigenous centre, a designated space for Indigenous students to gather, cook and connect; and
the Westshore innovation and startup hub, a space to host mentorship opportunities for students and hold events for the community to foster local entrepreneurship and innovation.

Built with sustainability at the forefront, the building achieved a LEED gold certification and zero-carbon building designation. Some of the sustainability measures include the use of B.C. mass timber, low-carbon concrete, maximized rainwater filtration and native vegetation in the landscaping to reduce irrigation demands.

UBC celebrates Beaty Biodiversity Centre expansion

UBC has opened a $45 million expansion of the Beaty Biodiversity Centre, made possible by philanthropic support from the Ross and Trisha Beaty family and Gordon B. Shrum, matched by UBC.

The Centre houses the Biodiversity Research Centre and the Beaty Biodiversity Museum. The expansion enhances UBC’s ability to address biodiversity loss with new research and meeting spaces that foster interdisciplinary collaboration within the university and with external partners. It also adds a new fossil storage room for the Beaty Biodiversity Museum and a pollinator garden supporting local biodiversity.

The extension adds about 48,000 square feet over six storeys and is “2050-ready”— designed for thermal comfort, adaptable to changing rainfall and optimized for indoor air quality in future climates. Other features include bird-friendly patterned windows and a pollinator-friendly garden planted primarily with native species. Etro Construction was the general contractor.

More than 100 BRC research faculty span multiple UBC departments. The new meeting spaces and partner offices will promote collaboration between researchers, municipalities and community partners such as the Hakai Institute, the City of Vancouver, and more.

“UBC is recognized as one of the top biodiversity research centres in the world, and through this partnership the university is taking another major leap forward,” said Dr. Benoit-Antoine Bacon, UBC president and vice-chancellor. “This state-of-the-art space will further strengthen UBC’s expertise in advancing biodiversity knowledge to drive positive environmental change across British Columbia, Canada, and the world.”

Why facility managers need to prioritize supply chain resilience

Using automation and data to prevent inventory shortages

Strengthening supplier partnerships to keep cleaning supplies flowing

Implementing sustainable sourcing for a more resilient facility

Embedding supply chain resilience into everyday facility operations

IDS Vancouver

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