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B.C.’s budget report focuses on construction priorities

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The B.C. construction industry is welcoming the Standing Committee on Finance and Government Services’ 2026 Budget Consultation Report, which recognizes key priorities for B.C.’s construction industry, including prompt payment, procurement reform, increased infrastructure investment, and workforce development.

Chris Atchison, president of the BCCA, spoke to the Committee on the recommendations and priorities of BC’s construction industry. These included: procurement reform; increased investments in infrastructure and; measures and investments to support workforce development and stimulate economic growth.

“We are pleased to see all of these recommendations referenced in the report, as well as other industry-relevant recommendations like the review of the 5-day mandatory sick leave policy and structure. Now is a critical time for B.C. to build — and the construction industry has a key and leading role to play. The Report’s reference to the industry’s priorities, areas of focus, and pressure points is an important acknowledgement of the work and initiative required by the provincial government to keep B.C. strong and resilient,” said Atchison.

The Report formally recommends accelerating the implementation of Prompt Payment legislation – a long-overdue step that will strengthen cash flow, protect jobs, and give contractors the certainty they need to build with confidence. BCCA said that payment certainty will have a real and positive impact on the industry and the hardworking women and men who make it all possible.

“The report aligns perfectly with VRCA’s focus to evolve, unite, and amplify our industry for the future,” said Jeannine Martin, president of VRCA. “We look forward to working with the BCCA and provincial government to turn these recommendations into real action for our members and the communities they help build.”

The report will be used for the province’s 2026 budget development, expected in the legislative session early next year.

 

 

AI policies guide appropriate use

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Artificial intelligence (AI) tools are now part of everyday work in the condominium sector. Tools that use AI to draft content, summarize meetings, or analyze information are widely available and often easy to use, but this access also introduces risk into our organizations.

Without guidelines, AI can expose confidential data, weaken your brand, or produce results that mislead owners, residents, clients, or partners. At the same time, ignoring AI means missing opportunities to improve communication, reduce delays, and stay competitive.

Having a clear internal policy can help staff use AI tools responsibly. This applies to condominium corporations, property management firms, and vendors of all types. Lawyers, engineers, trades, accountants, software providers, and others who serve this industry all face the same questions. Which AI tools are safe? When should they be used? What role should humans continue to play?

An internal AI use policy can answer these questions and help your team avoid problems before they arise.

Why an AI Policy Matters

Confidential and proprietary information can easily be shared with third parties if AI tools are used without oversight. Some tools store prompts and uploaded data. This means anything your team enters, including names, contracts, notes, or emails, may not stay private. Many companies do not realize this until something goes wrong.

There are brand risks as well. Clients, residents, and partners expect communication that is specific, thoughtful, and human. People notice when content is written by AI. Generic writing or messages that feel automated can damage trust and leave a poor impression.

A simple policy can help address these risks. It makes it clear how tools should be used, what is permitted, and what the expectations are for staff.

What to Include in an Internal AI Policy

Each company will take a different approach, but here are five key focus areas that can serve as a starting point.

  1. First Drafts

    Decide whether staff can use AI to generate content from scratch or only to improve content they create themselves. We prefer that team members write a first draft on their own, even if it is in point form. AI can then be used to improve clarity or tone. This helps the content reflect the person’s intention and the company’s goals.

    Not every organization will approach this the same way. Sue Langlois, founder of Digi-Notice, shared that for her communications company, AI often plays a role in helping the team move faster on first drafts, especially in idea-heavy or format-heavy content. “We’ll use AI to generate a starting point, but it’s our team’s experience and creativity that turn that into something that’s right for the client,” she explained. For Digi-Notice, this approach frees up more time to focus on tailoring the message and execution to client needs. Each company will need to decide what balance is right for their work.

  2. Approved Tools

    List the tools that staff are allowed to use and those that are not permitted. Some free tools and some paid tools may use submitted data to improve their models. If confidentiality is important, the company should review and approve the tools before use. Staff should also avoid submitting client or internal data unless they are certain the tool protects privacy.

  3. Use Cases

    Explain what types of work AI can support. This might include refining grammar, drafting content, or summarizing meetings. Should AI be used to write emails to clients? Can AI summaries be shared as is? Should they only be used as references? These are decisions each company needs to make. One idea is to ask staff to share their own meeting takeaways. They can include an AI summary if helpful, but their own summary is what matters. This encourages thoughtful communication and accountability.

  4. Oversight

    It is often not possible to tell how AI content was generated after the fact, so some organizations review the prompts used by staff. Prompts are the instructions entered into the AI tool. By reviewing them, organizations can better understand how content is created and help staff learn from each other. This is not about checking up on people. It is about building habits that support clarity and shared learning.

  5. Accountability

    AI is a tool. It does not replace judgment. If staff use AI to help write something or make a decision about a course of action, they are still responsible for the final result. That includes checking for errors, refining tone, and making sure the content meets expectations. A policy should remind staff to take full responsibility for what they produce, regardless of how it was created.

Condo Clarity

Boards, managers, and vendors are all in the business of service and trust. Communication, reliability, and privacy are essential. If you manage properties, advise clients, or support buildings, AI can help you do your job when it is used with care. Each organization will have its own needs, but if you do not provide guidance, use of AI will be inconsistent and riskier. A few clear principles can go a long way.

Salim Dharssi is CEO and founder of Toronto‑based  Managemate  (managemate.ca), a software platform that helps condominium boards and managers stretch condo fees further by turning scattered information into clear, actionable insights. Salim volunteers on CCI‑Toronto’s Education Committee, CCI‑National’s Events Committee, and CAI  Canada’s Advocacy Committee.

BC Hydro’s Site C project is complete and operational

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BC Hydro has completed the $16B Site C hydroelectric project with the commissioning of its sixth and final generating unit.

With all six units now in service, the hydroelectric dam and generating station has the capacity to generate more than 1,100 megawatts of electricity, and enough energy to reliably power about 500,000 homes annually. The project increases BC Hydro’s total electricity supply by about eight per cent, strengthening energy reliability and supporting the province’s growing need for clean power.

“The commission of Site C’s final generating unit is another step forward to securing B.C.’s clean energy future,” said Minister of Energy and Climate Solutions Adrian Dix. “I extend my sincere appreciation to the thousands of people who worked on Site C over the past decade – because of your work, generations of British Columbians will benefit from reliable and affordable clean electricity.”

Construction on Site C began in 2015 and the first generating unit came online in October 2024, with subsequent units coming into service over the following 10 months. Key project structures such as the earthfill dam, powerhouse, spillways, approach channel, substation and transmission connection to the provincial grid continue to perform well.

“Bringing the final generating unit online is a proud moment for everyone at BC Hydro, said Charlotte Mitha, BC Hydro president and CEO. “Site C represents years of dedication, innovation, collaboration and overcoming challenges. Now that Site C is in full operation, it will serve our customers for the next 100 years and play a critical role in ensuring a stable and reliable electricity system.”

With the sixth generating unit in operation, the focus of the remaining construction work on the project will include completing the powerhouse and generating station, finishing paving on access roads, final equipment commissioning and addressing any deficiencies. Work also continues to backfill the tunnels used to divert the Peace River, and revegetate areas no longer required for construction.

 

 

IDC launches Canadian Advocacy Collaborative

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The Council for Interior Design Qualification (CIDQ) and the Interior Designers of Canada (IDC) have announced the launch of a groundbreaking joint initiative: the Canadian Advocacy Collaborative.

This new initiative addresses the need for increased regulation of the interior design profession, along with a desire for a unified, strategic advocacy front. Both organizations are committed to protecting the integrity and standards of interior design, most importantly, the health, safety, and welfare of the public.

By combining resources, expertise, and networks, the Canadian Advocacy Collaborative will support the development and promotion of public policy that upholds rigorous professional standards and safeguards the public interest.

“IDC looks forward to collaborating with CIDQ on this initiative to help support provincial associations in their efforts to pursue increased regulation of the interior design profession in their jurisdictions,” said Trevor Kruse, IDC CEO.

The benefits of this collaboration will be made available to CIDQ member jurisdictions in Canada, offering them enhanced tools, strategic guidance, and coordinated support in their advocacy efforts.

“We are proud to announce this new collaborative advocacy initiative between CIDQ and IDC. This effort underscores our shared commitment to advancing and supporting fair, effective, and reasonable regulation of the interior design profession in Canada. CIDQ is excited to offer this new resource to our member jurisdictions as part of our ongoing efforts to support regulatory excellence and public protection,” said Rebecca Moden, CIDQ CEO.

The application period for participation in the Canadian Advocacy Collaborative will open in September 2025. More details, including eligibility criteria and application guidelines, will be shared in the coming weeks.

 

Digitizing compliance at Yonge Sheppard Centre

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Ontario’s regulatory landscape continues evolving and the newest change is catching many building operators and property managers by surprise. Besides fire code and occupational health and safety frameworks, restroom cleaning practices are now top of mind.

As outlined in the Working for Workers Five Act, 2024, which amends various statutes with respect to employment and labour, there are now legal requirements for the maintenance and cleaning of washrooms in Ontario workplaces.

The legislation mandates at least one daily cleaning, visual monitoring, and visible documentation of cleaning activities, including the name of the person who completed the task and time of completion.

While this is a welcomed move toward healthier and more dignified working conditions, it is becoming increasingly difficult to manage with outdated systems since fire protection, health and safety, and now custodial services each come with their own inspection, documentation, and accountability demands.

Managing inspections, audits, and committee activities across diverse regulatory frameworks cannot be sustained with paper-based systems or silloed spreadsheets. Facility managers are now juggling more while facing escalating pressure from boards, insurers, and regulators.

The solution isn’t more binders. It’s smarter technology

Integrated digital platforms are increasingly being used to bring greater order, accountability, and efficiency to modern building risk management. With features like customizable inspections, automated reminders, mobile access, and real-time dashboards with detailed analytics, building teams have new tools to stay organized and responsive – and able to prove their efforts instantly – with board ready reports.

They can log and track restroom cleaning and maintenance activities in line with the new Ontario legislation, ensure compliance with OHSA and fire code inspections, track security inspections and patrols (physically proving they inspected these critical areas), maintain accessible records for audits and board reports, escalate overdue or non-compliant items before they become liabilities and access critical analytics anytime, from anywhere.

David Nobrega, senior operations manager for RioCan, has spearheaded a transformative initiative, leveraging technology to revolutionize compliance management across one of its flagship centres in Toronto: the Yonge Sheppard Centre. The program, launched alongside a dedicated team of operations, security and cleaning staff, enhances the efficiency of daily operations and drives a value-driven strategy that improves occupant safety and boosts operational efficiency.

This initiative streamlines risk management and simplifies compliance inspections, empowering both frontline staff and back-office teams.

“Our investment in technology is an investment in our people,’ says Nobrega. “We’re supporting our teams with smarter tools that make their work more efficient and impactful. The tech allows us to track inspections, ensuring each task is documented with time and date stamps, while also automatically escalating any issues. This enables us to take immediate action, ensuring we maintain the highest standards of safety, cleanliness, and compliance for our guests.”

Compliance is no longer a narrow checkbox; it’s a daily, multi-departmental responsibility. From cleaning crews to life safety contractors, everyone now plays a documented role in keeping buildings safe, healthy, and code compliant.

As legislation continues to broaden its scope, property managers and owners must look to centralized digital tools to stay compliant and lead in transparency, professionalism, and occupant trust, thus setting a new standard for operational excellence.

Jason Reid is the senior adviser for Fire & Emergency Management with National Life Safety Group in Toronto. He has worked with international embassies, government, public and private sector critical infrastructure facilities; commercial/residential high-rise buildings; world class shopping centres and mass assembly facilities. He can be reached at: [email protected] Main: 647-794-5505 Toll Free: 1-877-751-0508 www.nationallifesafetygroup.ca.

IFMA announces Top Global FM Influencers

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The International Facility Management Association (IFMA) has announced its inaugural Top Global FM Influencers list, recognizing 36 professionals shaping the future of facility management through innovation, leadership and measurable impact.

This year, the honourees include two Canada-based professionals. They include Lorri Rowlandson, senior vice-president of strategy and innovation at BGIS and Katerina Karasyova, senior accounts manager and head of partnerships at Freespace.

Representing six continents and 13 countries, the list was curated to highlight those making a significant mark on the built environment — advancing sustainable operations, integrating emerging technologies, enhancing workplace experiences, and prioritizing safe, resilient and people-centred spaces.

“These influencers connect cultures, spark trends and inspire change across borders,” said Christa Dodoo, CFM, FMP, CIWFM, CMQ/OE, Chair of the IFMA Global Board of Directors. “Through their platforms, they share ideas, stories and innovations that affect millions, fostering global wellbeing via the built environment. Their ability to transcend language and geography amplifies FM’s role in ensuring facilities are safe, secure, resilient and efficient.”

As part of the association’s year-long recognition of its 45 years of uniting facility professionals worldwide, IFMA is unveiling the list ahead of the World Workplace Conference and Expo taking place from September 17 to 19.

The full list of the Top Global FM Influencers is available here.

Papineauville arena to become multifunctional sports centre

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The City of Papineauville in Quebec is moving forward with the redevelopment of a former arena that was closed down in 2017. The new complex will be transformed into a modern multifunctional sports centre thanks to a $12.9 million investment from the federal government.

The municipality is contributing and another $2,000,000 to provide a gathering space tailored to the needs of a growing population.

Sustainable development principles will guide the design to reduce the municipality’s carbon footprint. These enhancements are expected to reduce the facility’s energy consumption by 59,7 per cent and greenhouse gas emissions by 0.55 tonnes annually.

Located near a secondary school and a future elementary school, several local sports and community associations will add to the complex, with confirmed support from the school service centre for its use.

“The addition of such a multifunctional sports centre will have a major impact, not only for the citizens of Papineauville but for the entire Petite-Nation region and the school network,” said Mayor Paul-André David. “I must thank our Member of Parliament, Stéphane Lauzon, for not only hearing our call but also for believing in our ability to carry out such a project. As a result, Papineauville is significantly increasing its regional sports services offering.”

 

Comprehensive Emergency Management Plans: Why Every Canadian Multifamily Property Needs One

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For property managers across Canada, an Emergency Management Plan (EMP) isn’t just a box to check, it’s a lifeline for residents when the unexpected happens. Whether it’s an ice storm, a power outage, or a building-specific incident, your ability to respond quickly and effectively can make all the difference. A strong EMP doesn’t just satisfy compliance requirements, it builds trust, keeps residents safe, and helps ensure your team can act with confidence under pressure.

Emergency preparedness in multifamily housing comes with unique considerations. Weather events like ice storms in Ontario and Quebec, wildfires in British Columbia and Alberta, and flooding in Atlantic provinces can bring operations to a standstill. The reality is that while national codes such as the National Fire Code of Canada set important standards, each province and territory may have its own ordinances and requirements for emergency planning.

As a property manager, it’s your responsibility to stay informed about the specific rules in your area and make sure your EMP aligns with them. These regulations are there to protect both your residents and your liability, and compliance can look different from province to province.

Core Components of a Strong EMP

Drawing from Kings III’s Build Your Emergency Action Plan guide, a well-rounded EMP should cover:

  • Risk assessment: Identify hazards most likely to affect your property, from seasonal storms to potential infrastructure issues.
  • Chain of command: Assign clear roles and responsibilities to staff for decision-making and response.
  • Evacuation and shelter-in-place protocols: Include maps, designated meeting points, and instructions for scenarios where leaving isn’t safe.
  • Contact lists: Maintain up-to-date information for local emergency services, contractors, and utility providers.

Having this framework in place empowers your team to act swiftly, even when stress levels are high.

Communication Systems That Work Under Pressure

In an emergency, communication systems are only as good as their reliability. While cell phones and internet-based solutions are common, they can be disrupted by severe weather or power outages. This is where redundancy becomes critical.

Emergency phones, particularly in elevators, stairwells, and common areas, provide a direct, code-compliant connection to trained operators who can dispatch help immediately. Kings III’s emergency monitoring center has handled calls during major hurricanes, ice storms, and other severe weather events when other systems were down. In those moments, having a reliable, monitored phone line can be lifesaving.

Accessibility and Special Considerations

An effective EMP also accounts for residents with additional needs. This includes people with mobility challenges, those who may require evacuation assistance, and residents with medical dependencies like oxygen tanks.

In fact, Alberta, Newfoundland, Northwest Territories, Nova Scotia, Ontario, Quebec, and Yukon have adopted CSA 2019/2022, which includes updates that specifically address this. Elevator emergency communication must be accessible in multiple formats (such as video and two-way messaging). Even one step further, savvy managers of multifamily properties who prioritize life safety recognize a comprehensive emergency response approach expands this availability beyond just elevators to key locations throughout the property to reach everyone, including those who may not have mobile access during a crisis.

Training and Testing

A plan is only as effective as the team implementing it. Regular drills help staff and residents understand what to do before, during, and after an emergency. Seasonal training, such as reviewing severe weather protocols before winter, keeps preparation top-of-mind.

Equipment checks are equally important. This includes verifying that emergency lighting works, alarms are functional, and emergency phones are operational and tested regularly. Proactive maintenance ensures your systems won’t fail when you need them most.

Building Resilience Through Planning

In multifamily housing, residents rely on property management to maintain both safety and stability. A strong Emergency Management Plan is more than a document; it’s a commitment to protecting the people who call your property home. By staying informed about your provincial ordinances, building redundancy into your communication systems, and ensuring accessibility for all residents, you create a safer, more resilient community.

For a step-by-step guide to building or strengthening your own Emergency Management Plan, download Kings III’s Build Your Emergency Action Plan resource here.

If you’re looking to replace outdated emergency systems with dependable, 24/7 monitored protection, Kings III can help. Explore our compliant, predictable solution with dial-tone, two-way messaging, and video capabilities to meet evolving elevator codes here.

Kings III Emergency Communications has been providing complete, compliant, and affordable emergency phone solutions for elevators, poolside, stairwells, and parking areas for more than three decades, monitoring more than 100,000 emergency phones across North America. Our all-inclusive solution includes equipment, installation, maintenance and 24/7 monitoring at our very own Emergency Dispatch Center for one low price. Key differentiators include our unique line consolidation and cellular technologies which eliminate costly dedicated emergency phone lines and our digital recording and storing of all calls. These coupled with advanced dispatcher training and many other value-added benefits allow us to reduce risk, liability and oftentimes costs for our customers. For more information, visit www.kingsiii.com.

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Ontario invests additional $1.6B in housing infrastructure

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Ontario is investing an additional $1.6 billion to speed up construction on homes and critical infrastructure. The announcement was made at the annual Association of Municipalities of Ontario conference this week.

This investment nearly doubles the Municipal Housing Infrastructure Program (MHIP) to $4 billion, building on the province’s most recent $400 million increase in the 2025 provincial budget and giving municipalities and Indigenous communities more resources to build roads, bridges and water systems.

“In the face of unwarranted U.S. tariffs, our government is doubling down on our plan to build and investing more than $200 billion through our capital plan to protect Ontario by getting shovels in the ground faster on the projects that matter most,” said Kinga Surma, minister of infrastructure.

Since its launch in 2024, the MHIP has supported the construction of 800,000 homes across the province. In conjunction with the province’s $1.2 billion Building Faster Fund, which rewards municipalities that meet and exceed their housing targets, these investments give communities the resources they need to keep delivering results.

“Investments in municipal infrastructure have consistently proven to be the best way to protect local, provincial and national economies,” said Robin Jones, AMO President and Mayor of Westport. “These investments will not just help to build homes, they will provide thousands of jobs in communities across the province and lay the foundation for long-term productivity. We commend Premier Ford for these important investments.”

 

CMRAO releases second practice guide

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The Condominium Management Regulatory Authority of Ontario (CMRAO) released its second practice guide that delves into procurement and contractor oversight for condominium managers.

Licensees working in condominium management can expect practical guidance in:

• understanding their legal duty to repair and maintain condominium assets;
• prioritizing building issues in a strategic and transparent manner;
• navigating fiduciary obligations when procuring goods and services;
• establishing efficient and compliant procurement processes; and
• ensuring the protection of condominium clients’ best interests at all times.

The CMRAO developed the resource in collaboration with industry experts to support professional, ethical, and effective condo management in Ontario. Industry veterans and subject matter experts, Lyndsey McNally and Stacey Kurck, will present a companion webinar on September 4. The session will bring insights into the development of the guide, walk through key concepts, and offer real-world applications and best practices for condominium managers.

“The CMRAO is committed to continuing education and professional excellence in the condominium management profession,” said Ali Arlani, CMRAO Registrar. “That is why we are pleased to offer this resource. It equips licensees with the knowledge and tools they need to confidently oversee procurement and contractor relationships in a way that upholds public trust.”

The guide is a follow-up to the CMRAO’s  first guide, Financial Management: A Practice Guide for Condominium Managers, released in February 2025.

Construction underway on Harris Green Village

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Construction is underway on the first phase of Harris Green Village, a three-phase, mixed-use development that will add more than 1,500 rental homes to downtown Victoria.

According to Starlight Investments, Harris Green Village is the city’s largest multi-family housing project to date. It will feature 526 rental suites, including 80 affordable units, along with commercial and retail space. When complete, the project will include 100,000 square feet of shops and services.

“We are thrilled to begin construction on this transformational mixed-use community that is set to become a lively focal point in the city,” said Howard Paskowitz, vice president, development and public affairs, Starlight Investments. “Harris Green Village showcases Starlight’s commitment to increasing the availability of much-needed rental housing while keeping the unique needs and characteristics of each community at the forefront of design.”

Harris Green Village will feature publicly accessible open spaces and a street-facing plaza alongside residential green space. Amenities will include courtyards, outdoor barbecue and dining areas, children’s play areas, dog runs, lounges, fitness studios and rooftop social spaces.

Phase one will start at 1045 Yates St. and will consist of two towers (one 20-storey tower and one 21-storey tower).

“The Harris Green Village development is a demonstration of Victoria’s forward-thinking approach to driving purpose-built rental housing,” said Mayor Marianne Alto. “This is exactly the kind of vibrant, community-driven growth we can expect as the City continues to create more opportunities for housing and community spaces in the downtown core.”

The project is a joint venture between ITC Construction Group and Farmer Construction. Arcadis (formerly IBI Group) is serving as the architect.

 

Following a pre-fall cleaning and maintenance checklist

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This time of year, many companies are preparing for the fall season, and there are several cleaning and maintenance tasks that can help get the interior and exterior of the building ready for the colder months. Creating and following a seasonal checklist can help cleaners and maintenance managers stay prepared for fall’s arrival:

  • Similar to spring cleaning, this is a good time to go through each area thoroughly and deep clean for a fresh start to the new season. This includes heightened sanitization and cleaning for hygiene to get ready for an impending cold and flu season.
  • Check all windows, entrances, and doorways for drafty areas where cold air could enter. Repair where required, install door sweeps, and seal drafty areas to stay warm and conserve energy.
  • Clean your windows on the inside and out to allow in as much natural light as possible, as it begins to get darker earlier.
  • Conduct seasonal maintenance on your HVAC system. Test out the heat, change the filters, and confirm that it is in good working order for when the weather turns cooler.
  • Remove any clutter and thoroughly clean your entranceways to make way for winter matting.
  • Reduce the risk of pests using your building as an escape for the winter by sealing any holes or exterior entrances they might use for warmth or nesting. Similarly, clean out garbage bins to ensure that they are clean and do not attract pests or insects.
  • Assess the outside of your building for any damage, peeling paint, cracked caulking, missing siding, or points of moisture entry. Conduct all necessary repairs, replace any missing items, and install caulking where needed to keep your building watertight throughout the season.
  • Clean up the debris on your property: trim trees, remove any garbage, clean out gutters, and put away any seasonal equipment. Debris can accumulate at your entrances and can block your roof drains, potentially causing roofing issues and leaks.
  • As the days slowly get darker earlier, safety can become a concern. Check your exterior lighting in parking lots and on pathways to ensure good visibility.
  • Repair your parking lot so that it drains efficiently during the freeze-thaw cycling that often occurs throughout the fall and winter.

Staying ahead of the game this summer will help cleaners and maintenance managers practice a proactive approach throughout the fall and winter.

How waterless urinals are driving measurable gains in building sustainability

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Facility managers looking for high-impact sustainability upgrades are turning to an often-overlooked fixture: urinals, or more specifically, waterless urinals. The shift toward waterless urinals is gaining momentum across commercial real estate, education, and healthcare sectors, where managers are under pressure to reduce water usage, trim utility expenses, and meet growing environmental compliance standards, according to

According to the Environmental Protection Agency, each conventional urinal replaced with a waterless unit can save approximately 26,000 gallons of water annually. In a facility with fifty urinals, that’s 1.3 million gallons saved per year – enough to fill two Olympic-sized swimming pools.

“These aren’t minor efficiency tweaks,” says Klaus Reichardt, CEO and Founder of Waterless Co., Inc. “They represent transformational change that lowers operating costs, enhances indoor hygiene, and improves a facility’s sustainability profile.”

Operational and environmental advantages

Beyond reducing water consumption, waterless urinals deliver tangible energy savings.

  • Traditional urinals rely on energy to pump water to and from a facility and treat it. By eliminating flushing, facilities reduce their energy footprint and decrease the volume of wastewater entering treatment systems, lowering chemical and energy demands.
  • Custodial teams also report benefits. Waterless urinals can typically be cleaned with only all-purpose cleaners, whereas flush units often require harsh chemicals to combat scale, staining, and bacterial growth.
  • With no standing water, dry surfaces inhibit odour and biofilm buildup, streamlining custodial workflows.

Green building credentials

Waterless urinal technology aligns directly with the goals of LEED, WELL, and other Green building certifications. Water-use reductions can contribute points under LEED v5 Indoor Water Use Reduction credit and align with WELL’s Water Concept for health and sustainability.

“These certifications increasingly influence tenant decisions, investor interest, even insurance assessments,” says Reichardt. “Installing waterless urinals can be a low-barrier way to support certification goals without major capital investment.”

Reichardt notes that with shifting climate conditions and increasingly stringent building performance standards, the demand for scalable water-saving technologies is on the rise. “We’re at the point today where every gallon saved is a gain for the environment and our planet.”

Federal aid targets women with disabilities in the workforce

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A new project is tackling the systemic obstacles that keep women with disabilities from achieving their full potential in the workforce.

The federal government announced $656,053 in funding for a new two-year project lead by Realize called Breaking Barriers and Shaping Inclusive Workplaces for Women with Episodic Disabilities (BRIDGE). Support will come through training opportunities, employer engagement, and community-building initiatives, in and effort to strengthen workplace policies and expand opportunities for employment and career advancement.

Episodic disabilities are unpredictable in their length, severity, and occurrence. Some examples include long-COVID, multiple sclerosis, lupus, arthritis, HIV, diabetes, mental health conditions and many others.

Women in Canada impacted by episodic disabilities face uncertainty and often exclusion when it comes to work and income. As of 2022, they are more likely than men to have severe or very severe disabilities.

“Episodic disabilities do not always show visible signs, but millions of women in Canada live with them,” said Melissa Egan, co-director of national programs at Realize. “Fostering greater understanding of the unique needs of women living with episodic health conditions in the workplace is essential to an economy that works for everyone.”

Ontario to require full-time office presence

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Ontario government employees will be expected to be full-time office workers by early January. The President of the provincial Treasury Board, Caroline Mulroney, has announced a phased return for the Ontario public service, which will begin with a minimum requirement to spend four days per week in formal government offices as of Oct. 20, 2025.

“The return to a five-days-per-week, in-workplace standard represents the current workforce landscape in the province and it reinforces our commitment to reflecting the people and businesses we serve across Ontario,” she says.

More than half of provincial employees can already be found in Ontario government offices from Monday through Friday, while the remainder have the option of working up to two days per week from remote locations. The new mandate, which will require five-day presence beginning the week of Jan. 5, 2026, is linked to the government’s other recently announced policies to fortify provincial economic resilience.

“As the government delivers on our plan to protect Ontario, we will continue to drive public service excellence for the people of Ontario,” Mulroney submits. “This transition is an important step that supports the government’s ongoing efforts to build a more competitive, resilient and self-reliant Ontario.”

ULI women’s leadership initiative refines agenda

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The Urban Land Institute (ULI), Toronto chapter, is marking 10 years of promoting women in the commercial real estate and development sectors. After a decade of advocating, building professional networks and celebrating the contributions of more than 280 champions throughout the industry’s many disciplines, the women’s leadership initiative (WLI) is sharpening its emphasis on career growth opportunities and industry inclusivity.

“It is undeniable the reach our programming and immeasurable life-long connections that women have built by being associated with WLI,” observe current co-chairs, Christine Chea, director of planning and development with Osmington Gerosfsky Development Corporation, and Audrey Jacob, managing director with Arcadis. “We are pivoting and clarifying our mission to focus on advancing women in the industry. Our programming will reflect this shift from its focus of spotlighting to a focus of lifting and advancing.”

That will include efforts to build purposeful networks that provide active mentorship and sponsorship for emerging women leaders. Advocacy for equitable opportunities and outreach to share real estate and city-building expertise with the broader community will be key to that agenda.

“At a time when choices cannot be made lightly and uncertainty looms in every decision made, industry members must remember that we are designing and building for people,” Chea and Jacob assert.

ULI Toronto’s women’s leadership initiative is affiliated with ULI’s global efforts. More than 40 chapters in eight countries also participate.

Experts announced for Green Seal’s standards committee

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Global non-profit Green Seal® has announced the formation of its inaugural Standards Steering Committee, comprised of industry leaders and subject matter experts charged with overseeing a sweeping transformation of Green Seal’s standards framework into a set of market-led health and environmental criteria poised for widespread marketplace adoption.

The formation of the Steering Committee is part of Green Seal’s commitment to taking bold action to align the consumer-packaged goods, retail, institutional, and industrial products communities on the core elements of safer and more sustainable everyday products, including safer chemicals, responsible sourcing, low-impact manufacturing, sustainable packaging, and verified performance and claims. Defining and driving consensus on criteria for these elements across the industry is a key step in reducing confusion in the marketplace that hinders consumers from putting their wallets where their values are.

“Consumer confusion caused by the sheer number of sustainability standards and claims they encounter is the single biggest barrier holding back the sustainable products movement,” said Doug Gatlin, CEO of Green Seal, who previously helped develop the successful market transformation programs Energy Star® and LEED®. “The Steering Committee will guide the development of market-led criteria that can finally harmonize meaningful product sustainability claims for retailers, brands and consumers. This is an exciting, ambitious, and urgent goal that the impressive leaders on our committee are uniquely qualified to help us achieve.”

The members of the Steering Committee are:

  • Courtney Holm, Managing Director and Founder, The Holm Edit (Co-Chair)
  • Roger McFadden, President and Chief Science Officer, McFadden and Associates (Co-Chair)
  • Kira Austin, Sustainable Sourcing Manager, Aramark and Avendra International
  • Chris Cassell, Vice President of Corporate Sustainability, Lowe’s
  • Daniel Daggett, Vice President of Sustainability, Solenis
  • Lisa Dreilinger, Global Head of Regulatory, Consumer Microbial Control, Arxada
  • Art Esposito, Director, Product Stewardship and Sustainability, Church & Dwight
  • Katherine Hoffman, Sustainability Strategic Initiatives Manager, Eastman
  • Ryan Hood, Senior R&D Director, ECOS
  • Gayatri Keskar, Global Packaging Material Science Leader, Kenvue Inc.
  • James Kim, Senior VP of Science and Regulatory Affairs, The American Cleaning Institute (ACI)
  • Teresa McGrath, Chief Research Officer, Habitable
  • Cheri Peele, Director of Government and Market Policy, Toxic Free Future
  • Nathan Sell, Sustainability and Certifications Leader, IFF
  • John Salvador, Director of Stewardship/Sustainability, Georgia-Pacific Consumer Products
  • Jake Swensen, Director of Sustainability, Staples

“I’m honoured to help lead the Standards Steering Committee as we unite the fast-moving consumer goods industry around clear, aligned product-level standards. Together, we’re creating powerful opportunities across the value chain to build trust, the foundation that empowers consumers to make more sustainable choices with confidence,” said Courtney Holm, co-chair of the Steering Committee and managing director and founder of The Holm Edit. “Certification standards play a vital role in turning ambition into action, and in shaping a future where transparency and integrity guide every decision.”

The Steering Committee will serve as the main governance body for Green Seal product standards, which are widely recognized for their credible, comprehensive leadership criteria that protect people and the planet. The volunteer experts on the committee will ensure Green Seal standards continue to be scientifically rigorous and consider both the lifecycle impacts of products and the potential for the uptake of the standard criteria across the marketplace.

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“I am inspired by our members’ expertise and dedication to create shared value for companies and communities while addressing consumer demand for safer, sustainable choices,” said Roger McFadden, co-chair of the Steering Committee and president and chief science officer of McFadden and Associates. “Together with Green Seal staff and stakeholders, our efforts will establish credible, science-based standards for high-performance products that are both safer and more sustainable.”

To learn more about Green Seal’s Standards Steering Committee, please visit: greenseal.org/governance