Young renters hit hardest by high cost of rent

A recent survey by Rentals.ca suggests today’s tenants are facing serious affordability challenges, with 34 per cent of respondents claiming they spend more than half of their after-tax income on rent. This number far exceeds the commonly cited affordability benchmark of 30 per cent; moreover, younger renters (ages 18–24) are particularly affected, making up nearly half (49%) of this high-spend group despite having the lowest budgets.

The survey also looked at renter preferences, including must-have amenities, services and property features. Despite budget constraints, respondents said they are willing to pay a premium for in-unit laundry (57%), air conditioning (44%), parking (43%), private outdoor space (34%) and pet-friendly policies (31%). In-unit laundry ranked as the top feature across all age groups, while AC and parking ranked higher among families and those in larger apartment buildings.

In terms of the intent to move, renters are increasingly considering relocating to different cities, with 57 per cent citing the desire to move due to escalating costs. Move-in incentives were also probed, with adults aged 25 to 54 indicating they are most motivated by financial perks such as free rent or utility discounts, while younger renters (18–24) and seniors (55+) prioritized other factors over financial incentives.

For a complete breakdown of the Summer 2025 Renter Preference Survey, including city specific results, click here: Summer 2025 Renter Survey: What Canadians Are Spending, Prioritizing, and Searching For

New office conversion project kicks off in Calgary

Dream Office REIT, with Dream Unlimited Corp as manager, is converting 135,000 square feet of unused office space into 166 homes in downtown Calgary, supported by the Downtown Calgary Development Incentive program. Formerly the Barclay Centre, 606 4 Street SW will soon become a modern residential building offering a mix of studio, one-bedroom, and two-bedroom rental suites.

“The momentum we’re seeing downtown is the result of years of strategic investment and collaboration,” said Mayor Jyoti Gondek. “This conversion is another example of how working with the private sector is reshaping our downtown while delivering housing, driving economic growth, and building the future for all Calgarians.”

Twenty-seven per cent of units will meet CMHC affordability standards, thanks to a partnership with CMHC that supports accessible housing and a diverse community in Calgary.

“Our government is committed to driving housing supply to bring housing costs down,” said Corey Hogan, Parliamentary Secretary on behalf of Gregor Robertson, Minister of Housing and Infrastructure. “This project will create more much-needed rental homes for the people living and working in Calgary, It’s an example of what’s possible when governments and the private sector work together. It’s also another step forward in our bold, ambitious plan to build Canada strong.”

Located near Courthouse Park and Harley Hotchkiss Gardens, and just steps away from two CTrain stations and the CORE Shopping Centre, the project highlights the walkable, connected urban lifestyle that is drawing more residents and investment into downtown Calgary. Meanwhile, on-site amenities will support an active, connected lifestyle; future residents will enjoy access to a spacious shared fitness facility, media and social lounges, coworking spaces, and a landscaped outdoor patio complete with barbecue areas.

“We are proud to partner with the CMHC and the City on this transformative project,” added Jay Jiang, Chief Financial Officer of Dream Office REIT. “It’s a powerful example of how public-private collaboration can creatively address housing needs while transforming underused office space into vibrant residential communities in the heart of downtown.”

The Downtown Calgary Development Incentive Program is a cornerstone of the broader Downtown Strategy. Since launching in 2021, it has led to three complete conversions—including the recently opened Element Calgary Downtown—with another four properties expected to open later this year.

To date, 21 office conversion projects have been approved in the downtown core, repurposing over 2.68 million square feet of vacant office space into 2,628 new homes and 226 hotel rooms.

Learn more about Calgary’s office conversion program here: Downtown office conversion programs

Top technology trends for cleaners

As smart technology continues to evolve and improve the commercial cleaning space, which tools are cleaners really using to improve efficiency, increase hygiene efforts, and help reach today’s sustainability goals? There are so many tools to choose from, it can be hard for cleaners and clients to determine the best investment for the business.

Here are some of the most helpful advances for commercial cleaners to consider, as technology continues to disrupt the marketplace.

Robotic floor scrubbers: While these are not a brand-new innovation, they continue to save on labour, boost productivity, and improve consistency. Today’s versions have improved navigation and obstacle detection, but the real value for many cleaners comes from the data gathered by these machines. With the ability to collect information, monitor cleaning patterns, and deliver reports, while optimizing the cleaning process, these tools enable companies to learn more and make smarter decisions about their business.

AI-powered vacuum systems: These are now equipped with mapping and sensor technology that can store information to consistently optimize performance. Many also contain self-cleaning features, which, along with the ability to cover a large space efficiently, help to minimize labour. Some can also be programmed with scheduling options to simplify cleaning high-traffic areas during low-traffic times. These vacuum systems can also offer a higher level of cleaning and sanitation, improving the hygiene, safety, and IAQ in the building.

Smart disinfectant sprayers: As rising costs, supply chain disruption, safety, and sustainability remain crucial for many cleaning companies, this electrostatic technology means faster disinfecting while using less product. This technology minimizes the likelihood of human error, offering consistent application while cutting costs on cleaning products.

Sensors: Sensors have been around for years, but companies are using them more and more to gather the data they need to better address cleanliness and hygiene. With the insights gained from sensors, cleaners can track inventory, traffic patterns, water use, and more, enabling companies to make more informed financial decisions. As is common with smart technology, these sensors can be programmed, monitored, and accessed remotely, allowing managers 24/7 access to the data.

As technology continues to develop, cleaners can maximize their assets, cut costs, and improve service with innovation adoption that makes sense for their companies and their clients.

Ontario launches $5B-program for sectors slammed by tariffs

To avoid closures and layoffs and protect critical supply chains, the Ontario government launched the first phase of its $5 billion financial support plan for businesses that have been impacted by higher (section 232) tariff rates. This includes the steel, aluminum and auto sectors, with up to $1 billion in liquidity support in the form of loans to protect workers and operations.

The Protect Ontario Financing Program kickstarts the Protecting Ontario Account, which was previously announced in the 2025 provincial budget.

Ontario-based businesses in these sectors are facing tariff-related challenges, such as payroll, lease payments and utility payments, will now be able to access the support in addition to federal government support, such as loans and loan guarantees.

They must undergo rigorous assessment and due diligence to determine eligibility and ensure taxpayer funds are used responsibly. The province is launching a website to help businesses determine if they are eligible for funding.

Impacted businesses in applicable sectors are encouraged to visit the site for program details and complete an eligibility tool. Those that successfully screen through the preliminary eligibility requirements will be contacted to discuss their applications and next steps to qualify. A third-party financial agent will be procured to effectively and efficiently process applications that have passed the initial screening process.

“The tariffs levied by the U.S. government have left Ontario’s steel, aluminum, and auto sectors exposed to unprecedented challenges,” said Vic Fedeli, minister of economic development, job creation and trade. “Through the Protect Ontario Financing Program, our government will provide $1 billion in critical relief to protect workers and businesses at the front lines of our economy, ensuring that critical supply chains are equipped to weather the uncertainty of today, while building resilience to seize the opportunities of tomorrow.”

AI and condo governance: hype or help?

Artificial intelligence (AI) is changing the way people live and work, and that includes how we manage our condo communities. For property managers and board members, day-to-day responsibilities can feel never-ending: responding to resident questions, preparing for meetings, writing notices, and staying on top of compliance. AI isn’t a silver bullet, but when used responsibly, it can help teams reduce administrative workload, improve turnaround time, and create space for more strategic work.

So how exactly can AI support condo governance, and what are the best practices for using it?

Understanding the Types of AI Tools in Property Management

While AI is a broad term, two categories are most relevant for those managing or governing condominiums:

1. Narrow AI

These tools are built to perform specific tasks. For example, some e-voting platforms use AI to analyze past engagement data and recommend the best times to send voting reminders. This kind of optimization can help communities improve turnout and achieve quorum more easily.

2. Generative AI

These include platforms like ChatGPT or Microsoft Copilot. They generate text based on user prompts and are increasingly being used to help draft meeting agendas, notices to residents, newsletters, and other routine documents.

Where AI Can Help Condo Teams Work Smarter

Here are several areas where AI tools are already making a difference:

Meeting preparation

Annual General Meetings (AGMs) and board meetings require detailed agendas, formatted notices, and well-organized reports. AI can turn bullet points or rough notes into polished documents, saving hours of manual formatting and writing.

Responding to repetitive resident questions

Common questions such as “where do I find the proxy form?” or “when is garbage day?” can quickly pile up in a manager’s inbox. AI tools can help create a library of standardized responses, which staff can customize and reuse, ensuring fast and consistent communication.

Drafting meeting minutes

Writing clear, accurate minutes can be a challenge, especially if meetings are lengthy or go off-topic. AI can help organize transcripts or notes into a structured draft, flag key action items, and provide a starting point for final review.

Note: AI-generated minutes should always be reviewed and approved by management or the board before distribution.

Resident notices and letters

From maintenance alerts to bylaw reminders, property managers write a large volume of communications each month. AI can assist with first drafts, helping to ensure tone and content remain professional and easy to understand.

Supporting board communications

Not every board member is comfortable drafting formal updates or speaking notes. AI can help by generating scripts for AGMs, welcome remarks, or written messages – especially helpful for new directors.

Newsletter and content planning

Keeping residents informed is important, but coming up with fresh content regularly can be time-consuming. AI tools can suggest ideas and create initial drafts for newsletters, seasonal updates, or even plain-language summaries of more complex topics (like reserve fund planning).

Using AI Responsibly in a Condo Setting

AI should complement, not replace, human oversight. Here are a few guidelines to follow:

Protect resident privacy: Never include personal or confidential information in AI prompts.
Review before sending: Always review and edit AI-generated content before it’s shared with residents or used in meetings.
Maintain accountability: Final decisions, especially those involving governance or communication, should always rest with board members or management professionals.

While AI won’t manage your building on its own, it can assist with many of the day-to-day tasks that consume valuable hours. Used thoughtfully, it becomes one more tool in a manager’s or director’s toolkit, helping you respond faster, stay organized, and make more room for the human side of community leadership.

Valeriia Dolgova is a marketing manager specializing in technology solutions for condominiums and HOAs. She works with CondoVoter, a leading provider of electronic voting and virtual meeting services across North America.

Canadian CRE universe reflects global trends

Canada’s universe of professionally managed real estate fell in value and nudged down as a proportion of global market share during 2024, but it retains its ranking as the ninth largest market that the index producer, MSCI, monitors. MSCI’s recently released annual overview of the global real estate investment market confirms Canada had plenty of company in a year when the value of surveyed holdings contracted by 4.1 per cent — dropping to USD $12.5 trillion from USD $13 trillion in 2023.

The value of Canada’s market is pegged at USD $375 billion (just shy of CAD $540 billion based on the exchange rate as of Dec. 31, 2024) or about USD $44 billion (CAD $63.3 billion) less than the previous year. That equates to 3 per cent of global market weight, down from 3.2 per cent in 2023, but back on par with 2022. It is again sandwiched between eighth-ranked Hong Kong and tenth-ranked Switzerland, and both those markets saw value drop by USD $23 billion and USD $19 billion respectively.

The United States and 27 other of the 38 monitored markets took the same trajectory. The U.S. continues to dominate in the global mix, registering a gain of 113 basis points (bps) in overall market weight. However, investment real estate value estimated at nearly USD $4.9 trillion was down USD $60 billion from 2023. The United Kingdom, ranked the third largest market at USD $891 billion, was among the minority with year-over-year value remaining steady, but it posted a 29 bps gain in market weight due to relative decline of other national markets.

“This marked the third consecutive year of contraction, following more than a decade of consistent growth,” observes Luke Flemmer, head of private assets at MSCI. “The shift in property type preferences continued. Most notably, the gap between office and residential markets narrowed in 2024, with the share of residential properties in the global universe rising and office’s share falling. To boot, industrial overtook office — a traditional bedrock of investor portfolios — as the second-most invested property type in the Americas.”

Although the share of office properties dropped 1.6 per cent year-over-year within the global universe of professional managed real estate, it continues to be the largest component, at 27.2 per cent. Residential accounts for 22.7 per cent, followed by industrial (18.9 per cent), retail (18.3 per cent), hotels (5.4 per cent) and health care (2.8 per cent). Office is predominant in Europe, the Middle East, Africa and Asia-Pacific, whereas residential accounts for 29 per cent of market size in the U.S., attributed to its “large professionally managed apartment market”.

Looking at the investors, unlisted companies control more than 61 per cent, or USD $7.7 trillion of market size, with listed entities covering the remainder, valued at about USD $4.8 trillion. Commingled funds represent nearly 48 per cent of the unlisted market, equating to about USD $3.5 trillion in value.

Across the global market, currency value fell an average of 3.7 per cent against the U.S. dollar in 2024, but Canada was among the most affected countries, as the Canadian dollar fell by more than 8 per cent from its 2023 level. Sweden and Australia saw their currency lose 8 to 9 per cent against the U.S. dollar, while Japan, Norway, New Zealand and South Korea all experienced drops of more than 10 per cent.

This factors into the shrinking global market size in 2024, but 2025 may bode better for Canada given the Canadian dollar’s 4.5 per cent gain to date — up from USD $0.6948 at Dec. 31, 2024 to USD $0.726 as of Aug. 2025.

A combination of falling currency and an 18 per cent year-over-year increase in transaction volume bumped up the global turnover ratio to 6.2 per cent, from 4 per cent in 2023. Canada’s turnover ratio hovered just below the global average, at 6.1 per cent.

Ontario LTB ruling signals shift in rent increase rules

A recent decision by Ontario’s Landlord and Tenant Board (LTB) is raising concerns among Toronto apartment owners, as it may reshape how capital expenses are planned and recovered in the future. The case involved tenants from three apartment buildings who successfully challenged a proposed above-guideline rent increase (AGI) that included costs related to environmental remediation.

The LTB rejected those specific costs as grounds for a rent hike, setting a precedent that environmental remediation—often essential for redevelopment or property upgrades—may not qualify as a valid basis for rent increases. This ruling could discourage landlords from making key upgrades, particularly in urban areas where older buildings frequently require environmental work.

In this case, the landlord applied for an AGI based on several capital investments, including roof and boiler replacements, which were approved. However, the application also included costs for site remediation, such as environmental cleanup and soil testing. The LTB determined that these did not meet the criteria for capital expenditures under Ontario’s Residential Tenancies Act and therefore could not justify higher rents.

This decision reflects growing tenant advocacy and increased scrutiny of AGI applications. With housing affordability under pressure, tenant groups have become more organized and legally adept, challenging rent increases they view as unjustified. The success of this case may embolden other tenants to contest AGIs, potentially leading to more rigorous oversight by the LTB.

How paint can improve productivity

Maintaining the inside and outside of the building is an all-encompassing job for maintenance managers, often with the added pressure of lowering costs and increasing efficiency added to the mix. A fresh coat of paint can add a professional feel to the space, show clients a commitment to cleanliness, and certain paint colours can even improve employees’ moods and productivity.

Here are some of the colours that could help increase results in the office:

Studies show that blue is the best colour for productivity and can improve concentration, stimulate thinking, and provide increased mental clarity. Don’t overdo it, though; a lot of blue can be bold, and that can be overwhelming. Choose accent walls or touches of blue in spaces like meeting rooms, research areas, or workspaces for best results.
Bringing the outdoors inside with natural tones like green can help staff feel calmer and more relaxed. Use it in areas where employees spend a lot of time, as it has been shown to reduce anxiety and eye strain, and can help people feel comfortable.
Yellow has been associated with encouraging optimism, creativity, enlightenment, and curiosity, and it complements natural light to provide a bright and cheery space. Add pops of yellow in creative spaces to motivate and inspire the team.
Red can be a tricky colour, but used sparingly, it can energize the room. However, using it too much has been associated with aggression and anger. Splashes of red throughout the space can add a vibrancy and energy without adding chaos to the ambiance.
Neutrals like ivory and beige (slightly less stark than white) can offer a fresh backdrop for foliage or art that can inspire creativity, and when combined with natural light, can provide a little warmth to the space.

Well-designed office spaces can often mean happier employees and increased productivity. Maintenance managers choosing specific paint colours to suit each space can help create a more pleasant – and more sustainable – atmosphere for employees and improve company operations.

The Builders’ Lien Trust

While builders’ and construction lien legislation varies between British Columbia and Alberta, a common thread is the imposition of trust obligations on general contractors when they receive funds from owners under the right conditions. These statutory trust provisions are powerful legal mechanisms designed to protect subcontractors, suppliers, and professionals who contribute to a construction project, and they carry serious consequences for those who misuse or mismanage funds.

What Is a Trust and Why Does It Matter?

A trust places obligations on the trustee (in this case, the general contractor who receives funds from the owner) to hold those funds for the benefit of specific beneficiaries, such as subcontractors and material suppliers. Once a trust is imposed, the contractor is not free to use those funds as they wish—they are legally obligated to use them only for the benefit of the beneficiaries.

A breach of trust can lead to severe consequences, including personal liability for the owners, directors, and officers of the contractor’s corporation. This is true even if the funds are misused inadvertently or due to poor accounting practices.

Trust Provisions in British Columbia and Alberta

In British Columbia, Section 10 of the Builders Lien Act provides that when an owner pays a general contractor, a portion of those funds is held in trust for unpaid subcontractors and suppliers who contributed to the project. This trust arises throughout the life of the project, not just upon completion, and applies to all funds received that are owed to downstream parties.

Alberta’s legislation is limited in scope. Section 22 of the Prompt Payment and Construction Lien Act establishes that once a certificate of substantial performance is issued, any payment from an owner to a contractor is held in trust for subcontractors and suppliers. Unlike British Columbia, Alberta’s statutory trust obligations arise only after substantial completion.

In both provinces, trust provisions exist to prevent the misapplication of funds and protect unpaid contributors from insolvency or mismanagement by general contractors.

While this article only discusses statutory trusts resulting from builders’ lien legislation, trusts may arise in other ways, such as via contract or in equity.

How Breaches of Trust Occur

Three conditions generally give rise to a breach of statutory trust:

the general contractor receives funds from the owner with trust obligations attached;
the contractor owes money to subcontractors, suppliers, or professionals; and
the contractor uses the funds for something other than paying those debts.

Common breaches occur when a general contractor receives funds from an owner and uses them for a purpose other than paying the subcontractors or suppliers to whom the funds are owed. This includes paying themselves first, using the funds to cover general overhead, or applying the money to unrelated projects. There is no requirement of malicious intent, many breaches occur due to carelessness or poor accounting practices.

The Risk of Co-Mingled Funds

A potentially dangerous practice for a general contractor is using a single bank account for multiple projects. Co-mingling of trust funds itself is not automatically a breach of trust, provided the funds can be accurately traced and properly allocated. However, when accounting practices are substandard and funds cannot be clearly identified, the inability to account for trust money constitutes a breach. If a contractor is unable to provide a clear and detailed accounting of funds received and spent where trust funds are involved, a breach has likely already occurred.

Personal Liability

While incorporation generally shields directors and officers from personal liability, this protection can be lost when trust funds are mishandled. Courts have shown a willingness to impose personal liability in breach of trust claims under builders’ lien legislation, particularly when directors and officers are actively involved in financial mismanagement.

In K Bajwa Trucking Ltd. v. Power Excavating Ltd. (2021 BCSC 782), a director of a contractor was found personally liable to the extent that he was directly involved in misusing fund. Similarly, in Hub City Supplies v. Total Drywall Ltd. (1996 CanLII 3387 BCSC), the court held a general manager personally liable for breach of trust due to co-mingling trust funds, in not keeping adequate records of the receipt of trust funds and paying third parties from trust funds.

Managing the Risk

To minimize the risk of breaching trust obligations and avoid personal liability, contractors should adopt the following best practices:

Detailed Recordkeeping
Document all inflows and outflows with sufficient detail to permit third-party audits. Accuracy is key to demonstrating compliance with trust obligations.
Prompt Payment Practices
Subcontractors and suppliers should be paid as soon as possible after funds are received. Avoid paying yourself or other non-trust obligations first.
Internal Financial Controls
Restrict access to trust funds or require multiple sign-offs or approvals for transfers. This creates a layer of protection against misuse.
Separate Project Accounts
Maintain dedicated bank accounts for each major project to eliminate confusion and ensure trust funds are not co-mingled. Separate project accounts similarly reduce the likelihood of human error contributing to a breach of trust.

The takeaway is clear: trust funds are not your money. Failing to treat them as such, whether through oversight or deliberate misuse, can have severe consequences. By understanding obligations and implementing sound financial controls, general contractors can reduce risk and ensure they meet their obligations to those who build the project alongside them.

Lukas Kozak is a lawyer at Forward Law LLP in Kamloops.

Sustainable steerage for refrigeration and AC

ASHRAE and the United Nations Environmental Programme (UNEP) OzonAction initiative have released a new series of checklists to promote sustainable, energy-efficient operations of refrigeration and air-conditioning (RAC) plants. The downloadable documents are meant to guide technicians, engineers, suppliers and plant managers through practical steps for assessing how RAC plants perform and comply with key operational requirements and objectives.

The guidance covers energy efficiency, emissions reduction, considerations for life-cycle investment, and recommends key performance indicators to help plant operators determine when equipment upgrades may be warranted. The checklists can also be used to help train or reinforce plant operators in preventative maintenance and to help translate system design elements into real-world operations.

“By helping RAC professionals assess and improve sustainability across key performance areas, we’re empowering the industry to make data-informed decisions that benefit the environment, their workforce and their bottom line,” says Bill McQuade, 2025-26 ASHRAE president. “These tools provide practical guidance that connects design intent with operational outcomes.”

The checklists are integrated into a suite of tools to promote sustainable cooling practices and support the Montreal Protocol, which are available through the ASHRAE-UNEP portal.

Fire resistive cables: a necessity in medical infrastructure builds

Throughout the healthcare industry, fire incidents can significantly threaten lives, property, and infrastructure, necessitating the urgent need for superior fire safety measures. In a healthcare setting, maintaining essential operations such as life support and emergency systems is critical to ensure smooth evacuations and continued patient care, even through a crisis.

Fire resistive cables are an integral element to any fire security system, ensuring that fire alarms function as intended, that sprinklers activate, and emergency lights and exit signs remain clearly visible. Additionally, fire resistive cables minimize smoke and toxic gas emissions when they burn, allowing for safer evacuation procedures. This is especially important for patients with respiratory issues who may be more vulnerable to the effects of smoke inhalation.

Recognizing this critical concern and realizing the limited options for Fire-Rated applications in Canada, Prysmian has dedicated substantial resources to develop an innovative line of fire resistive cables that meet the Canadian National Building and Electrical Codes and redefine safety norms.

Prysmian’s Lifeline® RC90 fire resistive cables are designed to mitigate the devastating effects of fire and are equipped with unique, ceramifiable silicone technology to allow vital communication and power systems to remain operational during extreme fire conditions.

Lifeline’s flame retardant, low smoke, and low toxicity properties meet the most stringent specifications in the industry. In 2023, Lifeline received its ULC-S139 listing, ushering in a new era of unparalleled safety for electrical installations in Canada.

Prysmian’s fire resistive cable systems are designed to maintain operation of critical life safety systems and emergency circuits against attack by fire and water and are used for:

Fire pumps
Emergency Ventilation Systems
Stairwell Pressurization
Emergency Lighting Systems
Back-up Power Systems
Emergency Feeder Cables
Elevators / OEO

Lifeline® RC90 fire resistive cables are listed under FHIT7.51 and 51A on UL’s Online Directory and are available for immediate implementation across the country and within a variety of industries, including healthcare facilities, transportation networks, commercial buildings, and more.

Learn more at https://na.prysmian.com/

Water sustainability as a corporate strategy

For the past several years, sustainability has driven corporate strategies worldwide as government agencies, investors, and consumers have pressured organizations to reduce carbon footprints, increase transparency, develop responsible business practices, and use natural resources more efficiently.

Recently, however, it seems that some sustainability initiatives have lost their momentum… Or have they?

According to HEC Paris, a business school founded in 1881, the reality is more nuanced. “While some companies retreat, others are doubling down on sustainability, recognizing it as a strategic [corporate] necessity rather than a regulatory burden. Investors, consumers, and employees continue to demand greater accountability and transparency, pushing organizations to embed sustainability into their core business models.”

One area where this “doubling down” is particularly evident is water sustainability. Water scarcity and responsible water use have become growing concerns in most countries worldwide, including Canada, despite its reputation for being water-rich.

What is water sustainability? It is the efficient and equitable management of water resources to ensure long-term availability. This involves preserving both the quality and quantity of freshwater to meet current needs as well as the needs of future generations.

The history of water sustainability dates back to 2010, when the United Nations declared that access to clean water was a fundamental human right. The UN emphasized that water sustainability is crucial for protecting all forms of life, human dignity, economic stability, and business growth.

With this declaration came the prediction that due to population growth, increased urban habitation, and expanding economic development globally, there would be a significant increase in water demand.

Further, this situation has grown more challenging due to changes in our climate, including:

Disrupted precipitation patterns: Some regions of the world have experienced increased and more frequent droughts, while others have witnessed more frequent and intense floods. Both negatively impact water availability and quality.

Declining snowpack: Higher temperatures and dryness, particularly in parts of Africa, the Middle East, Central and South Asia, have produced greater and more frequent water shortages.

Groundwater depletion: Often overlooked, due to changing rainfall patterns, there has been a greater demand to extract underground water, and this is especially true in the U.S. The big issue is that once depleted, it can take centuries for these underground waters to become replenished.

Water infrastructure: Poorly maintained or dilapidated water infrastructure in the U.S., Canada, and other parts of the world results in billions of gallons of water wasted each year. In fact, recent research indicates that one in five gallons of treated drinking water in the U.S. is lost before it reaches customers.

Water sustainability’s impact on facility management and cleaning industries

With a clearer understanding of water sustainability, its evolution, and how a changing climate is intensifying water scarcity, we can examine why water sustainability matters to facility managers, the professional cleaning industry, and related industries.

Manufacturing delays

Products essential for daily facility operations and cleaning tasks face increasingly frequent delays. Since many cleaning products, equipment, and supplies require water-intensive manufacturing processes, water shortages directly disrupt production schedules and availability.

Rising costs

Water shortages drive up utility costs across all industries. When local water supplies become insufficient, some manufacturers must acquire water from distant sources or pay higher charges from their local utility. This significantly increases operational expenses, affecting product pricing throughout the supply chain.

Supply chain disruptions

Water scarcity affects not only product manufacturing but also distribution networks. These disruptions impact the availability of everything from paper products and cleaning chemicals to electronic equipment needed for facility operations.

Regulatory changes

Organizations operating in water-stressed regions increasingly face new regulations and usage restrictions. These evolving requirements can significantly impact building management practices and professional cleaning operations, often with little advance notice.

Where do we go from here?

Because water sustainability is a global issue, we are fortunate to have worldwide engineers, scientists, and water experts working to address these issues and advance water sustainability. For instance:

Desalination, which first started being used in the 1930s, has traditionally been expensive and waste-generating. But today, desalination costs have dropped by 45 per cent, and technologies are being introduced to reduce energy demand and minimize waste production.

Advanced water reuse plants are now being constructed globally, employing technologies such as biological treatment processes, membrane filtration, and advanced oxidation processes to filter for reuse. Note that water recycling and reuse systems are also being integrated into commercial facilities.

In-house solutions are also becoming much more prominent and play a crucial role in promoting water sustainability. Water-saving technologies for landscaping have become commonplace, and most importantly, water reduction systems in building restrooms, where facilities usually consume most of the water used in a facility, are reducing water consumption significantly.

From waste to efficiency

For decades, water waste was commonplace. Today, however, water waste is being replaced with water efficiency. It’s important to note here that water efficiency should not be confused with water conservation.

Water conservation is short-term water reduction, for instance, during an emergency or a drought. Water efficiency, on the other hand, involves long-term, permanent change to the amount of water we consume.

A compelling example of this is the transfer from traditional water-using urinals to no-water or waterless urinals. The U.S. Environmental Protection Agency reports that installing fifty waterless urinals in a school or office building can save a facility enough water to fill two Olympic-sized swimming pools.

What this tells us is that water sustainability is not only possible, but achievable. By making water sustainability a corporate strategy, businesses worldwide can use water more efficiently and sensibly, helping to foster economic stability, growth, and ensuring this vital resource is available for future generations.

Klaus Reichardt is a frequent speaker and author on water conservation issues. He is the founder and CEO of Waterless Co. Inc., a marketer of waterless urinals and other restroom products. He founded the company in 1991 to establish a new market segment in the plumbing fixture industry.

Report highlights need to transform Ontario’s housing system

A new report from United Way Greater Toronto and the Co-operative Housing Federation of Canada, titled Built for Good, presents a “costed, delivery-ready” plan to improve Ontario’s housing system by scaling up non-profit and co-operative housing. The report underscores the urgent need to support nearly 400,000 low- and modest-income households by 2030, while also preventing the loss of more than 55,000 affordable homes currently at risk.

“Ontario’s protracted housing crisis continues to rob our communities of potential and prosperity, and we’ve identified a new roadmap for getting out of this,” said Heather McDonald, President and CEO of United Way Greater Toronto. “Built for Good opens the door to opportunities for real progress by focusing on non-profit partners and the right investment, so we can build and protect the deeply affordable homes people need. This benefits all Ontarians, no matter where they find themselves on the housing continuum.”

According to the report, those at risk of homelessness are facing increasingly desperate circumstances, with fewer pathways to permanent housing. At the same time, Indigenous and other structurally disadvantaged communities are grappling with a higher prevalence of housing need, compounded by systemic barriers that make access even more difficult.

“Ontario’s housing crisis demands bold, proven solutions,” said Tim Ross, CEO, Co-operative Housing Federation of Canada, Ontario Region. “The co-op housing sector is ready and able to deliver affordable homes that strengthen communities. With an existing pipeline of co-op projects across the province, we can build quickly, create good construction jobs, and ensure public dollars result in homes that stay affordable for generations. The Built for Good report lays out both the need and a clear path to deliver more homes that meaningfully address the housing crisis.”

The plan calls for a shift from short-term crisis spending to long-term, sustainable solutions, anchored by a $16.7 billion investment by 2027. Informed by data analysis, research, and stakeholder input, it builds on current national initiatives that recognize the role of non-profit and co-operative housing providers in addressing housing challenges.

The Plan’s Three Targets

Target 1: Deliver 805,000 deeply affordable homes. This includes 255,000 newly built non-profit and co-operative housing units, with 93,000 designated as supportive housing and at least 55,000 off-reserve homes developed by and for Indigenous households. An additional 550,000 units will be supported through portable housing benefits to help low-income households afford homes in the private rental market.
Target 2: Create 145,000 moderately affordable homes. These homes are intended for middle-income households underserved by the private market. At least 12,000 units will be developed specifically for Indigenous households, addressing a critical gap in supply.
Target 3: Preserve and improve 225,000 existing affordable homes. This includes acquiring 80,000 naturally affordable units from the private market to be maintained by non-profit and co-op providers, and repairing or upgrading 145,000 existing non-profit, co-op, and affordable housing units to ensure they remain safe, livable, and accessible.

The plan goes on to identify key system needed to achieve these targets, including: reducing reliance on market forces through targeted investments in deeply affordable non-profit, co-operative, and other housing initiatives; supporting measures that strengthen and expand the non-profit and co-operative housing sector; and providing clear leadership and accountability, complemented by coordinated resources and structured collaboration across all levels of government.

“By shifting from crisis response to proactive, long-term, and predictable investment, we can begin to change the trajectory — not just of Ontario’s housing system, but of the lives and communities it serves,” the report concludes.

For the full report, click here: Built for Good: Delivering the Housing Ontario Needs – United Way Greater Toronto

Langford clubhouse becomes mental health centre

A former biker clubhouse in Langford is being transformed into a wellness centre for tradespeople facing mental health challenges.

The Forge, a new community-led project built by and for tradespeople, has officially broken ground in the Westshore. The Forge will become a welcoming hub for a peer-led support system designed specifically for the skilled trades community.

The 1,450 square foot building at 2775 Spencer Rd. was purchased earlier this year by the Construction Foundation of B.C. (CFBC).

What will set The Forge apart will be its trades-specific, lived-experience peer-to-peer model. Built to meet the unique needs of construction and trades workers, the project will bring together recovery coaches, clinicians, and peer supporters, many of whom have lived the very challenges they will support others through.

“The rejuvenation of our future wellness hub represents more than bricks and mortar; it’s a symbol of recovery, connection, and transformation for the trades community,” said Abigail Fulton, CFBC executive director.

To bring The Forge to life, the CFBC is launching a capital campaign to raise $500,000 to support the full renovation and recovery of the building. Industry partners, labour organizations, and community supporters are invited to contribute to this landmark effort to build a permanent home for wellness support in the trades. Every donation, partnership, and show of support helps forge a stronger, more resilient trades industry for generations to come.

The facility is expected to open in July 2026.

CRE prompts and sustains economic activity

Property management and commercial brokerage services generated more than $160 billion worth of economic activity and underpinned more than 406,000 full-time jobs across the Canadian economy last year. That represents a significant chunk of commercial real estate’s broad economic impact through direct, indirect and induced spending and employment tied to both new construction and existing asset operations.

A newly released report sponsored by the real estate and development industry association, NAIOP, pegs the macro numbers at:

CAD $342.3 billion in total economic activity, based on the volume of goods consumed across all surveyed CRE sectors;
a CAD $172.5 billion contribution to national gross domestic product (GDP), measuring the added value that commercial real estate injected into economy; and
more than 1 million full-time jobs, accounting for workers directly employed in construction and existing asset operations, service providers to those sectors and other jobs that incomes earned through commercial real estate support.

The report, which was prepared by the CRE advisory firm, Altus Group, under the direction of its chief economist, Peter Norman, refreshes findings from a previous 2021 edition and concludes that high interest rates underpin a slight contraction in economic activity and jobs from three years earlier. A seeming 23 per cent increase in overall economic activity is attributed largely to inflation-triggered higher construction costs, while real economic activity actually dipped about 2 per cent.

A 36 per cent decline in new office construction and a decrease 24 per cent in brokerage activities, relative to 2021, are identified as the leading contributors to that result. Although 2024 saw interest rates easing from 2022 and 2023 levels, the report also acknowledges the challenges 2025 has brought.

“The Canadian economy in 2024 experienced modest growth amid lingering inflation pressures and high interest rates,” it states. “Canada’s next major macroeconomic challenge will involve disruptions to the economy, and potentially the CRE sector, from the evolving trade dispute with the U.S. and, more broadly, fallout from potential disruptions to trade globally.”

Total value of commercial real estate transactions in 2024 was19 per cent lower than in 2021 — falling from $44.5 billion to $36.2 billion (excluding land sales), and flowing through to a corresponding drop in brokerage fees. However, record-high transaction volume in 2021 also contributes to the magnitude of the gap. Canada-wide, commercial brokerages collected more than $8.1 billion in fees last year, which surpasses the three pre-pandemic years from 2017 to 2019.

In 2024, property management and operations generated more than $144 billion in economic activity and contributed nearly $86 billion to GDP. In contrast with construction and brokerage services, that’s an upward trend since 2021. That’s related to the post-pandemic rebound and more workers returning to the office.

Commercial brokerage services generated an estimated 63,440 direct, indirect or induced full-time jobs last year, with 27,180 of those workers directly employed in the sector. Commercial property management is a larger benefactor, generating more than 343,000 direct, indirect or induced full-time jobs, with nearly 68,000 workers directly involved in property management or in-house operations.

Last year saw approximately $22.5 billion in employee earnings arise from existing asset operations (both property management and brokerage services), including $5.27 billion paid to workers directly employed in those sectors.

ISSA Show North America recognized in Trade Show Executive’s Gold 100

ISSA, the worldwide cleaning industry association, is proud to announce that ISSA Show North America has been named to Trade Show Executive’s (TSE) Gold 100 Class of 2024, recognizing the 100 largest trade shows held in the U.S. This prestigious honour highlights the continued growth, scale, and impact of ISSA Show North America as the flagship event for the global cleaning and facility solutions industries.

The Gold 100 ranking is based on net square feet of paid exhibit space – an indicator of both industry demand and event influence. ISSA Show North America’s inclusion is a testament to the strength of the commercial, institutional, and residential cleaning market and the critical role the show plays in uniting professionals who keep our built environments clean, safe, and healthy.

“To be recognized among the country’s largest and most influential trade shows is a reflection of the passion and purpose that drives the cleaning and facility solutions industry,” said ISSA Executive Director John Barrett. “ISSA Show North America continues to be where innovation meets action, and where the people who power the industry come to connect, learn, and lead.”

Held annually, ISSA Show North America brings together thousands of cleaning professionals, facility managers, distributors, manufacturers, and industry leaders from around the world. The show features robust education, hands-on training, product showcases, certification programs, and thought leadership designed to elevate standards and improve operations across the cleaning and maintenance spectrum.

The 2024 Gold 100 honorees will be celebrated at the TSE Gold 100 Awards & Summit, taking place September 4 to 6, 2025, at The Ritz-Carlton Bacara in Santa Barbara, California. The event recognizes shows that shape the future of trade and provides a forum for organizers to share strategies for continued excellence.

ISSA is proud to celebrate this achievement with the community that makes it possible from exhibitors to sponsors, attendees, and partners. Planning is already underway for the 2025 ISSA Show North America, where they will continue to shine a spotlight on the essential industry work and the innovations shaping its future.

To view the full list of 2024 honourees, visit Trade Show Executive’s announcement.

Smart building solutions that drive results

The idea of a “smart building” is no longer revolutionary—it’s expected. In today’s residential market, innovation means more than just adding a few connected devices. Owners, operators, and developers must now think holistically about building performance, sustainability, and long-term value. That means integrating systems that optimize energy, comfort, and operations at both the suite and building level.

Smart and sustainable residential buildings aren’t about gadgets; they’re about results. This includes streamlined operations, stronger asset value, and more adaptable living spaces. Whether you’re managing a high-rise apartment in Toronto or a new mid-market development in Halifax, the path to better buildings is digital—and the return is real.

A market in transition

Canadian apartments are facing evolving demands from all sides. Developers are balancing cost pressures and energy codes. Property managers are navigating staffing shortages and rising maintenance complexity. Renters, meanwhile, expect intuitive comfort, control, and reliable amenities.

Smart building solutions offer a strategic response to these pressures. Connected technologies—such as digital energy monitoring and building management platforms—can reduce energy use by up to 30 per cent, cut maintenance costs by up to 20 per cent, and improve both equipment uptime and occupant satisfaction. These gains are achievable in both new developments and retrofit applications, making them highly scalable across asset types. In other words, smart infrastructure doesn’t just meet rising expectations—it creates tangible value across the entire building lifecycle.

Designing for performance and ROI

It’s crucial to approach digital transformation in residential buildings through two layers: base building systems and in-suite technology. Each delivers distinct value—but together, they maximize efficiency, experience, and cost savings.

Base building systems prioritize reliability, performance, and operational efficiency. That includes centralized controls for HVAC, lighting, access, and energy monitoring—features critical for operators trying to maintain ideal living conditions across dozens (or hundreds) of units. These systems also enable remote operations, allowing teams to diagnose and resolve issues without rolling a truck. That means less downtime, reduced staffing strain, and faster service for tenants.
In-suite solutions are about design-driven comfort. AI-enabled thermostats, personalized lighting controls, and user-friendly interfaces empower occupants to tailor their living spaces—while aligning with the building’s overall performance goals. These systems can—and should—be tailored by segment. For example, high-end condos may include touch-screen interfaces and advanced scheduling features, while affordable housing units may require durable, low-maintenance options with passive efficiency benefits.

These layers are scalable, adaptable, and designed to integrate seamlessly into both new construction and retrofit projects.

The sustainability imperative

According to Natural Resources Canada, buildings are responsible for approximately 13 per cent of Canada’s direct greenhouse gas (GHG) emissions. A significant portion of these emissions stems from inefficient systems and outdated controls, particularly in heating and cooling. This presents not only an environmental challenge but also a financial one. With the rise of energy performance standards, ESG reporting requirements, and municipal regulations—such as Toronto’s Energy & Water Reporting and Benchmarking bylaw—energy efficiency and data transparency have become central to both development and ongoing property management.

Smart systems are essential tools in this landscape. They gather granular, real-time data on energy use, equipment efficiency, and occupancy trends—enabling operators to optimize consumption and avoid costly penalties.

Real applications. Proven outcomes.

Beyond high-level benefits, digitization delivers real functionality where it matters most:

AI-enabled thermostats learn resident preferences and optimize performance—balancing comfort with efficiency.
Room booking systems simplify amenity access while providing operators visibility into usage trends.
People-counting sensors in gyms and shared spaces allow HVAC systems to run only when needed, saving energy and extending equipment life.
Leak detection and remote diagnostics prevent water damage and reduce insurance risks—while minimizing unnecessary technician visits.

And increasingly, tenants expect transparency. With connected systems, buildings can provide occupants with access to their personal energy usage data—encouraging responsible consumption and offering peace of mind around cost control.

This level of visibility is not just good for residents—it’s essential for long-term building optimization.

Digitization drives NOI

While location and price per square foot remain the primary leasing drivers, digitization contributes significantly to long-term value creation.

Smart systems reduce unplanned maintenance costs, extend asset life, and allow for smarter capital planning. They help retain high-quality tenants by providing reliable comfort and responsiveness. And they support faster lease-up rates and reduced vacancy periods—particularly when integrated with attractive digital amenities.

Smart-ready homes can yield an increase in resale value compared to conventional buildings. And for landlords, the energy and maintenance savings alone can deliver payback in just 2–4 years, depending on the system size and scope.

Construction-ready and retrofit-friendly

Smart systems aren’t just for new developments. While it’s easiest to embed connected infrastructure during early design, digital upgrades can be successfully integrated into existing buildings—without requiring full-scale overhauls.

In Schneider Electric’s white paper on modernization strategies, data showed that nearly 70 per cent of energy-saving potential can be unlocked through controls, monitoring, and data insights alone—with minimal impact on structural or aesthetic features. In fact, beginning with base building digitization (e.g., HVAC automation, lighting control, and energy monitoring) is one of the most cost-effective ways to extend asset life and meet new performance standards.

Getting ahead of regulation

Cities across Canada are tightening energy disclosure and building performance requirements. Vancouver’s Green Buildings Policy for Rezonings. Montreal’s Zero Carbon Building Standard. Toronto’s Net Zero by 2040 strategy. These are not aspirations—they are active frameworks driving investment and renovation decisions.

By proactively investing in connected systems, landlords can reduce risk, avoid penalties, and ensure ongoing compliance as codes evolve. Digitization also provides a documented trail of performance improvements, essential for ESG reporting and investment portfolio reviews.

A better way to build

It’s no longer a question of if smart technology belongs in residential real estate—it’s a question of how soon owners and operators will adopt it. Because the gains are clear: greater efficiency, higher performance, and stronger long-term returns.

And while tenants may not always choose a building based solely on sustainability, they do respond to comfort, consistency, and responsiveness—outcomes that smart systems directly support. At the same time, investors and building teams benefit from improved operational control, energy cost reduction, and regulatory readiness.

The next generation of residential buildings in Canada isn’t just connected—it’s intelligent, efficient, and built for the demands of a new era.

Richard Henzie is the Director of the Smart Buildings Division at Schneider Electric Canada | Global Specialist in Energy Management and Automation.

IDS Vancouver

Our Latest Issue