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Feds invest $81.5 million in Toronto rental project

The federal government is investing more than $81.5 million to support the construction of 159 new rental homes in Toronto, part of its ongoing effort to address housing affordability through the Apartment Construction Loan Program (ACLP). The nine-storey, purpose-built rental apartment complex at 3101 Bathurst Street, known as Vivant at Bedford Park, is already underway and expected to be completed by Fall 2027.

“This project will create more rental homes for people living and working in Toronto and is an example of what is possible when we strive for housing ambition,” said Gregor Robertson, Minister of Housing and Infrastructure. “Residents will benefit from access to community, transit, and local businesses. It’s another step forward in our bold, ambitious plan to build more homes.”

Developed by Medallion Corporation, Vivant at Bedford Park will offer modern, energy-efficient rental units designed for individuals and families. The building is located in the heart of North York, close to public transit, restaurants, bakeries, and shops, providing residents with strong connections to the surrounding community.

“Medallion has proudly been providing rental housing for more than 60 years,” said Scott Cryer, Chief Financial Officer of Medallion Corporation. “The CMHC’s continued support through the ACLP is essential to building affordable rental homes, which this community and Toronto desperately need. We’re thrilled to partner on Vivant at Bedford Park, which will offer affordability, energy efficiency, accessibility, and transit connectivity.”

Minister Robertson emphasized that building a strong Canadian housing sector will require purposeful partnerships and unprecedented scale and speed, noting, “We must build homes at a pace not seen since the Second World War.”

The ACLP is part of the federal government’s broader strategy to increase housing supply and reduce costs for Canadians, particularly in urban centres facing acute affordability challenges.

BC Cancer Centre breaks ground in Kamloops

Construction has begun on a new BC Cancer Centre in Kamloops that will provide people in the Thompson-Cariboo-Shuswap region with better access to cancer care closer to home.

“This new BC Cancer centre in Kamloops is the single largest capital investment into the expansion of cancer care in the Kamloops region,” said Minister of Infrastructure Bowinn Ma. “By building a facility equipped with the latest technology designed to meet the growing treatment needs of patients in the area, we’re helping more people have access to high-quality cancer care closer to home. This project is part of our broader commitment to strengthening health-care infrastructure across the province.”

The centre is being built at the Westlands site at Royal Inland Hospital in Kamloops. EllisDon Corporation has been selected to lead construction. Thinkspace Architecture Planning Interior Design is providing the design.

Chemotherapy is available at Royal Inland’s community oncology network clinic in Kamloops. Currently, patients travel to Kelowna or the Lower Mainland for radiation treatment. At the new centre, radiation treatment will be provided in shielded treatment rooms with three high-energy radiation treatment linear accelerators (LINACS).

Once the cancer centre opens to patients in 2028, it is expected to host 7,500 patient radiation consults and follow-up appointments annually. In its opening year, the centre is expected to provide approximately 16,500 treatments for up to 1,200 patients. This will save patients and their families time, stress and the burden of long-distance travel during care.

The new BC Cancer centre will include:

  • radiation therapy planning including a computerized tomography scan (CT) simulator;
  • diagnostic magnetic resonance imaging (MRI);
  • an outpatient oncology ambulatory care unit, including exam rooms and consult rooms;
  • an interfaith sacred space for for patients, caregivers and staff to recuperate and recharge;
  • staff support, including offices and workstations; and
    a 470-stall parkade.

The project also includes expansion and upgrades to Royal Inland’s community oncology clinic and pharmacy.

 

 

Toronto City Council greenlights Hangar District

Toronto City Council has unanimously approved the Hangar District. The mixed-use project will become the first and largest neighbourhood within the 370-acre former Downsview Airport lands, now being redeveloped as YZD.

Northcrest Developments is transforming this former airfield into a series of vibrant neighbourhoods centrally connected by a two-kilometre runway that will be repurposed as a pedestrianized open space for community-led initiatives and parks. The community is part of a larger planned project with Canada Lands.

The district, at nearly 100 acres, is set to create more than 3,000 new homes (40 per cent having two- and three-bedroom units) arts and culture hubs, a local shuttle service, green space and a new bridge to Downsview Park.

HangarThe existing airplane hangars will be maintained and repurposed for commercial purposes.

The first phase encompasses 2.2 million square feet of residential gross floor area,1.5 million square feet of retrofitted Hangar space and 3 million square feet of space dedicated to employment, retail, culture and entertainment.

 

Building trust for your business by tracking and resolving service issues

Tracking and resolving service issues isn’t just damage control – it’s your secret weapon for developing trust, improving retention, and building a lasting relationship clients rely on. Long-term client relationships are built not just on sparkling floors, but on how well service providers respond when things go wrong. Whether it’s a missed appointment, a complaint about streaky windows, or confusion over service schedules, each issue presents a choice: let it slip by or prove you’re the partner they can count on.

The most successful commercial cleaning and floor service companies aren’t the ones with the fewest complaints; they’re the ones with the best systems for tracking and resolving them. This level of attention to detail not only increases customer retention but also becomes a key component in the lasting partnership.

The power of being proactive

Too often, consumer issues go unnoticed because there is no process in place to identify them early. A site manager may send an email that gets lost in someone’s inbox, or a building supervisor may mention something in passing that never gets recorded in a formal system. Without a reliable method to document and follow up, even minor problems can turn into lost contracts.

Smart companies that implement a structured system for tracking issues, especially the ones that allow frontline employees to document concerns in real-time, are then better positioned to resolve problems quickly and prevent recurring challenges.

Using technology to your advantage

Many platforms on the market today enable the collection, assignment, and follow-up on customer complaints – often with mobile-friendly tools that brand managers can use in real time. Various platforms offer free tiers or entry-level pricing that can support smaller operations without requiring significant IT investments that would be almost impossible for a non-IT business.

What matters most is consistency. Whether you use a spreadsheet or a software suite, the key is to ensure that every issue is recorded, prioritized, and resolved with visible accountability, resulting in trust being built and reinforced with your clients.

Building a feedback loop

Once you’re consistently logging and resolving issues, you begin to collect a valuable resource: insight. By reviewing issue trends quarterly (whether by client, region, or service type), you can identify training gaps, anticipate equipment needs, and even improve how you pitch and price services.

For example, if you notice recurring after-hours complaints from a particular office or area, it may be time to suggest staggering shifts to those servicing those sites. If multiple clients raise concerns about hard water stains in their restrooms, it may be time to be a resource for franchisees on specific descaling techniques or adjust product usage.

This feedback loop transforms your company from a reactive service provider to a proactive partner – one that’s always growing alongside its clients.

The long-term payoff

Clients don’t expect perfection, but they do expect quality control and responsiveness. When they see that you track their concerns, follow up reliably, and even make improvements based on their feedback, you become more than just a vendor; you become a trusted partner in maintaining their facility’s appearance.

And in an industry where contracts are often awarded on price – but retained on reliability – that trust is the most valuable currency you have.

Here are some best practices to build loyalty through issue tracking:

  • Start with simple digital tools, such as Google Forms, to record and manage issues in real-time.
  • Assign responsibility and make someone in your company accountable to ensure every issue gets resolved promptly.
  • Respond quickly and humanize the follow-up; a brief video of resolution or personal email can make a significant difference.
  • Review trending challenges on a monthly or quarterly basis to identify suggested training, equipment, or staffing recommendations.
  • Close the loop with clients by showing them how their feedback led to improvements to service.

By tracking what goes wrong, you show clients everything that’s going right – and that’s how long-term trust and loyalty are built.

John Kessler is the Master Franchise Owner for Anago of Charleston, part of the Anago Cleaning Systems brand supporting over 1800 franchises across the U.S. and Canada. For more information about Anago of Charleston, visit www.AnagoCleaning.com/Charleston.

From clean to exceptional: a checklist for peak season success

As summer continues, public spaces across Canada expect a seasonal surge in visitors, with many sites seeing record-high interest from tourists. Banff National Park saw a record 4.28 million visits in 2023/24, with the Lake Louise area experiencing up to a 70 per cent increase in visitation since 2013.

For facility managers, this is a critical time to ensure that teams are prepared for the summer surge and that their spaces are clean, safe, and welcoming. And the stakes are high: cleanliness is no longer just a matter of aesthetics – it’s a core part of the visitor experience.

So, what is the best way to get ramped up for peak season? Recent conversations with Gathering Place – a 66.5-acre U.S. riverfront park in Oklahoma – have been illuminating and inspired us to develop this peak season cleanliness checklist for facility managers:

  1. Audit hygiene infrastructure and optimize for efficiency

Before the crowds arrive, take a hard look at your hygiene infrastructure. Are your restrooms, handwashing stations, and waste bins not only clean, but also strategically placed and easy to access? Are they stocked consistently and monitored in real time? These foundational elements can make or break a visitor’s experience.

At Gathering Place, this philosophy is operationalized through regular ISSA audits and a “see something, say something” culture. “Cleanliness sets the tone for the entire guest experience—from the moment you arrive to the moment you leave,” says Julio Badin, Executive Director. “If we say it matters, then we have to be bold enough to follow through.”

Pro tip: Communicate your hygiene protocols clearly through signage, digital platforms, or staff interactions. Transparency builds trust and reassures visitors.

  1. Empower staff to be stewards of cleanliness

Even the best systems fall short without a motivated, well-trained team behind them. Empowering your staff means more than assigning tasks – it’s about cultivating a sense of ownership and pride in the work they do.

At Gathering Place, this starts with comprehensive training programs that go beyond the basics. Custodians are equipped with tools and resources that help them understand not just how to clean, but why their role is essential to the guest experience. “Our custodial work is all done in-house,” says Badin. “Every custodian takes pride in their role.” That pride is evident in every detail, from spotless restrooms to sensory-friendly cleaning supplies and accessible changing areas.

  1. Consider whether your space is accommodating to a range of visitors

The people who use public spaces represent a wide spectrum of backgrounds, life experiences, and needs, including a broad range of health conditions and personal circumstances. While some of these conditions are visible, many are not, and it’s essential to recognize that both can significantly influence how someone experiences a facility. Unfortunately, invisible conditions are often overlooked in the design and operation of public environments. For instance, a person on the autism spectrum who is sensitive to sound may have a distressing experience in a restroom filled with loud air dryers, something that could deter them from returning or recommending the facility to others. Additionally, someone with arthritis may have difficulty operating a hand towel dispenser.

This idea of “inclusive hygiene” is a critical consideration for facility managers. Being mindful of these needs is necessary to create spaces that are truly welcoming and accessible to all. Starting to think about the changes you can make to drive inclusive hygiene in your space can start small – from playing calm music in restrooms to mask sounds, to installing dispensers that are certified easy-to-use for people with reduced hand function. Small incremental changes can make a big difference for visitors during peak seasons and beyond.

The lasting power of an exceptional facility

As Badin puts it, “When you go above and beyond, it matters and people take notice.” Cleanliness is not just a task – it’s a statement of care, inclusion, and excellence. For Canadian facility managers staying prepared for the high-traffic summer season, the message is clear: spotless spaces are the foundation of unforgettable experiences.

Katrin “Kat” Ferge is the North American Regional Marketing Manager for Professional Hygiene – Commercial segment at Essity. In her role, she is focused on Essity’s professional hygiene brand Tork and helping businesses including office buildings, recreational facilities, passenger terminals and educational institutions leverage better hygiene for better business performance. She has more than 15 years of experience in brand communications and marketing.

Photo caption: A facility team member at Gathering Place Public Park ensures that trash receptacles are ready for use by guests. Photo Credit: Gathering Place Public Park.

CMHC honours leaders in housing innovation

Canada Mortgage and Housing Corporation (CMHC) has named the recipients of the Game-Changer prize through its Housing Supply Challenge (HSC), distributing $15 million among four submissions to support efforts to increase housing development.

“Innovators across the country have answered the call of the Housing Supply Challenge and I’m thrilled to see the work these Game-Changers are doing to accelerate housing production,” said Minister of Housing and Infrastructure Gregor Robertson. “These projects will make a positive difference in communities for generations to come.”

Promise Robotics, a Toronto-based start-up that aims to “revolutionize the homebuilding industry by integrating AI and robotics into every stage of construction” won the Game-Changer Gold prize. The company’s mission is to address Canada’s housing crisis by making homebuilding faster, more affordable, and scalable in the face of rising costs and labour shortages.

Winning the Game-Changer Silver prize, the following three recipients were honoured:

  • Tapestry Community Capital – which produces a tool enabling non-profits, charities, and co-operatives to raise capital from their supporters to fund impactful projects.
  • Mddl – creator of a redevelopment platform that helps property owners, independent builders, and municipalities more efficiently tackle middle housing development.
  • One Bowl – Tree to Home – an Indigenous-led, not-for-profit housing initiative based in Northern Ontario that aims to transform the housing supply chain for First Nations communities.

For more information, visit the Housing Supply Challenge website.

Poor conditions prevalent in subsidized housing

Canada’s social and affordable rental housing stock is increasingly falling into disrepair as it ages, while vacancy rates are generally tightening. Newly released survey findings from Canada Mortgage and Housing Corporation (CMHC) provide a snapshot of the structural condition, financial stability and occupant demographics of nearly 593,000 subsidized units stretching across 10 provinces and three territories.

This is derived from both administrative data and individual survey responses, largely capturing the stock in Canada’s largest cities. Notably, nearly 30 per cent of surveyed housing units are located in Toronto, with another 17 per cent split roughly evenly among Vancouver, Ottawa and Montreal.

Across the entire survey base, 43.5 per cent of units are deemed to be in good-to-excellent condition; 37.3 per cent are rated in fair-to-poor condition, but with the largest share of those — 23 per cent — categorized as poor; and the remainder are considered to be average. More than 77 per cent of units built during the past 20 years earn the good-to-excellent rating. However, about 83 per cent of all the examined units are more than 30 years old and 49 per cent were built prior to 1980.

Within the next five years, it’s anticipated that 18.5 per cent of the buildings will need repairs to the building envelope (cladding and/or windows); 17.7 per cent will need repairs to suite interiors; and 16 per cent will need repairs in interior common areas. Where features to promote accessibility exist, they are most likely to be barrier-free building entrances and doorway widths that accommodate wheelchairs, but 37 per cent of the surveyed buildings lack any accessibility features.

A vacancy rate of 2.9 per cent at year-end 2024 was down 20 basis points (bps) from 2023, but 130 bps looser than CMHC’s survey results for 2019. Housing operators predominantly rely on a rent-geared-to-income (RGI) formula, with 84 per cent of tenant households contributing a set percentage of their monthly household income toward the rent. The remainder of units most commonly have rents fixed at a percentage of what’s calculated to be the lower end of market rents within the region.

“New Brunswick, Nunavut and Quebec reported the lowest average rents, while British Columbia and Yukon had some of the highest rents across all bedroom types,” CMHC analysts observe. “Within Ontario, British Columbia and the Prairie provinces, rents fluctuated widely across different centres.”

Housing operators have funding agreements with some level of government that provide a budget for 70 per cent of surveyed units. Municipalities fund the largest share (30 per cent), with provincial/territorial governments funding 23 per cent and the federal government acting as the sole funder for 17 per cent. Non-governmental organizations, often drawing on some component of government funding, are the sponsoring bodies for 11 per cent of surveyed units. There are no funding agreements in place for the remaining 19 per cent of units.

As well, there is no operational deficit funding for 36.5 per cent of the surveyed units. Municipal and provincial/territorial governments most often bridge the gap between operating costs and revenues — for 32.4 per cent and 24 per cent of surveyed units, respectively — but other organizations or a combination of organizations and various levels of government pick up the slack for 5.6 per cent of the units. As well, the federal government provides operational deficit funding for 1.5 per cent of units.

Government-sponsored operators most often have a mandate to provide housing for seniors and families with children. The proportion of non-senior single men and women accommodated in this housing stock varies significantly from province to province, with the smallest complement — 1 to 5 per cent — in Alberta and Saskatchewan.

“Families with children and youth were slightly more likely to receive services from government organizations, while seniors were equally served by both government and non-profit organizations,” CMHC analysts report. “Clientele groups including veterans, persons with disabilities, First Nations, Métis, Inuit, immigrants, refugees, victims of domestic violence and persons exiting homelessness were twice as likely to receive services from non-profit organizations.”

Graham awarded Calgary water facilities contract

The City of Calgary has awarded the North Calgary Water Servicing Facilities project to Graham Construction & Engineering Inc. This project is part of a larger effort to strengthen water servicing capacity and system redundancy in North Calgary and Airdrie.

The project involves the construction of a new 22 kilometre long water feeder main and multiple support facilities. Graham will undertake the design and construction of nine critical support facilities along the new feeder main.

The North Calgary Water Servicing Facilities project involves the design and construction of a new 100 ML/d High Lift Pump Station at Bearspaw, electrical and mechanical upgrades at the Mountain View Pump Station, a new reservoir at the Top Hill site, upgrades to the Research Park Booster Pump Station, and feeder main and PRV chambers at the Big Hill East Reservoir. It also includes a tie-in between the Beddington Reservoir and the Northridge feeder main and preliminary structures to accommodate a future energy reduction facility.

The North Calgary Water Servicing feeder main will run north from the Bearspaw Water Treatment Plant near Stoney Trail and Nose Hill Drive, crossing under Crowchild Trail up to 144 Ave N.W. and then connecting to the Northridge Feeder Main at 144 Ave and 14 Street N.W.

“We’re proud to contribute our expertise to this initiative and to once again partner with the City of Calgary on delivering resilient, future-ready infrastructure,” said the company.

Construction of the feeder main is expected to be complete by the end of 2028, with facility construction and system commissioning finalized by the end of 2029.

The North Calgary Water Servicing Project is one of several major water infrastructure projects underway in Calgary, including the Bearspaw South Feeder Main improvements and the South Calgary Water Servicing Project. 

 

AI can provide valuable cleaning guidance

AI is not just a marketing or customer service tool; it can become a useful resource for business owners. Recently, Robert Kravitz, an industry communications expert and a former building service contractor, tested this theory by consulting three different AI tools – Gemini, ChatGPT, and Perplexity – on best commercial cleaning practices. He asked all three platforms the same question: How can we make cleaning work easier and safer?

The answers he got were similar, and while differing in long-form or bulleted responses, all platforms focused on three main areas of concern: equipment, PPE, and staff. Here are the suggested solutions provided by the AI search:

Equipment needs to be ergonomically designed

Equipment was a focus in the AI answers as a way to simplify tasks for the cleaners. Some of the recommended tools included:

  • Adjustable handles: Vacuums need adjustable handles that reduce bending and reaching.
  • Lightweight materials: Equipment made from lighter materials will lessen strain during prolonged use.
  • Comfortable grips: Padded or ergonomically designed grips will help reduce hand fatigue.
  • Automatic scrubbers/sweepers: These are necessary for large floor areas to significantly reduce manual effort and time.
  • Long-handled dusting tools: These help workers reach high places without stretching, straining, or needing to use a ladder.
  • Cordless equipment: To reduce tripping hazards, increase efficiency, and boost mobility, cordless equipment is a must.
  • Concentrated green cleaning solutions: These solutions reduce the amount of product needed, save money, and, because they are environmentally friendly, help protect worker health.

Personal protective equipment must be worn

When safety is involved, PPE is a non-negotiable, and the AI platforms provided a suggested list of equipment for janitorial staff and cleaners, including:

  • Gloves: An essential for protecting hands from chemicals, sharp objects, and bodily fluids.
  • Eye protection: Safety glasses or goggles are crucial when handling chemicals or dealing with airborne particulates.
  • Respiratory protection: Wearing masks or respirators when working protects workers from inhaling strong fumes, mould, and dust.
  • Non-slip footwear: Is critical to help prevent slips and falls on wet floors.
  • Knee pads: Are recommended for cleaning tasks requiring kneeling, such as manually cleaning floors or fixtures.
  • Comfortable clothing: Allows for freedom of movement, improves employee satisfaction, and can withstand the demands of the job.

“All three systems also emphasized the importance of worker training,” adds Kravitz. Specifically, they pointed out the following:

  • Understanding SDS (safety data sheets)
  • Proper dilution and mixing methods
  • Using appropriate lifting techniques to prevent back injuries

One platform added that open communication between managers and custodial workers to discuss concerns, suggest improvements, and report issues also helps improve safety and makes cleaning work easier. Better communication also improves employee satisfaction and performance. Studies show that 74 per cent of employees are more effective in their work when they feel heard.

“Recognition and appreciation were also recommended,” Kravitz confirmed. “It was suggested that when workers feel valued and appreciated, it improves morale and motivation, which also helps improve [worker] performance and safety.”

AI can become a valuable tool for more than marketing and customer service, helping cleaning companies and janitorial staff develop streamlined operations, improve efficiency, and increase worker safety.

B.C. offers heat pump rebate to more claimants

Eligibility for British Columbia’s heat pump rebate has now been extended to select unit owners and renters of low-rise multifamily housing. As of mid-July, the provincial energy savings program may provide up to $8,500 toward the installation of a ductless air-source heat pump and heat pump water heater for condo and apartment dwellers who meet income and technical criteria.

The program initially targets individual suites within electrically heated buildings, but a rollout to gas-heated units is promised for later this year. Two income-delineated tiers of incentives are available, and applicants must obtain formal permission from their landlord or strata council before the rebate can be offered. As well, only 10 units per rental building or investor-owner within a condo building will qualify.

The provincial government has underwritten the installation of more than 27,800 heat pumps since it launched the rebate for the residential sector in June 2024. Since then, it has committed an additional $100 million, to be allocated in the fiscal years 2025-26 and 2026-27, to fund a switchover from other heating/cooling sources.

“We’ve had great success supporting the switch to heat pumps in single-family homes and in entire multi-unit residential buildings,” says Adrian Dix, B.C.’s Minister of Energy and Climate Solutions. “So, we’re expanding our support to focus on helping apartment renters and condominium owners.”

Households living in apartment buildings up to six storeys in height, multiplex residential buildings with at least six units or stacked townhouses may qualify. Rebates of $5,000 for a mini- or multi-split heat pump and $3,500 for a heat pump water heater are available for approved recipients in the tier-one income range, which tops out at $47,007 for single occupants or $87,350 for a household of four. Lower-value rebates of $4,000 for a heat pump and $2,800 for a heat pump water heater will be provided for approved recipients with higher, but still modest incomes, topping out at $61,697 for individuals and $114,647 for a family of four.

“We are encouraged by the expansion of the heat pump rebate program to renters and condo owners living in lower-rise MURBs. It’s been difficult for people living in these buildings to get relief from the extreme heat,” maintains Shauna Sylvester, a director with the non-governmental advocacy group, Urban Climate Leadership.

To qualify, condo or apartment dwellers must have an individual account with an electricity utility. Program participants must purchase equipment from B.C. Hydro’s approved list of products and engage one of its approved contractors. The chosen contractor must then complete the work and submit verifying documentation within six months of the date approval was granted in order for rebate funds to be released to claimants.

Rebates will not be offered for installations in units valued at more than $772,000 or in buildings that were completed less than 12 months previously. Recipients must be fulltime occupants and can receive only one rebate for each of an air-source heat pump and heat pump water heater.

“This program will support families and seniors in apartments and townhomes across B.C. managing affordability concerns, and ensure they have the opportunity to convert to heat pumps to provide a safe and healthy controlled climate for their homes,” says Tony Gioventu, executive director of the Condominium Home Owners Association of B.C. “Owners, tenants, and residents of strata properties are reminded to work with their strata councils to confirm they are complying with the local bylaws.”

Interested utility account holders who are outside the income thresholds for this program may alternatively qualify for B.C. Hydro’s separate rebate program. It offers up to $2,500 for a ductless heat pump and $1,000 for a hot water heat pump in electrically heated buildings.

Public restrooms failing hygiene expectations

Four in five Canadians are concerned about hygiene and cleanliness in public places, yet only 18 per cent of public restrooms meet their expectations. This gap is impacting consumer behaviour and triggering powerful emotions, according to new research from Tork, an Essity brand.

The global report, which surveyed 11,500 people across 11 countries, explores attitudes toward hygiene in public restrooms, the hygiene barriers that users encounter, the challenges cleaners face and the consequences of a poor restroom experience. Overall, users said they feel disgusted, uncomfortable and frustrated when expectations are not met and 52 per cent of people take action after a poor restroom experience.

In Canada, 30 per cent spend less time at venues with poor restroom conditions, 17 per cent avoid eating or drinking there, 14 per cent choose not to return, while 7 per cent leave negative reviews or warn friends.

The issue is even more pressing when considering accessibility: 59 per cent of Canadian venue visitors face physical or cognitive challenges that can affect their restroom experience.

“Our research reveals this singular truth: when a restroom fails to meet the needs of customers, it directly impacts a business’s reputation and revenue,” said Amy Bellcourt, vice president of communications at Essity.

Survey respondents across countries cite that they avoid restrooms primarily because they are unhygienic, followed by unpleasant smells or odours, unavailable soap and toilet paper, or the restroom provides insufficient privacy.

The reality of cleaner burnout

Canadian cleaners also shared their insight. While 85 per cent are satisfied with their jobs, more than half (55 per cent) cite tools, supplies, and equipment as ongoing challenges. While 78 per cent feel respected by their employers, there’s still room to better support these essential workers.

On a global scale, the research explored the challenges that cleaners face when working within the restroom setting. The majority report mental health issues as a result of their jobs, 46 per cent of those individuals feel stressed. Meanwhile, 70 per cent cite inadequate employer support, while 38 per cent have left a cleaning job as a result of not feeling recognized or due to burnout (unrelated to pay/compensation).

“Reduced employee wellbeing and employee turnover can directly impact facility cleanliness, the restroom user experience, and result in costly hiring and on-boarding,” the report emphasizes. “Meeting the needs of cleaning staff – for example, providing easy to refill high-capacity dispensers – can support inclusive hygiene and boost the bottom line of businesses.”

Kelowna investing in 133 infrastructure projects

With 133 infrastructure projects either underway or complete, the City of Kelowna is investing more than 50 per cent more than last year in infrastructure that enhances quality of life, strengthens community connections, and supports long-term sustainability.

From new parks and road upgrades to essential utilities and environmental restoration, these projects are transforming how residents move, play, and live.

“Strong infrastructure is the foundation of thriving communities and in fast-growing cities like Kelowna, it’s essential to keep pace with the demand” said Minister of Housing and Municipal Affairs Ravi Kahlon. “These investments go beyond just roads and pipes – they’re about building a stronger and more connected community where people have access to the services and support they need to thrive. This is another example of how the government is investing to improve the lives of British Columbians.”

Transportation investments are helping Kelowna move more efficiently and sustainably, with upgrades to transit infrastructure, active transportation routes and shared mobility options. Projects currently underway include the Glenmore Road widening, the Frost Road extension and roundabout, and the Kane and Valley Road roundabout.

Utilities projects are underway in Lower Mission, North End, Glenmore and Rutland to upgrade water, sewer and stormwater systems.

One of these utilities projects is the Summit Reservoir expansion, completed mid-June. This project increased potable water storage and firefighting capacity for the Dilworth Mountain neighbourhood. Restoration work in Summit Park is expected to wrap up by the end of August.

“Kelowna is one of the fastest-growing cities in the country, and our council has prioritized accelerating infrastructure to meet this growing demand,” said Mayor Tom Dyas. “From new park openings to breaking ground on the Parkinson Recreation Centre and opening the long-awaited Bertram Multiuse Overpass, it is exciting to see these projects come to life—delivering the public spaces, transportation options, and services that enhance quality of life for everyone who calls Kelowna home. And we are just getting started.”

One of the City’s annual sources of funding for infrastructure is the Canada Community Building Fund (CCBF) administered through the Union of BC Municipalities (UBCM).

In 2025, CCBF contributions will support in part the delivery and planning of essential projects including:

  • Construction of the park’s washrooms is scheduled to begin this summer, and the pump track opened in June.
  • Resurfacing 14 road segments across the city
  • Replacement of the K.L.O. Bridge
  • Extension of Hollywood and Burtch Roads to improve traffic flow and connectivity
  • Pre-construction and design work for the Commonwealth Road extension
    Upgrades and widening of Burtch Road from Highway 97 to Glenmore Road.

 

Safety gaps flagged in Canadian workplaces

The majority of employees in North America feel safe in their workplace, but incident rates are still uncomfortably high, revealing that perception doesn’t always equal protection. According to a new report from technology-provider EcoOnline, nearly half have experienced—either personally or through a relative— a workplace accident or job-related illness.

A survey, conducted online by Origo Group in April 2025, gathered responses from 1,059 workers, aged 18-65 in Canada and the United States. The data explores whether modern environmental, health and safety (EHS), environmental, social and governance (ESG), and chemical management initiatives are keeping pace with the needs of today’s workforce.

Workplace safety

Most respondents who reported experiencing a work-related incident or illness (or knowing someone who has) say it was stress-related, with this figure being significantly higher in Canada (68 per cent) than in the U.S. (44 per cent).

Another recent survey this week from Peninsula Group, a global HR, employment law and health and safety consultancy, shows the impact that mental health is having on small and medium-sized businesses around the world and particularly in Canada.

That data looked at 79,000 businesses across Australia, Canada, Ireland, New Zealand and the UK and found that employees in Canada are least likely to speak up if they are struggling with their mental health. Meanwhile, Irish and Canadian employers are the least confident that employees would discuss mental health issues with them. “Whilst the responsibility isn’t solely on the employer, what this does tells us is that mental health stigma in the workplace is still very much present, and more open conversations are needed to reduce it and foster a positive working environment,” said Raj Singh, CEO at Peninsula Canada.

Looking back at the EcoOnline report, a positive work environment was cited as a main priority for North American employees, with 83 per cent citing it as a top factor when choosing an employer. Most workers say they would consider leaving their employer due to a poor workplace environment.

When asked to rank their top 8 associations for the term ‘workplace environment,’ Canadian respondents listed colleagues, then flexible working hours, followed by the company environment.

Chemical safety

Chemical safety is also rife with risk and a critical gap, with 44 per cent of workers saying they are exposed to chemicals on the job. Of that, nearly 40 per cent say their company is not actively working to substitute hazardous chemicals. Fewer workers in Canada report exposure compared to those in the U.S.

This risk is thought to be highest where digital controls are weakest. Most workers (78 per cent) said they receive formal chemical training and 80 per cent have access to safety data sheets, which are used to inform how hazardous chemical substances and mixtures of substances can be safely handled, used, stored, and disposed of. One-third of respondents said these sheets aren’t available via QR code on mobile devices and they don’t have a digital chemical management system.

Rising pressure for lone workers

More people work alone now post pandemic. For the purposes of this survey, EcoOnline defines a lone worker as an employee who works physically isolated and cannot reach their colleagues without a phone or via radio during all or part of the workday. Nearly half of executives believe the number of lone workers in their organization will increase over the next 2 to 3 years.

One in three North American workers identify as lone workers. Of those, 45 per cent strongly agree their employer takes lone worker safety seriously; a notable gap compared to the 53 per cent of all North American workers who feel safe.

Psychosocial risks like mental health and fatigue outrank physical hazards for this group, with nearly half naming them top concerns, followed by environmental hazards like fires, as well as accidents or falls.

Digitization and AI

Through the survey, most employees say they’d feel safer with more digital health and safety tools, rising to 81 per cent among those aged 18-34. Even though 41 per cent want to report incidents digitally, many still rely on manual processes.

Most incidents are verbally reported directly to a manager. This preference is especially strong in Canada, where a significantly higher percentage favour face-to-face reporting. This trend carried over to how workers themselves receive such information, which primarily comes from managers, followed by email and department meetings.

Looking at employer efforts to improve workplace safety, results showed that 69 per cent of respondents in Canada and the U.S. were provided with competency training, the majority of which was e-learning or digital training modules.

More than half of workers are open to artificial intelligence (AI) improving workplace safety, increasing to 70 per cent for 18–34-year-olds. One in five North American workers believe AI could definitely improve workplace safety, and lots more see potential depending on implementation​. Canadian workers were more optimistic about this than U.S. workers. The report suggests that opportunities lie in showing how AI can support rather than replace human safety processes, with potential use cases such as predictive alerts or virtual assistants.

Safety and sustainability

Besides health and safety, sustainability also matters as 72 per cent of North American workers say it’s important that their company actively reduces environmental impact. However, only 33 per cent say their business uses a recognized ESG framework and 24 per cent don’t even know what ESG is.

ESG frameworks are slightly more common in the U.S, but Canada is making significant strides in developing and enforcing ESG regulations, with a strong emphasis on mandatory climate-related disclosures for major financial institutions in particular. The Canadian Sustainability Standards Board has released exposure drafts reinforcing this direction. While ESG reporting is currently voluntary, growing pressure is pushing toward a standardized, mandatory disclosure.

EcoOnline CEO Tom Goodmanson cites safety, stress and sustainability as important elements of the overall workplace experience. “Supporting employee well-being means going beyond compliance, creating environments that are productive, supportive and safe,” he said. “With 81% of workers saying they’d consider leaving due to poor conditions, the link between safety, sustainability and job satisfaction is clearer than ever.”

He suggests that embracing technology to tackle psychosocial risks and make tangible sustainability commitments will be essential to keeping people protected and engaged.

As the report aims to showcase, safety investments, especially in competency training and education, are seen as key to increasing staff satisfaction, while digital tools and AI are welcomed when implemented thoughtfully.

“Hopefully, there is growing awareness around ESG and sustainability, with most employees, especially in Canada, supporting stronger environmental action and better integration of non-financial data into business reporting,” the report concludes. “To truly improve workplace safety and culture, organizations should prioritize implementation, communication, and worker engagement, especially when it comes to lone workers.”

ISSA launches comprehensive consulting services

ISSA, the worldwide cleaning industry association, recently launched ISSA Consulting, a comprehensive suite of consulting services designed to help organizations improve efficiency, ensure compliance, and drive business growth amidst challenges like budget constraints and evolving facility demands.

ISSA Consulting provides a full range of solutions, including operational assessments, training program development, OSHA compliance support, workloading, process and operational improvement, strategic and digital marketing, public relations and communications, and customized services tailored to the specific needs of building service contractors, in-house cleaning teams, distributors, and manufacturers.

“ISSA is committed to advancing the cleaning industry through education, advocacy, and now direct consulting,” said ISSA Chief Global Education Officer Brant Insero. “Our consulting services provide organizations with practical, expert guidance to strengthen their operations, protect their employees, and enhance the value they deliver to customers every day.”

Led by ISSA Associate Director of Consulting David Swindle, the team combines deep industry expertise with practical on-site and virtual support to solve real-world challenges, especially now, as organizations navigate budget cuts while managing rising occupancy in office buildings.

ISSA Consulting has already helped clients like National Geographic, Dana-Farber Cancer Institute, Round Rock ISD, Washington County, Cal State Northridge, Kaivac, City of Guelph, University of Guelph, and Hill & Markes to optimize operations, reduce costs, improve outcomes, and effectively manage budgets.

Together with our Global Consulting Network Partners, ISSA delivers unmatched industry expertise and regional insight to maximize impact:

  • Dan Marsh (Hinz Group – Strategic Pipeline Analysis)
  • Danny Murawinski (Exit Built – Website Development & Lead Generation)
  • Josh Thiel (Hinz Group – Proposal Development & Government Contracting Strategy)
  • Matt Serra (Mulberry Marketing Communications – Strategic Marketing & Communications)
  • Nicole Bernardo (Cornerstone Virtual Partners – Operational Strategy & Leadership)
  • Richard Curry (ST Facility Maintenance Consulting – Organizational & Operational Optimization)
  • Paul Greenland (Ikigai Management Consultants – Business Strategy & Leadership Support)

“We know the unique demands faced by cleaning industry professionals,” said Swindle. “ISSA Consulting offers an experienced, objective perspective to help companies improve processes, reduce risks, and achieve their business goals efficiently.”

ISSA Consulting is designed to provide measurable improvements with minimal disruption to daily operations. The team partners directly with each organization to ensure the recommended changes align with their culture, goals, and regulatory requirements.

For more information about ISSA Consulting and its services, visit issa.com/consulting.

U of T awards Marcia O’Connor with Excellence in Teaching Award

The University of Toronto School of Continuing Studies recently presented Marcia O’Connor, president of AM FM Consulting Group, with an Excellence in Teaching Award – Business and Professional Studies for the classes she leads in the Facility Management Certificate Program. O’Connor is also the chair of membership and education for IFMA’s Greater Toronto and South Central Ontario.

As a facility management leader with more than 20-plus years experience in corporate real estate, asset management, and integrated facilities management, she has a passion for mentoring young professionals and helping people, teams, and organizations see their potential.

“Receiving this award from the University of Toronto’s School of Continuing Studies is incredibly meaningful to me, not just as a recognition of my work but as a celebration of the transformative power of education,” she says. “Teaching in facility management has given me the privilege to witness students from all walks of life grow into confident, capable leaders. Watching them embrace change, challenge assumptions, and build community reinforces my deep belief that education can be a catalyst for real, lasting impact.”

Learners say that her teaching has a profound impact on both their personal and professional growth. According to the university’s website. “while sharing her vast experience in Facilities Management, she takes a kind, caring, and humour-filled approach to teaching, and instills in learners the importance of perseverance, curiosity, and integrity.”

O’Connor highlights how facility management plays a vital role in shaping healthy, sustainable, and inclusive environments.

Marcia O'Connor“This work fuels me because I know I’m helping shape the next generation of thoughtful, resilient professionals who will reimagine what’s possible,” she adds. “This award is more than a personal honour; it’s a reflection of how far the facility management profession has come and where it’s heading. It highlights the growing recognition of FM as a dynamic, essential field that contributes directly to the health, performance, and sustainability of our built environments.

“I’m proud to be part of a community of professionals and educators who are not only advancing the discipline but also raising awareness of its value, making a real impact, and demonstrating how facility management adds measurable worth to every organization and community it touches.”

As she reflects on the future of facility management, she envisions a profession on the rise—one that is finally being recognized for the value it brings far beyond day-to-day operations.

“We are more than boots on the ground; we are strategic partners who align our work with an organization’s mission, values, and long-term goals,” she says. “Among my students, there’s a growing drive not just to manage buildings but to elevate the impact of FM across entire enterprises.

“They want to lead, to innovate, and to demonstrate how their work supports performance, sustainability, and people. The FM program supports this evolution by encouraging critical thinking, real-world collaboration, and an understanding of how to contribute at the strategic level. That’s where the future lies—and it’s exciting to help shape it.”

 

Global janitorial services market shows a growth of four per cent

A recent report from ResearchAndMarkets.com demonstrates that the global janitorial services market saw growth at a compound annual growth rate (CAGR) of 4.27 per cent from 2021 to 2024. This report provides a complete analysis for 2021 to 2024, as well as estimates for 2025 and forecasts for 2026 to 2031.

Janitorial service providers bring specialized knowledge, expertise, and the latest technologies to facility management. With access to modern cleaning methods, eco-friendly products, and advanced equipment such as robotic cleaners and automated systems, outsourced providers can deliver high-quality services that meet industry standards. This allows businesses to benefit from cutting-edge cleaning solutions without the need to invest in expensive equipment or train staff.

According to the study, one of the most significant drivers in the market is the heightened awareness of health and hygiene following the COVID-19 pandemic, which spotlighted the perception and execution of cleanliness. With the increased focus on stricter cleaning protocols, the demand for professional janitorial services has surged.

Moreover, the expansion of many commercial spaces such as offices, malls, and entertainment centres, as well as growing ‘return to work’ policies, has also contributed to the growth of the janitorial services market. In developing economies, urbanization, and industrialization have led to the rise of new buildings, fuelling the need for more comprehensive cleaning services.

Another factor driving the janitorial market is the growing preference for eco-friendly and sustainable cleaning solutions. As environmental concerns continue to stay top of mind for many businesses, companies are increasingly opting for green cleaning practices that minimize the use of harmful chemicals and reduce environmental impact. Janitorial service providers offering green cleaning options are in higher demand, with innovation in cleaning technologies also playing a significant role in the expansion of the market. The adoption of advanced cleaning equipment, such as automated floor scrubbers, high-efficiency vacuums, and even robotic cleaners, has helped improve the efficiency and effectiveness of janitorial services. These technological tools enable faster and more thorough cleaning, which is particularly important for large-scale facilities such as airports, shopping centres, and hospitals.

Countries such as China, India, and Japan are key contributors to the market’s growth, where the rise of new infrastructure and commercial projects creates a strong demand for cleaning services. The hospitality and retail sectors, in particular, are expanding in this region, further fuelling the demand for janitorial services.

Outsourcing facility management, including janitorial services, allows businesses to cut costs by avoiding the expense of hiring, training, and managing in-house cleaning staff, purchasing cleaning equipment, and maintaining an inventory of supplies. Specialized janitorial service providers can offer cost-effective solutions due to economies of scale, accessing lower pricing on cleaning materials, and expertly optimizing cleaning schedules. This can make outsourcing an attractive option, especially for large businesses and organizations with extensive facilities.

Moreover, by outsourcing janitorial services, organizations can allocate more resources and time to improving their primary operations, such as customer service, production, or business development. This report shows the growing value of commercial cleaning and janitorial services for businesses looking to outsource and shows more positive growth for the industry in the coming years.

ENERGY STAR caught in legislative limbo

The Building Owners and Managers Association (BOMA) International is rallying support to propel the threatened ENERGY STAR program over to the stable side of its current legislative limbo. The association, which encompasses more than 90 local chapters in the United States under its umbrella, is lobbying policy-makers in Washington D.C. and urging members to appeal directly to their own elected officials in the U.S. House of Representatives and Senate.

For now, ENERGY STAR’s various labelling, certification and benchmarking initiatives are in a precarious, but not necessarily fatal position. Although the U.S. administration (executive branch) has expressed its desire to mothball the program, the authority to terminate ENERGY STAR’s funding actually rests with the House and Senate (legislative branch). The appropriations bills that could bring about that result are now progressing through the legislative process, but are yet to be fully debated in either forum.

In a recent advisory, John Boling, BOMA International’s vice president of advocacy and building codes, sketches out the convoluted law-making procedures that could trip up efforts to reduce program funding. Notably, if the appropriations bills are not passed by Oct. 1, there is a possibility that ENERGY STAR could receive default funding at 2025 levels up until Sept. 30, 2026.

“The ENERGY STAR program is funded through two appropriations bills — the Interior and Environment Appropriations Bill, which funds the Environmental Protection Agency (EPA), and the Energy and Water Appropriations bill, which funds the Department of Energy (DOE),” Boling explains. “There are 12 appropriations bills Congress must pass every year to fund the government. The House of Representatives and the Senate must pass their bills and if there is a single difference, (there always is) then it must be resolved before the bill can be sent to the President for his signature or veto.”

BOMA International is particularly keen to preserve the ENERGY STAR Portfolio Manager program, which has been widely adopted in both the U.S. and Canada to track and benchmark energy and water use and greenhouse gas (GHG) emissions in the commercial, institutional and multifamily building sectors. ENERGY STAR Portfolio Manager also provides consistent, verified building performance data for voluntary certification programs, such as LEED and BOMA BEST, and various mandated reporting exercises, such as Ontario’s energy and water reporting and benchmarking (EWRB) initiative, and building emissions performance standards (BEPS), such as those in New York City and on Toronto’s agenda for future adoption.

The Canadian government department, Natural Resources Canada (NRCan), has a licensing agreement with the U.S. government that allows Portfolio Manager to be offered in Canada. Canadian data is held separately under NRCan’s stewardship, but program development and ongoing refinements occur in the U.S..

ENERGY STAR’s product labelling measures, which rate and display the energy performance of a range of consumer and commercial products, equipment and appliances, also have resonance in Canada. Since Canada’s energy and water efficiency standards are largely aligned with those in the U.S., the labels are an effective means for Canadian manufacturers and distributors to signal to the market, and for consumers and procurement officers to gauge what they’re buying. As well, numerous rebates and incentives for purchasing products with preferential ENERGY STAR ratings are tied to federal, provincial/territorial, municipal and utility-based energy efficiency programs across Canada.

Paths to continuity

The timetable for passing the appropriations bills that could reduce or eliminate ENERGY STAR’s funding for 2025-26 appears to be getting tight. Boling notes that both the House of Representatives and the Senate traditionally take a recess for the month of August. That leaves just a few working weeks before the Sept. 30 deadline to achieve necessary support from legislators and required consensus between the House and Senate.

If that does not occur, a continuing resolution comes into play. As the name suggests, this simply prolongs funding at existing levels until the appropriations bills are passed.

“It can be for 24 hours or the whole year,” Boling advises. “If Congress ends up with a full-year continuing resolution, like last year, we can expect the ENERGY STAR program to receive roughly $32 million.”

Advocates for the program, such as BOMA International and the U.S. Green Building Council (USGBC), argue that $32 million (CAD $44 million) is both a negligible drop in the entire U.S. budget and highly proficient spending, which underpins an estimated USD $42 billion (CAD $57.5 billion) in annual energy savings.

“The ENERGY STAR program alone delivers billions of dollars in energy cost savings to U.S. consumers and businesses every year on a budget of just $32 million,” asserts Elizabeth Beardsley, the USGBC’s senior policy counsel. “Thousands of product manufacturers, utilities, real estate companies and local governments rely on the program to create value, adopt energy efficiency practices and manage energy use. Shuttering it would only cause confusion and raise costs.”

A model letter is now available, via BOMA International’s website, for members to send to their Representatives and Senators. That addresses both the near-term threat of reduced funding and the possibility that ENERGY STAR could be outright dismantled.

“Constituent letters showing support for the program are critical for our advocacy efforts to work,” Boling reiterates. “BOMA and others maintain that because ENERGY STAR was initiated under the ’92 Clean Air Act Amendments and then officially stood up in the 2005 Energy Policy Act, the only way to end the program is to introduce legislation and move it through the process. This takes time, and BOMA will be there at every step educating why the ENERGY STAR Portfolio Manager program serves America’s interests.”

Fallout for Canada

Many Canadian enrollees and energy management specialists are now contemplating the potential fallout from U.S. decision-making. Recent analysis from Efficiency Canada, a non-governmental research and advocacy organization that promotes the dual environmental and economic benefits of energy and water efficiency, explores various scenarios, which might see ENERGY STAR:

  • retained in U.S. statute, but left dormant;
  • terminated as a U.S. federal program, but transferred to administrators outside of government;
  • terminated, with allowance for NRCan to keep the trademark and programs; or
  • terminated, along with deregistration of the name and trademark.

Of these, it’s deemed preferable for ENERGY STAR to be neglected on the shelf, rather than actively purged.

If staffing cuts and altered priorities halt updates to ENERGY STAR standards, reference points for certifications would steadily fall further behind new advancements coming into the marketplace. Or, there could be less impetus for continued improvements in the absence of ever-toughening standards. However, Sarah Riddell, a policy research associate with Efficiency Canada, concludes there is less risk that existing standards will be eroded.

“The U.S. Energy Policy and Conservation Act contains an anti-backsliding clause prohibiting the weakening of efficiency standards once they are finalized. Manufacturers have also likely already begun retooling their factories to comply with the finalized U.S. standards, many of which were actually recommended by the manufacturers,” she observes. “The ongoing attempt to roll back some standards in the U.S. may have little practical effect.”

Riddell also speculates there could be an opportunity for NRCan to pick up some of the slack, provided it still has leeway to administer ENERGY STAR here. For example, instead of licensing the required software for Portfolio Manager from the U.S. EPA, as it currently does, she suggests NRCan could contract the software developer directly and, in turn, license it to other coordinating bodies that might step in if the U.S. government withdraws from the program.

“Because states, utilities, municipalities and non-profits across North America would likely want to continue to rely upon the suite of Canadian-led ENERGY STAR programs, there might be an option to explore co-funding arrangements to jointly support the costs of maintaining the standards,” Riddell muses. “There could be some ‘brain gain’ opportunities as well, if former U.S. ENERGY STAR employees want to work for the Canadian initiative.”