Protecting outdoor workers from the summer heat

Summer weather is here, and that means hot conditions for many outdoor maintenance workers. As technology continues to evolve, so do the tools that outdoor workers use to stay cool, safe, and productive. Maintenance managers often spend summer days in hot, humid weather, and some of the newer options available can help them avoid sunburns, heat stroke, dehydration, and more, as the temperatures rise.

Knowing about the latest trends, products, and practices can keep your outdoor employees safe and productive right through until fall.

Cooling clothing

Minimizing the risk of sunburns means mitigating direct contact with the sun’s rays. Workers should wear lightweight, long-sleeved shirts and pants in sun-resistant fabric, UV-rated sunglasses, and a wide-brimmed hat that covers the head, face, ears and neck. Sunblock is also necessary, even on cloudy days, to stay protected from UV rays, and regular reapplication is key.

Cooling vests, shirts with UV protection, jackets with built-in fans, cooling arm sleeves, and clothing that is activated in a cooler with water can help prevent workers from overheating, allowing them to work while providing protection from heat stroke and heat exhaustion.

Hats and helmets

Most of our body heat is lost through our heads so it is important to choose the appropriate PPE. If your employees need to wear hard hats, there are versions that can help workers stay cool, with reflective technology keeping the inside of the hard hat fresh and comfortable for workers. Cooling towels and helmet liners that wick away moisture are also available to keep workers cool and dry.

Hydration

Spending prolonged time outdoors in the heat leaves workers with a high risk for dehydration, which is a major contributor to heat exhaustion, so staying hydrated is crucial.

Mandate that employees drink water before, after, and during work hours to limit the effects that dehydration can have on the body. When working in the heat, it is recommended that employees drink eight ounces of water every 15 to 20 minutes, so a schedule needs to be created and followed for optimal results. Tools like hydration backpacks and water bottles with alarm reminders can help allows employees access to water at all times and can serve as a reminder to stay vigilant with their water intake.

Along with the proper PPE, consider scheduling and location when planning the next job. Schedule your outdoor tasks to avoid extra hot or humid days by keeping your eye on the weather and planning ahead. As well, set up shelters from the sun, set a rotating schedule, install fans where possible, and allow for regular breaks to optimize outdoor working conditions through the heat.

Outdoor maintenance staff work hard, so keep them safe, comfortable, and productive with today’s top options in gear.

Survey: investing in technology to boost productivity

Nine in 10 construction leaders say digital tools are needed to boost productivity to build more and faster, according to a new KPMG in Canada report.

The report finds that the industry is focused on deploying a wide range of technologies to improve productivity and expedite project completion, with 81 per cent of construction companies saying their recent investments in technology are already making a difference.

“These investments are about to pay dividends and transform how we build in Canada,” said Tom Rothfischer, national industry leader for building, construction and real estate at KPMG. “But the current economic and trade environment is squeezing bottom lines, putting at risk much-needed continued spending on tech – technology that is essential if we are to address the chronic housing supply shortage in this country and transform our economy through an ambitious era of nation-building mega-projects.”

Nearly eight in 10 (78 per cent) say procurement processes are changing to encourage innovation and digital adoption, and 43 per cent indicated that their clients play a “highly influential” role in their decision to adopt technologies.

“It’s encouraging to see signs that procurement is beginning to evolve, but we’re not there yet,” said Rodrigue Gilbert, president of the Canadian Construction Association. “Too often, the system prioritizes lowest price over long-term value, which prohibits investment in innovation. If we want a modern, productive construction sector, governments must reform procurement to foster collaboration, ensure fair risk-sharing, and create the confidence companies need to invest and grow.”

The level of tech investment will need to ramp up given that the industry’s labour crunch is expected to worsen as the workforce ages and retirements increase in the next decade, the report points out. Nearly three-quarters (73 per cent) of construction leaders expect that it will become “increasingly difficult” to meet demand over the next five-to-10 years, particularly as retirements outpace recruitment.

“The pressure is intensifying on the construction industry to do far more with less,” says Jordan Thomson, director, Global Infrastructure Advisory, KPMG in Canada. “The industry is well aware of their labour conundrum, with eight in 10 companies still experiencing a shortage in skilled labour that’s affecting their ability to take on new work and complete current jobs. While it’s improved slightly from two years ago, it’s still incredibly high.”

The report shows firms are prioritizing prefabrication and modular construction (53 per cent), along with demand-driven supply chain systems (56 per cent) and AI-powered tools (also 53 per cent). Other emerging technologies (drones, robotics, and wearable exoskeletons) are also being explored.

“We’re seeing much more interest in tech adoption compared to where we were even two years ago. However, the sector still has a long way to go to move the needle on productivity,” said Thomson. “Making a commitment to invest in technology is the first step. Delivering returns requires careful integration and only works if you also invest in up-skilling your people to use it effectively.”

Condo market data reveals long-term risks

The slowdown in Canada’s condo market is expected to endure. New analysis from Canada Mortgage and Housing Corporation (CMHC) found that sales declined by 75 per cent in Toronto and 37 per cent in Vancouver over the past three years. Growing inventories have also led to reduced sale prices for buyers and lower rents as condo owners compete for rental cashflows.

Between 2022 and 2025 (Q1), average resale condo prices declined by 13.4 per cent in Toronto and 2.7 per cent in Vancouver. Two years prior they had risen by more than 19 per cent in both locations.

Tim Syrianos, Toronto broker and owner of RE/MAX Ultimate Realty, says that buyers are experiencing advantages they haven’t seen in years.

“With growing inventories, sellers and builders are more open to negotiation, offering incentives and price reductions not seen in over a decade,” he says. “Smaller condos offer the greatest opportunity for first-time buyers, as they represent the easiest and most affordable entry point into the market.”

While buyers and renters currently have more negotiating power in Canada’s two most expensive condo markets, CMHC warns this temporary relief will put a strain on new supply.

“Given the national and global economic outlook, there is little evidence to suggest that price and rent declines are likely to quickly reverse,” CMHC states. “As a result, project cancellations and reduced construction activity are also likely to continue in the near term, hindering efforts to increase housing supply over the long term.”

Challenges with funding condo projects have some developers shifting to purpose-built rental unit construction programs that offer potential financing. Yet other developers are still cancelling an increasing number of condo projects.

Between 2022 and 2024, the number of cancelled units in Toronto and Vancouver increased five- and ten-fold, respectively. In Toronto, 55 per cent of pre-construction units went unsold in the first quarter of 2025, marginally below the record high of 56 per cent at the end of 2024. CMHC says this level of unsold units presents a significant challenge for developers seeking funding for their projects. Lenders usually require a pre-sale threshold of 70 per cent before releasing funds.

“There are many reports of rising inventory, but not enough emphasis is being placed on the lack of new construction.” says Syrianos. “Whether projects are cancelled or shifted to purpose-built rentals, there will come a point when supply once again reaches record lows.

“Some investors are purchasing units in bulk, with several already seeing success. While this trend reflects condos being bought at a discount due to failed original transactions, it also suggests that inventory may be absorbed faster than currently projected.”

After the first quarter of 2025, he has seen growing supply create downward pressure on rents in Toronto. “While this has further strained affordability for investors, the market appears to be finding balance, as leased transactions are now outpacing new lease listings.”

REMAX Canada’s 2025 Commercial Real Estate Report, released last week, also reveals shifting priorities. It states that investors are capitalizing on opportunities that allow for strategic repositioning, adaptive reuse and targeted investment, amid escalating global trade tensions, economic concerns and evolving market conditions. Multi-family and industrial were the top-performing asset classes.

“Development has stalled in cities such as Vancouver, where high interest rates and elevated construction costs have upended the value proposition and the viability of previously planned projects,” the brokerage stated. “More stimulus is required against a backdrop of increased distressed sales of condominium development.”

The report, which analyzed Q1 activity across 12 major Canadian commercial real estate markets, highlights that purpose-built rentals are pushing through a condo downturn in the Greater Toronto Area. Falling land values in Vancouver have developers adjusting, weighing the prospect to sell at a loss or hold until values recover while servicing mortgage debt and absorbing negative cash flow.

Don Kottick, REMAX Canada President, said that land is now about present performance rather than future potential. “It’s about cash flow,” he said. “Increasingly, investors value properties that deliver steady rental income to help portfolios weather market volatility and economic uncertainty.”

New fines loom for fire safety enforcement

Ontario municipalities will have an optional set of fines for enforcing fire safety once the provincial government finalizes the framework for administrative monetary penalties (AMPs) tied to the Fire Protection and Prevention Act (FPPA). This has already been authorized through 2024 amendments to the Act, but not yet been proclaimed into law.

The public is now invited to submit comments on the Ministry of the Solicitor General’s proposed parameters, including: offences to which AMPs may apply; officials authorized to impose AMPs; the fee schedule; and opportunities to dispute penalties. A consultation paper posted on Ontario’s regulatory registry indicates AMPs are intended as a measure to address violations of Fire Code provisions related to record-keeping or other details that pose a low risk to life-safety and do not require specialized or technical knowledge to assess.

“Once this framework is in place, municipalities would have the option to use AMPs as a progressive enforcement tool that could be imposed upon anyone, including tenants, owners and corporations, who contravenes the FPPA and its regulations. AMPs may be used alone or in conjunction with other enforcement tools under the FPPA,” the preamble to the consultation paper states.

Meanwhile, the FPPA itself states: “An administrative penalty may be imposed alone or in conjunction with any other regulatory measure provided by this or any other Act, and may be imposed in conjunction with a fine imposed for the same infraction.”

Designated assistants to the Fire Marshall (AFM), who currently issue tickets under the Provincial Offences Act (POA) for offences related to the FPPA, are tapped as logical officials to issue AMPs. These technical experts are typically already embedded within municipal fire departments or are staff within the Office of the Fire Marshall serving areas without a municipal fire department.

Similarly, the consultation paper suggests AMPs for a first offence would not exceed the fines set out in the POA, which range from $195 to $295, but a subsequent contravention within a three-year period would be subject to higher penalties. Under the yet-to-be-proclaimed enabling legislation, those would top out at $10,000 for an individual and $100,000 for corporations and organizations. However, the government will prescribe precise fine amounts in regulation, which will be consistent province-wide, as AMPs comes into force.

Recipients of AMP orders will have a 30-day period to submit a request for a review, and a 30-day period to pay once an order has been finalized. Proceeds from AMPs are to be directed to the administering municipalities or the Ontario government’s consolidated revenue fund in unorganized areas. It’s proposed that outstanding payments from property owners may be collected through either municipal property tax or provincial land tax.

The public can submit comments on the proposed framework until July 28, 2025.

Expertly managing your supply closet

Is your janitorial closet organized and easily accessible? Making supplies and equipment readily available to cleaning and janitorial staff means more efficient operations and increased productivity. A stocked and organized closet can streamline tasks, simplify inventory management, and increase employee satisfaction.

According to OSHA’s requirements (1910.22), your maintenance and janitorial closets must follow certain protocols:

Cleaning areas are to be clean, orderly, and sanitary.
Floors must be kept clean and dry.
Aisles and passageways must have sufficient clearance. They are to be kept clear, without obstructions that could create a hazard.

Beyond following these guidelines, there are a few simple steps you can take to make your supply closet live up to its full potential.

Get prepared

Keep your supply closet fully stocked, so your team can be confident that they have what they need whenever they need it. That means conducting regular audits, keeping a close eye on inventory, and disposing of anything that’s expired or no longer usable to make room for current supplies and equipment. Keep a checklist handy that can be easily updated and will serve as a regular reference for your teams.

Stay organized

For spaces that are cluttered or small, ensure that there is safe accessibility once inside. Store your supplies in a way that makes regularly used items the most available. As well, put heavier items on lower shelves to allow staff to get what they need without any aid, while mitigating the risk of injury. Consider labelling the shelves so everything has its place, and items are quickly found and easily put away. Keep hazardous products stored as per their labels and do not allow access to unauthorized team members.

Train teams

Ensure that your staff is all on the same page by prioritizing the management of your janitorial closet. Set up a schedule for cleaning the closet, assign inventory management to a staff member, and solicit feedback from your teams for better maintenance of that space. This regular attention will also ensure that any spills or messes are taken care of promptly to mitigate damage and keep staff and property safe.

Properly maintaining your janitorial closet enhances the experience for your staff, improves inventory management, and increases productivity.

Ontario defers due date for development charges

New Ontario legislation that defers the due date for development charges is expected to ease upfront costs for condominium developers and create cash flow headaches for some municipalities. The City of Toronto projects that a longer wait to collect development charges that were previously payable with the issue of building permits will translate into a $1.9 billion budgetary void over the next 10 years.

A package of recent amendments to Ontario’s Development Charges Act brings the new remittance schedule for builders of ownership housing, allowing them to split development charges into annual installments to be paid during the five years following initial building occupancy. Rental housing and institutional buildings already qualified for deferred development charges prior to this adjustment, but another legislative amendment now eliminates municipalities’ ability to charge interest on outstanding balances.

These changes were introduced through the omnibus Bill 17 — containing amendments to eight different provincial statutes related to housing and infrastructure development — which was tabled and adopted over the course of four weeks this spring. Other new measures pertaining to development charges:

ensure that developers will pay the lower of either the development charge rate at the time they submit a complete application or the rate at the time building permits are issued;
clarify where developers may be entitled to credits; and
Exempt for-profit long-term care home from development charges.

A new report to Toronto Council’s executive committee notes that the changes will significantly shift the timing of when the City receives development charges. In response, Toronto officials are asking the Ontario government for more scope in how they can spend both development charge revenues and provincial infrastructure funding in order to address anticipated cash flow interruptions.

“While these funds will ultimately be recovered, the delayed revenue will affect the City’s short-term financial capacity to deliver additional critical growth-related infrastructure and will require the City to reprioritize planned capital projects,” the report states. “In addition, the City will experience higher DC collection risk upon payment deferral to occupancy, in the absence of further Provincial actions.”

To address the latter possibility, the report calls for an “appropriate collection mechanism” with enforcement tools to guard against unpaid development charges flowing through to condominium unit owners. It suggests that full payment could either be a requirement for registering a condominium or secured by an agreement that’s registered on the land title.

The legislative amendments also clarify that residential developers will continue to have the option to voluntarily pay development charges in full ahead of the required due date.

Building Canada’s infrastructure with digital tools

Delivering high-quality infrastructure on time and within budget is becoming increasingly challenging in Canada due to regulatory processes and permitting, skilled labour shortages and rising costs.

The integrated use of AI-powered digital construction tools across the project lifecycle provides the key to overcoming these challenges. When used together, these tools help teams plan better, reduce risks, and build more efficiently – while providing more confidence to stakeholders.

The building blocks of Information management
The foundation of this digital transformation is information management (IM); a structured, digital representation of a built asset, spanning design, construction, commissioning, asset management, scheduled maintenance and ongoing operations. It starts with a 3D model built on architectural and engineering plans. Once the engineering solution is agreed upon, the next step is figuring out the safest, most efficient way to build it. This is where 4D and 5D IM tools come in.

4D planning streamlines schedules, reduces rework
A 4D planning model adds the time element to the 3D model, showing how construction will progress over time. It helps project teams sequence activities, identify potential clashes, and spot logistical problems before work begins. The ability to visually simulate operations within a completed facility is transformative—it provides clarity, improves coordination, and substantially reduces the likelihood of costly omissions, clashes or change orders during construction.

A 4D plan can reveal issues such as scheduling conflicts, access restrictions, or material delivery overlaps, before they cause expensive delays. Even small errors in planning can have knock-on effects that spiral into bigger problems, hence early detection and coordination are critical.

Interoperability between software systems is essential to bring together inputs from all contractors and subtrades. To make 4D IM work smoothly, therefore, teams should agree on key details, such as data formats, level of detail and interface protocols.

VR-powered immersive digital rehearsals reduce risks
The process can be further enhanced with virtual reality (VR). Immersive VR ‘digital rehearsal’ walk-throughs let teams explore the project virtually before construction begins. This helps everyone, from planners to site crews to understand the construction sequence and safety protocols, essential to effectively capturing stakeholder input at an early stage right up to proving out process operations for operators. It’s also an effective way to rehearse high-risk tasks, without exposing workers to danger.

5D tools for real-time, accurate costs and estimates
5D IM levels up project delivery by adding real-time cost information to the 3D and 4D models. Every element of the project, including materials, labour and equipment, is linked to up-to-date cost data. This means cost estimates automatically adjust when designs or schedules change.

Too often, construction budgets are treated like a ‘dark art’, with vague cost predictions and promises to ‘compromise’ replacing accuracy. 5D IM brings transparency and enhanced assurance, enabling better forecasting and reducing the need for guesswork. It also saves time by automating estimates, allowing staff to focus on higher-value activities instead of looking for and organizing data.

While no tool can eliminate price volatility or inflation, 5D IM gives teams more control and confidence in their budgeting. It allows vendors to submit more accurate bids, reduce unnecessary contingency spending, and offer better value for money.

AI for improved scheduling and safety
Artificial intelligence (AI) with machine learning (ML) is playing a growing role in this digital transformation. Smart algorithms can improve scheduling by factoring in resource availability, risks, and even external influences like weather. AI can also fine-tune material estimates, ensure compliance with regulations, and help teams adapt to market conditions or local workforce realities.

With respect to safety, AI can analyze documentation, past performance data, and logistics records to identify risks before they become incidents. AI-enhanced 4D models make sure that people, tools, and materials are in the right place at the right time, while also flagging potential hazards. This proactive approach to risk reduces the chance of accidents and delays. The fast updatability of site visualizations based on new data helps mitigate risks as the construction site evolves, or as conditions change. For example, AI-based site simulations identify hazards and dynamically map escape routes, so workers always have access to the safest egress paths.

Digital twins for efficient operational life
The final piece in the digital toolkit is the digital twin – a dynamic, connected replica of the physical asset. It uses data from the federated BIM model, IoT sensors, and real-time analytics to monitor and manage the asset – reducing costs and carbon impact throughout its operational life. As the building’s “live brain,” it continuously processes information to optimize performance, reduce maintenance costs, and flag issues before they escalate. In the longer term future, we can expect to see digital twins connect buildings to broader urban systems, for coordinated energy management and demand response – further reducing overall carbon impact.

Many organizations believe they’re “not ready” for AI-driven solutions. In reality, they’re already generating massive amounts of data across disciplines – estimating, cost, risk, schedule, and change management.

The challenge is that these data streams are:
•Siloed (not integrated).
•Unstructured.
•Inefficiently managed.
•Difficult to audit.

Without aligning schedule and cost data, cost certainty is impossible, and estimating the impact of change or delay remains unreliable.

A smarter, safer, more transparent future
Canada’s provinces have already begun to require BIM for public infrastructure projects – and these requirements are likely to grow. Contractors and clients who understand and adopt these digital tools will be better positioned to meet evolving standards, manage complexity, and deliver projects more efficiently.

Digital construction tools are creating a smarter, safer, and more transparent industry, where decisions are based on facts, not gut feeling, and where risks and waste can be identified and eliminated before a shovel hits the ground.

Stephan Triendl is the CEO of Proicere Digital Canada, a provider of digital transformation solutions that reduce complexity and risk through the built asset’s lifecycle. Stephan has over 20 years’ experience in the construction and infrastructure project delivery space, with expertise covering multiple sectors of the built environment.

Starlight Investments advances sustainability efforts

In its newly released 2024 Sustainability Report, Starlight Investments identifies the progress its made toward advancing key sustainability objectives. The report highlights major strides in environmental, housing, and community initiatives, underscoring its mission to “invest with impact”.

“Sustainability is a central pillar of our business strategy that shapes both our long-term vision and day-to-day operations,” said Glen Hirsh, Chief Operating Officer, Starlight Investments. “We are focused on actions that aim to create a lasting positive impact in the communities we serve. By prioritizing ambitious targets, transparency and engagement, we are laying the groundwork for a more sustainable and inclusive future.”

In 2024, the company invested $48.3 million in energy and water retrofits as part of its continued effort to achieve net-zero emissions by 2050. Since 2019, it has reduced carbon emissions intensity by 21 per cent and energy intensity by 16 per cent. Addressing the housing shortage, Starlight has built 1,659 new rental suites through sustainable infill development while investing $2.3 billion over five years to upgrade and expand its properties. Meanwhile, the company has added 1,120 affordable rental suites, reserved for vulnerable populations through partnerships with 40 social housing organizations. The report also notes many charitable initiatives undertaken in 2024, including $542,000 in donations and over 1,000 volunteer hours committed during its annual Impact Day.

Starlight’s dedication to a people-first culture earned it recognition among OnConferences’ Top 50 Human Resources Team Award winners, alongside expanded wellness initiatives and ongoing diversity and inclusion efforts.

“In 2024, we refined our Sustainability Action Plan to set more focused objectives and initiatives. Sustainability is embedded across our operations, from investment analysis to property management, and is directly linked to performance metrics,” said Marlee Kohn, Vice President, ESG, Starlight Investments. “Looking ahead, we remain committed to driving our sustainability program forward and moving the dial on the environmental and social priorities that matter most to our stakeholders.”

For the full report from Starlight Investments, click here: Starlight – 2024 Sustainability Report

Navigating Bill 10

Earlier this month, Ontario introduced Bill 10, the Measures Respecting Premises with Illegal Drug Activity Act, 2025, officially making it law. While the legislation aims to boost public safety by holding landlords accountable if they knowingly allow illegal drug production or distribution on their rental properties, it broadens liability and raises critical questions about enforcement and fairness. Here, John Fox, Sarah Hooper, and Alexander Caputo of Robins Appleby LLP share their tips and insights to help landlords navigate the new Act.

What prohibitions are included in Bill 10 landlords should be aware of?

There are two main prohibitions, as follows:

Knowingly permitting illicit activity (section 2) – Landlords have a defence if they take “reasonable measures” to prevent their properties from being used for the production or trafficking of illicit drugs (a “prescribed offence”). The exact definition of “reasonable measures” remains unclear, meaning landlords do not know what actions will be considered sufficient to mount a defence.
Knowingly possessing proceeds from a prescribed offence (section 3) – Unlike the first provision, this section does not offer landlords a “reasonable measures” defence, making it a more severe liability. Whether accepting rent payments after discovering illegal activity would violate this rule remains uncertain, leaving landlords vulnerable to unintended consequences.

What can authorities do?

The Act provides law enforcement with extensive powers, including the ability to remove individuals from rental properties, close commercial properties, seize property tied to, restrict access to premises, and in certain cases, arrest suspects without a warrant, all in relation to a prescribed offence. Additionally, obstructing officers in their duties may result in penalties under section 10 of the Act.

What counts as “reasonable measures”?

Landlords are left wondering: How can I prove I took “reasonable measures”? Does that mean adding security cameras or increasing property inspections? Without clear guidance, some housing providers may struggle to ensure compliance, potentially leading to unintended legal trouble.

Penalties are steep, with first-time infractions carrying fines ranging from $10,000 to $250,000, and repeat offenses accruing daily penalties. Given the risks, landlords may feel pressured to adopt stricter oversight—whether through tenant screening, surveillance, or proactive lease enforcement.

How will this impact non-profit housing?

Non-profit landlords—particularly those providing supportive housing for vulnerable tenants—face unique challenges under this Act. The law holds directors, including volunteer directors, personally liable, making board membership riskier for those working with high-needs populations. Additionally, any requirement to implement expensive security measures could force non-profits to raise rent or cut services, further shrinking Ontario’s affordable housing stock. If tighter enforcement discourages organizations from supporting vulnerable communities, the housing crisis could worsen for those at risk.

What comes next?

While the Bill 10 aims to curb illegal drug activity, it also raises serious concerns about fairness, clarity, and practical enforcement. Landlords now bear the burden of demonstrating they took “reasonable measures”, but without clear guidelines, the risks—especially for non-profits—are substantial. The regulations are yet to come. Before they do, more consultation with housing experts, legal professionals, and tenant advocates will be crucial to refining the law and protecting responsible landlords and their directors.

John Fox is a member of our Commercial Real Estate and Development Group and co-lead of Robins Appleby’s Affordable and Social Housing Group. John represents clients acquiring, disposing, developing, and financing real estate. Alexander Caputo was a legal trainee at Robins Appleby LLP. Sarah Hooper is a summer law student at Robins Appleby LLP. This article is not legal advice.

Rec centres to be revitalized in Kitchener-Waterloo

A new quad-gymnasium is coming to RBJ Schlegel Park in Kitchener, with upgrades to other sports and recreational facilities across Waterloo. The Ontario government is investing more than $11.8 million through the $200 million Community Sport and Recreation Infrastructure Fund (CSRIF) – a province-wide initiative.

Ten million is allocated for the new multi-purpose gym in Kitchener that will create more court space for sports like pickleball, indoor cricket, basketball and volleyball. Once complete, the upgrades will allow for the hosting of sporting events and tournaments, which will bring even more economic benefits to the region.

“At a time when Ontario families are facing rising costs due to tariffs, our government is proud to support organizations focused on delivering better services for people while breaking down barriers and creating opportunities for children and young people,” said Neil Lumsden, minister of sport. “With investments in infrastructure like this, we are protecting Ontario jobs, strengthening our communities and building a more resilient and self-reliant economy.”

Revitalization plans for the Chicopee Ski & Summer Resort in Kitchener amount to $650,000 to upgrade snowmaking equipment and lighting, and purchase a new surface lift. The facility has been a community hub for the last 90 years.

In Waterloo, Albert McCormick Community Centre will receive $775,000 to upgrade entrances with sliding doors and automatic openers to improve accessibility, refresh the lobby, and add new cooling systems. Wilmot Recreation Complex is get nearly $380,000 to replace end-of-life refrigeration equipment for the ice rinks.

“I’m so pleased to see this kind of investment supporting the community spaces people rely on – whether it’s a local rink, a neighbourhood community centre, or facilities like Chicopee that bring people together year-round,” said Jess Dixon, MPP for Kitchener South – Hespeler. “These upgrades help make our public spaces more accessible, more reliable, and better equipped to serve a growing population. It’s the kind of work that keeps communities strong.”

Vancouver advances support for strata and rental projects

Vancouver City Council approved a broad suite of actions to keep rental and strata housing developments moving forward in challenging market conditions.

Like elsewhere in Canada, the city is facing rising construction costs, inflation, and high interest rates, which are making it increasingly difficult to build new housing. Current market conditions are putting pressure on the financial feasibility of many housing projects—particularly rental and strata developments aimed at middle-income households.

Construction cost escalation has far outpaced consumer inflation since the pandemic, and other factors such as impending tariff implications and elevated interest rates continue to challenge new housing projects. A lack of supply will exacerbate affordability pressures as the cost of new homes may climb even further out of reach.

“Vancouver currently leads the region in rental housing delivery, with the City accounting for 44% of all rental housing starts in Metro Vancouver,” said Mayor Ken Sim. “Over the course of this term, we’ve approved over 21,000 housing units and amid shifting economic conditions, it’s important that housing projects are able to begin construction quickly. The changes passed today will give builders more flexibility to move forward and build urgently needed homes.”

Targeted, immediate actions will support development viability by easing cost pressures and improving flexibility, while maintaining funding for critical infrastructure. These are the first in a series of changes to ensure that housing can continue to be delivered in a high-cost environment.

Proposed financial measures include:

Flexible development cost levy (DCL) payment: developers would be able to pay DCLs over $500,000 in three equal installments, easing early-stage financial strain.
Deferral of major Community Amenity Contributions (CACs): the required upfront cash CAC payment at rezoning enactment would be reduced from $20 million to $5 million. The balance could be deferred, with interest, and secured through surety bonds or letters of credit.
Expanded use of surety bonds: Developers would be able to use pay-on-demand surety bonds as an alternative to letters of credit, unlocking capital that would otherwise be tied up towards getting housing projects into construction; and
Removing inflationary increases: Vancouver would forego the scheduled 3.2% inflation adjustments for 2025, as well as last year’s inflationary adjustment of 5.7% for CAC targets and density bonus contributions.

“In addition to the financial tools approved today, we’re advancing improvements to make the development process more efficient and predictable — because we know that time and uncertainty add cost,” added Josh White, general manager of planning, urban design and sustainability. “By speeding up reviews and clarifying requirements, we’re helping projects move forward with greater confidence.”

Work underway to enhance efficiency and predictability for housing projects includes: a faster, clearer rezoning process; improving sewer review to reduce costs and delays; and updates to Community Benefits Agreements to support local hiring and social outcomes on large projects. Vancouver is also allowing larger floor plates in taller buildings and mass timber projects, which can make construction more efficient and reduce costs, while still meeting design and livability goals.

RECA mandates mortgage education course

This Real Estate Council of Alberta’s Mortgage Broker Industry Council has mandated that all mortgage licensees complete a re-licensing education program. The goal is to enhance the understanding and practices surrounding private lending within the industry and safeguard the interests of consumers who rely on these professional services.

The Alberta Mortgage Brokers Association (AMBA) will administer the Mortgage Broker Private Lending 2025 Relicensing Course. The program is designed to help licensees guide clients through private loans and understand how private lending works for borrowers and lenders and when it’s right for clients.

“The RECA Mortgage Industry Council is proud to have developed the Alberta Private Lenders Re-licensing course,” said Clarence Lee, Chairman of the RECA Mortgage Industry Council. “This vital initiative enhances industry standards and reinforces our shared commitment to consumer protection. This milestone could not have been achieved without the dynamic assistance of the Alberta Mortgage Brokers Association (AMBA) and the many dedicated stakeholders who generously contributed their time, insight and expertise. Together, we’ve created a resource that strengthens professionalism and accountability across Alberta’s mortgage industry.”

Licensees must complete the course before beginning their license renewal process for 2025/2026, which opens on August 18, 2025 and is due by September 30, 2025.

New ergonomic tool supports inclusive workplaces

Organizations have a new resource to evaluate how well furniture solutions fit individual users—without the need for physical measurements. BIFMA announced its Ultimate Test for Fit (UTFF) is now available as a companion tool to the newly published ANSI/BIFMA X10.1-2024 Ergonomics Requirements for Furniture Designed for Computer Use. The UTFF was developed using the ergonomics principles of ISO 9241-5.

The X10.1-2024 standard specifies work chair and worksurface dimensions based on anthropometric data spanning from the 5th percentile female to the 95th percentile male (and, in some cases, female). Products designed to meet these requirements will accommodate a wide range of users.

Some individuals may fall outside these reference dimensions. While many will still be able to use products designed to X10.1-2024 comfortably, others may require solutions with different dimensions to achieve an optimal fit. The UTFF provides clear, actionable criteria to help organizations determine whether each individual user has been properly accommodated, which supports more inclusive and ergonomically sound work environments.

Kalesnikoff opens modular mass timber facility

Kalesnikoff Mass Timber has officially opened its new 100,000 sq. ft. modular mass timber facility in Castlegar, B.C., expanding their mass timber products for use in multi-storey affordable and market housing, schools, workforce housing and other much-needed infrastructure.

Located near the West Kootenay Regional Airport, the new $30 million facility complements Kalesnikoff’s existing mass timber operation in nearby South Slocan, adding new products and services including prefabricated wall panels, mass timber modules, trusses and other products designed and manufactured for clients’ unique needs and construction efficiency.

“Our expanding line of mass timber products and expertise will help our current and future clients meet the need for cost-effective, efficient building design and construction that will create sustainable, comfortable, climate-resilient homes and buildings”, said Chris Kalesnikoff, chief operating officer of Kalesnikoff Mass Timber. “Growth of mass timber will require healthy, sustainable forests and ongoing and increased fiber availability from provincial regulators for these value-added products.”

This expansion aligns with and supports the Government of Canada and the Province of B.C.’s commitments to create skilled jobs, and urgently build more affordable homes and other infrastructure using local mass timber.

The federal and provincial governments contributed nearly $10 million in funding to support the project. Natural Resources Canada (NRCan) provided $3 million through its Investments in Forest Industry Transformation (IFIT) program, while the Province of British Columbia’s Manufacturing Jobs Fund committed $6.725 million to support the creation of approximately 100 new jobs.

“The opening of Kalesnikoff’s new Mass Timber Pre-Fabrication and Modular Facility – the first of its kind in North America is a true Canadian success story. Thanks to the Kalesnikoff family’s vision and partnership with our governments, we’re building the future of forestry right here in B.C. This investment means more jobs, more opportunity, and more value from every log,” said Minister of Forests Ravi Parmar.

Seasonal cleaning strategies to boost your facility’s efficiency

Seasonal cleaning may conjure images of sorting through our closets, clearing out storage on our phone, or dusting off the gardening tools, but it also signifies an opportunity to reset and organize for the season ahead.

This annual practice is the perfect time for facility managers to rejuvenate their approach to cleaning and maintenance and rethink how their hygiene processes can play a crucial role in driving efficiency across the board. After all, hygiene and cleanliness directly influence performance and reputation. A clean facility – characterized by smart cleaning routines coupled with high-quality products – can influence many user decisions, from the choice to fully participate in experiences to the decision to leave a complaint or return altogether.

For everyone involved, whether it is an office employee, maintenance staff, or facility guests, hygiene and cleanliness are essential for operational success. With the summer sunshine right around the corner, read on for three ways to optimize hygiene practices around the facility to drive productivity this season and beyond.

One-at-a-time dispensing

When evaluating how hygiene impacts overall efficiency, it’s essential to consider the solutions provided throughout the facility. In high-traffic areas like restrooms and break rooms, key hygiene products such as paper hand towels and napkins are often used excessively, leading to increased waste and additional workload for maintenance teams.

Leaders can tackle this issue by focusing on the dispensers that hold and provide these products. For example, selecting one-at-a-time dispensers controls consumption by incentivizing users to take only what they need. Not only does this decrease waste, but it also saves cleaning staff valuable time, reducing runouts and the need to restock.

High-capacity systems

Beyond one-at-a-time dispensing, leaders can maximize quality and efficacy in their hygiene systems by choosing high-capacity systems that hold more products per dispenser, serving more guests between each refill and cutting down on time spent restocking.

Think even bigger by streamlining your facility’s hygiene systems so that all products and processes work together seamlessly – research suggests that 80 per cent of cleaning staff prefer to use one solution across the whole facility.[1]

Data-driven cleaning

Optimizing products and their dispensers is not the only way that leaders can enhance their hygiene management for an overall boost this season and beyond. Facility teams should also be thinking about how their maintenance routines and daily processes, such as refill cadence and inventory management, can help or hinder efficiency.

This is where data-driven cleaning – or using metrics from connected devices like dispensers or people counters – can equip facility managers with specific, real-time insights into service and restock needs across the entire facility. Cleaning systems informed by data have been shown to significantly reduce both the number of necessary dispenser checks and the time spent cleaning. With the increased visibility, cleaning staff guarantee the optimal level of service while minimizing downtime and interruptions.

New season, fresh strategies

With 86 per cent of employees considering cleanliness the most important aspect in an office environment, thinking about simple adjustments, like installing smarter, higher-capacity dispensers or data-driven maintenance routines, can significantly impact facility performance and the end user’s experience.[2]

These improvements are equally beneficial for cleaning staff, whose productivity and satisfaction are elevated by freeing up their valuable time. And with sustainability expectations continuing to rise, it doesn’t hurt that implementing these solutions will help cut down on unnecessary waste.

By taking a thoughtful approach to cleaning this season, facility leaders can set the stage for a cleaner, more efficient operation in the months ahead.

Katrin “Kat” Ferge is the North American Regional Marketing Manager for Professional Hygiene – Commercial segment at Essity. She uses her more than 15 years of experience in brand communications and marketing to focus on Essity’s professional hygiene brand Tork and helping businesses, including office buildings, recreational facilities, passenger terminals, and educational institutions to leverage better hygiene for better business performance. Kat received her bachelor’s degree from Ludwigshafen University of Business and Society in Germany and later received her MBA from the Thunderbird School of Global Management at Arizona State University.

Sources:

[1] Based on a 2023 survey of 500+ facility managers, cleaning managers and other stakeholders in US and Europe.

[2] June 2022 Behaviorally – Qualitative and quantitative office segment research with 600+ respondents in North America and Europe.

New owner for Hamilton’s Lime Ridge Mall

Primaris Real Estate Investment Trust (REIT) has agreed to acquire the Lime Ridge Mall in Hamilton, Ontario, through a $416-million combined cash and equity deal with the vendor, Cadillac Fairview. The 793,00-square-foot enclosed shopping centre will enter the REIT’s portfolio as its fourth largest producer, based on all-store sales volume.

The new owners are targeting growth in net operating income through opportunities to lease nearly 300,000 square feet, including 266,000 square feet of vacant anchor space, in the near term. The BOMA BEST platinum certified mall fills about 30 per cent of a 65-acre site that offers proximity to major highways and houses a public transit terminal.

“Lime Ridge Mall is a market-leading regional enclosed shopping centre with all of the property characteristics Primaris is targeting with its growth strategy,” says the REIT’s president and chief operating officer, Patrick Sullivan. “There is significant opportunity for growth at this centre including leasing up vacant and temporarily tenanted space, and optimizing former department store space.”

“We are improving the overall quality of our enclosed shopping centre portfolio, driving the portfolio’s annual same store sales productivity from $768 per square foot as at March 31, 2025 to $774 per square foot, on a proforma basis,” reports Primaris’ chief executive officer, Alex Avery.

The transaction, which is expected to close June 17, pushes the REIT to $1 billion worth of acquisitions thus far in 2025. Primaris, the only Canadian REIT focused on enclosed shopping centres, boasts 15 million square feet of holdings, valued as CAD $4.9 billion.

Maple Ridge completes next phase of Abernethy Way

The City of Maple Ridge has completed the latest phase of the Abernethy Way Corridor, a key milestone that marks a significant step forward in the Maple Ridge Moves strategy.

“As one of the fastest-growing cities in the region, we need infrastructure that keeps pace with demand,” said Mayor Dan Ruimy. “This project reflects what’s possible through strong partnerships and a shared vision. It’s more than widening the road — it’s a step toward a better-connected city that supports new housing, transit- ready corridors, access to over 600 acres of industrial land potential and job creation. We look forward to continued collaboration with the province as we move forward with future phases of Maple Ridge Moves.”

The Abernethy Way corridor is a key transportation and economic link to the city’s industrial lands at 256 Street and a critical secondary route for the rapidly growing Silver Valley area, which will ultimately be home to more than 11,000 residents. It also connects to Golden Ears Provincial Park.

“The completion of the Abernethy Way Corridor to 232 Street is a great example of how municipalities can use this funding to deliver real, tangible infrastructure benefits — improving traffic flow, supporting local economic development, and aligning with our shared goals for sustainable, connected communities,” said Minister of Housing and Municipal Affairs Ravi Kahlon.

Key Features of Abernethy Expansion Phase 224 Street to 232 Street:

A continuous four-lane corridor from 210 Street through to 232 Street.
New intersection improvements to better traffic movement and safety.
A multi-use path from 210 Street to 232 Street, including privacy screens for nearby homes.
Drainage enhancements to support increased roadway capacity.
Installation of new streetlights and trees to improve the overall look of the corridor
Strategic Transportation Plan & Maple Ridge Moves Strategy.

Other major projects in Maple Ridge Moves include advancing Bus Rapid Transit on Lougheed Highway, advocating for the Golden Ears Way expansion that is owned and operated by TransLink, the construction of a future bridge to Silver Valley extending the 240 Street corridor and supporting access to and development of the north 256 Street industrial lands.

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