Midea opens first Western Canada showroom

Midea, in partnership with NAHVAC, has opened its first flagship showroom for the Western Canadian market in Burnaby, B.C.

“As the first Midea showroom in Western Canada, this facility represents our commitment to localized innovation and marks a significant step in bringing energy-efficient HVAC solutions to the region. As the only Chinese manufacturer with R&D centres in both the U.S. and Canada, our $5.8 billion investment in research and development enables us to redefine home comfort for Canadians across the country,” said Phil Huang, head of Midea RAC North America.

Located at 100-5118 North Fraser Way, the 20,000-square-foot facility (including a 3,000-square-foot immersive showroom) will serve as a hub for product education, contractor training and community engagement.

“For over a decade, NAHVAC and Midea have bridged global technology to meet diverse local needs. The opening of this showroom reflects our commitment to providing HVAC professionals in the Vancouver region with access to innovative heat pump technology and local service resources,” said Carol Zhang, president of NAHVAC. “The showroom is designed to be more than just a product display; it’s a centre for education, hands-on demonstrations and industry collaboration that will benefit both contractors and consumers.”

The showroom features a range of Midea’s heat pump solutions, including its All Climate Heat Pump, its Heat Pump Water Heater (HPWH) and Packaged Window Heat Pump (PWHP), in addition to its Multi-Zone Systems and High-Wall Split Systems.

“We welcome innovative businesses like Midea to join our vibrant community,” said Mayor Hurley during the ribbon cutting ceremony. “Their energy-efficient technologies align perfectly with Burnaby’s 2025 carbon-neutral vision. This showroom is more than a business, it’s a catalyst for sustainable progress. Congratulations on this exciting achievement!”

CLV Group poised to expand multifamily portfolio

Ottawa-based CLV Group is poised for a 74 per cent expansion of its multifamily portfolio through an agreement to purchase the assets of InterRent Real Estate Investment Trust (REIT) and take them private. The REIT’s board of directors has tentatively accepted a CAD $4 billion cash offer in the form of a $13.55 per unit payout and the assumption of net debt, but the deal still requires unitholder and regulatory approval.

As well, it comes with a potential sweetener via a 40-day go-shop period in which the REIT can entertain offers from other purchasers. CLV Group and its partner in the proposed acquisition — the global investment management firm, GIC — would then have the option of matching any of those bids. However, $13.55 per unit already represents a 29 per cent premium on the REIT’s volume weighted average price (VWAP) for the 90-day period ending May 29, 2025.

“We are pleased to provide immediate and certain premium value to our unitholders through this all-cash transaction with CLV Group and GIC, while also allowing InterRent to solicit superior proposals through a go-shop period of 40 days,” says Brad Cutsey, chief executive officer and trustee of InterRent.

Unitholders will consider the proposal in a special meeting sometime in the third quarter of 2025. Acceptance of the offer will be contingent on the approval of at least two-thirds of voters, which must include a majority of the unitholders who have no interest in CLV Group, GIC or any of their affiliates. With unitholder and regulatory approval, and the consent of Canada Mortgage and Housing Corporation (CMHC) and certain existing lenders, it’s anticipated the deal would close in late 2025 or early 2026.

“We are delighted to partner together with GIC on this transformative transaction, combining our 50 years of operating experience and GIC’s strong track record as a long-term investor in Canada and around the world,” say Mike McGahan, CLV Group’s president and chief executive officer. “We look forward to continuing to deliver exceptional value to residents through the operational excellence of our combined CLV and InterRent teams.”

As of April 2025, InterRent holds roughly 13,400 rental housing units in 123 buildings, largely located in the Greater Toronto and Hamilton Area, Greater Montreal, Ottawa and Greater Vancouver. CLV Group currently has more than 7,700 multifamily units as part of portfolio of CAD $3 billion in assets under management.

Mortgage debt a reality for incoming retirees

Nearly a third of Canadians retiring within the next two years said they won’t have their home paid off. Only half as many senior households had mortgage debt about ten years ago.

In a new Royal LePage survey, conduced by Leger, 46 per cent of respondents approaching retirement in 2025 and 2026 plan on downsizing. The majority of experts noted that condos are the most popular property type among this cohort, followed by adult living communities.

Yet 47 per cent have no plans to downsize.

“Home price appreciation over the past 25 years has been a double-edged sword for today’s retirees,” said Royal LePage CEO Phil Soper. “On one hand, it has delivered unprecedented financial gains. On the other, this generation is far more likely to have carried mortgage balances that would have been unimaginable to their parents or grandparents. Our research confirms they are also much more likely to have provided financial assistance to their children to assist in their home ownership dreams.

“Traditional employment income may have dried up, but many are still comfortably managing their expenses and servicing mortgage payments, with income from investments, part-time work, or a working spouse.”

Statistics Canada reported the average retirement age was 65.3 in 2024, up from 64.3 in 2020. Canadians are entering the housing market later, increasing the odds of future generations of retirees carrying a mortgage further into retirement.

“Compared to their grandparents, today’s retirees are enjoying about fifty per cent more years after turning 65,” said Soper. “They’re working longer, staying active, and in many ways, continuing the lives they led during their working years – just without the job. It’s no surprise their attitudes toward home ownership have evolved with the times. With people buying their first homes later and working longer, it’s increasingly common for Canadians to carry a mortgage well into retirement, often by choice rather than necessity.”

To downsize or not to downsize

Canadians are largely divided on the matter of downsizing, with 44 per cent of respondents saying, in their respective markets, there is an approximately even split between those looking to downsize and those choosing to stay in their current homes; 28 per cent say that a majority of people nearing or entering retirement are downsizing to a smaller home; 21 per cent say that a majority of retirees are choosing to remain in their current home.

Manitoba and Saskatchewan have the highest percentage of respondents in Canada who say the majority of retirees are choosing to downsize. Quebec and Ontario have the highest percentage of respondents who say the majority of retirees are choosing to remain in their current homes, each at 24 per cent. Sixty-three per cent of respondents in Alberta say there is an even split between those downsizing and those opting to stay in their current homes.

The most important features among downsizers are a single-level layout, followed by proximity to hospitals, community amenities and services, and proximity to family and friends. Paid maintenance services and covered parking were lower on the list.

“Some see a smaller home as a practical and liberating choice – less maintenance, more liquidity to fund travel or to support their children’s home ownership journey,” noted Soper. “But for others, there’s no compelling financial reason to move. They enjoy the space that comes with a detached home – for gardening, entertaining, or simply storing the gear that goes along with their hobbies. Many take pride in the home they’ve worked decades to own outright, and see no reason to give it up.”

New standard for accessible-ready housing

A new equity-based standard will allow people to adapt their homes to their changing needs – whether it’s aging in place or accommodating a disability. Accessibility Standards Canada published the CAN/ASC-2.8:2025 – Accessible-Ready Housing standard today. It features accessible-ready design requirements, making it easier to meet people’s needs and reduce barriers over time.

The standard covers everything from entrances, kitchens, bathrooms, and stairs, to parking, and emergency features. It helps to prevent barriers before they exist by building flexible features into the design of homes. For instance: reinforced walls for future lifts or grab bars; clear doorways and paths of travel for mobility devices; and reachable or easily modified operating controls, like thermostats.

CAN/ASC 2.8, Accessible-Ready Housing has been approved as a National Standard of Canada by the Standards Council of Canada (SCC). It was developed by an Accessibility Standards Canada technical committee made up primarily of people with disabilities and members of equity-deserving groups.

“Accessibility benefits everyone, including people with disabilities,” said CEO Dino Zuppa. “By designing homes that are ready to adapt, we’re building communities that can support all of us through life’s changes, whether temporary or permanent. Our standard on accessible-ready housing was developed by people with disabilities, for people with disabilities, and is designed to remove accessibility barriers and create adaptable homes for everyone.”

HBC leases transitioning as shutdown nears

Central Walk Properties is negotiating to acquire the leases for 28 soon-to-be shuttered Hudson’s Bay Company (HBC) retail locations. If successful, the deal would expand Central Walk’s Canadian footprint and provide some flow-through compensation for HBC’s creditors.

The proposed agreement arises from HBC’s lease monetization process, which sought takers for up to 101 of the insolvent retailer’s leases in properties across Canada. Prospective candidates submitted qualified bids for 39 of those locations prior to the May 1 deadline, while recent court filings report that 59 lease disclaimers have now been issued to return space to landlords.

Central Walk is the landlord at three of the British Columbia malls where it is seeking to acquire leases. The global commercial real estate developer/operator, which primarily holds properties in Southeast Asia, currently owns and operates shopping centres in Victoria, Nanaimo and Delta, British Columbia, while the bid for HBC leases targets locations in B.C., Alberta and Ontario.

A company statement confirms it is aiming to create “modern department stores” in keeping with chairwoman Ruby Liu’s retail specialization, and that it plans to retain former HBC employees and vendors/suppliers wherever possible. The conditional agreement is still awaiting Court and landlord approvals before the leases can be transferred.

“We are evolving to serve Canadians better,” Liu asserts. “Central Walk Canada is planning to conduct a series of transformative initiatives aimed at fostering intergenerational connections, promoting active lifestyles and empowering youth through meaningful engagement as part of this transaction.”

Elsewhere, Primaris Real Estate Investment Trust (REIT) has officially taken back five HBC spaces, while prospective new leaseholders negotiate purchase agreements with HBC at four other locations. In total, more than 530,000 square feet of space has been returned to the landlord from malls in Calgary, Medicine Hat, Kingston, Ottawa and Quebec City. However, that comes with additional development flexibility since Primaris will be freed from the obligation to provide 1,866 parking spots and refrain from building in various strategic locations on the mall properties.

“Regaining control of five of our valuable anchor locations allows Primaris to commence repurposing a significant amount of low productivity space, and marks the beginning of our value surfacing exercise,” says Alex Avery, the REIT’s chief executive officer. “The disclaiming of leases has finally removed obstructionist barriers enabling us to enhance our properties.”

Potential for future intensification is cited, including the sale of excess land for multifamily residential, hotel or other high-density uses. The REIT reports brewing tenant interest in vacated HBC stores, either for the full or a subdivided configuration, but acknowledges that “others are likely to be demolished” to allow for redevelopment.

As well, Primaris anticipates “significant influence” as the landlord at four malls where prospective new occupants are currently negotiating to acquire HBC leases. That comprises nearly 500,000 square feet at Oshawa Centre, Conestoga Mall in Waterloo, Ontario, Orchard Park Shopping Centre in Kelowna, B.C., and the Southgate Centre in Edmonton. The REIT underscores “significant deferred maintenance” within the subject stores, expected to necessitate investment to restore them to “satisfactory operating condition for a retailer”.

Nearly 9,500 HBC employees will lose their jobs in the next two weeks as retail outlets cease to do business on June 1 and distribution centres close by June 15. However, corporate staff involved in the lease monetization process will be among the small remnant that will remain after that date to assist with the closing of those deals.

Built Green launches its Schools’ Program pilot

Built Green Canada is piloting a school program that takes a holistic approach to development and focuses on optimizing health, resiliency, lifecycle sustainability, greenhouse and carbon emissions, green spaces, resource consumption and organizational practices.

Canadian children spend six hours a day in school. The environment affects student behaviour and considers the physical, psychological and social surroundings—important considerations for the overall health of the child.

The first enrolment during the pilot phase is Renfrew Educational Services—a designated special education school in Alberta who has welcomed families and children with significant disabilities, including Autism, Down Syndrome, Cerebral Palsy and Global Development Delays.

Renfrew provides unique and innovative programs, services, spaces, technology and equipment. Their interest in having spaces that offer mind and movement rooms, places to accommodate their service dog, and the intersection of creating an environment of wellbeing in a built structure, drove Renfrew’s interest in the health of a school building.

“We’re committed to creating optimal school environments for our students,” says Renfrew Educational Services Founder and Executive Director, Janice McTighe. “Part of that is the physical bones of the school, but it extends beyond that. Built Green’s Schools’ program offers flexibility in areas such as occupant wellness, a section devoted to the wellness of future building occupants and how they interact with and enjoy their space.”

Government and industry members are encouraged to participate during this pilot phase. The organization is looking for input from those on the ground. Across all 10 of the country’s provinces and its three territories, climate change is integrated into the curriculum from elementary to high school. This has extended beyond the curriculum to the bricks and mortar of the schools being built with key sustainability concepts in mind, with the opportunity to move the curriculum to active learning and experiential onsite education.

“Built Green is particularly excited to see the schools’ pilot launch, especially given we’re working alongside Renfrew Educational Services to support the incredible work they do,” says Built Green Canada’s Chief Executive Officer, Jenifer Christenson. “For us, its an indirect way to reach the students on the importance of living more sustainably.”

Quebec condo managers sound alarm over DRCOP form

Quebec’s condo management association is warning about the use of the Request for Information on the Co-ownership (DRCOP) form. The tool is creating tensions and disputes in co-ownership buildings because it’s recommended but not mandatory by the Organisme d’autoréglementation du courtage immobilier du Québec (OACIQ).

The DRCOP form is an essential document for any buyer of a condo unit. It provides specific and general information on the financial, administrative, legal, and technical situation of the condominium. It guarantees the buyer’s knowledge of the true state of the condominium before committing.

The Association québécoise des gestionnaires de copropriétés (AQGC) is encouraging co-owners to make it clear, when signing their brokerage contract, who will pay for the production of the DRCOP form, if one is required.

AQGC says that since 2024, condo managers and board members have been faced with an increase of more than 70 per cent in DRCOP requests, often accompanied by very tight deadlines and disrespectful behaviour on the part of real estate brokers or their clients. Yet the required information is often already available to co-owners via electronic platforms.

The AQGC points out that the syndicate is obliged to provide documents, but not to interpret them.

Who should fill out and pay for the DRCOP?

Currently, the form is systematically completed by the syndicate and charged to the seller. If this document is deemed essential to the broker’s work, so that he or she complies with the ethical obligations imposed by the OACIQ, the AQGC believes that it is up to the broker—or someone mandated by the broker—to take responsibility for preparation.

The notary also asks the syndicate a similar series of questions before carrying out the transaction, a form which also generally involves costs, that the selling co-owner carries.

Towards a new regulatory framework

The Attestation du syndicat sur l’état de la copropriété, provided for through implementing regulations to Bill 16, will mark a significant step forward when the government regulation is finally published. This attestation will standardize and clarify the information to be provided to buyers, thereby reducing the need for the DRCOP, whose questions are often redundant with the notaries’ forms.

The AQGC is officially inviting the OACIQ to:

Clarify whether the DRCOP is optional or mandatory;
Revise the form to allow the sellers, with the help of their brokers, to complete it directly when the syndicate documents and information are available;
Include the financial responsibility for completing the form in brokerage contracts;
Educate and train specialized condo brokers to promote harmonious collaboration with building managers and board members of syndicates.

Construction begins on Vancouver Island bus lanes

Major construction is underway on the Highway 1 bus-on-shoulder project between McKenzie Avenue and the Colwood exit. The new bus lanes will stretch from the McKenzie Interchange to the Colwood Interchange on Highway 1, making the bus a faster, more reliable and convenient option for commuters on southern Vancouver Island.

The Highway 1 bus-on-shoulder project will reduce congestion by prioritizing rapid transit, and is a key part of the South Island Transportation Strategy to create a dedicated rapid transit corridor between downtown Victoria and the Westshore as part of B.C. Transit’s RapidBus program.

The project also includes a new pedestrian and cyclist bridge on the Galloping Goose Trail at Craigflower Creek to enhance active transportation in the area. Additional improvements include ecological restoration, upgraded bus stops at the Helmcken Interchange, realignments to Portage Road, widened ramps and new roadside barriers.

This work complements the Colquitz Bridges Widening project, which is well underway and supports B.C. Transit’s upgrades in the Six Mile area of View Royal, improving connections between communities and creating a continuous, rapid-transit corridor. The project is expected to be completed in late fall 2027 and will provide a continuous system of transit-only lanes between downtown Victoria and the Colwood transit exchange.

Reducing travel time and increasing ridership is expected to save more than 400 tonnes of CO²emissions per year. That would be equivalent to taking over 100 single-occupancy vehicles off the road annually.

The bus-on-shoulder project is jointly funded, with the province contributing $67 million and the federal government investing $28 million through the Public Transit Infrastructure Stream of the Investing in Canada Infrastructure Program.

RioCan to divest $197M in residential assets

Toronto-based RioCan Real Estate Investment Trust has announced agreements to divest its 50 per cent stake in four residential rental properties within its RioCan Living portfolio. Expected to generate gross sale proceeds of $197.3 million, this move aligns with the Trust’s ongoing monetization strategy, following the sale of Strada in late 2024. Additionally, the company is in advanced negotiations to sell a Toronto residential rental asset, with transactions anticipated to close by Q3 2025.

RioCan’s residential portfolio, valued at approximately $1 billion as of Q1 2025, consists of 13 income-producing properties and two developments. The firm aims to complete these asset sales within 12 to 24 months, maintaining purchase prices in line with its IFRS valuations. Upon finalization of these agreements, RioCan Living will comprise nine income-producing properties and two under development, with a total valuation of roughly $0.9 billion.

“With RioCan Living, we’ve developed a portfolio of transit-oriented, mixed-use properties in Canada’s major markets,” said Jonathan Gitlin, President and CEO of RioCan. “Having achieved its intended scale, we are focused on generating maximum value from this one-of-a-kind portfolio. These strategic dispositions are a significant milestone in the RioCan Living asset monetization strategy, demonstrating the portfolio’s immense value. Given the numerous attributes that differentiate our portfolio in this competitive market, we have full confidence in the Trust’s ability to continue to unlock its intrinsic value. The outcome is increased financial flexibility for RioCan and a simplified business model focused on our core retail business.”

Since the start of 2025, RioCan has repurchased 5.5 million Units at an average price of $17.99 per Unit under the NCIB program. The company says it remains committed to maintaining an Adjusted Debt to Adjusted EBITDA ratio of 8.0x to 9.0x and expects further improvements in its Unsecured Debt to Total Contractual Debt ratio upon closing the transactions.

For more information, visit: www.riocan.com

United Way funding 13 community service spaces

Thirteen facilities across the Greater Toronto Area will receive more than $2 million in capital grants from United Way after the agency launched a community real estate initiative earlier this year.

This initial round of funding—part of the organization’s 10-year, $23-million commitment to help create and expand sustainable community spaces—will support various needs, from kickstarting new builds to retrofitting existing facilities and providing final-stage funding for major, transformative projects.

The grants will create 240,000 square feet of new or improved community service space overall.

Research in the 2024 Essential Spaces Report revealed that 70 per cent of social service agencies in the GTA do not own their own space. The CRE Initiative is designed to take vulnerable organizations out of the precarious commercial market by helping them secure more stable, non-market spaces, ensuring that services delivered by community agencies can continue where they are most needed.

“Secure and quality space is a vital piece of the puzzle when it comes to delivering services to our communities,” said Ruth Crammond, vice president of community infrastructure, United Way Greater Toronto. “Through funding and expertise, United Way is helping community organizations push back against rising costs and take control of their future.”

The projects are located across Peel, Toronto and York Region to support health, aging and social care services and youth, family and newcomer services. They include:

Parkdale Community Foodbank (Toronto): The funding will support renovation, equipment upgrades and furnishings for 5 Brock Ave., a new food hub with 4,500 square feet of community space. By completion in April 2026, the facility will welcome 15,000 food bank users annually, with improved accessibility, food storage and prep facilities, and an enhanced space for clients, staff and volunteers.

Community and Home Assistance to Seniors (CHATS): Establishing Vaughan’s first not-for-profit respite centre with the renovation of historic Bassingthwaite House, CHATS will provide 24/7 short-term care up to two weeks in a homelike environment for 250 individuals living with dementia, including their caregivers. United Way’s grant supports the installation of vital accessibility features across the property, including a universal accessible washroom, to ensure safety and well-being for visitors. Set for completion in March 2026, the project will result in a total 2,600 square feet of community space.

Family Services York Region (Sutton West): This project will expand community space and add a new kitchen at the Georgina facility, increasing the organization’s capacity to serve families. Funded entirely by United Way, from design and permitting through to construction and outfitting, the renovation will benefit about 300 clients across all of its programs and support a new community partnership with the Chippewas of Georgina Island First Nation, who will deliver child welfare and mental health services at the site.

Toronto People with AIDS Foundation: The foundation is retrofitting its existing hub to create 10 new affordable office and program spaces, expanding support for 1,500 people living with HIV/AIDS annually. United Way’s capital investment will help renovate 5,000 sq. ft. of community space by October 2025, providing a stable, inclusive environment for non-profits serving queer, trans, Black, Latinx, Indigenous, and refugee communities across the GTA.

Polycultural Immigrant and Community Services (Mississauga): Serving up to 150 refugees daily and over 1,000 annually—40 per cent of whom are youth and children— Reception House provides essential supports like housing, orientation, and benefit applications for refugee children, youth and their families during their transitional stay after arrival in Canada. The upgraded facilities will offer a safe, inclusive space for physical activity and connection with an enclosed playground, basketball court and multisport field. The 31,215 square feet community area is expected to be completed by November 2025.

Indus Community Services (Brampton): This mixed-use housing project with 75-plus affordable units geared to seniors and 6,000 square feet of community space will support culturally and linguistically appropriate social services for low-income seniors and families in the Pleasantview community. Funding will go towards pre-development and design costs, as well as furniture for the community space.

Feds remove GST on new homes

The federal government tabled legislation to amend the Excise Tax Act so that first-time homebuyers can now obtain a GST rebate on newly constructed homes priced at or under $1 million. GST would be lowered on homes between $1 million and $1.5 million.

While residential builders have long advocated for these changes, some associations are urging the government to extend the measure to all home buyers and base it on closing date, not date of purchase and sale. The Canadian Home Builders’ Association is recommending that the relief benefit all buyers of new construction, as well as accessory dwelling units and secondary suites to help meet housing targets and restore affordability.

“For years, CHBA has been advocating for a change to the GST thresholds on new construction homes to help address housing affordability challenges in regions across the country, and this measure is a very positive step forward for Canadians,” said CHBA CEO Kevin Lee. “Previously, without details around the implementation of this measure, Canadians wishing to enter the housing market were holding out on buying a new construction home, which results in fewer home starts, so it is encouraging that today first-time buyers can have the confidence to move forward.”

Updates to the GST New Housing Rebate thresholds haven’t changed since GST was introduced in 1991. Despite new home prices increasing substantially since then, the thresholds have never been adjusted by any government since.

The CBHA has been warning about the widening housing supply gap. The rising cost of construction, skyrocketing development charges in Canada’s major urban centres, mortgage rates remaining higher than inflation, and ongoing economic uncertainty due to the trade war with the U.S. have made it difficult for well-qualified buyers to purchase new homes, which has in turn, impacted builders’ ability to build.

ACEC-BC celebrates excellence

The Association of Consulting Engineering Companies British Columbia (ACEC-BC) celebrated innovation, technical excellence, equity and diversity, and collaboration at its annual ACEC-BC Awards.

“This is a moment to celebrate the engineers who keep our economy and communities moving” said Caroline Andrewes, president and CEO of ACEC-BC. “With more than $5 billion in annual economic impact in B.C. and over 14,000 high-value jobs supported across the province, our members are delivering world-class projects in BC, across Canada, and globally.”

Since 1989, the ACEC-BC Awards program has celebrated the best in consulting engineering. The 2025 Awards for Engineering Excellence received more than 50 nominations across a diverse range of categories, including Buildings, Bridges, Energy and Industry, Municipal and Civil Infrastructure, Natural Resource and Habitat, Projects Under $2.5 Million, Soft Engineering, and Transportation.

This year, 16 organizations were honoured for exceptional projects in B.C., across Canada, and in the United States.

The Site C Clean Energy Project by Klohn Crippen Berger and AtkinsRéalis
received the 2025 ACEC-BC Lieutenant Governor’s Award and an Award of Excellence.

Acting as the prime design consultants, KCB and AtkinsRéalis undertook design of the key dam site components such as the earthfill dam, diversion tunnels, approach channel, drainage tunnels, power intakes, penstocks, the generating station, and spillways, all designed and constructed in compliance with industry guidelines and best-practice. Site C is designed to deliver 1,100 megawatts (MW) of capacity totaling an 8 per cent increase to BC Hydro’s current energy supply, Site C will generate approximately 5,100 gigawatt hours (GWh) of electricity annually.

Award of Excellence winners:

WSP – The Centre for Plant Health, Canadian Food Inspection Agency
(Buildings)
Delve Underground – Second Narrows Water Supply Tunnel (Municipal and Civil Infrastructure)
RJC Engineers – Canada Line – Capstan Station (Transportation & Bridges)
Knight Piésold – Salton Sea Species Conservation Habitat Project
(Natural Resource & Habitat)
Kiewit Engineering Group Canada – BC Highway Reinstatement Program – Highway 1 – Nicomen River Bridge Replacement Project (Bridges)
Tetra Tech – Water Hazard Detection Program for Railway Flood Monitoring
(Soft Engineering)
BGC Engineering and McElhanney – Othello Road – Location C (Projects under $2.5 Million)

ACEC-BC also recognized individuals for career contributions to the consulting engineering profession, industry, and the broader community.

Meritorious Achievement Award:Allan Russell, P.Eng., ICD.D, CEO Emeritus at McElhanney.

Young Professional Award: Gurleen Gang, AScT., P.Eng., PMP, Municipal Sector Lead / Project Engineer at Ecora Engineering & Environmental.

New Langford campus honours John Horgan

Royal Roads University announced its new downtown Langford campus, set to open this fall, will be named after former B.C. premier John Horgan.

Horgan, who was also Canada’s ambassador to Germany, died of cancer in November 2024, aged 65.

Located on Goldstream Avenue in the heart of the city, the new site will be known as RRU Langford | John Horgan Campus—a tribute to a leader whose vision and advocacy helped bring post-secondary education to this growing region.

“John was a tireless champion for expanding access to post-secondary education in this community,” said Dr. Philip Steenkamp, president and vice-chancellor of Royal Roads University. “He would be thrilled to see us welcoming students here this fall and supporting them through life changing education.”

Royal Roads also announced the creation of the John Horgan Entrance Award, to give financial assistance to new undergraduates attending RRU programs at the Langford campus.

“As a firm believer in the power of higher education to change lives, John understood the doors it could open for the next generation of changemakers—those who will follow in his footsteps to tackle the great challenges of our time and build a better world,” said Steenkamp. “I’m proud to support this award with a personal donation of $25,000 and look forward to seeing students thrive at RRU Langford on the John Horgan Campus.”

Ellie Horgan said her late husband’s “love for Langford, for education and for young people all come together in this campus — a place that will spark new ideas, welcome diverse perspectives and open new opportunities.”

WHO adopts the world’s first Pandemic Agreement

The World Health Organization (WHO) recently implemented the first-ever Pandemic Agreement in response to the COVID-19 pandemic, designed to enhance global protection from future pandemics. The Agreement seeks to create a coordinated framework that focuses on pandemic prevention, preparedness, and response on a global scale through the equitable and timely access to vaccines, therapeutics, and diagnostics.

“The world is safer today thanks to the leadership, collaboration and commitment of our member states to adopt the historic WHO Pandemic Agreement,” said Dr. Tedros Adhanom Ghebreyesus, WHO director-general. “The agreement is a victory for public health, science, and multilateral action. It will ensure we, collectively, can better protect the world from future pandemic threats. It is also a recognition by the international community that our citizens, societies, and economies must not be left vulnerable to again suffer losses like those endured during COVID-19.”

According to Dr. Teodoro Herbosa, secretary of the Philippines Department of Health, and president of this year’s World Health Assembly, “Starting during the height of the COVID-19 pandemic, governments from all corners of the world acted with great purpose, dedication, and urgency, and in doing so, exercising their national sovereignty to negotiate the historic WHO Pandemic Agreement that has been adopted today,” said who presided over the agreement’s adoption. “Now that the agreement has been brought to life, we must all act with the same urgency to implement its critical elements, including systems to ensure equitable access to life-saving pandemic-related health products. As COVID was a once-in-a-lifetime emergency, the WHO Pandemic Agreement offers a once-in-a-lifetime opportunity to build on lessons learned from that crisis and ensure people worldwide are better protected if a future pandemic emerges.”

Regarding national sovereignty, the Agreement states that: “Nothing in the WHO Pandemic Agreement shall be interpreted as providing the Secretariat of the World Health Organization, including the Director-General of the World Health Organization, any authority to direct, order, alter or otherwise prescribe the national and/or domestic law, as appropriate, or policies of any Party, or to mandate or otherwise impose any requirements that Parties take specific actions, such as ban or accept travellers, impose vaccination mandates or therapeutic or diagnostic measures or implement lockdowns.”

Recycling expands across New Brunswick

Curbside recycling is now available to multi-family residences, schools and new communities that were previously depot-based or without any recycling services across New Brunswick.

Circular Materials, a not-for-profit organization that supports producers in advancing recycling, announced the expansion of the extended producer responsibility program (EPR) for packaging and paper.

“New Brunswick is leading the way as the first Atlantic province to transition to extended producer responsibility for packaging and paper, and we are proud to continue the important progress in the province,” said Allen Langdon, CEO of Circular Materials. “This expansion reflects the power of collaboration—between producers, governments, First Nations, and communities—to build a strong circular economy that benefits all New Brunswickers.”

To date, 14 of New Brunswick’s 15 First Nation communities have either transitioned or are in the process of transitioning to the program. This includes Oromocto First Nation and St. Mary’s First Nation, both of which are joining the latest rollout.

“This expansion is an important step forward in ensuring that First Nation communities are included in province-wide environmental initiatives,” said Jim Ward, General Manager North Shore Mi’kmaq Tribal Council. “Through our collaboration with Circular Materials, we’ve worked to make sure that access to recycling is available and responsive to the unique needs of our Mi’kmaq communities. We value this partnership as a step toward long-term environmental sustainability, community empowerment, and ensuring that Indigenous voices are reflected in the design and delivery of recycling systems across the province.”

As of May 1, 2025, more than 20,000 new households across the province will have access to curbside recycling collection for the first time. This includes households in Grand Bay-Westfield (Ward 1), Hampton’s Ward 2, Oromocto, Oromocto First Nation, Grand Manan, White Head Island in the Southwest Rural District, and the Meductic region in Lakeland Ridges.

A total of 133 schools have joined the program, while nearly 10,000 multi-family dwellings units joined as part of phase 1 of the rollout. Residents are now receiving direct recycling collection services through their building.

Looking ahead, New Brunswick’s EPR program will continue to expand, with the next phase of school and multi-family integration planned for November 1, 2025. Schools and multi-family dwellings can register to be included in phase 2 on the Circular Materials website before May 31, 2025.

Additionally, the launch of recycling in public spaces is targeted for 2027. A new five-year Stewardship Plan will be submitted to Recycle NB by the end of June.

Feature photo from left to right: Mayor Robert Powell, Town of Oromocto; Timothy Leblanc, CEO, Recycle NB; Erik Matchett, Board Chair, Recycle NB; Bill Nash, Director of Community Public Works, Waste Management and Recycling, St. Mary’s (Sitansisk) First Nation; Mary Wilson, MLA for Oromocto-Sunbury; Gilles LePage, Minister of Environment and Climate Change, Government of New Brunswick; Allen Langdon, CEO, Circular Materials; Elder Joe Paul, Oromocto First Nation; and Andrew Philopoulos, Managing Director – Atlantic Canada, Circular Materials

Retail spaces harness visual merchandising

The design and functionality of retail spaces must keep pace as customer expectations continue to raise the standards. These environments now serve as more than just shopping venues—they’re brand hubs, experience centres, and social spaces. For owners, managers, and store teams, the challenge lies in maximizing the commercial value of these spaces while meeting the demands of modern consumers. This is where the expertise of visual merchandising plays a crucial role.

To create a well-rounded retail experience, visual merchandising focuses on two critical elements as part of space planning: zone planning and fixture layouts. These components help ensure that every part of the store is functional, navigable, and visually appealing:

Zone Planning: This refers to the thoughtful arrangement of product categories. Each zone must be intentional, ensuring a logical flow that inspires customers to explore while being easy to shop. Proper adjacencies between product categories drive engagement and enhance the shopping experience.

Fixture Layout: Both the zone plan and overall store navigation guide fixture placement. Well-placed fixtures encourage natural customer flow, creating a comfortable atmosphere that invites shoppers to browse and buy.

However, visual merchandising comes into play after the architecture and store design are established. This requires working within existing constraints to deliver an optimized retail experience. Let’s explore the three key elements that influence this strategy:

1. Space Proportions: The shape and dimensions of a retail space directly affect how aisles and walkways are laid out, influencing the positioning of key feature sections. Sightlines and walkways should be planned to lead customers seamlessly through the store.

2. Space Shape: Irregularly shaped spaces present both challenges and opportunities. For example, unusual offset areas can be transformed into exclusive hubs, offering privacy or a sense of novelty. However, these spaces often need additional visual cues—such as lighting or open sightlines—to draw customers in and make them inviting.

3. Architectural Features: Elements like alcoves, textured walls, or unique finishes naturally create focal points. Visual merchandising strategies should capitalize on these features by assigning specific uses or product categories to these areas. For instance, an accent wall could become a showcase for high-margin products, turning an architectural element into a merchandising asset. Any shifts in layout, finish, or linear space visually creates the start and end to a section.

Every retail space requires a balance of flexibility and structure. Launch zones or feature zones—typically located at the store’s front—highlight seasonal or promotional products. In narrow or irregular spaces, however, traffic flow and customer behaviour might dictate alternative placement. The goal is to create a natural flow that feels intentional.

Feature areas, such as windows and high-traffic zones, may need to be refreshed monthly or bi-monthly, depending on traffic and business needs. A strategic refresh helps maintain a cohesive look throughout the store. It’s essential that staff understand each zone’s purpose and theme, as placing new arrivals arbitrarily can disrupt the consumer journey and lead to a disorganized shopping experience.

Any store managers or operators who are unfamiliar with visual merchandising principles often make these common mistakes when setting up or adjusting retail spaces:

1. Disregarding Architectural Constraints in Fixture Layouts: Introducing fixtures that don’t align with the architecture can clutter the space and disrupt the integrity of the space, making it less appealing. Effective visual merchandising uses the architecture itself to define zones and create a flow, reducing the need for excessive signage.

2. Inadequate Space Allocation: Giving adequate space to stockrooms and service areas is essential. Compromising the functional needs of the store for more display space can lead to operational inefficiencies and a cluttered showroom, negatively affecting both brand image and customer experience on the retail shopping side.

3. Poor Lighting: Lighting is often overlooked but plays a critical role in visual merchandising. It’s not just about the colour temperature but also the positioning of lights to highlight focal points. After every reset, lighting should be re-positioned (if possible) or re-evaluated to ensure that key areas are properly illuminated.

Strategic visual merchandising begins with a deep understanding of the space’s structure. By leveraging the architectural features, layout constraints, and visual opportunities, you can create a retail environment that engages customers, drives traffic, and enhances the overall shopping experience.

Ani Nersessian, the founder of VM ID, is a seasoned visual merchandising specialist with over 15 years in the retail industry. Holding a B.Des from Toronto Metropolitan University’s Fashion Communications program, Ani combines her expertise with a strong academic foundation, having taught Visual Merchandising and Display courses at both TMU’s and Seneca Polytechnic’s Schools of Fashion.

Her experience spans across esteemed brands like Holt Renfrew and Adidas Group Canada. Ani launched VM ID with a vision to share her knowledge and passion for visual storytelling, helping retailers of all sizes cultivate a cohesive and impactful visual identity that resonates with their brand values.

The 2025 ISSA Hygieia Networking and Leadership Conference

Held at the Delta Hotels by Marriott Toronto Airport and Conference Centre, the recent ISSA Hygieia Networking and Leadership Conference hosted 80 industry leaders for a day filled with purpose, empowerment, and connection.

The day’s events began with a session from Domanique Grant, award-winning artist and founder of the Imagine Summit, featuring music, storytelling, and guided meditation, encouraging participants to pause, reflect, and tap into their inner strength.

One of the highlights of the day was the “Be Inspired” panel, moderated by Shannon Hall of Dustbane Products Ltd., featuring insights from Andrew Clark (GOJO), Kim Jack (Bunzl Canada), and Parm Johal (Cascades). Together, they tackled some of the industry’s most pressing topics, including leadership evolution, workplace inclusivity, and fostering resilience.

As the day drew to a close, attendees were moved by Carmela Bozzo of Halton’s Women’s Place, who shared the life-changing work the shelter provides for women and children escaping abuse. Conference delegates donated cozy women’s and children’s pajamas (many wrapped in handwritten notes of inspiration), which underscored the day’s theme of support and solidarity.

Conference Sponsors included Bunzl Canada, Dustbane Products Ltd., and SC Johnson Professional, and Supporting Sponsors included Balpex, Cascades, Jani-King, and Tork Essity.

From personal breakthroughs to powerful partnerships, the 2025 ISSA Hygieia Networking and Leadership Conference was a resounding success as a celebration of leadership, empathy, and collective growth.

Looking to align your organization with the ISSA Hygieia Network’s mission to empower professionals, elevate leadership, and foster a more inclusive industry? For sponsorship information, please contact Tanja Nowotny at [email protected].

IDS Vancouver

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