As the Canadian construction industry braces for an unprecedented labour shortage—needing over 299,000 new workers by 2032—companies are realizing traditional recruitment methods alone won’t cut it. With a job vacancy rate of 4.2% and wages surging to $29.75/hour in 2024, the race to attract talent is on.
But where can companies find the next generation of builders? Platforms like TikTok, Instagram, and LinkedIn offer a foot in the door to new generations. Social media is transforming recruitment, reshaping how trades are perceived, and bringing fresh talent into the fold. One of those at the forefront of this is Tianna Sarra, Digital Media Coordinator at Orion Construction. In this Q&A, Sarra shares how Orion’s visual storytelling is inspiring Gen Z to trade their screens for steel-toed boots and helping to close the industry’s talent gap.
SiteNews: Tell me about your role as digital media coordinator at Orion and how you found your way to the construction sector.
Tianna Sarra: As Digital Media Coordinator at Orion, I manage our social media channels, create content and analyze performance to ensure we’re reaching and engaging the right audiences. I also handle internal communications, contribute to marketing materials and capture site progress with photography and videography, bringing our projects and culture to life online. My role is a blend of strategy, creativity and execution, which keeps every day exciting.
As I was graduating from university, I came across Orion Construction online. I was immediately drawn to the company’s transparency and passion – it felt authentic and different from the cookie-cutter corporate vibe I had seen elsewhere. I loved the idea of working for a company where I wouldn’t just be a cog in the machine, but a valued contributor. Applying with Orion gave me a sense of curiosity and challenge: to take a sector that sticks to the status quo and make it modern, exciting and a sought-after sector to work in.
Having grown up with a dad in the trades, I knew the value of the work but also understood the stigma. I saw an opportunity to reshape that perception through social media, trailblazing new ways to present the construction industry online as an innovative and fulfilling career.
What is the labour crisis that the industry faces and why does Gen Z offer an opportunity to fill this gap?
It’s no surprise that the Canadian construction industry is facing a serious labour shortage. Over 25% of the workforce is 55 or older, and as they retire, it’s leaving a huge gap that needs to be filled. Job vacancies have more than doubled since 2020, and almost half of construction companies are struggling to find skilled workers, but this challenge also presents a huge opportunity when it comes to Gen Z.
As a tech-savvy generation, we’re fluent in tools like automation, AI, and other emerging technologies reshaping construction. One thing that sets Gen Z apart is our ability to leverage technology to work smarter, not harder. We thrive on efficiency, preferring streamlined processes and tools that simplify tasks rather than long, tedious workflows. Growing up with social media has shortened our attention spans and we are driven to find the most efficient ways to get things done. To attract this type of talent, companies need to lean into what matters to us: tech, innovation, clear career growth, work-life balance, and inclusive, team-oriented workplaces. Social media is a great way to show us that construction isn’t just about dirt and concrete. It’s about creativity, efficiency, problem-solving, and making an impact in our community.
How do they differ from previous generations?
Contrasting Baby Boomers and Gen Z helps highlight how workplace values have shifted over time and what that means for the industry. Baby Boomers grew up in a time of economic growth and stability, where success meant finding a secure job, working hard, and building a legacy. In construction, this translated to mastering trades, taking pride in craftsmanship, and building structures that symbolized their contributions. Boomers prioritized stability, long-term growth, and loyalty, which built the foundation of today’s industry.
Gen Z, on the other hand, has grown up in a digital-first world shaped by almost constant technological changes and a growing emphasis on mental health and work-life balance, due to the visibility of global crises that we are facing. For us, work isn’t just about a paycheque – it’s about purpose. We prioritize workplaces that align with our values of inclusivity, sustainability, and flexibility.
Work-life balance is especially critical for Gen Z. We’ve grown up seeing social media highlight people working remotely, travelling, working flexible hours and still achieving success. The traditional 9-5 is less appealing, especially when compared to options that ‘promise’ flexibility and freedom. This presents a challenge for industries like construction, which offer stability and longevity – important qualities, but ones that don’t feel as immediately exciting. To attract the next generation, companies need to work hard to show that construction isn’t just a job, it’s a meaningful career that evolves alongside society and provides a tangible opportunity to make an impact.
We’ve found at Orion that social media offers a unique way to bridge these generational perspectives. It can honour the tradition of Baby Boomers while connecting with Gen Z by telling authentic stories – from small businesses with generations of family carrying on a legacy to companies like Orion that started with four people in a mezzanine and have grown exponentially. Baby Boomers built the industry’s foundation, and now Gen Z is ready to innovate and take it forward.
What is the significance of social media for Gen Z?
Social media is where Gen Z communicates, learns, and makes decisions. Platforms like TikTok, Instagram, LinkedIn and YouTube aren’t just for entertainment – they’re where we go to discover ideas, connect with communities, influence major decisions, and, sometimes, just to scroll mindlessly for an escape. Social media has shown its power by mobilizing Gen Z during elections, amplifying messages, and inspiring action. For construction, this presents an incredible opportunity to shift perceptions.
One significant aspect of social media for Gen Z is the rise of influencers. Unlike Hollywood celebrities, influencers are close to our age, relatable and seen as more credible. We trust them not just because of their status, but because of their perceived accessibility and the way they align with our values. Whether it’s showcasing career opportunities, advocating for sustainability or sharing insights, influencers have the power to shape how Gen Z views the world.
At Orion, we see this as an opportunity to highlight innovation, sustainability, and career growth in our industry. Time-lapse videos, behind-the-scenes content, and stories about how projects make a difference in communities can redefine how we see the trades. Social media isn’t just a tool for Gen Z. It’s how we experience the world, and the construction sector needs to be part of that picture.
What platforms are they using and for what purposes?
Gen Z gravitates toward platforms that are visual and interactive, using each one for different purposes. TikTok is our go-to for entertainment and discovering trends, with short videos shaping everything from career choices to lifestyle preferences. Instagram is where we connect with friends, follow brands, and engage with visually curated content. YouTube is our main source for tutorials and in-depth content, while Snapchat remains popular for real-time, personal communication.
LinkedIn has become increasingly relevant for Gen Z as we transition into the professional world. While traditionally associated with older demographics, LinkedIn has seen a growing number of Gen Z users who leverage the platform for networking, job searching, and professional development. We use LinkedIn to build personal brands, connect with potential employers, and access industry insights.
Influencers are a big part of why these platforms resonate. We trust them more than traditional marketing because they feel more credible. In construction, influencers are reshaping perceptions by showing that trades can be modern, fulfilling, and lucrative. Tradespeople on TikTok and Instagram have made #BlueCollar a movement, inspiring young people to explore the trades as a debt-free, rewarding career path.
Tell me about Orion’s digital strategy and what sort of tools you are using to communicate with young people about the construction sector.
A. At Orion Construction, our digital strategy is all about meeting the next generation where they are. On Instagram, we share compelling content like drone footage, project time-lapses, and behind-the-scenes moments, including comedic outtakes featuring our leadership team. It’s not just about showing finished projects but giving people a real look at the teams, the company culture, and innovation behind the scenes. Gen Z values transparency, and they love seeing how things come together.
On LinkedIn, we highlight professional updates, employee spotlights, and industry insights to position Orion as a leader while staying approachable. Our strategy balances LinkedIn’s professional tone with Instagram’s creativity. By using short-form videos and authentic storytelling, we’re breaking outdated perceptions and showing how exciting this industry can be. It’s about more than sharing content – it’s about building real connections and inspiring the next generation.
Do you have any success stories of how you and your team have been able to attract young talent?
At Orion, we’ve been intentional about creating an environment that aligns with what people value at work.
One of our biggest success drivers has been our referral program, which taps into the power of “internal influencers” – our own employees. More than two-thirds of our new hires come from internal recommendations, which speaks volumes about the trust and connection our team members feel toward Orion. For Gen Z, peer influence is crucial, and our team naturally act as ambassadors both internally and on our social media platforms.
The real value lies in fostering an environment people are proud to recommend. In a way, our employees become influencers in their circles, demonstrating how a supportive, flexible, and growth-oriented workplace can make a difference. Peer-to-peer validation is far more impactful for Gen Z than traditional advertising, making these endorsements one of our best tools for attracting talent and proving the benefits of a strong culture.
Social media amplifies this even further, providing a platform for our team to showcase the stories and experiences that make Orion unique. Platforms like Instagram and LinkedIn allow us to share moments that highlight our values – whether it’s celebrating team member promotions, bringing our dogs to work, or balancing work with personal life thanks to our flexible policies. These snapshots create a transparent story that appeals to younger audiences, attracting those who want to be part of a workplace that genuinely supports their growth and well-being.
A great example of this is a recent applicant who reached out to Orion even though there weren’t any open design roles posted. She mentioned that she was inspired to apply after seeing our social media channels and feeling connected to our culture and values. This isn’t the first time our social platforms have been mentioned – team members often share how people compliment our online presence and it’s clear that our efforts to showcase Orion’s unique culture and identity are making an impact.
At the heart of it, Gen Z prioritizes growth, inclusivity, and mental well-being, and they want to work for companies that stand for more than just profits. By showing who we are and how we support those values, especially through social media, we’ve been able to attract amazing young talent that fits into our team and culture.
What do you think most companies in the industry get wrong about social media?
A. Many companies treat social media as a one-way broadcast instead of a portfolio about who you are as an organization. Posting updates without engaging with the audience misses the opportunity to build relationships and foster community. Another mistake is focusing too much on overly polished, stylized content. While it might look professional, it feels disconnected and inauthentic. Gen Z values behind-the-scenes moments, real people, and raw, relatable content.
Inconsistent posting is another common issue. Some companies start strong but let their profiles go inactive, which makes it seem like they’re not invested. Social media thrives on regular activity, and meaningful interactions.
While recruitment is obviously beneficial for individual companies, do you think an industry-wide effort to improve social media strategies could have a broader impact on how construction careers are perceived?
Absolutely. An industry-wide effort to improve social media strategies could completely change how people view construction and trade careers. Social media is where Gen Z forms opinions and discovers opportunities. If the construction industry worked together to leverage platforms like TikTok, Instagram, and LinkedIn, it could create a unified message that highlights how innovative and impactful this field truly is.
Authenticity is key. Sharing real stories about the process, challenges, and technology being used is so compelling to Gen Z. Social media can show that construction is about more than hard hats and heavy equipment. It’s about collaboration, problem-solving, and building a better world. A collective effort could break stereotypes, inspire pride, and show the next generation that construction is a forward-thinking career choice.
What first steps can companies take to start boosting their storytelling?
The first step is simple. Start posting. Too many companies overthink social media, worrying about perfect content, but human connection always wins. Start with what you already have, like photos from the field, progress updates, or a quick video introducing your team. It doesn’t have to be polished. Gen Z values content that shows the human side of your company.
Focus on storytelling. Every project has a story. What challenge did you solve? What impact will it have on the community? Even something as simple as a time-lapse of a site coming together can be fascinating. Highlight your people too. Share employee spotlights or a day-in-the-life post to show what it’s like to work in your company.
Use your phone for photos or short videos. Overly edited, highly polished videos miss the mark. Gen Z wants raw, in-the-moment content that feels genuine. A quick video of your team at work or a candid moment on-site will be far more engaging than a corporate-style production. Real, unfiltered moments build trust and help you connect with your audience. Incorporating trends can take this a step further. Think about how you can showcase your team while tapping into the latest trend, whether it’s a popular sound, hashtag or meme. Trends make Gen Z laugh, immediately fostering relatability and showing that your company understands our world.
Most importantly, find your company’s personality and let it shine. Social media thrives on authenticity, so focus on being true to who you are as an organization rather than trying to mimic others. Trying too hard is out; being yourself is in.
Key Takeaways:
The Ontario government is assuming responsibility for the maintenance of the Thousand Islands Parkway, relieving the St. Lawrence Parks Commission (SLPC) of associated costs. This allows the SLPC to focus resources on improving parks, trails, campsites, and other amenities for residents, commuters, and tourists.
Ontario is investing $27.5 million to resurface 17 kilometers of Highway 401 between Mallorytown and Brockville, including culvert repairs, lighting upgrades, and underpass rehabilitation. These improvements prepare for the future widening of Highway 401 and enhance safety and efficiency in the region’s infrastructure.
The Thousand Islands Parkway and Highway 401 improvements ensure continued support for eastern Ontario’s tourism and transportation needs, accommodating significant daily traffic and facilitating access to the region.
The Whole Story:
The Ontario government is taking over direct responsibility for annual maintenance and rehabilitation of the Thousand Islands Parkway to protect local communities from the rising costs of upkeep and ensure the 40-kilometre scenic parkway remains in good repair.
The transfer of additional maintenance responsibilities and costs from the St. Lawrence Parks Commission (SLPC) to the Ministry of Transportation (MTO) is intended to free up critical resources and funds.
“The Thousand Islands Parkway is a landmark destination that countless families, businesses, and tourists rely on to see the best of eastern Ontario,” said Prabmeet Sarkaria, Minister of Transportation. “That is why we are stepping up our support for the St. Lawrence Parks Commission so that they can focus more of their resources on restoring trails, campsites, and other amenities, improving the visitor experience for everyone.”
Under an expanded memorandum of understanding (MOU), MTO will cover maintenance and infrastructure costs and conduct a full review of the Parkway, providing SLPC with recommendations to improve management of the corridor. In addition, the province is working with SLPC on an agreement to provide support for managing the Long Sault Parkway, located between Ingleside and Long Sault.
“I am very pleased with the expanded agreement between the Ministry of Transportation and the St. Lawrence Parks Commission,” said the Honourable Bob Runciman, chairperson of the St. Lawrence Parks Commission. “This agreement will markedly improve the maintenance and operational oversight of the Thousand Islands Parkway and Long Sault Parkway. The enhanced agreement ensures the safety and efficiency of our road infrastructure while enabling the St. Lawrence Parks Commission to reinvest in our parks and historic attractions, benefiting both residents and visitors to our region.”
Additionally, the Ontario government is investing $27.5 million to resurface nearly 17 kilometres of Highway 401 between Mallorytown and Brockville. The investment will also include culvert repairs and replacements, new lighting at the County Road 2 ramp terminals, and rehabilitation of the Mallorytown Road underpass to accommodate the future widening of Highway 401.
“Today’s announcement ensures the Thousand Islands Parkway will remain a vital link connecting visitors to one of Ontario’s most renowned tourist destinations – the world famous 1000 Islands,” said Steve Clark, MPP for Leeds-Grenville-Thousand Islands and Rideau Lakes. “This will allow the St. Lawrence Parks Commission to focus resources on its parks, campgrounds, and other attractions that play an important part in our region’s tourism economy and the quality of life our residents enjoy. I also welcome today’s investment of $27.5 million for improvements to Highway 401 as we continue to prepare for the future expansion of the highway.”
The eastern corridor of Highway 401 accommodates approximately 120,000 vehicles and 10,000 trucks carrying $380 million in goods each day. Ontario recently finished work on the Highway 49 Bay of Quinte Skyway Bridge and awarded a contract to resurface sections of Highway 401 near Kingston.
Key Takeaways:
Deep Sky, a Quebec-based company, has secured a $57M grant from Breakthrough Energy Catalyst to construct its Deep Sky Alpha facility and advance the development of direct air capture (DAC) technologies.
Deep Sky Alpha will test multiple DAC technologies to identify the most effective solutions for large-scale carbon removal.
This initiative aligns with Catalyst’s mission to support scalable and high-impact climate technologies.
The Whole Story:
Deep Sky, a Quebec-based carbon removal project developer, announced that it has secured a $57M million grant commitment from Breakthrough Energy Catalyst . The funds, subject to the satisfaction of funding conditions, will be allocated to the construction of Deep Sky Alpha (formerly Deep Sky Labs) and its associated research and testing of direct air capture (DAC) technologies. Deep Sky Alpha will deploy multiple DAC technologies to test and identify the most promising technologies, as part of Deep Sky’s initiative to lower the cost of large-scale commercial carbon removal. This marks Catalyst’s first-ever investment in both a Canadian and Direct Air Capture (DAC) project.
The Catalyst program funds large demonstration projects and invests in first-of-a-kind commercial projects that use emerging climate technologies. It prioritizes projects with high-impact and scalable climate tech that need additional capital to reach commercial scale. Alpha is Deep Sky’s first facility and is scheduled to be operational and delivering carbon removal credits by Spring 2025.
Catalyst officials explained that they are supporting Deep Sky’s efforts to build large-scale carbon removal and storage infrastructure in Canada. As a project developer, Deep Sky is working to bring together the most promising direct air and ocean capture technologies to accelerate delivery of high-quality carbon removal credits to the market. Powered by renewable energy, Deep Sky’s facilities are strategically located in Canada, a region with all of the natural resources to become a world leader in carbon removal. Catalyst noted that hydroelectric power, wind power potential, and a rich geological makeup make it an ideal place for engineered carbon removal and storage.
“Securing support from Breakthrough Energy Catalyst marks another milestone for our company and for the DAC industry,” said Damien Steel, Deep Sky CEO. “The financial backing from Breakthrough Energy Catalyst will play a crucial role in helping Deep Sky realize its ambitious goals. However, the partnership with Breakthrough Energy Catalyst and their expertise into what it takes to build projects at scale has already been transformative to Deep Sky.”
Together, Deep Sky and Catalyst stated that they are committed to developing and deploying cutting-edge carbon dioxide removal (CDR) technologies. High-quality CDR is essential for achieving net-zero emissions goals and mitigating the impacts of climate change.
“In 2025, Deep Sky will deliver on our promise to rapidly scale carbon removals, and we remain unapologetically ambitious as we look to the future,” Steel added.
Catalyst currently focuses on five technology areas: clean hydrogen, sustainable aviation fuel, direct air capture, long-duration energy storage, and manufacturing decarbonization. In addition to capital, Catalyst leverages the team’s energy-infrastructure-investing and project-development expertise to work with innovators on advancing their projects from the development stage to funding and ultimately, to construction.
A 19-kilometer tramway network with 29 stations is planned for Quebec City, connecting key areas like Parliament Hill and Université Laval. The $7.6 billion project aims to improve transit quality, reduce travel times, and boost economic growth through increased productivity, real estate development, and job creation.
Construction is scheduled to begin in summer 2027, with the tramway opening to the public in 2033. The project is part of the broader CITÉ Plan, which envisions 100 kilometers of transit corridors and significant housing and employment opportunities.
CDPQ Infra has issued a procurement notice to ensure fair and transparent participation of local and international companies, with progressive design-build (PDB) as the project delivery model. An information session will be held on February 19, 2025, in Quebec City.
The Whole Story:
CDPQ Infra has announced the publication of a procurement notice as part of the TramCité project to enable the industry to properly prepare for the various phases of the procurement processes of the major project.
The TramCité project is a modern tramway initiative planned for Quebec City, featuring a 19-kilometer network with 29 stations that will connect key areas such as Le Gendre, Sainte-Foy, Université Laval, Parliament Hill, Saint-Roch, and Charlesbourg.
With an estimated cost of $7.6 billion, construction is scheduled to begin in summer 2027, with the tramway expected to open to the public in 2033. The project aims to enhance public transit quality in busy areas, reduce travel times, optimize traffic flow, and stimulate real estate development, ultimately boosting productivity and employment in the region.
It is anticipated to generate significant economic benefits during its construction phase. TramCité is part of the larger CITÉ Plan, which envisions creating 100 kilometers of public transit corridors in three phases and is expected to facilitate the development of over 15,000 housing units along its route while creating approximately 4,000 direct and indirect jobs over at least five years.
CDPQ Infra invites local and international companies to learn about the procurement processes for this project, which will be developed in progressive design-build (PDB) mode. Construction shall begin in 2027, with commissioning in 2033.
Procurement process governance and requirements will comply with industry best practices and with CDPQ Infra’s procurement policies in order to ensure fair, transparent and impartial treatment of all stakeholders. An information session will be held in Québec City on February 19, 2025 from 10:00 a.m. to 12:00 p.m.
For more information on the TramCité project and to read the procurement notice, visit CDPQ Infra’s website at this link.
*December People Moves is brought to you by the 25 Innovators in Construction program. Meet this year’s winners at our awards celebration on Feb. 6. Get 30% tickets to the event by using promo code PEOPLEMOVES at 25innovators.com.
Trevor Tetzlaff has started a new position as Director of Sales, Positioning Construction at Brandt Group of Companies. He has over 20 years of experience in product and business development, sales, and senior leadership within the heavy equipment industry.
Joshua Gaglardi, president of Orion Construction, has been named Business Person of the Year at the 26th Annual Surrey Business Excellence Awards.
I am very proud of the sucess achieved while employed with TNDC. I was exposed to an incredible team that proved they can move dirt. I shared time with the most influential leaders and also befriended the most inspiring Tahltan’s who are just fantastic human beings. I see my time with TNDC as a privildge.
Bruce Gordichuk, former president, TNDC
Brett Armstrong is starting a new position as Principal, Managing Director at Avison Young in Vancouver. Armstrong will focus on executing on the firm’s core strategic business plan, with emphasis on business development and increasing market share throughout the city and province.
Jeff Larsen has joined Gorman Group as Chief Operating Officer. He has more than 35 years of industry experience.
Andrew Stiffman has been appointed Kalesnikoff’s first ever Vice President, Construction Services. Stiffman will be responsible for leading the lifecycle of all projects from initial discussions, planning and contracts with clients to ensuring the successful delivery and completion of projects.
Kalesnikoff’s team lifts materials into place at site in Montana.
Andreas Kaufmann has been promoted to Chief Marketing Officer at Phantom Screens. Previously Kaufmann worked as Nice President of Marketing. Andreas will oversee marketing and product management for both Phantom Screens and Rolltec Rolling Systems.
Ryan Beedie, President of Beedie, has been inducted into the the Canadian Business Hall of Fame. This recognition celebrates Canada’s visionary business leaders for their lifetime achievements and contributions to leadership, community engagement, philanthropy, and global impact.
Angela Clayton is interim President and CEO at Infrastructure Ontario following the departure of Michael Lindsay. Clayton assumes the role with more than 20 years’ experience in the infrastructure sector. Most recently, she has served as IO’s president of project delivery after taking over that role in 2021.
Mark Podlasly has been named CEO of the First Nations Major Projects Coalition. As co-founder, Podlasly has been integral to the FNMPC’s development since its inception, shaping and implementing our vision, priorities, and strategies. Notably, he has been instrumental in establishing the flagship event, the FNMPC’s Annual Conference and the group’s policy and thought leadership.
Franklin Playter and Dennis Kuschminder are celebrating 25 years with Chandos construction. In 1999, the company had only 130 employees and had completed 62 projects. They joined the company’s only office in Edmonton. Since then they have been involved in over 150 projects and become leaders within the organization.
Nicole Borque-Bouchier, CEO and co-owner of Bouchier Group, and Dave Tuccaro, founder and CEO of Tuccaro Group, have been awarded the Order of Canada. Bourque-Bouchier is a member of the Mikisew Cree First Nation and a prominent business leader in her community. As the CEO and co-owner of one of western Canada’s top employers, she has advanced the role of women in business and is at the forefront of Indigenous economic development in Alberta. Tuccaro actively elevates Indigenous business and contributes to the economic growth of the Regional Municipality of Wood Buffalo. A generous philanthropist, he supports and guides numerous community initiatives.
Michael Parker, vice president of Jancon, has been appointed Chair of the Gold Seal Committee. Parker joined the Committee in 2023 and has been a strong advocate for Gold Seal since obtaining his GSC in 2010. He has also chaired other committees in previous roles, such as the CaGBC Toronto Chapter.
Chris Cooper is taking over the top spot at one of Canada’s biggest projets ever. On April 1, 2025 he will succeed Jason Klein as CEO of Shell-led LNG Canada. Cooper brings over 35 years of experience in the energy sector. Since joining Shell in 1998, Chris has accrued extensive expertise from his leadership roles in Upstream, Downstream and LNG businesses around the world, spanning complex challenges in projects, assets, commercial and stakeholder relationship areas.
I’m pleased to continue the journey with all those involved in and around the LNG Canada investment. Together, we are setting the benchmark for economically, environmentally and socially responsible large scale LNG production in Canada and creating a positive and lasting legacy with First Nations, the local community and for British Columbia and Canada
Chris Cooper, incoming LNG Canada CEO
Former housing minister Sean Fraser announced he will be leaving cabinet and not seeking re-election to spend more time with his family. Fraser joined the cabinet in 2023. Fraser’s mandate included accelerating homebuilding efforts, with ambitious targets set to construct nearly 3.9 million homes by 2031.
Murray Goodman is joining Shindico as its Senior Vice President, Industrial & Investment. With over 20 years of commercial real estate experience, Goodman specializes in negotiation, property valuation, investment sales, leasing, and development.
Elise Meakin has been promoted to Senior Project Manager at MAKE Projects. MAKE stated that Meakin has worked on a variety of impactful projects in recent years, including the Seabus Refurbishment, multiple feasibility studies for Vancouver Coastal Health, Montrose, Smith Campus, and electrical upgrades at BC Children’s and Women’s Hospital.
Lylle Kephart is joining The Fastener Group as President and CEO starting on Jan. 2. Kephart spent 20 years with Acklands-Grainger, where he rose to the position of Senior Director. He also worked as Vice President of The Master Group where he was responsible for post-acquisition integration and strategic initiatives.
Tyrone Gan, P.Eng., has been awarded the William G. Ross Lifetime Achievement Award from the Canadian Urban Transit Association (CUTA). Gan, a Senior Vice President with HDR, has more than 40 years’ experience in transportation planning. The William G. Ross award, named after CUTA’s first president, recognizes individuals who have made exceptional contributions to the public-transit industry in Canada for at least 25 years. As this year’s recipient, Gan is also inducted into CUTA’s Hall of Fame.
Anahita Jami has been promoted to ESG Director at CIMA+. Her previous role was senior sustainability advisor to the environment. Jami has worked for IKCo, Renault, s2e Technologies, the Canadian Urban Transit Research & Innovation Consortium (CUTRIC), Sandler Consultancy and CSA Group.
Thomas Rapley has joined global consulting engineering firm Arup as its water business leader for Canada. Rapley has more than 20 years’ experience in municipal infrastructure design and construction spanning Canada, the U.K., Australia and New Zealand, including stints with consulting engineering firms Buro Happold, WSP and, most recently, CIMA+.
Grant MacDonald has been promoted to Director of Projects at Hall Excavation & Shoring. The company noted that MacDonald has been instrumental in its growth, playing a key role in mentoring the next generation of project managers and fostering leadership within the team. They added that his efforts have empowered others to step up and contribute to the continued success of the group.
Dave Donaldson is CarbonCure’s new Senior Vice President of Sales & Marketing and Brad Vickers has been promoted to CarbonCure’s Leadership team as the low carbon concrete company’s inaugural Vice President of Customer Success. Donaldson is an accomplished sales and marketing executive with more than 24 years of experience. Vickers has been with the company for more than a decade, developing, operationalizing and scaling CarbonCure’s technologies in prior roles that included Field Engineer, Director of Engineering and Head of Product.
Catherine Peacock has been promoted to Vice President, Planning and Procurement at Infrastructure BC where she will lead its planning and procurement services. Peacock joined the organization as an assistant vice-president in 2019. Previously, she worked at PwC in its capital projects and infrastructure practice and at Ernst & Young in that company’s infrastructure practice.
AtkinsRéalis president and CEO Ian Edwards has been named International Business Leader of the Year by the Canadian Chamber of Commerce. The recognition highlights Edwards’ leadership with regard to engineering services, nuclear energy, innovation and sustainability.
Not only has Ian’s leadership been pivotal to transform and steer the company towards a more strategically focused, growth-oriented and purpose-driven future, but it has also helped fortify Canada’s reputation as a place where business is done with both innovation and care
Candace Laing, Canadian Chamber of Commerce CEO
Lafarge Canada’sWarren Anderson, Civil Manager, and Tyler Callaghan, Operations Manager, have both been picked for Rock to Road’s Top 10 Under 40 list. The list celebrates Canada’s brightest professionals in the aggregates and roadbuilding industries who are driving progress and shaping the future of construction through their significant contributions.
Wayne Ferguson has been promoted to Chief Operating Officer and Executive President, Infrastructure Services, at EllisDon. He has been the company for more than 26 years, starting as a Project Superintendent in 1998.
I have been very lucky to have had many wonderful teachers and mentors so far in my career journey. Without their support and wisdom, I would not be at this point today. This includes members of our LAPRAIRIE family, Executive Team, and the many employees who have spared their time to answer my questions and help me learn more about our operations. I’d like to thank each and every one of you!
Georgia LaPrairie-MacManus
Kevin Choi has been promoted to Senior Principal and Practice Leader of Taylor Ryan’s construction business in Vancouver. Kevin was the companys first construction recruiter and was pivotal in launching and shaping the construction team.
Brett Armstrong has been named Managing Director of Avison Young’s Vancouver office, effective Dec. 2. In this role, he will concentrate on driving business growth and increasing market presence. Armstrong previously held the positions of Principal and Senior Vice President of Leasing in Vancouver.
To step into this role at such an exciting time for our industry is something that I am very enthusiastic about,” Mason said. “Not only is the mechanical contracting sector shaping up to play an increasingly important role across Canada, but our national association is taking the critical steps to ensure our members have a strong and prominent voice across the country.
Brad Mason, Mechanical Contractors Association of Canada, President
Sarah Zaharia has joined ACCIONA as the Director of Communications for North America. Coming from the owner side, Sarah was the Executive Director of Major Projects Labour Agreements for Transportation Investment Corporation and before that she served in the Ministry of Finance and Government Communications and Public Engagement.
Jeff Larsen is now Chief Operating Officer at The Gorman Group. Previously, Larsen spent more than 34 years at Weyerhaeuser, holding a variety of positions. Most notably, he was Unit General Manager for more than 18 years.
Patrick Gloux, P.Eng., has been promoted to Structural Department Head KGS Group’s Winnipeg office. Gloux has more than 19 years of experience. He studied at the Manitoba Institute of Trades and Technology (MITT), Red River College (RRC Polytech, Lakehead University and the University of Manitoba, earning a B.Eng., M.Eng. and PhD in civil engineering.
How much easily developable land is right under our nose? Researchers like Rudrasen Sheorey are trying to find out. The urban analyst and his collegues have been digging into the potential of publicly owned land and how much of a dent it could make in Canada’s housing crisis. Sheorey and his collegues at the University of British Columbia found that a handful of cities have enough underused land owned by federal, provincial and municipal governments to build homes for more than one million people.
We caught up with Sheorey to learn more about his analysis of publicly owned land and what could be done to activiate it.
SiteNews: Give us an idea of how much potential housing could be built on Canada’s public land currently.
Sheorey: It’s important to understand potential for housing has to be quantified. If we wanted to, we could build anywhere on open lands far away from major centers. This study focused on lands that have development potential, (ie have servicing, built next to existing infrastructure). The analysis across 10 major cities showed that of the about 3971 properties 856 were developable. These sites could accommodate about 35,999,336 sqm of built area that could house about 1,061,712. OVER 1 MILLION PEOPLE.
Tell me about how you and the other researchers developed the method to determine housing yields.
To determine housing yields, we developed a systematic seven-step methodology to evaluate and prioritize the development potential of government-owned land parcels across Canadian cities. This approach involved analyzing key factors such as site size, proximity to infrastructure, and current utilization levels to effectively assess and classify parcels.
Site Size Classification: Government-owned land parcels were grouped by size to enable consistent and comparable analysis.
Amenity Score Classification: Amenity scores were assigned based on the proximity of sites to key existing infrastructure and services.
FSR Calculation: Floor Space Ratio (FSR) values were calculated using a Comparable Building Database. This database included projects from major cities that demonstrated high standards of livability and served as benchmarks for appropriate density on well-serviced parcels.
Correlation of FSR with Amenity Scores: Derived FSR values were correlated with amenity and density scores to quantify the development potential of parcels based on their amenity levels.
FSR Matrix Development: An FSR Matrix was created to link site size and amenity scores to achievable FSR values. This matrix was applied to calculate the total gross floor area (GFA) for all parcels, enabling the classification of sites into priority tiers based on their suitability for development.
Using data from the Housing Assessment Resource Tools (HART) project at UBC, we focused on federal land data from cities including Toronto, Calgary, Edmonton, and Ottawa. By integrating parcel characteristics, amenity scores, and calculated FSR values, we quantified potential residential floor space and estimated the number of homes and individuals each site could accommodate.
What are some of the advantages of utilizing public land?
These lands offer a significant opportunity for housing development as they are publicly owned and can be repurposed more efficiently than acquiring private land. Acquiring private land typically involves negotiating a purchase at market value with the landowner, who must also be willing to sell that specific parcel or parcel. An example of using public lands for affordable housing has recently been demonstrated by the Federal Lands Initiative where the federal government has provided land at no cost to organizations that can build affordable housing on these lands. Here are some advantages that public lands provide.
Zoning: The government can often expedite public lands and bypass municipal bottlenecks. This is because governments can directly develop these lands. An example we can see is the setting up of Special Planning areas in Halifax where the province can directly make decisions related to zoning in these areas.
Location: These lands are often located in prime locations, with access to existing transit and public infrastructure making them ideal for adding density. This also means that local infrastructure would require little to no upgrades, enabling development to proceed with fewer barriers.
Maximizing underutilization of land: Many of these lands contain existing buildings that underutilize the true developable potential of the site. For example, the post office located at 2405 Pine Street in Vancouver is on the Broadway corridor where similar land parcels are being developed to a height of 30 stories, while the post office building is just three stories. There are several such sites located in prime locations in Vancouver and Toronto that could be developed into housing that currently only have one- or two-storey buildings located on them.
Cost of Land: With the government using land that they already own, they can roll in land at no cost to mitigate inflated land costs and enable these savings to be reflected in delivering more affordability.
What prompted you to start investigating the potential of public land?
When exploring solutions for affordable housing, a key discussion emerged around placing appropriate densities in neighborhoods that already have established services and amenities. A particularly striking example is the Cambie Corridor along the Canada Line in Vancouver.
I examined the buildings near King Edward Station, which are capped at a maximum height of 6 to 8 stories, compared to the Marine Gateway area, where 30-story towers dominate the skyline. Both locations benefit from similar levels of infrastructure and amenities, yet Marine Gateway houses significantly more people for the same level of public investment in infrastructure.
This disparity, coupled with rising land prices, sparked a conversation about leveraging publicly owned land for housing development to address the current housing crisis. As private land development becomes increasingly expensive and challenging to secure, the need to investigate the potential of public land for affordable housing came into the conversation.
Define what you and your colleagues mean when you call property “lazy”.
As highlighted above, a key factor in addressing housing challenges is maximizing the potential of available land. Taking the example of King Edward Station, it is evident that instead of limiting development to 5 or 6 stories, these land parcels could support greater density without straining existing infrastructure.
In examining public land parcels, we focused on identifying those that are underutilized, or what we refer to as “lazy land.” Lazy land is defined as land that fails to make the most of its developable potential. For instance, the post office located at 2405 Pine Street in Vancouver sits on the Broadway Corridor, where nearby parcels are being developed into 30-story buildings. Yet, the post office remains a mere three stories.
There are numerous government-owned land sites like this, often located in the heart of dense urban neighborhoods. These sites are typically characterized by low-density developments and large, underutilized parking lots. This underutilization highlights their status as “lazy land,” demonstrating a significant opportunity to unlock their potential for higher-density housing and better land use.
I understand that you were unable to get land data from some parts of the country. Could the potential of public land actually be even higher?
This study focuses on 10 cities in Canada, but it’s important to note that provincial land data was unavailable for Calgary and Edmonton. If all developable government-owned land parcels were included, the potential number of homes could be significantly higher.
The current estimate of housing for 1 million people is based solely on parcels that already have access to servicing and infrastructure. It excludes parcels with very limited service or infrastructure access, which represents additional untapped potential.
This highlights the need for increased investment in infrastructure developments such as water, sanitation, and transportation—not only to unlock the potential of underutilized public land but also to make private land more viable for development. Expanding infrastructure access is key to addressing housing challenges on a larger scale.
What makes a public piece of land most suitable for housing development?
The suitability of land for development is determined by using amenity scores, which measure access to key services and infrastructure. These scores are derived from the Proximity Measure Database (Statistics Canada) and the Canada Mortgage and Housing Corporation (CMHC), assessing factors like proximity to childcare, schools, healthcare, parks, grocery stores, public transit, and more.
The scoring system assigns up to 20 points based on walking distance to these amenities:
Childcare (1)
Primary schools (1)
Secondary schools (1)
Healthcare (2)
Pharmacies (2)
Parks (3)
Grocery stores (4)
Public transit (4)
Libraries (1)
Community & recreation services (1)
The higher the amenity score, the greater the site’s suitability for development. Sites with higher scores leverage existing infrastructure more effectively, allowing for additional housing with minimal upgrades to current systems. This approach maximizes the potential of underutilized “lazy land.” Public land sites were categorized into three Amenity Score Classes based on their scores.
High Amenity (16–20 points): Well-served by public transit and multiple amenities, ideal for higher-density development.
Medium Amenity (11–15 points): Served by several public amenities but may lack high-frequency transit or abundant grocery access.
Low Amenity (1–10 points): Limited access to critical amenities, making them less suitable for development.
For this study, only High and Medium Amenity sites were considered, as they are best positioned for immediate development potential.
Did anything surprise you or jump out to you when you began to get the results of this research?
One of the most surprising takeaways from the study was the enormous housing potential that exists on government-owned lands across Canada. In just 10 cities, we identified the capacity to house 1 million people. This striking figure highlights the untapped opportunity for the government to introduce policies and measures that could unlock a significant portion of these lands for development.
The scope and quality of the opportunities make this discovery particularly compelling. Many of these properties are owned by institutions like Canada Post and the Canada Revenue Agency, and a substantial proportion, around 40%, are in high-amenity areas with existing public infrastructure. These are precisely the kinds of locations where new housing can have the greatest impact, as they are already well-connected and equipped to support thriving communities.
The findings underscore the importance of elevating this discussion around utilizing government lands for housing. By focusing on properties classified in Priority Classes 1 to 4—those with medium to high amenity scores—the research demonstrates a valid and realistic pathway for addressing Canada’s housing supply challenges. Seeing the scale and potential of these opportunities has been truly eye-opening and underscores the critical need to act on this untapped resource.
The Government of Canada launched the Canada Public Land Bank in August 2024 as part of its Public Lands for Homes Plan. Give me your analysis of the government’s efforts to utilize these public properties. Could more be done to unlock them?
The Government of Canada’s launch of the Canada Public Land Bank under the Public Lands for Homes Plan in August 2024 is a commendable initiative that recognizes the significant potential of public properties for addressing Canada’s housing crisis. Measures such as 99-year leases with affordability requirements and the creation of a federal property registry for potential development are steps in the right direction. However, several challenges and areas for improvement remain:
Key Challenges and Recommendations:
Zoning Clarity and Predictability A lack of clear and consistent zoning plans for public lands often hampers their development potential. For private developers, this creates uncertainty and financial risk, as zoning conditions may change mid-project, leading to delays and cost overruns. To address this:
Clear zoning frameworks and development conditions should be established upfront for all properties.
Priority should be given to projects with significant upzoning potential and clearly defined density targets, making these projects financially viable and attractive to private developers.
Inter-Agency Coordination Many high-potential development sites are managed by federal agencies like Canada Post and the CRA. These agencies require transitional plans to maintain operations while housing developments proceed.
Collaboration across federal departments is essential to create actionable strategies that allow agencies to maintain core functions during and after the redevelopment process.
Solutions such as allocating space for ongoing agency operations within redeveloped properties should be integrated into development plans.
Financial Feasibility and Developer Incentives While rolling in land costs through leasing models is a positive step to lower development barriers, land cost is only one factor in the larger development equation. Construction costs, regulatory delays, and insufficient density allowances remain significant hurdles.
Governments must introduce transparent and streamlined permitting processes to reduce delays.
Incentives, such as grants or tax abatements, should be offered to private developers willing to include affordable housing or family-oriented units.
Collaboration with the private sector should focus on creating a balanced financial model, acknowledging developers’ economic realities to ensure scalability and sustainability.
Expanding the Scope of Public Land Development While the current registry lists some promising sites, expanding the scope of lands available for housing, especially underutilized urban properties like post offices, is critical. Proactively identifying more federal, provincial, and municipal properties for redevelopment will further boost the potential impact of the program.
What do you think is the biggest takeaway from your research for Canadians and the construction sector?
The key takeaway for the sector is that significant housing density can be added to existing Canadian cities without overburdening current infrastructure and public amenities. The most surprising finding was the immense housing potential: over 1 million people could be accommodated using just a small fraction of public land in major cities.
This highlights the urgent need for targeted policy measures to unlock these public lands for development, positioning them as a vital, untapped resource to address Canada’s housing crisis. Public lands, unlike private lands, face fewer challenges—particularly in terms of zoning—making them a more straightforward solution to a public issue like housing shortages.
For the construction industry, a major emerging focus will be on mixed-use, multifamily, and higher-density developments. Building more homes within existing urban centers, while optimizing the use of current infrastructure, will be a crucial strategy moving forward.
This research is a step in the right direction, demonstrating that solutions to Canada’s housing crisis are there and it underscores the critical role the government and the private construction sector will play in building these homes, providing much-needed housing for millions of Canadians
Pomerleau Capital Inc., the financial arm of Pomerleau Inc., has completed the second round of financing for its PCap Real Assets Fund L.P., raising the fund’s total value to over $200 million with support from CDPQ and six new financial partners. The fund, established in 2021, aims to reach $500 million and focuses on long-term investments in infrastructure, energy transition, and building projects across Canada, guided by ESG criteria.
Given the growing needs of communities, private enterprise has a vital role to play in financing the construction of sustainable infrastructure. We would like to thank the CDPQ for their renewed confidence, and the commitments of our six new partners. They are firmly rooted in the Québec business community and undertake major activities reaching right across Canada. Our PCap Fund now exceeds $200 million, strengthening our room for manoeuvre and diversifying our business opportunities.
Philippe Adam, Pomerleau CEO
Procore Technologies announced its acquisition of Edmonton-based Intelliwave Technologies during its Groundbreak 2024 conference, where it also unveiled new innovations, including its Resource Management system. This all-in-one solution integrates labour, equipment, and materials tracking with Procore’s AI Agents for enhanced visibility, forecasting, and risk management to boost productivity and profitability. The acquisition of Intelliwave adds its materials management software, SiteSense, to Procore’s platform, strengthening Resource Management’s capabilities for end-to-end control of project resources.
Procore made multiple big annoucements at its 2024 Groundbreak conference.
Bothwell Accurate Co. Inc. announced the amalgamation of itself and Glastech Glazing Contractors. The company said the move represented two industry leaders coming together to build a stronger future in construction and glazing services.
NuFrame Group has officially opened its NuFrame Panels facility in Chilliwack, B.C. Officials stated that new facility represents a major step forward for NuFrame and its commitment to quality, efficiency, and innovation in construction.
NuFrame’s new facility in Chilliwack, B.C.
Quikrete plans to acquire Summit Materials in a deal valued at $11.5 billion. The transaction combines Summit’s aggregates, cement and ready-mix concrete businesses with Quikrete’s concrete and cement-based products business to create a vertically integrated, North American construction materials solution.
EllisDon Corporation and Impulse Partners have announced a successful second round of its ConTech Accelerator program. From over 165 submissions, 30 were selected as the top contenders. Following a series of interviews, representatives from the eight finalist startups traveled to EllisDon’s Mississauga office to pitch their innovative ideas in person. The ultimate winners were SALUS, EHAB and Specter Automation.
CustomAir, has successfully completed two acquisitions: Power Plus Electric Ltd. and assets of I.C.R. Air Inc. ICR strengthens CustomAir’s presence in the British Columbia interior, where the Company already has a significant foothold. Power Plus’ electrical expertise expands CustomAir’s core HVAC capabilities, positioning the company to address the increasing demand for decarbonization and electrification.
The growing demand for decarbonization and the shift away from fossil fuels for environmental comfort and process efficiency has accelerated the push towards electrification. CustomAir is at the forefront in developing electrically driven solutions as the main option for interconnected systems, making electrical expertise essential to delivering comprehensive services. With Power Plus’ expertise, we are well positioned to meet the evolving needs of our customers.
Peter Harteveld, CustomAir’s founder and CEO
Stack Modular has unveiled its rebranding. The company says its rebranding reflects its commitment to growth and cutting-edge technology. The rebrand features a new logo and updated visuals.
Our new brand is a testament to our unwavering commitment to innovation and excellence in modular construction. It reflects our journey, growth, and vision for the future. We’re excited to keep turning heads and transforming how the world builds.
Jim Dunn, CEO, Stack Modular
Aecon Utilities Group Inc. has announced it has acquired Ainsworth Power Construction (APC), which is an electrical services and power systems business unit of Ainsworth, headquartered in Toronto, from GDI Integrated Facility Services. APC’s management and operational teams are joining Aecon Utilities through the transaction. APC has over 80 employees and 80 years experience as a technical services contractor for electrical utility clients, primarily in Ontario.
CAI Capital Partners announced that its portfolio company, the Universal Group, and its related companies has successfully closed the acquisition of Barricades and Signs Ltd. Barricades, headquartered near Edmonton, Alberta, was founded in 2004 by Robert and Fran van Bruggen and has grown into a leading traffic control company with operations across Alberta, British Columbia, Manitoba, and Saskatchewan.
These awards are a spotlight on the tremendous contributions that construction and maintenance contractors make to life in British Columbia. By supporting our world-class highway system, they keep travellers safe, our communities connected and our economy strong. The stories behind this year’s winners point to the entire sector’s commitment to public service, effective partnerships and excellence in road construction and maintenance.
Mike Farnworth, Minister of Transportation and Transit
CIMA+ has acquired Vancouver-based Recollective Consulting, which specializes in sustainable site management strategies, green building guidelines, Leadership in Energy and Environmental Design (LEED) and zero-carbon building design. The acquisition expands CIMA+’s expertise in sustainable development and presence in British Columbia. Recollective has worked on more than 750 green buildings and completed more than 100 LEED certifications, more than 20 energy models and more than 75 embodied carbon analyses.
Falcon Equipment has partnered with RELAM Inc. as a new strategic equity partner. Officials noted that Falcon’s focus does not change. Its name, people, products and how it does things remains the same. They added that with RELAM as our long-term strategic partner, it is poised to supercharge growth and broaden market presence.”
ConstructionClock announced the successful completion of a $1 million pre-seed raise. ConstructionClock is an app that automatically clocks workers in and out of job sites based on their geo-location without ever taking out a phone or opening the app.
Key Takeaways:
Calgary officials estimate the revised Green Line LRT alignment would cost $7.5 billion, $1.3 billion more than Alberta’s $6.2 billion estimate due to additional costs and risks identified by the city.
The project faced significant hurdles, including the Alberta government withdrawing its $1.53 billion funding commitment in September 2024, citing concerns over rising costs and a reduced project scope. This forced the city to temporarily wind down the project, with associated costs estimated at $2.1 billion.
In October 2024, Calgary and Alberta’s government reached an agreement to proceed with Phase 1 of the Green Line, focusing on a segment from 4th Street S.E. to Shepard, highlighting ongoing efforts to advance the project despite earlier challenges.
The Whole Story:
Calgary officials say the province’s revised Green Line LRT alignment would cost $7.5 billion, $1.3 billion more than Alberta’s estimate.
The city has conducted an analysis of costs and risks for its Green Line Project included in the confidential report provided by the Province of Alberta, on their new elevated downtown alignment, from the Elbow River to 7 Avenue S.W.
Based on the $6.2 billion rough order of magnitude estimate provided by AECOM, the province’s external consultant, the city says it has identified $1.3 billion in known costs and risks that were not included in their work.
At $7.5 billion, this exceeds the $7.2 billion cost estimate, based on the city’s 60% design for the Shepard to Eau Claire tunneled alignment, presented in July 2024.
As the report remains confidential, the details of the analysis will be included as part of further negotiations and decisions within the Reimagined Green Line Working Group.
The alignment is only one component of the due diligence that the city needs to undertake before making a decision on a reimagined Green Line.
The city says it remains committed to working collaboratively with the Province of Alberta towards a solution that delivers for Calgarians.
Calgary Mayor Jyoti Gondek stated on Tuesday that AECOM’s report lacks critical details about costs that have already been invested in the project. She emphasized that Calgarians must understand the province’s proposal before council can agree to the new plan, noting that downtown residents and businesses remain unaware of the potential impact of the revised alignment.
“We’ve been very clear that risk is a very real issue for our city, and we’ve been very clear that we think there’s some errors with the numbers,” Gondek said.
“We’re trying to be as transparent as we can in indicating what it is that we need to discuss further. If the province chooses to walk away now, if they choose to take their funding and kill this project for a second time, that’s on them. We’re still here.”
Initially proposed as the city’s largest infrastructure project, the Green Line was meant to be a significant expansion of Calgary’s public transit system. However, it has faced numerous challenges, especially regarding its financing. The project’s costs have escalated over time.
In September 2024, the situation reached a critical point when Alberta decided to withdraw its $1.53 billion funding commitment. This decision was based on concerns about the project’s rising costs and reduced scope, with Transportation Minister Devin Dreeshen calling it a “multibillion-dollar boondoggle”.
The funding withdrawal left the City of Calgary unable to afford the project, forcing the city council to vote for winding down the Green Line. The wind-down costs were estimated to be at least $2.1 billion, including $1.3 billion already spent and an additional $850 million needed to wrap up the project.
In October it was announced that the City of Calgary and Alberta’s Government had reached an agreement to move ahead with Phase 1 of the Green Line LRT project, extending the line from 4th Street S.E. to Shepard.
Key Takeaways:
The Ontario government has awarded a contract for tree clearing along the planned west section of the Bradford Bypass. This preparatory work will streamline utility relocations and pave the way for further construction.
Gridlock in Ontario costs the economy $56 billion annually and significantly affects commuters’ quality of life. The 16.3-kilometre bypass, connecting Highways 404 and 400, is expected to save commuters 35 minutes per trip, improve travel times, reduce congestion, and support economic growth with up to 2,200 jobs annually during construction and a $286 million contribution to Ontario’s GDP
Recent milestones include awarding design and construction management contracts, building a connecting lane on Highway 400, and completing a bridge at Simcoe County Road 4.
The Whole Story:
The Ontario government is advancing work on the Bradford Bypass through the award of a contract for tree clearing, which is now underway. Crews are clearing a path along the planned route for the highway’s west section, marking another milestone in the province’s plan to tackle gridlock and give drivers across York Region and Simcoe County more time to spend with their families each day.
“Gridlock is not only increasing the prices of items on store shelves – it’s dramatically impacting the quality of life for families, workers and millions of people across Ontario, which is why it’s so important to build critical new highway projects like this one,” said Prabmeet Sarkaria, Minister of Transportation. “Over the past year, we’ve made major progress in our plan to build the Bradford Bypass, including historic legislation that will help prioritize this project, along with key construction and design milestones. We’re going to get it done so we can get drivers out of traffic once and for all.”
Crews have begun removing trees between Highway 400 and Simcoe County Road 4, with work expected to be completed in the new year. This work will help streamline utility relocations and clear a path as work continues on the Bradford Bypass.
A new report from the Canadian Centre for Economic Analysis finds gridlock in Ontario is significantly impacting commuters’ quality of life and costing the economy $56 billion a year, further emphasizing the need to move forward on the province’s $28 billion plan to build, repair and upgrade critical highway and road infrastructure projects like the Bradford Bypass.
“The Bradford Bypass is a much-needed addition to Ontario’s transportation network,” said James Leduc, Mayor of Bradford West Gwillimbury. “This new route will ease congestion, improve travel times, and provide a safer, more efficient way for drivers to navigate our growing region. By streamlining travel for residents of Simcoe County and cottage-goers alike, the bypass will improve access to key destinations, benefiting both local communities and visitors.”
Earlier this year, the province awarded a contract for the detail design of the west section of Bradford Bypass, as well as a contract for a construction manager to join the existing design team to help ensure quality control, safety and delivery of the west section of the bypass. In July, crews began building a lane on Highway 400 that will connect to the future Bradford Bypass. A new bridge was recently completed at Simcoe County Road 4 to keep traffic moving in West Gwillimbury while Bradford Bypass is under construction.
Once complete, the 16.3-kilometre Bradford Bypass will connect Highway 404 in the east to Highway 400 in the west and will help save commuters 35 minutes of driving each way. During construction, the project is expected to support up to 2,200 jobs annually and contribute up to $286 million to Ontario’s GDP.
Don’t just read about Canada’s most innovative construction companies—meet them in person.
After announcing this year’s 25 Innovators in Construction program, SiteNews is inviting all the winning teams for an evening of celebration, networking, live technology demos and more. Most importantly, we want our readers to join us.
If you want to rub shoulders with Canadian construction’s best and brightest, we currently have five remaining early bird tickets up for grabs. Visit the event page here and use promo code 25EARLYBIRD when purchasing tickets to get 30% off your order. But wait too long and it will be gone. The early bird rate ends Dec. 20 or once we run out.
The event will take place on Feb. 6th, 2025 at the new SiteNews HQ (2393 W Railway St, Abbotsford) at 6 p.m. The facility is also the homebase of SitePartners, a specialized marketing firm for the industrial sector, and its affiliated companies, including SiteTechnology, and SiteTalent.
“While digitization has taken construction by storm and video calling and online chatting has made collaboration easier than ever before, there is something about gathering together in person that just can’t be beat,” said SiteNews Editor Russell Hixson. “That’s why over the past few years, our team has worked to build out our event hosting capabilities and double down on live events. We can’t wait to finally host an event in our own space for the first time ever.”
Here’s what attendees can expect:
Winner panels discussing the latest trends and innovations in construction.
High-end food and drinks.
Intimate networking opportunities to connect with fellow industry leaders.
Professional video and photography to capture the event.
SiteNews’ HQ features a stunning 10,000 square-foot industrial photography studio on-site, the first of its kind in Canada.
The new SiteNews office
Parked inside SiteNews HQ will be a massive trailer filled with heavy equipment simulators and virtual reality gear. As part of a training and recruitment blitz by the British Columbia Road Builders and Heavy Construction Association the trailer has been on a three-year mission across the province to let people test-drive road building careers.
For all the event details and to purchase tickets, be sure to visit 25innovators.com. We can’t wait to see you in February!
The Watay Power Transmission Project is the largest Indigenous-led energy initiative in Ontario’s history. It highlights the ability of Indigenous communities to lead large-scale infrastructure projects, fostering self-determination and ownership of critical assets in their traditional territories.
The project connected 16 remote First Nations communities to Ontario’s clean energy grid, reducing reliance on costly diesel generators.
It is expected to eliminate 6.6 million tonnes of greenhouse gas emissions annually—equivalent to removing 35,000 cars from the road—while creating over 5,000 jobs, including significant participation from First Nations workers.
The Whole Story:
The Ontario government and Wataynikaneyap (Watay) Power are celebrating the completion of construction for the Watay Power Transmission Project, the largest Indigenous-led grid connection project in Ontario’s history.
Watay Power has built approximately 1,800 kilometres of new transmission lines that will connect more than 18,000 people in 16 remote First Nations communities to the provincial grid, ending their reliance on costly and noisy diesel generators.
“We are proud to support Wataynikaneyap Power in the largest Indigenous-led energy project in our province’s history, as we expand our grid to provide reliable, affordable and clean electricity to some of the province’s most remote communities,” said Stephen Lecce, Minister of Energy and Electrification. “While this project is already leaving its mark, having created new good-paying jobs across the north, its legacy will be the new opportunities it creates for Indigenous communities, including new housing, community services and schools.”
With construction now complete on the line, the following First Nations communities have been connected to Ontario’s clean energy grid: Wawakapewin First Nation, Kasabonika Lake First Nation, Wunnumin Lake First Nation, Sandy Lake First Nation, Sachigo Lake First Nation, Deer Lake First Nation, Kitchenuhmaykoosib Inninuwug First Nation, Wapekeka First Nation, Pikangikum First Nation, North Caribou Lake First Nation, Kingfisher Lake First Nation and Bearskin Lake First Nation.
In 2025, Muskrat Dam First Nation, Poplar Hill First Nation, North Spirit Lake and Keewaywin First Nations will also be connected to Ontario’s clean energy grid.
“This milestone is a moment to celebrate – the completion of the largest and farthest-reaching Indigenous-led energy project in Ontario’s history,” said Sam Oosterhoff, Associate Minister of Energy-Intensive Industries. “What will be remembered about this project is the legacy it leaves: the new opportunities it creates for First Nations in their communities, from housing and jobs to community care. Our government is proud to have supported the leadership and vision of Wataynikaneyap Power and the First Nations communities who made this achievement possible.”
More than 5,000 workers contributed to the Watay Power Transmission Project, including nearly a thousand individuals from First Nation communities across the north. Through the elimination of diesel for electricity generation, the project is estimated to remove 6.6 million tonnes of greenhouse gas emissions per year, equivalent to taking almost 35,000 cars off the road.
“The completion of this project marks the achievement of First Nations working together tirelessly for 35 years to connect communities to the transmission grid,” said Margaret Kenequanash, CEO of Wataynikaneyap Power. “Well before this project started in 2008, the First Nations in the area agreed to work on energy as a regional issue. To own infrastructure in our Homelands and build a solid foundation for our future generations, this work has been a success and it must continue.”
The construction sector is a major contributor to global carbon emissions, with concrete at the forefront of the challenge. As one of the most widely used building materials in the world, concrete production accounts for roughly 8% of global CO₂ emissions, largely due to the energy-intensive process of making cement, its key ingredient.
This environmental toll poses a critical challenge as urbanization and infrastructure demands continue to grow. However, a new wave of sustainable concrete companies is emerging, offering innovative solutions to reduce emissions, recycle materials, and incorporate alternative, eco-friendly methods of production, paving the way for greener construction practices.
CarbonCure Technologies
Nova Scotia-based CarbonCure has pioneered a technology that injects recycled CO₂ into fresh concrete, where it mineralizes and becomes permanently embedded, reducing the carbon footprint of concrete. As of October 2024, CarbonCure and its global network of concrete producers have saved 500,000 metric tons of CO₂ across 7.5 million truckloads of green concrete.
CarbiCrete
Quebec-based CarbiCrete has developed a cement-free concrete that sequesters CO₂ during production, resulting in a carbon-negative product. First developed at McGill University, their tech enables the production of cement-free concrete. The process uses an industrial by-product – the slag from steel factories – to replace cement as a binding ingredient in concrete products. The process injects CO2 into the fresh concrete to provide strength, while permanently sequestering CO2 within the resulting products. In December 2024, CarbiCrete collaborated with Aecon and Lafarge Canada to construct a low-carbon building in Ontario, utilizing their cement-free concrete masonry units.
Lafarge Canada
Lafarge has developed its own solution to reducing the environmental impact of concrete. ECOpact offers up to 90% lower CO₂ emissions compared to standard (CEM I) concrete with no compromise in performance. It contains an innovative mix of supplementary cementitious materials and admixtures technology. Where norms allow, ECOPact can include construction and demolition waste. In November 2024, Lafarge Canada and The Daniels Corporation announced a collaboration on the Daniels on Parliament project in Toronto, achieving up to a 25% reduction in embodied carbon through the use of ECOpact.
Carbon Upcycling
Alberta-based Carbon Upcycling captures byproducts from industrial sources and then transforms them into high-performance additives for concrete, enhancing its strength and durability while reducing its carbon footprint. Their patented technology combines CO2 with waste materials like fly ash and steel slag, permanently mineralizing the carbon and creating high-performance additives for concrete. This process can reduce the clinker content in cement by up to 50%. Their team recently wrapped up a three-year pilot study with the Minnesota Department of Transportation, showing that low-carbon concrete is 30% stronger than existing roadways.
Ecocem
Ecocem produces low-carbon cement by replacing a portion of clinker with slag, a byproduct of steel production. This innovative approach reduces greenhouse gas emissions while maintaining strength and durability. Ecocem’s efforts are part of a broader movement to decarbonize the cement industry, with the company aiming to revolutionize the industry by decarbonizing this highly polluting sector.
CEMEX
A global building materials company, CEMEX offers sustainable concrete solutions, including their low-CO2 Vertua concrete products. Vertua concrete uses innovative geopolymer cement solutions and sustainable raw materials to achieve lower carbon footprints. These concrete mixes can achieve up to 70% reduction. Their Vertua Ultra Zero mix is a carbon-neutral product, offsetting remaining unavoidable emissions through partnerships with carbon offset specialists. Founded in 1906 and headquartered in San Pedro, Mexico, they are a global leader in the building materials industry, operating in over 50 countries.
Sublime Systems
Sublime Systems, founded in 2020 by Dr. Leah Ellis and Prof. Yet-Ming Chiang at MIT, is a groundbreaking startup revolutionizing cement production through electrochemistry. Their innovative process dramatically reduces carbon emissions by using renewable electricity to produce cement at room temperature, eliminating the need for fossil fuel-powered kilns. In a major recent development, Holcim invested in Sublime Systems in September 2024 to help scale up their first commercial manufacturing facility in Massachusetts, giving Holcim a large share of Sublime Cement production.
Carboclave
Carboclave is an Ontario-based company founded in 2016 that specializes in innovative concrete manufacturing technologies aimed at reducing carbon emissions. The company employs a unique curing method that utilizes carbon dioxide (CO2) instead of traditional steam, resulting in prefabricated concrete products that are not only stronger and more durable but also have a significantly lower carbon footprint—up to 50% reduction in embodied carbon. Carboclave’s technology enhances the curing process through exothermic mineralization, which not only accelerates production but also contributes to sustainability by transforming concrete manufacturers into carbon sinks.
Key Takeaways:
The MOU includes plans for three significant hydroelectric initiatives: the 2,250 MW Gull Island facility, a new 1,100 MW expansion near Churchill Falls, and a 550 MW capacity increase at the existing facility.
The agreement ensures $1 billion annually for Newfoundland and Labrador starting in 2025 through dividends, water rentals, and energy sales.
Construction plans emphasize respect for existing agreements with Indigenous communities and require meaningful consultation throughout the project lifecycle.
The Whole Story:
Newfoundland and Labrador and Quebec have signed a significant Memorandum of Understanding (MOU) to expand hydroelectric generation in Labrador, setting the stage for economic and energy benefits across both provinces. The agreement includes new contracts for the Churchill Falls facility and plans for additional projects that will deliver renewable energy for generations.
“Today represents a significant milestone for every Newfoundlander and Labradorian,” said Dr. Andrew Furey, Premier of Newfoundland and Labrador. “Over the life of the agreement, we will generate dividends to the province of more than $200 billion by 2075, have access to nearly four times the electricity we do today to support industrial growth in Labrador, and realize the development of Gull Island without the financial and construction risks.”
Quebec Premier François Legault praised the MOU as a “win-win” agreement.
“This agreement will generate savings of over $200 billion over 50 years,” he said. “It allows us to secure a major energy block for several generations while ensuring a price far lower than the alternatives. It will help us keep electricity rates as low as possible for Quebecers.”
Agreement Highlights
The MOU outlines two primary components:
New Contracts for Existing Churchill Falls Generation: Hydro-Québec will replace the current contract with payments to Churchill Falls (Labrador) Corporation (CF(L)Co) totaling $33.8 billion in net present value from 2025 to 2075. Energy prices will rise over time, linked to market indices.
New Generation Projects in Labrador: The agreement includes three major initiatives:
Gull Island Facility: A 2,250 MW hydroelectric project on the Churchill River.
Churchill Falls Expansion: A new 1,100 MW facility near the existing site.
Capacity Increase at Churchill Falls: Adding 550 MW to the current facility.
Hydro-Québec will also pay Newfoundland and Labrador Hydro $3.5 billion as an option payment for co-developing these projects. Combined revenues, including dividends and water rentals, are expected to bring $1 billion annually to Newfoundland and Labrador starting in 2025.
Renewable Energy for the Future
“This memorandum secures access for Quebec to a large quantity of renewable energy for 50 years at the lowest price possible,” said Michael Sabia, CEO of Hydro-Québec.
Energy costs from existing Churchill Falls generation will average 6 cents/kWh, with new developments priced at approximately 11 cents/kWh. The collaboration aims to support decarbonization while driving economic growth in both provinces.
Quebec Premier Francois Legault meets with N.L. Premier Andrew Furey.
Indigenous Engagement
The agreement emphasizes respect for existing agreements with Indigenous communities and commits to meaningful consultation throughout project development. Both provinces aim to ensure transparency and collaboration at every stage.
Path Forward
The MOU sets the foundation for detailed planning and project analyses, with construction expected to begin following permitting approvals. The existing Churchill Falls contract remains in force until definitive agreements are finalized.
“This agreement allows us to secure a major energy block for several generations,” said Premier Legault, underscoring the historic nature of the partnership.
Key Takeaways:
Quartier Molson will transform the former Molson brewery site into a vibrant neighborhood featuring nearly 5,000 housing units, including social, affordable, and family housing. The development prioritizes sustainable urban living with green spaces, pedestrian-friendly pathways, and integration into Montreal’s public transit network.
The project blends the site’s industrial heritage with modern eco-conscious design by preserving iconic elements such as the Molson Tower and chimney while pursuing LEED and Zero Carbon Building certifications. This approach honors the site’s history while emphasizing sustainability.
Beyond housing, the development will include offices, shops, restaurants, and event spaces, boosting the local economy. It aims to create a community-centered district with public amenities like parks, courtyards, and a potential community center, enhancing Montreal’s social and cultural fabric.
The Whole Story:
MONTONI and the Fonds immobilier de solidarité FTQ have unveiled an ambitious vision for the redevelopment of the former Molson brewery, a sprawling site along the St. Lawrence River. Dubbed Quartier Molson, the project aims to create a model of sustainable urban living with nearly 5,000 housing units, public parks, and vibrant mixed-use spaces.
“This master plan is the result of several years of work with our partners at the Fonds immobilier and our architectural firm Sid Lee, combined with active collaboration with the City of Montreal,” said Dario Montoni, President of MONTONI. “We wanted to preserve the soul of this unique place to make it a truly mixed, sustainable and lively neighbourhood. We sincerely hope that it will please the Montreal community, honour the rich history of the site and the Molson family, and become a source of pride for those who love our city.”
Martin Raymond, Chairman and CEO of the Fonds immobilier de solidarité FTQ, emphasized the significance of the project. “It is a privilege for us to be co-owner of this emblematic site and to actively contribute to its development with our partners. We firmly believe that this new district will be exemplary with nearly 5,000 households moving there to live, while being resolutely turned towards the future thanks to the integration of sustainable practices.”
Sustainable Living on the Waterfront
Central to the Quartier Molson vision is a network of public green spaces, including the nearly 150,000-square-foot Sohmer Park, which will offer stunning views of the river, Sainte-Hélène Island, and the Jacques-Cartier Bridge. The park will pay tribute to the area’s recreational past while creating new pathways connecting the site with surrounding neighborhoods.
The development will include social, affordable, and family housing, adhering to Montreal’s Regulation for a Mixed Metropolis. Public courtyards, gardens, and pedestrian-friendly pathways will foster community and encourage sustainable mobility, with integration into Montreal’s public transit and active transportation networks.
Revitalizing a Historic Landmark
Iconic elements of the former Molson brewery—such as the Molson Tower, chimney, clock, and sign—will be preserved and celebrated as central landmarks within the district. Developers aim to blend the site’s industrial heritage with a modern, eco-conscious urban design.
The project also incorporates sustainable development goals, with plans for LEED and Zero Carbon Building certifications, energy-efficient technologies, and potential energy loops.
Economic and Community Impact
In addition to residential spaces, the site will host offices, shops, restaurants, hotels, and event venues at L’Îlot des Voltigeurs, enhancing the Old Port’s recreational and tourist corridor. Community services, including a potential community centre, will be tailored to local needs.
Next Steps
Public consultation meetings will be held on Dec. 12 and 13 at the brewery site to present the project and gather citizen feedback. Construction is slated to begin in 2025, with initial phases focusing on the development of L’Îlot des Voltigeurs and social and affordable housing.
The developers hope Quartier Molson will become a beacon of sustainability and inclusivity while honoring Montreal’s rich history.
Key Takeaways:
Stantec has been selected as the Owner’s Engineer/Technical Advisory Services for Section 4 of Toronto’s F.G. Gardiner Expressway Rehabilitation Project, a critical corridor undergoing extensive upgrades to extend its lifespan amidst heavy use and aging infrastructure.
The project involves complex work in the city’s downtown core, including the replacement of 2.2 kilometers of elevated roadway, structural modifications, and bridge rehabilitation, with a $24 million contract value for Stantec.
Stantec’s recent acquisition of Morrison Hershfield has bolstered its transportation expertise, enabling the firm to take on high-profile projects.
The Whole Story:
Stantec has been selected by the City of Toronto for Owner’s Engineer/Technical Advisory Services (OETA) for the delivery of the F.G. Gardiner Expressway Rehabilitation Project Section 4.
Stantec will provide multidisciplinary engineering consulting services through planning and preliminary design, procurement, design-build, and post construction. Early in 2024, Stantec announced its acquisition of Morrison Hershfield, which doubled its transportation staff in Ontario and strengthened its presence in the Greater Toronto Area.
The Gardiner Expressway is one of Canada’s busiest corridors, with 140,000 vehicles traveling it daily. Age, heavy use, weather, and salt have necessitated a multiyear rehabilitation to extend its life. The expressway runs along established neighborhoods and the city’s downtown core, making it an extremely complex project.
“The Gardiner Expressway is a critical corridor for the city,” said Susan Walter, executive vice president of Infrastructure at Stantec. “We have been working with the City of Toronto’s on its multiyear Strategic Rehabilitation Plan to support the safe operation and increase the life of this 60-year-old expressway since 2019.”
Section 4 of the rehabilitation will replace 2.2 kilometers of elevated roadway from Grand Magazine Street to York Street. It is in the heart of the City of Toronto and includes 91 bridge spans and 5 on- and off-ramps. The rehabilitation strategy will include structural modifications, deck replacement, structural steel girder repairs or replacement, and substructure rehabilitation and associated works. Stantec’s contract on Section 4 is valued at $24 million.
Stantec has previously completed significant work for the City of Toronto on the Gardiner Expressway Rehabilitation Plan, including of the ongoing Section 2 deck replacement from Dufferin Street to Strachan Avenue, contract administration for Section 1 from Jarvis Street to Cherry Street, and preliminary design for Section 5 from Cherry Street to the Don Valley Parkway.
“Since 1979, we have completed extensive work for the City of Toronto on the Gardiner Expressway,” said Jim Weir, transportation regional growth leader for Canada at Stantec. “We will be working closely with the City to safely upgrade Section 4 from the earliest stages until construction completion.”
Several weeks ago, the province announced the start of the second phase of construction on the Gardiner Expressway four months ahead of schedule. Officials stated that the early milestone was the result of the government’s $73 million investment in the project on the condition that construction work may be allowed to proceed 24/7.
“We’re making real progress on our government’s plan to fight gridlock and keep drivers moving,” said Prabmeet Sarkaria, Minister of Transportation. “Under the leadership of Premier Ford, we’re not only getting it done on the Gardiner Expressway, we’re also bringing common sense changes to bike lanes through new legislation and speeding up construction of priority highway projects like Highway 413, Bradford Bypass and the Garden City Skyway bridge, to help get drivers across the province out of gridlock.”
Key Takeaways:
Ontario has increased its largest competitive energy procurement target by 50%, from 5,000 MW to up to 7,500 MW, to meet rising energy demand projected to grow by 75% by 2050. This procurement aims to provide energy for approximately 1.6 million homes.
The procurement process will be transparent, competitive, and technology-agnostic. It will also emphasize protecting agricultural areas, fostering Indigenous partnerships, and encouraging northern Ontario development. The government is exploring additional procurement options, such as long-duration energy storage and small-scale renewable projects.
Ontario’s energy strategy integrates various elements, including advancing nuclear energy projects, building new transmission infrastructure, and expanding energy efficiency programs. This holistic approach is designed to meet future demand sustainably while maintaining affordability and supporting economic growth.
The Whole Story:
The Ontario government is expanding the largest competitive energy procurement in the province’s history by 50% to meet soaring energy demand.
The government announced it has increased the target for the procurement from 5,000 megawatts (MW) to up to 7,500 MW.
Since the procurement was first announced, Ontario’s Independent Electricity System Operator (IESO) has released an updated electricity demand forecast which now shows the province will need 75% more electricity by 2050, the equivalent of adding four and a half cities the size of Toronto to the grid. To meet this growing demand, the government directed IESO to begin the government’s Second Long-Term Procurement (LT2) and implement the increased procurement target.
“Our government is expanding what is already the largest competitive procurement in the province’s history as demand for electricity continues to grow,” said Stephen Lecce, Minister of Energy and Electrification. “This expanded procurement will deliver enough power for 1.6 million homes, which is critical as our population and economy continue to grow. Unlike the former government which allowed hydro rates to soar, we are keeping costs down by planning ahead and using competitive procurement.”
Ontario says the procurement process for LT2 will be “transparent, competitive, and technology-agnostic” to secure the lowest cost energy resources. The process will also endeavor to protect prime agricultural areas, promote Indigenous partnerships, and encourage development in northern Ontario.
Alongside the launch of the LT2 procurement, the government has asked the IESO to report back on options to run two additional procurements, including:
Options for a procurement of long-lead energy resources, including hydro and long-duration energy storage, recognizing the benefits of these unique resources that require more time to design and build.
Options for a program to re-contract existing and acquire new-build small-scale electricity generation, such as smaller solar installations, that connect directly to the province’s distribution system.
“Access to sufficient, sustainable, and affordable energy is not just vital to helping businesses grow, it’s also a key factor in attracting new businesses and investment,” said Jaipaul Massey-Singh, CEO, Brampton Board of Trade. “This announcement by the Ontario government will help our province continue to be a premier destination for industry and help our economy grow.”
Procuring new long-term energy generation is just one part of Ontario’s Affordable Energy Future, the government’s vision as it plans for rising energy demand, which includes:
Energy Planning – Developing the province’s first integrated energy plan, including a broad range of energy resources, such as electricity, natural gas, and other fuels to ensure the province’s energy needs are met in a coordinated and long-term manner.
New Transmission Infrastructure – Designating and prioritizing transmission lines in Southwestern, Northeastern and Eastern Ontario that will power job creators, including EV and EV battery manufacturing and clean steel production.
Keeping Costs Down – Expanding energy efficiency programs which are helping families and businesses reduce electricity usage and save money on energy bills.
