Month: May 2025

Key Takeaways:

• The Adopt a Shop program connects Calgary’s construction businesses with local middle and high schools to support skilled trades education. Industry partners provide mentorship, materials, and financial support to enhance hands-on learning in shop classes.
• By aligning with Alberta’s CTS and CTF curriculum, the program helps students develop real-world skills in areas like construction, welding, mechanics, and automotive—preparing them for future careers in the trades.
• This initiative complements the Calgary Construction Association’s existing Honour the Work program, demonstrating a long-term commitment to building a strong talent pipeline and changing perceptions about careers in skilled trades.

The Whole Story:

The Calgary Construction Association (CCA) has officially launched its Adopt a Shop pilot program in partnership with the Calgary Board of Education (CBE), a targeted initiative designed to strengthen connections between Calgary’s construction industry and the next generation of skilled trades professionals by providing direct support to the teachers delivering these programs, recognizing their role as critical enablers of workforce development.

Through the program, local construction businesses are working directly with middle schools and high schools across Calgary to provide students in shop programs with hands-on learning experiences and industry exposure. Participating industry partners are stepping up to adopt school shops by providing financial contributions, in-kind donations of materials such as lumber and equipment, and volunteering their time to mentor teachers and present to their students. The association stated that these partnerships bring real industry expertise into the classroom, helping students gain practical knowledge and develop skills that employers are seeking

By supporting Alberta’s Career and Technology Studies (CTS) and Career and Technology Foundation (CTF) curriculum, the program helps prepare students for real-world career pathways in trades such as construction, welding, mechanics, and automotive.

“The Adopt a Shop program is about creating meaningful partnerships between industry and education,” said Bill Black, President and CEO of the Calgary Construction Association. “We’re proud to help open doors for students to explore rewarding, in-demand careers in construction and the skilled trades.”

The Adopt a Shop program is the latest addition to CCA’s broader efforts to invest in education and workforce development. It complements the Association’s Honour the Work program, launched last year, which brought skilled trades awareness resources into over 850 K-6 classrooms across more than 100 Calgary schools. Together, these initiatives represent CCA’s ongoing commitment to inspiring students at every stage of their educational journey, breaking down stereotypes about the trades, and building a strong talent pipeline to support Alberta’s construction industry for generations to come.

The pilot is currently active in several CBE schools, including:

• Career & Technology Centre (CTC) and Central Memorial High School – Auto Body, Pre-Engineering, Welding & Fabrication
• Bowness High School, Crescent Heights High School, Georges P. Vanier Middle School – Construction & Mechanics
• Wilma Hansen Middle School – Construction

How to Get Involved

The Calgary Construction Association invited more industry partners to participate by:

• Adopting a school shop and collaborating with teachers and students
• Supporting learning through demonstrations, career talks, and classroom visits
• Donating tools, materials, safety equipment, or financial contributions

720 Modular has broken new ground on the East Coast, successfully delivering the region’s first complex, multi-storey modular housing projects.

For 720’s Founder and CEO Troy Ferguson and Project Development Partner Craig Mitchell, it wasn’t just an opportunity to create desperately needed homes for vulnerable people — it was a chance to act as ambassadors for the entire modular sector. The pair showcased how modular construction can rapidly deliver housing with efficiency and precision.

The opportunity came at a time when the modular industry was looking to diversify. With a slump in the oil and gas sector, demand for multi-unit commercial modular buildings had plummeted so Ferguson decided to pivot toward the growing demand for Canadian housing. The company was born in 2020 and was quickly engaged by the Canadian Mental Health Association in PEI and local stakeholders because of its experience delivering complex modular projects across the country.

Building local

As the first project of its kind in the region, 720 brought its west coast expertise to Prince Edward Island, a region that has been hit hard with housing shortages. All they needed was a willing team. 

“In modular construction in general it’s all about the strength of the team and the strength of the partners and so what we really wanted was a good collaborative team that was willing to try something new,” said Mitchell, who began connecting with companies. “They were all willing to give modular a try.”

Through 720’s progressive design-build delivery model, early feasibility discussions were translated into actionable modular solutions. The process began by evaluating site constraints, the target population, and the required unit mix. From there, 720 engaged its architecture, engineering, manufacturing, and site partners in a collaborative planning process that emphasized constructability, speed, and community integration.

“We’re bringing our design-build experience to a new market that really has never done modular,” said Mitchell. “It was an opportunity for us to teach.”

Staying on track

You can’t control everything on a construction project — some variables can threaten to derail budgets and timelines. Fitzroy was no different. But 720’s modular approach enabled the team to mitigate risk and maintain certainty for the client.

Partway through permitting, additional funding from the Canada Housing and Mortgage Corporation (CHMC) allowed the project to add a fourth floor with minimal delay, thanks to the flexibility of modular design. Permits were re-submitted and approved within two months.

Foundation work was completed before winter, while modules were built in a factory during the colder months. Once the weather cleared, 36 modules were craned into place over just seven days — including a rain delay — transforming an empty lot into a four-storey building in one week.

“Local residents had never seen this before,” said Mitchell. “There was just an empty lot but in a week there was a four-storey building. People were amazed.”

After erection, finishing work — including siding, electrical, and basement completion — took five more months. The full project, from contract award to occupancy, was completed in 14 months, just slightly beyond 720’s internal 12-month goal. Mitchell noted this was still a strong result for a first-time collaboration among a new consultant team, contractor, and owner.

“As builders, we talk a lot about product and process, but at the end of the day, it’s about people,” said Ferguson. “To know that our work is contributing to a safe, supportive space for women and vulnerable individuals is humbling. Our team takes that responsibility seriously, and we’re proud to be building not just homes, but opportunities for stability, dignity, and community.”

Rather than being a one-off, 720 hopes the Fitzroy project will serve as a positive case study that showcases the potential of modular construction when done right.

Leveraging experience

Ferguson and Mitchell have spent decades in modular construction, amassing a wide range of experience. Ferguson is a successful entrepreneur with over 25 years of experience in modular housing, shelters, forestry, and hospitality in Canada and the U.S.

Mitchell has worked as an ambassador for modular for almost 30 years, leading numerous offsite manufacturing and on-site construction projects, specializing in affordable housing and multi-storey commercial developments.

Now, as they enter the back half of their careers, both want to put that experience to good use. 720 specializes exclusively in modular multifamily housing. Unlike many builders who retrofit modular into conventional processes, they’ve developed a process to leverage the advantages of modular, from concept to completion. 

“Modular is a process and you need a shepherd to guide the process,” said Ferguson. “That’s what was missing in the industry. And as a result, you got some poor case studies. Traditional site-build construction teams just didn’t have that offsite knowledge and the ability to look through a lens that could tie it all together and that really is what we have brought as a value proposition to the Maritimes, and the construction industry.”

SiteNews has wrapped up its inaugural SiteSummit, a two-day conference designed to equip construction leaders with knowledge and tools to conquer the nation’s biggest challenges. After attending countless industry events in the past, our team set out rethink what a construction conference could be.

With more than 320 registered attendees, 10 panels and presentations, and dozens of speakers, it was by far SiteNews’ biggest event ever.

Beyond the venue

The day before the official program began, attendees joined MNP Partner Jesse Unke for a brisk networking hike up Quarry Rock near Deep Cove. Not only did the crew and several eager dogs get to enjoy some epic views, the pre-event hike helped raise funds for Working Gear, a local charity that equips workers for construction careers. 

Attendees also toured some of North Vancouver’s finest breweries and distilleries. One of the highlights was a private gin tasting experience at the award-winning Copperpenny distillery.

Day one

All of SiteSummit’s programming revolved around one theme: Own the moment.

With Canada getting hit from all sides with immense economic and societal challenges, leaders are looking to the construction sector to rise to the occasion and help get things done.

The conference kicked off at the Polygon Gallery with a panel titled “Owning talent: The Future of work” which dove into construction’s recruitment crisis and how to retain talent. 

Paul Trudel, Chief People Officer & Senior Vice President, Marketing at EllisDon, emphasized that succession planning starts almost as soon as a senior executive begins a new role. The other panelists all noted that culture plays a huge role in attracting and retaining talent. Other points included empowering your team with the right tools, doing cool projects and using cool tools that people want to be involved with and make time to celebrate your workers.

Next, the crowd heard from AI and technology experts about how high-tech advancements are transforming how we build. Andrew Viola, Partner for Capital Projects & Infrastructure Advisory at ForwardPath AI, stressed that technology will change how we work but it will always be important to keep a human being in the loop. The panelists also noted that technology and AI should be about solving specific problems and pain points, rather that being implemented for their own sake.

Safety was also top of mind. The “Owning safety: The next frontier” panel did not hold back, educating leaders about how easy it is to unintentionally communicate to workers that you want them to throw caution to the wind, cut corners and ignore safety to get tasks done. 

Steve Howe, Vice President, Health and Safety, Emil Anderson Group, broke down his “what’s in it for me?” approach to building safety culture. He stressed that reminding workers of the wives, husbands and children they have at home is key.  

Next, SiteSummit heard from owners and what they want from builders in 2025. They expressed cautious optimism about the months ahead and stressed the importance of enabling the private sector. One of their biggest points was this: Developers, builders and other private sector businesses in construction need to make their voice heard in government and organizations like the VRCA or the ICBA are particularly effective.

The keynote message was delivered by best-selling author and leadership expert Eric Termuende. Rather than trying to tell the future, he advised the room to take actions right now that will set them up for success no matter what happens. One of his key points was encouraging companies to decide what their culture is and then “plant their flag” to attract the right kind of workers rather than trying to be all things for all people.

Next, Mass Timber experts spoke about how much advancement has been made in the sector even in the past few years. They also spoke about how mass timber gets a great deal of press coverage but remains a small segment of buildings. They would like to see mass timber become more accepted as a building material and method right next to concrete, steel and wood frame work. 

Day two

Day two started off with two C-Suite Roundtable discussions where high-level leaders revealed their strategies around acquisitions, succession planning, expansion, transparent leadership, diversification, cashflow and more. 

During his roundtable, Darryl Cooper, President of Cooper Equipment Rentals, summed up his approach to sales this way: “Nobody cares how much you know, until they know how much you care.”

ETRO founder Mike Maierle and Caliber Projects founder Justin Bontkes both noted that a critical part of scaling up your business is to have a decent appetite for risk and a willingness to build trust on smaller jobs to get your foot in the door for larger ones down the line. They also noted that they believe the coming months could be economically challenging, and dove into their strategies to stay competitive.

Next, tech experts from large contractors as well as emerging startups, gave their thoughts on Canada’s declining construction productivity and how it can be improved. They argued that the future of construction lies in offsite construction and repeatable designs. They also strongly encouraged to seek ideas from new employees and workers in the field by hosting “hack-a-thon” events.

Finally, the conference wrapped up with a deep conversation around how the public and private sector must work together to conquer Canada’s housing crisis. The panelists agreed that often government programs take an “everything bagel” approach that has so many bells and whistles that succesful applicants are few and far between. They argued that we should focus on the most successfull housing programs and approaches, and double down on them instead.

Embracing art

Instead of a stuffing hotel ballroom, SiteNews chose to do something a little bit different. We booked the Polygon Gallery in North Vancouver, a striking architectural work of art just as stunning as the art exhibits that are held within it. To keep with this theme, we invited visual artist Healther Willems to do a live graphical record of the sessions as they happened. SiteSummit also hosted veteran electrician, business owner and photographer Carly Steiman, who showcased a series of photographs she shot highlighting women in the trades.

SiteSummit is heading east

In his closing remarks, SiteGroup founder and CEO Andrew Hansen announced that SiteSummit would not be a one-off. The conference will return next year with its presenting sponsor, EllisDon. If you missed this year’s conference but want to stay up to speed on all our upcoming events, be sure to subscribe to our industry-leading newsletter. From the entire SiteNews team, thank you so much for attending. We will see you next year!

More photos from SiteSummit:

In an era marked by global uncertainty, economic volatility, and shifting trade dynamics, Canadian businesses are rethinking their strategies for resilience and growth.

Doug Dougherty, CEO of Cooper Equipment Rentals, has a path forward: double down on Canadian roots, invest locally, and build partnerships that last. In this exclusive Q&A, Dougherty shares his thoughts on the impact of tariffs, the role of equipment rental in Canada’s infrastructure boom, and why supporting Canadian businesses is not just patriotic — it’s strategic.

SiteNews: After the industry worked through the COVID-19 pandemic and major supply chain disruptions during the past few years, what was your reaction when you learned that tariffs could throw another major challenge in front of the sector?

Dougherty: Tariffs are the latest reminder that we can’t afford to take stability for granted. If it wasn’t a priority before, it’s hard to deny now just how important it is to invest in Canadian businesses and supply chains. This isn’t about drawing lines or pointing fingers. It’s about making smart, strategic choices that strengthen our economy and our communities.

At Cooper, we’ve made a deliberate shift to invest locally – choosing Canadian-owned suppliers wherever we can and building partnerships that last. Because when we support each other, we build something stronger than any single challenge. That’s the kind of country we want to be part of.

As the uncertainty of the ongoing trade war with the U.S. continues, tell us a bit about Cooper’s Canadian roots and the importance of supporting local businesses.

Supporting Canadian businesses isn’t just good for the economy. It’s a smart, strategic choice for long-term strength.

Cooper has been 100% Canadian owned and operated since we opened our doors in 1972. Today, we have more than 85 branches in 6 provinces and employ more than 1,300 people. We’ve been around since the Trans-Canada was two lanes west of Regina – and through it all, we’ve made a conscious choice: To grow here, to stay here, and to keep our focus on serving Canadian customers.

That decision matters more than ever. In a world of shifting trade relationships and rising uncertainty, there’s real value in knowing who you’re buying from, where your dollars go, and how those choices shape the economy around you. That’s why we’re taking a closer look at our own supply chain—shifting spend to Canadian vendors where we can and continuing to invest in the communities we call home. Not because it’s easy, but because it’s the right move for the long haul.

That decision matters more than ever. In a world of shifting trade relationships and rising uncertainty, there’s real value in knowing who you’re buying from, where your dollars go, and how those choices shape the economy around you.

Dougherty

To say we believe in the power of Canadian businesses is an understatement. I won’t pretend there aren’t challenges ahead – we’re cautious about the future as we shift from U.S. owned to Canadian owned vendors and partners where possible. But we also know this is a great opportunity to go further and build bigger.

What does it mean to you to be a Canadian company?

Being a Canadian company isn’t just about where we’re headquartered – it’s about what we stand for.

It means showing up with Canadian values: hard work, humility, fairness, and the belief that when one of us succeeds, we all move forward.

We’ve chosen to grow here, not because it’s easy, but because it reflects who we are. We’re focused on Canadian industries, Canadian jobs, and keeping more of our dollars in-country.

It might not make headlines. But it matters. We’re not just renting equipment. We’re helping build Canada, one project, one partnership at a time.

What sort of contributions does the Canadian construction industry make to the nation as a whole?

It’s a pillar of our economy. The Canadian construction industry contributes more than $150 billion annually to the GDP. There are more than 370,000 construction businesses coast to coast, employing over 1.6 million Canadians. And they show up on the frostbitten mornings when even the sun can’t be bothered. In December 2024, investment in building construction rose by 1.9% to $21.8 billion. The construction industry is actively building Canada.

What role do equipment providers like Cooper have to play as Canada looks to bolster its economy?

We play a bigger role than most people think. We don’t just support the work; we enable it. Infrastructure, energy, housing – none of it moves without the right equipment, in the right place, at the right time.

Ask any contractor and they’ll tell you competition is steep. We help them scale up or down without the cost of ownership. We bring more than machines. GPS tracking, performance data, electric equipment and fuel monitoring help our customers work smarter and reduce emissions. We train operators, help keep jobsites safe, deliver 24/7, and show up in emergencies.

Building Canada requires more than equipment. It requires committed partners – like Cooper.

What sort of impact has the trade war had on the equipment rental sector?

The construction industry depends heavily on cross-border trade with the U.S. – especially for key building materials like steel, lumber and aluminum. Trade tensions and tariffs have added pressure across the board, straining supply chains, inflating costs, and delaying projects.

In the equipment rental sector, specialized machinery and replacement parts sourced from the U.S. have become more expensive, and in some cases harder to access – leading to delays and increased operating costs. The uncertainty has made businesses more cautious about large capital investments.

Don’t wait for certainty – build it. Global pressures aren’t going away, and hoping for stability isn’t a strategy. Get clear on your values and make decisions that reflect them.

Dougherty

But that’s exactly where rental comes in. In times of volatility, companies often tighten spending, and rental becomes the smarter, more flexible option. Our sector remains stable and responsive, ready to support the builders and industries Canada depends on.

With discussions about infrastructure investment on the rise in Canada, is Cooper
preparing to support these demands?

Yes, we are. With high infrastructure spending on the way for 2025, we predict specialized equipment sectors are only going to grow. At Cooper we’ve invested heavily in our Pump & Power, Trench Safety, and Climate Control divisions to support this. We’ve also invested in our fleet over the last several years. In fact, Cooper has the lowest fleet age out of all the rental providers in the market.

When we consider all the infrastructure projects projected for the future, I can’t help but wonder who is going to do all this work. Labour shortage challenges aren’t just a flashy headline – finding and retaining labour in the construction industry is a real issue. We may not be able to supply customers with workers, but we can provide the right equipment exactly when and where it’s needed.

What advice would you give to other Canadian businesses trying to stay resilient amid global economic pressures?

Don’t wait for certainty – build it. Global pressures aren’t going away, and hoping for stability isn’t a strategy. Get clear on your values and make decisions that reflect them. For Cooper, that means choosing to invest domestically, not just because it feels good, but because it makes sense.

Know where your dollars are going. Ask tougher questions of your suppliers. Look for opportunities to shorten your supply chain and strengthen partnerships at home. This is why we’re not only choosing supply chain partners that are Canadian owned, but also reaching out across the world to find partners that share our values.

And remember: The long game matters. Growth is important – but so is staying grounded in who you are and the kind of economy you want to be part of building.

Behind every project are the workers, businesses and local construction associations (LCAs) that turn plans into reality.

LCAs have been standing behind Canadian builders for decades. They support businesses and their teams with tools, connections, guidance and experience. Today, that support matters more than ever to keep Canadian construction strong in the face of change and uncertainty.

A network that has your back in good and bad times

People in the industry depend on each other to adapt and grow. Today’s construction landscape is more complex than ever. Businesses are navigating labour shortages, rising material costs, shifting policies, and the effects of economic changes at every level. Many construction businesses have to do more with less and make decisions faster in a continuously changing environment.

That’s where a strong network comes in.

Having access to reliable information, shared experience and trusted advice helps business owners and teams feel more prepared. Whether it’s understanding regulations, finding referrals or exchanging best practices with someone who’s been there, being part of a connected community makes the work more effective and manageable.

Joining an LCA means becoming a part of a network of more than 18,000 member firms across the country through an integrated system of local, provincial and national associations working together to support the businesses that keep Canada building.

“I decided to start my own venture in construction, leveraging the network provided by my LCA,” says Ontario Constructor Services owner Ryan Kneisz. “The confidence I gained from being part of this network, which recognized my skillset, was instrumental. My skills were honed through experiences and the unique insights gained from my involvement with the LCA—offering access to information beyond books or the internet.”

As part of the membership, businesses can access standardized contracts and CCDC documents, industry best practices, business tools and more. Members can also access tailored training to keep their teams sharp and help them adapt to new regulations and expectations.

Knowledge that helps you plan ahead

Construction is a fast-paced industry. Access to the right information can make a meaningful difference. LCAs keep their members updated on policy changes, regulatory development, the latest safety standards and emerging industry trends. By helping members cut through the noise and focus on what’s relevant, partner associations support better decision-making that aligns with the evolving industry.

Stronger advocacy that benefits your business and the industry

Membership with an LCA ensures members’ voices are heard both locally and nationally alongside the Canadian Construction Association (CCA). Partner associations advocate for policies and programs that support their members’ businesses and the industry, from labour and procurement to infrastructure investment and workforce development.

Why membership matters more than ever

The construction industry is evolving—and so are the challenges that directly impact construction businesses. It is essential to grow the impact and influence of construction businesses to strengthen the industry. Together with LCAs, businesses can adapt to today’s challenges and feel confident to pursue tomorrow’s opportunities while continuing to build a better Canada.

For more information on the benefits of membership or to join your local construction association, visit jointhenetwork.ca.

Key Takeaways:

• AtkinsRéalis has secured a seven-year, $1.7 billion contract from Rio Tinto to refurbish the Isle-Maligne hydropower plant in Alma, Quebec. The project includes replacing eight of the plant’s 12 turbine-alternator units and upgrading major structural and mechanical systems.
• The refurbishment aims to extend the plant’s operational life for decades, aligning with AtkinsRéalis’ commitment to sustainability and its century-long expertise in delivering complex hydropower projects.
• The project continues a long-standing partnership between AtkinsRéalis and Rio Tinto, with a focus on collaboration, safety, and community empowerment as part of advancing a low-carbon economy in the region.

The Whole Story:

AtkinsRéalis Group announced today that it has been awarded a seven-year contract by Rio Tinto for the refurbishment of the Isle-Maligne hydropower plant in Alma, Quebec. AtkinsRéalis will provide execution engineering, integrated procurement, and construction management services to extend the hydropower plant’s operational life for decades to come.

“We’ve specialized in executing large-scale hydropower projects for over a century and the life extension work on this historic hydropower plant will be guided by our commitment to sustainability and our purpose—to engineer a better future for our planet and its people,” said Ian L. Edwards, President and CEO of AtkinsRéalis.

Commissioned in 1926 as the world’s largest hydropower plant, Isle-Maligne is set to undergo a $1.7 billion comprehensive refurbishment. AtkinsRéalis’ cross-regional teams will use cutting-edge technologies and best practices to replace eight of the 12 turbine-alternator groups and upgrade corresponding water passages, along with the architectural, structural, electrical, and mechanical elements of the balance of the plant.

“Our long-standing partnership with Rio Tinto is based on effective collaboration and our proven ability to work and deliver on complex, high-impact projects.” said Stéphanie Vaillancourt, President, Canada, AtkinsRéalis. “Collaboration, excellence, resilience and health-safety will be the driving forces behind our work on this project. These principles are essential for empowering the surrounding communities and advancing the development of a low-carbon economy.”

Past hydropower plant refurbishment mandates by AtkinsRéalis include the Rio Tinto’s Shipshaw Expansion Project, OPG’s Calabogie Redevelopment project, and BC Hydro’s John Hart Generating Station Replacement project.

Conceived by U.S. industrialist James B. Duke—who bought the Saguenay River water rights in 1913—the Isle-Maligne hydro project broke ground in 1923. Engineers first pushed a 24-km rail spur through the bush to supply the remote island site, then battled the river with ingenious winter methods: brush-boom ice platforms let them install cofferdams, more than 337 000 m³ of steam-heated concrete were poured from a trestle into a 216 m-long, 45 m-high powerhouse-dam, and a dramatic 100-ton dynamite blast in early 1925 diverted the Saguenay so the final spillway could close.

The first Francis unit spun on 24 April 1925; by year-end eight (ultimately twelve) turbines delivered 402 MW, making Isle-Maligne the world’s largest hydro station when it was fully commissioned in 1926 and tied by high-voltage lines to the newborn Arvida aluminium complex and Quebec City.

Key Takeaways:

• Alberta has established the Sand and Gravel Task Force to review and streamline regulatory processes for sand and gravel pits on private land, aiming to reduce approval times and improve efficiency.
• While the task force seeks to speed up project timelines, members from municipalities and industry stress the importance of maintaining environmental standards and protecting farmland and infrastructure.
• The task force includes MLAs, municipal representatives, and industry stakeholders, with a mandate to deliver actionable recommendations within six months to strengthen Alberta’s aggregate supply chain.

The Whole Story:

Alberta has launched a new task force aimed at reducing regulatory delays and red tape in the province’s sand and gravel sector, a move the government says will improve access to critical construction materials without compromising environmental protections.

The Sand and Gravel Task Force will review provincial regulations governing privately owned sand and gravel pits and deliver recommendations within six months. The goal, according to the government, is to speed up approval timelines for new projects while addressing long-standing concerns from landowners and industry operators.

“Sand and gravel are foundational for building and maintaining a strong economy,” said Glenn van Dijken, MLA for Athabasca-Barrhead-Westlock and co-chair of the task force. “From road infrastructure to industrial uses or residential housing, these resources are essential. Our government is determined to ensure the regulatory process around sand and gravel pits recognizes the need for efficiency and clarity.”

Brandon Lunty, MLA for Leduc-Beaumont and fellow co-chair, added that streamlining the process could unlock significant development potential. “With more than 1,000 sand and gravel pit registrations on private land, streamlining the applications and approvals will bring significant development benefits,” he said.

The task force includes representatives from rural and urban municipalities, as well as industry associations. Among them is Amber Link of the Rural Municipalities of Alberta, who highlighted the importance of balancing economic growth with environmental and agricultural priorities.

“Rural municipalities are on the front lines of balancing the economic value of aggregate extraction with the need to protect farmland, infrastructure and the environment,” she said. “This is an important step toward ensuring that the voices of rural communities are not only heard but meaningfully integrated into decision-making.”

Tara Elwood, representing Alberta Municipalities, also expressed support for the initiative, noting its potential to benefit the association’s 264 member communities. “I look forward to finding ways to streamline and accelerate the regulatory process for sand and gravel extraction, while upholding Alberta’s commitment to environmental excellence,” she said.

While industry groups have welcomed the initiative, the task force’s focus will be limited to aggregate operations on private lands, which are regulated under Alberta’s Environmental Protection and Enhancement Act and the Water Act. The government has emphasized that any proposed changes must still meet existing environmental standards.

Environment and Protected Areas Minister Rebecca Schulz described the initiative as part of a broader effort to modernize Alberta’s regulatory systems.

“It’s time to stop graveling under bureaucracy and start building Alberta’s future,” Schulz said. “MLA van Dijken and MLA Lunty will leave no stone unturned as they dig into this important work.”

The task force is expected to deliver its recommendations by the end of 2025.

Key Takeaways:

• Ontario is investing nearly $38 million in the “Destination Wasaga” initiative to transform Wasaga Beach into a world-class tourism destination, which includes revitalizing the downtown core, improving beach access, and redeveloping historic sites to attract visitors and stimulate regional economic growth.
• Key components of the funding include $25 million for the redevelopment of Nancy Island Historic Site—home to War of 1812 artifacts—and nearly $11 million for critical infrastructure upgrades to support over 3,000 new homes and enhance accessibility to tourist areas.
• The initiative represents a collaborative effort between the Ontario government and the Town of Wasaga Beach, aiming to preserve cultural heritage, create jobs, and ensure public beach access while promoting sustainable tourism and economic development in the region.

The Whole Story:

Ontario is investing nearly $38 million to build Destination Wasaga, a premier tourist destination that includes beaches, a revitalized downtown area and important historic sites, in partnership with the Town of Wasaga Beach.

“Wasaga Beach is a world-class tourist destination, with the longest freshwater beach in the world and an incredible history, including at Nancy Island,” said Premier Doug Ford. “We’re helping bring this important part of Ontario’s history back to life and we’re working with the municipality to revitalize the downtown, create jobs and welcome tourists from across Ontario and around the world.”

Ontario’s investments in support of Destination Wasaga, which are intended to preserve local heritage, create jobs, boost tourism and support economic growth across the region, include:

• $25 million to support the redevelopment of Nancy Island Historic Site, along with the proposed transfer of administrative responsibility for the site from the Ministry of the Environment, Conservation and Parks to the Ministry of Tourism, Culture and Gaming (MTCG)
• Nearly $11 million through the Municipal Housing Infrastructure Program to support the reconstruction of the Wasaga Beach Area roadways project, providing critical infrastructure that will support more than 3,000 new homes and improve access to Wasaga Beach’s tourist areas
• $2 million for the Town of Wasaga Beach to support tourism planning work in the redevelopment of its downtown area.

Ontario will soon begin the process of transferring a portion of the provincially owned beachfront in Wasaga Beach Provincial Park to the town in order to support its integration into the broader development of Destination Wasaga, under the condition that the beach remains public.

“This investment is part of our government’s ongoing plan to protect Ontario by supporting the people, places and local economies that make our province strong,” said Peter Bethlenfalvy, Minister of Finance. “By preserving the unique character of Wasaga Beach, we’re helping to protect a valued part of Ontario’s heritage while promoting long-term economic growth in the region.”

Nancy Island is the site where the HMS Nancy fought against three American schooners during the War of 1812, with support from the Anishinaabe-Ojibwe and French-Canadian voyageurs. Although the HMS Nancy  was lost during the conflict, two of the attacking American ships were soon captured by the Nancy’s crew, stopping their advance and protecting Canadian territory. The current site tells the story of the War of 1812 and houses substantial artifacts, including the charred hull of the HMS Nancy. A theatre, museum and replica lighthouse are also located on the island.

“The revitalization of the beachfront and Nancy Island Historic Site will help transform Wasaga Beach into a premier, world-class tourism destination and draw more visitors to local attractions, restaurants, accommodations and main street businesses,” said Stan Cho, Minister of Tourism, Culture and Gaming. “Our government’s investments in Wasaga Beach are part of our plan to protect workers and businesses in the tourism industry across Ontario by driving visitation and economic growth, while preserving critical pieces of Canadian culture and history.”

This project builds on the government’s continued efforts to protect Ontario’s economy and the workers who depend on our tourism sector by promoting tourism across Ontario. It also preserves an important part of Ontario and Canada’s heritage at a time when Ontario’s economy is being directly targeted by American tariffs.

“I want to thank Premier Ford and his entire team for this historic investment in the Town of Wasaga Beach, and in Nancy Island Historic Site,” said Brian Smith, Mayor of Wasaga Beach. “Today, we are celebrating a new partnership — one where the town and province will work together to ignite tourism, breathe new life into our town’s main commercial area along Beach Drive at Beach Area 1 and transform Wasaga Beach into a truly unforgettable, iconic Ontario destination.”

Key Takeaways:

• Construction has begun on a 50-unit public housing multi-plex in downtown Yellowknife, backed by $20.8 million in funding from CMHC’s Rapid Housing Initiative. The project will serve families, seniors, and individuals in need of affordable housing.
• The building will feature mass timber construction and biomass heating for energy efficiency, with 25 barrier-free bachelor suites and 25 two-bedroom units to meet diverse housing needs. It also includes space for Housing NWT and Yellowknife Housing Authority offices to enhance local services.
• This project highlights collaboration between territorial, municipal, and federal governments, and supports the National Housing Strategy by increasing accessible housing, improving sustainability, and alleviating pressure on Yellowknife’s private rental market. Completion is expected by Fall 2026.

The Whole Story:

The Government of Northwest Territories, in collaboration with the City of Yellowknife, PCL Construction, Stantec, and the Canada Mortgage and Housing Corporation (CMHC), announced that begun work on a new 50-unit public housing multi-plex in downtown Yellowknife.

Substantial construction work will begin soon. This development received $20.8 million in funding through CMHC’s Rapid Housing Initiative.

“This 50-Unit Multi-Plex project demonstrates our commitment to improving housing accessibility for residents across the territory and providing more homes for Northerners,” said Lucy Kuptana, Minister Responsible for Housing NWT. “These new units will provide a safe and sustainable environment for residents. The project shows the GNWT’s commitment to advancing affordable housing solutions in partnership with the federal government.”

The project, located on 50th Street, will provide much-needed housing for families, seniors, and individuals in need of affordable homes. The new building will feature sustainable design elements, including mass timber construction and biomass heating, helping to support Housing NWT’s ongoing commitment to energy-efficient housing solutions that meet northern climate challenges.

Incorporating a mix of unit sizes and layouts, the building is designed to accommodate a wide range of housing needs. The building will feature 25 barrier-free bachelor suites for seniors and singles and 25 two-bedroom units for small families. Housing NWT’s North Slave District Office and the Yellowknife Housing Authority will be co-located in commercial service spaces on the ground floor, enhancing client-centered services.

The project is expected to be completed in Fall 2026, contributing to Housing NWT’s growing housing portfolio and freeing up units in Yellowknife’s private housing market. This aligns with the Government of Canada’s National Housing Strategy to provide safe, affordable homes to more Canadians.

Housing NWT is committed to addressing the housing needs of residents across the Northwest Territories through sustainable, energy-efficient, and affordable housing solutions. Working with Indigenous governments and organizations, and private sector partners, Housing NWT is dedicated to fostering community well-being and addressing the unique challenges of housing in northern communities.

Key Takeaways:

• TotalEnergies has signed a 20-year Sales and Purchase Agreement to buy 2 million tons of LNG annually from the future Ksi Lisims LNG facility, strengthening its North American LNG portfolio and supporting long-term supply commitments to Asian markets.
• TotalEnergies has acquired a 5% stake in Western LNG, the project’s developer and future operator, with the option to increase its ownership to approximately 10% upon final investment decision, reinforcing its integrated strategy in the LNG value chain.
• Ksi Lisims LNG, a floating LNG export plant co-developed by the Nisga’a Nation, aims to achieve net zero emissions within three years of operation through renewable energy use and carbon offsets, while delivering economic and social benefits to Indigenous and local communities.

The Whole Story:

TotalEnergies has signed a Sales and Purchase Agreement (SPA) with Ksi Lisims LNG for the purchase of 2 million tons of LNG for 20 years from the future liquefaction plant, subject to the final investment decision of the project.

In parallel, TotalEnergies acquires a 5% stake in Western LNG, the developer, shareholder, and future operator of the Ksi Lisims LNG project. This acquisition grants TotalEnergies the option to increase its stake in Western LNG and/or take a direct stake in the plant up to approximately 10% when the final investment decision is made.

“This purchase of LNG from the future Ksi Lisims LNG plant will allow us to diversify our LNG portfolio in North America and benefit from competitive LNG supply in Western Canada to better serve our Asian customers, with whom we are developing a significant portfolio of long-term supply contracts”, said Stéphane Michel, President of Gas, Renewables & Power at TotalEnergies. “As part of our integrated strategy, we are also pleased to partner with Western LNG to support the development of this very low CO₂ emission liquefaction plant project.”

Ksi Lisims LNG is a proposed floating liquefied natural gas (LNG) export facility located on Nisga’a Nation treaty lands at Wil Milit, on the northern tip of Pearse Island near Gingolx, British Columbia. Jointly developed by the Nisga’a Nation, Rockies LNG, and Western LNG, the project is designed to produce up to 12 million tonnes of LNG per year, receiving 1.7 to 2.0 billion cubic feet of natural gas daily via a pipeline from northeastern British Columbia, with commercial operations targeted for late 2028 or 2029.

The facility aims to set a new environmental standard by achieving net zero greenhouse gas emissions within its first three years of operation, primarily through the use of renewable BC Hydro power, energy efficiency measures, and carbon offsets. Ksi Lisims LNG is expected to provide significant economic and social benefits, including jobs, training, and business opportunities for Indigenous and local communities, while contributing to global emissions reductions by supplying lower-carbon LNG to Asian markets as an alternative to coal and oil.

Key Takeaways:

• Stantec will lead architecture, engineering, and project management for a multiyear AI data center initiative by Beacon AI Centers, spanning six sites across five Alberta municipalities
• The project is set to create thousands of construction jobs and approximately 1,200 permanent positions, supporting Alberta’s strategy to become a leading AI and data center hub.
• Alberta’s government is aiming to draw up to $100 billion in private investment through its “Powering the Future of Artificial Intelligence” strategy, focusing on scalable power, sustainable cooling, and economic growth.

The Whole Story:

Stantec has been selected to provide architecture, building engineering, sustainability, transportation, civil, environmental, geomatics, and project management for an AI data center development program from Beacon AI Centers, a data center development company backed by Nadia Partners. The multiyear program will span Alberta with six sites across five municipalities.

“With our 70-year history in the province, we are proud to play a critical role in helping position Alberta as a leading global hub for data-driven AI innovation,” said Leonard Castro, Stantec’s executive vice president for Buildings. “Our team will combine global expertise with regional knowledge to help Beacon realize their initial program and meet the growing capacity demand.”

Each campus will span hundreds of acres and is projected to include multiple AI data center buildings. The new facilities are expected to generate thousands of construction jobs and approximately 1,200 permanent jobs in Alberta. Design and permitting began in 2024 and construction will commence in 2025.

“Beacon AI is redefining the data center development industry to meet the growing demands of the AI era,” said Josh Schertzer, CEO of Beacon AI Centers. “By working with exceptional partners like Stantec, we can deliver ambitious projects quickly, at the scope and scale hyperscaler demand requires.”

Beacon’s campuses will join the portfolio of mission critical facilities designed by Stantec, including a nationwide program of hyperscale data center campuses for a global technology client; many multi-tenant data center campuses for regional and global operators; greenfield data center campuses for leading cloud providers; and the redevelopment and retrofit of legacy facilities.

The province has set its sights on the data centre market as a new economic driver. Last year the Alberta government has launched an ambitious strategy to establish the province as North America’s premier destination for AI-driven data centres, aiming to attract up to $100 billion in private investment over the next five years. Central to this effort is the “Powering the Future of Artificial Intelligence” strategy, built on three pillars: scalable power capacity, sustainable cooling, and economic growth.

Key Takeaways:

• The Roberts Bank Terminal 2 is a nation-building marine container terminal project at the Port of Vancouver, expected to support over $100 billion in annual trade, create 18,000 construction jobs, and generate $3 billion in annual GDP with 17,000+ permanent jobs once operational.
• The Vancouver Fraser Port Authority will use a progressive design-build procurement model, aiming for greater flexibility, collaboration, and cost/schedule certainty. The request for qualifications (RFQ) will be issued in July 2025, with construction expected to begin in 2028.
• The project has received consent from 27 Indigenous groups and passed federal/provincial environmental assessments. A Species at Risk Act-compliant Fisheries Act application is under review, with a decision expected by October 2026—a key milestone before major construction begins.

The Whole Story:

The Vancouver Fraser Port Authority announced it is issuing a request for qualifications in July 2025 for a construction partner to deliver the landmass and wharf component of the Roberts Bank Terminal 2 Project.

Port officials said the new marine container terminal at the Port of Vancouver is a transformational, nation building project that will support Canada’s economic security and trade resilience, enabling the trade of more than $100 billion in goods annually once fully operational.

More than 18,000 jobs will be created during construction, and once operational the new terminal is anticipated to generate more than 17,000 well-paying, long-term jobs and add more than $3 billion in GDP annually.

Based on ongoing discussions with industry, the port authority will pursue a progressive design-build procurement model. Officials say this approach will allow for greater flexibility in the design process, strengthen collaboration, and enhance cost and schedule certainty.

The contract will include the delivery of a marine terminal landmass; wharf structure and berth pocket; widened causeway; expanded tug basin; and environmental mitigation and offsetting projects. Procurement opportunities for other components of the project will be available in the coming years. Twenty-seven Indigenous groups have provided consent for the project to proceed.

In 2023, the federal and provincial governments approved the project following a rigorous environmental assessment process. In 2024, the port authority submitted a Species at Risk Act-compliant Fisheries Act Authorization application to Fisheries and Oceans Canada, with a joint commitment with government and regulators for a decision no later than October 2026.  

Construction mobilization and early works are expected to occur in 2027, with major land reclamation works expected to begin in 2028. Terminal operations are set to begin in the mid-2030s.  

To select a construction partner, the procurement process will include:  

• A request for qualifications for construction partners who have a strong record in the collaborative delivery of large-scale infrastructure projects in marine environments with similar technical, logistical, environmental, and regulatory requirements, and demonstrated experience developing and delivering on commitments to First Nations
• At the conclusion of the request for qualifications process, three qualified construction partners will be invited to participate in a request for proposals for a design and early works agreement (DEWA) that outlines the activities and requirements for the development phase to inform the final investment decision  

The selected construction partner will collaborate with the port authority, First Nations, and regulators throughout the DEWA to develop the construction logistics, work planning, costs, schedule, and early works opportunities.  

Once works under the DEWA have sufficiently advanced—and following a successful final investment decision by the port authority—a target price design-build agreement will be executed with the selected construction partner and the construction phase will begin.

Here is a project timeline:

• Request for qualifications issued: July 2025
• Request for qualifications submission deadline: Fall 2025
• Request for proposal issued to three shortlisted construction partners: Late 2025
• Request for proposal submission deadline: Spring 2026
• Final investment decision and early works: 2027
• Construction start—land reclamation: 2028

Key Takeaways:

• VEERUM secured $12 million in Series B funding, led by Veriten and Emerson Ventures, to enhance its reality-based visual operations platform. This funding will support platform improvements, client scalability, and increased adoption of digital reality technologies.
• VEERUM’s VisOps platform enables remote visualization, collaboration, and decision-making by turning reality capture data into actionable insights. It aims to expand access from 5–10% of industry workers to over 90%, reducing costly unplanned events and improving safety and efficiency
• With the digital twin market projected to reach $150 billion by 2032 and 80% of enterprises adopting reality capture technology in 2025, VEERUM is well-positioned as a leader in operationalizing reality capture across energy, mining, and infrastructure sectors.

The Whole Story:

VEERUM, a Calgary-based provider of visual operations for industrial assets, announced today that it has successfully closed its Series B funding round, raising a total of $12 million. The round closed on March 26, 2025 and was led by energy-tech investors Veriten and Emerson Ventures, the corporate venture capital arm of industrial technology leader Emerson, with additional participation from existing investors BDC Capital and Evok Innovations.

“VEERUM is setting a new standard for how industrial asset owners access and contextualize their critical operations and engineering data,” said Thurston Cromwell, head of Emerson Ventures and vice president of development and innovation at Emerson. “Its innovative approach to delivering reality-based visualizations and supporting the digital asset management ecosystem is transforming the way people work and collaborate. As a global automation leader, we are excited to support their growth and vision.”

VEERUM CEO David Lod adds, “Our newest investors share the passion in creating this category of visual operations, and they are selecting the strongest companies with the most potential to make these changes in the world. This funding will allow us to enhance our platform’s capabilities, optimize delivery for clients of all sizes, and scale our offering to meet the growing demand for operationalizing digital reality.”

“Currently, only 5-10% of industry workers have access to reality capture. It’s VEERUM’s goal to make that 90%+ across client organizations, and make it common practice across all industries. By having access to current site conditions, we are de-risking unplanned events for industrial asset owners. Events like mechanical or equipment failures, severe weather, and sensor failures, result in hours, days, or weeks of lost production, costing asset owners millions of dollars in lost production each year,” says Rob Southon, CTO at VEERUM.

VEERUM stated that the digital twin market is experiencing rapid growth, with market analysts indicating a 30% to 40% annual growth over the next few years, reaching up to $150 billion by 2032. Furthermore, 80% of enterprise businesses currently use, or are expected to adopt reality capture technology in 2025.

“As an investor focused on accelerating digital transformation across the energy sector and other asset-heavy industries, we’re excited to support VEERUM in this latest funding round,” said Maynard Holt, CEO of Veriten.

He explained that VEERUM’s platform allows organizations to remotely visualize and interact with their operations in ways that were previously unimaginable. Construction teams can virtually walk through job sites before setting foot on location, dramatically improving safety and reducing field exposure. Maintenance crews can inspect assets and plan work from anywhere, cutting down on unnecessary travel. He added that by structuring and sharing reality capture data, VEERUM makes it easier for teams to collaborate, manage information, and drive smarter decisions in real time.

“We’ve seen first-hand how these capabilities deliver meaningful cost savings and efficiency improvements across the energy community,” said Holt. “As a firm deeply committed to long-term energy innovation, we believe VEERUM is leading the way in operationalizing reality capture data at scale — and we’re proud to support them on that journey.”

VEERUM’s team says they have made the world’s first VisOps platform, helping industrial teams turn reality capture data into a scalable advantage. The platform consolidates reality capture data and transforms it into actionable insights. VEERUM removes data silos by providing a central location to upload, visualize, and analyze complex data sets, reducing site visits and enabling better decision-making from anywhere. VEERUM is purpose built for asset owners, operators, and data capture companies in heavy industries like energy, mining, and infrastructure.

Key Takeaways:

• Nominations are now open for people to submit themselves or their peers for the awards.
• Top 40 Under 40 in Canadian Construction, now in its 6th year, recognizes young construction leaders and their industry accomplishments.
• Nominations must be submitted by June 16. Winners will then be chosen by a diverse panel of industry experts.

The Whole Story:

Now in its 6th year, Top 40 Under 40 in Canadian Construction is back and ready to once again recognize up-and-coming leaders in the construction sector. Nominations are officially open and can be submitted right now using this link.

The program’s organizers, On-Site Magazine and SitePartners, are looking for top young professionals from all corners the construction industry. Previous years have featured individuals who have made an impact on the industry, rising through the ranks of their companies throughout their 20s or 30s.

Honourees have included: Architects, contractors, designers, engineers, equipment operators, estimators, executives, occupational health & safety managers, project managers, quantity surveyors, site supervisors, superintendents, tradespersons, and many more in the consulting, law, finance, and technology communities that support the industry.

How to nominate

All eligible nominees—construction professionals who are 39 years or younger, a resident of Canada and currently working in Canada—must have their name and details submitted through the official Top 40 Under 40 in Canadian Construction form. This form must be completed in full. It may take up to 15 minutes or longer to complete. You may preview the list of the nomination questions that you will be required to fill out here, but only nominations that have been submitted through the official online form will be eligible.

You may choose to either nominate yourself or someone else. If you choose to nominate yourself, you must attach an endorsed Letter of Support from a current or former supervisor, colleague, client, or vendor. You may submit nominations for more than one person, but those submitting on behalf of companies or organizations are asked to limit their nominations to five individuals.

If you have won in the past, you can’t win again. But those who were nominated last year but did not win are encouraged to reapply. Nominations must be submitted by 11:59pm PST on Tuesday, June 18th, 2024.

Choosing the winners

In considering each candidate, a panel of judges will refer to the following weighted system:

• 50% – Professional Achievement
  Significant business or project accomplishments.
  Track record of outstanding work in the office or field.
  Professional designations, memberships, or licences.
  Educational development and qualifications.
• 40% – Innovation, Leadership, and Influence
  Professional innovation and industry disruption.
  Team leadership.
  Roles in key decision making.
• 10% – Business / Community Involvement
  Participation in professional mentorship programs.
  Participation in charitable or volunteer initiatives.

Make sure to Nominate someone today for Top 40 Under 40 in Canadian Construction before the deadline runs out. And be sure to check out all the construction professionals who won last year.

Key Takeaways:

• Enwave Energy Corporation is launching a new waste processing facility in Prince Edward Island, set to begin construction in fall 2025 and become operational by 2028. This facility will replace the aging district energy plant and is designed to process up to 46,000 tonnes of municipal solid waste annually using advanced thermal conversion technology.
• The new plant will handle 90% of PEI’s black cart residential waste, reducing landfill dependence and cutting greenhouse gas emissions. It will also reduce the use of fuel oil for heating while enhancing energy reliability for more than 145 buildings in Charlottetown, including major institutions like hospitals and universities.
• The project represents a major collaboration between Enwave, the PEI government, and the MMJV Partnership (led by Maple Reinders), emphasizing scalable, low-carbon infrastructure. It highlights how public and private sectors can jointly address growing waste challenges and carbon reduction goals.

The Whole Story:

Enwave Energy Corporation plans to build a new waste processing facility in Prince Edward Island, beginning this fall. The facility will be in operation by 2028 and will replace the existing end-of-life system.

The MMJV Partnership, led by managing partner Maple Reinders, has been selected as the design-builder for the facility. The project will replace the existing district energy plant and play a central role in advancing the province’s sustainability goals.

Working in close collaboration with Enwave Energy Corporation and other stakeholders, the MMJV Partnership will deliver a modernized, expanded facility designed to process up to 46,000 tonnes of municipal solid waste per year. The new plant will operate continuously 24 hours a day, seven days a week using advanced thermal conversion technology to generate reliable energy from waste.

The existing district energy plant converts municipal solid waste and biomass — scrap wood from forest harvesting operations — to energy and provides that energy to its customers through the interconnected district energy network. After nearly thirty years of operation, the plant is approaching end-of-life and will be replaced with the new, expanded facility. Since 2017, the Province of Prince Edward Island and Enwave have collaborated on this project with a united goal to reduce waste and Greenhouse Gas (GHG) emissions at a time when sustainable waste solutions are needed more than ever.

This new, state-of-the-art facility is capable of processing 90% of the province’s total black cart residential waste, significantly reducing landfill waste. The expansion of this critical facility will significantly replace the use of fuel oil for heating while providing further reliability and redundancy to more than 145 connected buildings in Charlottetown, the province’s capital city, including the Queen Elizabeth Hospital, the University of Prince Edward Island, schools and residences. 

“This project represents a bold step forward in sustainable energy for Prince Edward Island, and we are honoured to be entrusted with bringing it to life. At Maple Reinders, we are committed to delivering infrastructure that not only meets today’s needs but is built to serve generations to come. Our team is ready to deliver a facility that sets a new standard for performance, reliability, and environmental responsibility in partnership with Enwave Energy,” says Reuben Scholtens, National Vice President, Maple Reinders.

Enwave stated that they believe leveraging waste-to-energy technology provides a real solution and tangible option for communities around the country to reduce the need for additional landfills and help to meet carbon emission reduction targets. With global waste forecasted to increase 70% by 2050, this project is a testament to scalable and sustainable pathways that directly address concerns of rising waste.

“We are very grateful for the support and confidence of the government of PEI and the people of this province, enabling us to make this long-term commitment as a critical energy partner,” says Carlyle Coutinho, CEO of Enwave Energy Corporation. “The eight-year journey to get to this point has seen many hurdles, however both Enwave and the province have remained committed to making this expansion a reality. This project is an example of how governments and private companies can work together to achieve long-term, sustainable solutions at scale through a shared purpose, creating a better world for today and generations to come.”

The MMJV Partnership, made up of Maple Reinders and Marco Group Limited, stated that it is proud to support Enwave and the Province of PEI in realizing their shared vision for a resilient, low-carbon future through innovative, sustainable infrastructure.

As the construction industry faces mounting pressure to reduce its environmental impact, a wave of Canadian manufacturers is stepping up with innovative, sustainable building materials. From carbon-negative concrete alternatives to hemp-based insulation and self-healing infrastructure, these companies are reshaping how we build—and what we build with. Here are some of the trailblazers leading the charge toward greener, smarter construction solutions.

Hemp Block Canada

Hemp Block Canada offers the nation’s only interlocking, load-bearing hempcrete block system. Made from hemp, lime, and water, these blocks are carbon-negative, fire-resistant, and provide excellent thermal and acoustic insulation. They can reduce construction time by up to 60% and are suitable for various building types, including homes, schools, and offices.

AtlantisFiber

Developed in collaboration with the University of British Columbia, AtlantisFiber’s self-healing concrete incorporates specialized fibers that intercept cracks, acting like internal band-aids. This technology enhances durability, reduces maintenance costs, and is being piloted in projects like the Chawathil First Nation’s parking lot and approach road.

CarbonCure

Halifax-based CarbonCure Technologies has pioneered a method to inject captured CO₂ into concrete during mixing, where it becomes permanently embedded. This process not only strengthens the concrete but also significantly reduces its carbon footprint. Their technology has been utilized in major projects, including Amazon’s HQ2 and General Motors’ manufacturing plant.

Canadian Greenfield Technologies

Canadian Greenfield developed NForce-Fiber , the world’s only ASTM/CSA-compliant hemp reinforcement fiber for concrete. It chemically bonds with the concrete matrix, enhancing strength and reducing plastic shrinkage cracking. Used in over 100 commercial projects, including the 2022 Beijing Olympics, it’s a sustainable alternative to synthetic fibers.

Hempcrete

Hempcrete specializes in hempcrete construction, offering services from consultation to contracting. They have developed hempcrete blocks compatible with standard North American framing and have been instrumental in projects like Alberta’s first code-inspected commercial hempcrete building.

Giatec Scientific

Ottawa-based Giatec Scientific Inc. is a technology leader in smart concrete solutions, with a strong focus on self-healing technologies. Their flagship product, Smart Concrete, incorporates advanced sensors and healing agents that activate when cracks appear, enabling both real-time structural monitoring and automatic self-repair. This approach significantly improves the durability and lifespan of concrete structures while delivering valuable data for proactive maintenance. Giatec’s commitment to innovation and sustainability positions its self-healing concrete solutions at the forefront of addressing the demands of modern construction.

Pultrall

Pultrall Inc., based in Thetford Mines, Quebec, is a leading manufacturer of composite materials for the construction industry, specializing in fiberglass and carbon-fibre reinforced polymer (CFRP) rebar under the V-ROD brand. In collaboration with Canadian researchers, Pultrall has played a key role in advancing corrosion-resistant, high-strength reinforcement for concrete structures, including bridges and parking garages. Their partnership with the University of Waterloo led to the integration of the FiberLoc anchoring system, enabling wider use of CFRP tendons in pre-stressed concrete.

Battle Lake Design Group

Battle Lake Design Group is an Edmonton-based design firm renowned in Western Canada for its expertise in straw bale building design and construction, alongside other sustainable materials. The firm has modernized straw bale techniques for both rural and urban applications, adapting them to the region’s challenging climate and integrating them with conventional building systems. Their approach emphasizes energy efficiency, durability, and moisture protection, earning recognition for advancing sustainable, climate-appropriate architecture in Alberta and British Columbia.

HempWorks Canada

Located in Kelowna, B.C., HempWorks Canada supplies construction-grade hemp hurd, binders, hemp batts, flooring, and lumber. They also offer rental equipment and consulting services, supporting projects from conception to completion.

Northstar Clean Technologies

Northstar Clean Technologies Inc. is a Canadian clean technology company specializing in the sustainable recovery and reprocessing of asphalt shingles, with headquarters in Vancouver and commercial operations in Calgary. Founded in 2015, Northstar has developed a proprietary process that extracts liquid asphalt, aggregate, and fiber from discarded or defective asphalt shingles-materials that would otherwise end up in landfills-and repurposes them for use in new hot mix asphalt, construction products, and other industrial applications. 

Asinikahtamwak

Asinikahtamwak is an Indigenous-owned company based in Elk Point, Alberta, producing environmentally sustainable bio-fibre concrete blocks made from cement, water, and natural fibres such as hemp. Their blocks are lightweight, mold- and fire-resistant, and designed to provide durable, affordable housing solutions that support the vision of “seven-generation homes.” Operating from a 13,000-square-foot facility, Asinikahtamwak aims to scale production from 250 blocks per day to 1,000, using locally sourced natural fibres and waste materials.

University of Manitoba

A research team at the University of Manitoba, led by Professor Mercedes Garcia-Holguera, is pioneering the use of mycelium-the root-like structures of fungi-as a sustainable alternative to traditional building materials. By growing mycelium in agricultural waste substrates, the team produces biodegradable bricks and insulation panels, aiming to address supply challenges in remote and Indigenous communities. Their research focuses on testing mycelium’s resilience to harsh Canadian winters and scaling the technology for practical, environmentally responsible construction applications.

ZS2 Technologies

ZS2 Technologies, headquartered in Calgary, is a North American leader in advanced magnesium cement technology, pioneering the development of next-generation, low-carbon building materials for the construction industry. Their patented process transforms waste into high-performance, climate-resilient cement products that are fire-resistant, water-resistant, non-toxic, and mold-resistant, offering a robust alternative to traditional gypsum and oriented strand board.

Carbon Upcycling

Carbon Upcycling, based in Calgary, is at the forefront of circular decarbonization solutions for heavy industry, transforming industrial CO2 emissions and solid waste into new, low-carbon cementitious materials for construction. Their proprietary technology enhances the reactivity of industrial byproducts-such as legacy coal ash, steel slags, and clays-by infusing them with captured CO₂, producing high-performance supplementary cementitious materials (SCMs) that can replace a significant portion of traditional clinker in cement. This process not only permanently sequesters carbon but also results in stronger, more durable concrete, achieving up to 60% emissions reduction and 50% clinker replacement compared to conventional blends.

Key Takeaways:

• Alberta’s government is investing $25 million as part of a larger $63 million initiative to expand the W.J. Elliott building at Olds College, enhancing apprenticeship and dual-credit trades training.
• The expansion will add over 440 seats for trades programming and 100 for dual-credit programs, with upgraded facilities including new equipment like overhead cranes and vehicle lifts to improve hands-on learning.
• This investment aligns with Alberta’s strategy to meet labour market demand by strengthening its skilled trades workforce and creating more career opportunities through improved apprenticeship education.

The Whole Story:

Alberta’s government is supporting apprenticeship training with an investment of $25 million for the expansion of the W.J. Elliott building at Olds College.

The funding is part of a $63 million total investment over three years beginning in 2024. Upon completion, this project will add more than 440 new seats for trades programming, as well as 100 seats for dual-credit trades programs, including Agricultural Equipment Technician, Heavy Equipment Technician, Welder and Landscape Horticulturist.

“The expansion of the W.J. Elliott building at Olds College will strengthen apprenticeship training and provide new learning opportunities in Alberta,” said Rajan Sawhney, Minister of Advanced Education. “By investing in apprenticeship education, we’re creating more career opportunities for Albertans, strengthening our workforce and growing our economy while meeting labour market demand.”

Officials say the expansion will increase apprenticeship learning opportunities for students by enhancing student spaces, ensuring more Albertans are equipped with the skills and training needed to meet the workforce demands of tomorrow.

Since 1971, the W.J. Elliott building has served as a home to trades programming at Olds College. The renovations will include new collaborative student and staff spaces as well as adding lifting equipment, such as overhead cranes and vehicle lifts equipped with highway tractor alignment systems and wheel dynamometers, to improve trades programming. Construction is set to begin early this summer and is expected to be complete by spring 2027.

Alberta has 59 designated trades, 47 of which have associated apprenticeship education programs regulated under the Skilled Trades and Apprenticeship Education Act.  

Key Takeaways:

• Corbell Private Capital has acquired a majority stake in RWC Systems, aiming to support the company’s strategic growth beyond Western Canada into a national presence, particularly targeting Eastern markets.
• RWC’s existing leadership team, including CEO Larry Robertson and his brother Rod, RWC director, will remain in place. Both companies are aligned on maintaining RWC’s strong culture, customer-first approach, and long-standing employee loyalty while scaling operations.
• Corbell brings not only capital but also operational expertise and a national network of trade partners. This partnership positions RWC to tap into rising demand in the residential and commercial construction sectors across Canada.

The Whole Story:

RWC Systems Inc. and Corbell Private Capital, a Toronto-based private equity firm, have announced a new partnership as Corbell acquires a majority stake in RWC Systems. 

It represents a special moment for RWC, which was started by Garth Robertson 47 years ago in a shed. It also is the beginning of RWC’s ambitous plans to expand far beyond Western Canada. 

“This is a huge milestone and it’s setting the business up for success,” said Larry Robertson, Garth’s son and RWC Systems CEO. “To get to this milestone has been a lot of hard work and it was done very strategically over the last 3 to 4 years. And it’s a big reward, but I think there’s a need in the market for what our vision is and we’re going to make sure we fill that gap and can offer our customers the RWC experience on the East Coast and all across the country.”

Headquartered in B.C., RWC Systems is known for its expertise in delivering large-scale drywall and interior systems for commercial, institutional, and healthcare clients. Past projects include Mills Memorial Hospital, Royal Columbian Hospital, St. Paul’s Hospital, The Stack in Vancouver, Amazon’s Vancouver headquarters, LNG Canada and Oakridge Centre.

Over the last few years, the company has expanded throughout B.C., doing projects in the Okanagan and Northern B.C. They are also currently doing a major project in Saskatchewan, the new Prince Albert Victoria Hospital.

“RWC has built an outstanding business under Larry and Rod’s leadership, with a reputation for excellence, a highly regarded management team, and a proven ability to scale,” said Eric Persi, Managing Partner at Corbell Private Capital. “We’re proud to invest in RWC, and we’re excited to collaborate closely with the existing management team, customers, and suppliers. Our goal is to support RWC’s national growth and strengthen its capabilities—while staying true to the company’s core values and customer-first approach.”

Larry, his brother, RWC Director Rod Robertson, and their leadership team will remain with RWC as it collaborates with Corbell on a growth strategy. 

“We will probably be a bit more strategic with what our leadership team is focused on as well as deepening those customer relationships and transferring them down to other members of the team,” said Larry. “We have people who have worked for us for 27 years and a lot of our top lead site leadership have been with us for 15 years or more … I think we’ve been a big promoter of recognizing people and what they accomplish and what they do for your business and then also giving them the autonomy to do something in your business and cutting those mooring lines with people and just letting them loose to do it. It’s amazing what can happen.”

Corbell Private Capital will provide strategic support, capital resources, and operational expertise to help accelerate RWC’s expansion, particularly into Eastern Canada, where growing demand for residential and commercial construction presents new opportunities. Corbell’s investment also brings access to a network of trade partners across the country.

“They have a vision for RWC that very importantly was the same vision Rod and I had,” said Larry. “We were kind of looking at a mountain going, how are we going to climb this? There’s a need. We’re both relatively young and we still have fire in the belly.”

Together, RWC Systems and Corbell are aligned in a shared vision to become the most distinctive and efficient commercial wall and ceiling company in all of Canada. RWC stated that the partnership ensures continuity for existing clients while unlocking new potential to deliver on a larger scale, without compromising the quality and service RWC is known for.

“We built a legacy and the most important part of it too is that Corbell recognizes that and they just want to build on that,” said Larry. “So, how we go about expanding Eastern Canada, we haven’t quite figured out yet, but we will.”

Key Takeaways:

• The Act aims to reduce housing costs and accelerate construction by standardizing and simplifying development charges, building standards, and approval processes across Ontario’s 444 municipalities—addressing long-standing delays and inconsistencies
• Ontario is injecting an additional $400 million into the Housing-Enabling Water Systems Fund (HEWSF) and the Municipal Housing Infrastructure Fund (MHIP), bringing the total to nearly $2.3 billion over four years, to support housing-related water and infrastructure projects that enable the construction of hundreds of thousands of new homes.
• The legislation reflects extensive consultations with municipalities and industry stakeholders like the Ontario Home Builders’ Association, which applauds the focus on reducing development charges and permitting delays—two major contributors to high housing costs in Ontario.

The Whole Story:

Ontario is introducing the Protect Ontario by Building Faster and Smarter Act, 2025 to help speed up the construction of new homes and infrastructure, including by streamlining development processes and reducing costs in close partnership with municipalities.

The province is also increasing its investment in housing-enabling infrastructure by adding $400 million in immediate funding to the Housing-Enabling Water Systems Fund (HEWSF) and Municipal Housing Infrastructure Fund (MHIP) for a total of nearly $2.3 billion over four years across the HEWSF and the MHIP.

“We are taking bold action to protect Ontario in the face of economic uncertainty by speeding up construction so we can lower housing costs and keep workers on the job,” said Rob Flack, Minister of Municipal Affairs and Housing. “The legislation we’re tabling today responds to recommendations and requests from municipal leaders, and will help build the homes and infrastructure Ontario needs.”

The Protect Ontario by Building Faster and Smarter Act, 2025, if passed, and related actions would:

• Spur new construction by simplifying and standardizing development charges based on measures that were developed in consultation with municipalities, including measures that some municipalities have already implemented.
   
• Remove barriers for Canadian manufacturers who want to introduce innovative materials, systems and building designs that could reduce construction costs and expedite projects.
   
• Streamline and improve planning and delivery for transit-oriented communities, creating more jobs and housing options near transit.
   
• Reduce costs and speed up project approvals with consistent building construction standards across Ontario municipalities.
   
• Significantly speed up getting shovels in the ground to build major transit projects by extending measures in the Building Transit Faster Act, 2020 to all provincial transit projects.
   
• Simplify, streamline and bring consistency and transparency to development applications, land use planning approvals, and contents of municipal official plans. These changes would make it easier and faster to build residential, commercial and industrial buildings within and across Ontario’s municipalities.
   
• Ontario’s road building standards can differ across the province’s 444 municipalities, causing unnecessary cost and delays. The province will consult with municipalities and stakeholders by fall 2025 on framework legislation for greater harmonization and clarified governance of municipal standards.

“We are pulling out all the stops to protect and build up Ontario during this time of economic uncertainty,” said Kinga Surma, Minister of Infrastructure. “Our expanded investments will ensure we can build even more homes, create more jobs and protect the most critical infrastructure that people depend on every day.”

Through HEWSF, the province has already allocated nearly $1.3 billion for water and waste-water infrastructure projects that will enable the construction of approximately 600,000 homes. Ontario has also invested approximately $700 million in MHIP. Combined with the new $400 million ($315 million for HEWSF and $85 million for MHIP) this brings the new total investment to nearly $2.3 billion.

“I applaud Premier Ford, Minister Flack, and the Government of Ontario for taking bold and creative action to address the housing crisis,” said Steven Del Duca, Mayor for the City of Vaughan. “The status quo simply isn’t working, and families across Ontario — including mine — deserve to see real change. I want my kids to have the opportunity to own a home in the city where they grew up. In Vaughan, we’re doing our part by reducing development charges by 50 per cent and using every tool available to get more homes built, faster. I welcome the province’s leadership in cutting red tape, standardizing approvals, and building a more efficient, affordable future for all Ontarians.”

Through the Building Faster Fund, the government has also provided municipalities with $286.8 million for community and housing-enabling infrastructure last year, along with $120 million dedicated for small, rural and Northern municipalities without housing targets which is being delivered through the HEWSF and MHIP. This is in addition to the $1 billion in flexible loans for housing-enabling water infrastructure projects available to municipalities through the Infrastructure Ontario Loan Program.

“I’m grateful for the province’s leadership in introducing these much-needed measures to address the housing crisis,” said Carolyn Parrish, Mayor for the City of Mississauga. “Municipalities cannot tackle this challenge alone — we need support like this to cut red tape, streamline approvals, and create the conditions for faster, more affordable housing development. Mississauga’s Housing Task Force has demonstrated that bold reforms and innovative policies can drive real progress, and these provincial measures will encourage cities across Ontario to accelerate their own housing initiatives. This kind of collaboration across all levels of government is critical to meeting the urgent housing needs of our residents and building a more sustainable future for residents all over Ontario.”

The Ontario Home Builders’ Association (OHBA) responded to the announcement, say they were optimistic about the legislation. The group noted that it targets two of the most significant drivers of high housing costs: development charges and permitting and approval delays. Builders across Ontario have long advocated for action on these barriers, which in many cases add hundreds of thousands of dollars to the cost of a new home.

The bill comes after months of consultation with OHBA representatives and other industry experts who
shared data-driven evidence on the impact of development charges and delays.

“I’m very pleased by the level of engagement and representation from industry that was part of this process,” said Andison. “We need all hands on deck to tackle the housing crisis, and I’m happy to know that Minister Flack understands that and sees value in having industry be part of the conversation. This legislation is a strong step towards boosting supply, restoring affordability, and protecting jobs in the residential construction sector.”

In particular, the bill aims to stimulate new home construction by implementing policies developed with municipalities to standardize development charges. Currently, government fees and taxes account for roughly 30-35% of the cost of a new home, making the government at different levels the biggest financial beneficiary of a new home purchase.

Development charges account for about half of that cost and have increased dramatically over the last decade. The Greater Toronto Area has the highest development charges in North America, which have risen 176% since 2011, continuing to rise while we face the worst housing crisis the province has ever seen. Builders have long called for provincial action to reduce them

The bill also looks to streamline the permitting and approval process for new developments by bringing consistency to a process that varies across the 444 municipalities in Ontario. This includes standardizing how local roads are designed and built to speed up construction and reduce costs for builders and home buyers. Like development charges, delays at the municipal level have a tangible impact on house prices, adding thousands of dollars per day to project costs.

“Ontario’s current housing framework is failing to meet the needs of average households, with homeownership increasingly out of reach and younger generations leaving the Greater Toronto Area in search of attainable living options,” said Kirstin Jensen, Vice President of Policy, Advocacy, and Relationships at OHBA. “The legislative package introduced by Minister Flack represents a strong and necessary advancement toward restoring attainable housing in the province. Continued leadership of this nature—anchored in evidence-based policy and strong government-industry collaboration—will be critical to meaningfully addressing Ontario’s housing supply and affordability challenges.”