The province has approved construction of the first of four SMRs at the Darlington site, marking a historic milestone as the first SMR project in a G7 country. Once complete, the four reactors will generate enough clean electricity to power 1.2 million homes.
The SMR project is expected to create up to 18,000 Canadian jobs and contribute $38.5 billion to Canada’s GDP over 65 years, with 80% of project spending targeted for Ontario-based companies.
With Ontario’s electricity demand projected to rise by at least 75% by 2050, SMRs are being positioned as a low-emissions, reliable baseload solution to bridge the anticipated power gap and support long-term energy security.
The Whole Story:
Ontario is set to make history with the launch of Canada’s—and the G7’s—first small modular reactor (SMR), as the province moves aggressively to secure its energy future and meet a projected 75% surge in electricity demand by 2050.
The full project scope includes the construction of four small modular reactors (SMRs) at the Darlington nuclear site.
Once complete, this SMR will be the first of its kind in the G7, producing enough electricity to power the equivalent of 300,000 homes, supporting thousands of good-paying jobs across the province and helping secure Ontario’s energy supply for decades to come.
The construction of the four units will support the government’s plan to protect Ontario’s workers and economy by creating up to 18,000 Canadian jobs and injecting $500 million on average annually into Ontario’s economy. The construction, operation and maintenance of the four units are expected to add $38.5 billion to Canada’s GDP over the next 65 years. Officials say they are working with OPG to ensure that 80% of project spending goes to Ontario companies and that construction and operations will protect Ontario workers and jobs by sustaining an estimated 3,700 highly-skilled, good-paying jobs for the next 65 years.
“This is a historic day for Canada as we start construction on the first small modular reactor in the G7, creating 18,000 jobs for Canadians,” said Stephen Lecce, Minister of Energy and Mines. “This nation-building project being built right here in Ontario will be led by Canadian workers using Canadian steel, concrete and materials to help deliver the extraordinary amount of reliable and clean power we will need to deliver on our ambitious plan to protect Ontario and unleash our economy.”
The BWRX-300 is a small-scale nuclear reactor that uses commercially available uranium to generate power. The four SMRs will be vital to powering new homes, historic investments to build Ontario and fuel a thriving economy. Once complete, they will produce 1,200 megawatts (MW) of electricity, enough to power the equivalent of 1.2 million homes, to help bridge a power gap that could emerge in the early 2030s in the absence of net-new baseload power sources added to the grid.
More than eighty Ontario companies have already signed agreements with OPG to deliver this first-of-a-kind project, establishing themselves as leaders in the growing domestic and global markets for new nuclear technologies. The government has also negotiated additional commitments from GE Hitachi that will create jobs in Ontario, that will soon be unveiled.
Ontario’s Independent Electricity System Operator (IESO) concluded that the Darlington New Nuclear Project is the best option to meet growing demand in terms of costs and risks, when compared against non-emitting generation alternatives. This, combined with OPG’s track-record on the Darlington Refurbishment Project, factored into the government’s decision to support the Darlington New Nuclear Project.
Within Canada, the Ontario government and OPG are collaborating with power companies in Alberta, Saskatchewan and New Brunswick as they work towards the deployment of SMRs in their jurisdictions. Around the world, the government has helped secure job-creating agreements that deploy Made-In-Ontario components to build SMR’s for the world.
Key Takeaways:
Alberta’s government is investing over $141 million into Alberta Hospital Edmonton (AHE) to support infrastructure upgrades, new facility construction, and demolition of outdated buildings, aiming to expand and modernize mental health and addiction services.
The funding includes $38 million for the 75-bed Edmonton Recovery Community (opening 2027) and over $90 million for the 150-bed Northern Alberta Compassionate Intervention Centre (opening 2029), both focused on long-term addiction treatment and intensive intervention care.
The project will increase Edmonton’s addiction treatment capacity by 225 beds while maintaining AHE’s existing 460 treatment beds, ensuring continuous care during construction and future improvements in service delivery.
The Whole Story:
Alberta’s government is putting forward more than $141 million for new construction and facility improvements at Alberta Hospital Edmonton.
The capital funding will go towards site improvements and new infrastructure at the Alberta Hospital Edmonton (AHE) campus. AHE has been delivering mental health services for more than 100 years, first opening its doors in 1923.
“Alberta Hospital Edmonton has provided psychiatric care to Albertans for more than 100 years,” said Dan Williams, Minister of Mental Health and Addiction. “Adding new addiction treatment facilities to the campus is a step forward in building mental health and addiction system capacity. This investment will ensure Alberta Hospital Edmonton is helping Albertans pursue recovery for years to come.”
The capital funding will support upgrades for campus infrastructure, unit renovations and demolition of vacated buildings at Alberta Hospital Edmonton. This investment will also support building the Edmonton Recovery Community and the Northern Alberta Compassionate Intervention Centre on the AHE campus. Overall, the capital investment will help maintain important hospital infrastructure for the existing 460 treatment beds and outpatient psychiatric services while also increasing addiction treatment capacity within Edmonton by 225 beds.
Construction of both the Edmonton Recovery Community and the Northern Alberta Compassionate Intervention Centre is expected to begin in 2026.
“For many years, the Alberta Hospital Edmonton has played an important role supporting Albertans with complex mental health issues,” said Martin Long, Minister of Infrastructure. “We are proud to support a modernization project that will not only enhance this facility but also ensure that the most advanced and effective care is available for those in need.”
Edmonton Recovery Community
A capital investment of $38 million will go towards building the Edmonton Recovery Community, which is expected to be complete by the end of 2027. The 75-bed facility will provide residents with holistic, long-term addiction treatment for up to one year.
Recovery communities focus on mental health and well-being, individual and group therapy, development of healthy habits and social skills, employment training and other supports that put residents on a pathway to success. The goal is for every participant to leave the program not only drug free, but as healthy members of society with strong connections to the community.
Northern Alberta Compassionate Intervention Centre
More than $90 million in capital funding will go towards building the Northern Alberta Compassionate Intervention Centre, which is expected to be completed in 2029. This new 150-bed centre will provide patients with access to a full spectrum of mental health and addiction supports to address their complex health needs. The centre will include spaces for intake assessments, medically supported detox, counselling, individual and group therapy and more for those receiving care under the proposed Compassionate Intervention Act.
As part of the public health care system in Alberta, the Northern Alberta Compassionate Intervention Centre will be operated by Recovery Alberta and provide intensive treatment to patients under a secure compassionate intervention care plan. The goal is to provide stabilization, assessment and treatment so Albertans can successfully transition to community supports, such as a recovery community or psychiatric treatment, to continue their recovery journey.
Alberta Hospital Edmonton revitalization
More than $13 million in capital maintenance and renewal funding will go towards updating the AHE campus infrastructure, including various mechanical upgrades, water main repairs, boiler repairs, roof replacements and unit renovations (building 8). Two vacant buildings, building 1 and building 11, will be demolished along with the water tower. Planning for the demolition of three more vacant buildings (buildings 2, 5 and 7) is also underway.
Since 1923, AHE has played an important role in caring for those with complex mental health needs. Today, the hospital continues to provide both inpatient and outpatient psychiatric care to Albertans. This includes 460 treatment beds for forensic psychiatric care, adult psychiatric care and the Protection of Children Abusing Drugs program. Treatment beds for youth under mandatory treatment orders will eventually move to the Northern Alberta Youth Recovery Centre upon completion, which will create more treatment space for adult care at AHE.
Patient care at AHE will not be impacted by the construction of the new buildings or the demolition of the vacant buildings.
Key facts:
Alberta Hospital Edmonton opened in 1923 following the First World War, and was primarily focused on treating veterans with what is now known as post-traumatic stress disorder.
AHE has a strong history of mental health care with a focus on recovery-oriented care and addressing substance use challenges.
In the 1970s and 80s, Alberta Hospital Edmonton was the province’s largest psychiatric treatment facility with about 650 treatment beds.
Building 1 was the first dormitory on the hospital campus and contained the Highwood School until closing in 2006; building 11 was known as the Cottonwood building.
Key Takeaways:
The Ontario government is expanding its Skills Development Fund (SDF) by nearly $1 billion over three years—bringing the total investment to $2.5 billion—to train and reskill workers, particularly those impacted by U.S. tariffs and economic uncertainty.
The funding includes $705 million for the SDF Training Stream to provide hands-on training in key sectors like manufacturing and health care, and $150 million for the SDF Capital Stream to build and upgrade training facilities.
This investment is part of a broader strategy to strengthen Ontario’s economic resilience, support job security, and maintain the province’s competitive edge by investing in its skilled workforce amidst global challenges.
The Whole Story:
As its latest response to U.S. tariffs and economic uncertainty, the Ontario provincial government is expanding its Skills Development Fund (SDF) by nearly $1 billion over the next three years, for a total of $2.5 billion. This funding will help train and reskill Ontario workers, including those directly impacted by layoffs resulting from tariffs.
“We’re already seeing the impact of President Trump’s tariffs and the economic uncertainty he has created on Ontario workers,” said Premier Doug Ford. “My message to these workers and their families is clear: We’ll always have your backs. Today’s announcement of a further $1 billion in SDF funding is just the latest step in our plan to protect Ontario by investing in workers and making sure they have the support they need to succeed, no matter what comes our way.”
To help Ontario workers gain in-demand skills and practical hands-on experience, the government is expanding the Skills Development Fund by $955 million over three years starting in 2025–26.
This includes $705 million in new funding through the upcoming 2025 Ontario Budget to train more workers through the SDF Training Stream, building on the additional $100 million announced in January 2025. These funds will support more projects that will help build Ontario and protect workers and jobs in industries expected to face pressures from U.S. tariffs, including manufacturing and health care.
Through the upcoming 2025 Ontario Budget, the government is also providing $150 million over three years starting in 2025–26 to support increased demand in the SDF Capital Stream. This investment will help more organizations build, expand and retrofit their training facilities to deliver better training programs and help more workers get better jobs and bigger paycheques.
“Ontario’s prosperity is built with the hands of skilled workers,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “Through the Skills Development Fund, our government is making historic investments in the training, tools and supports that workers need to succeed. Ontario’s greatest competitive advantage is our highly skilled, world-class workers and today’s investment strengthens their paycheques and ensures Ontario remains strong in the face of global uncertainty.”
These new investments through the Skills Development Fund brings the total SDF funding commitment to $2.5 billion, continuing to demonstrate the government’s support for major industries and sectors while training the workers needed to build and strengthen Ontario’s economy.
“Our government has a plan to protect and support the training of the province’s highly skilled and world class workforce against U.S.-imposed tariffs and for generations to come,” said Peter Bethlenfalvy, Minister of Finance. “Our government continues to demonstrate our commitment to invest in our greatest resource, our workers. With these investments through the Skills Development Fund streams, we are taking bold actions to support our workers and businesses, while ensuring the economic prosperity of the province.”
More information about the government’s plan will be included in the 2025 Ontario Budget, to be released on May 15, 2025.
Key Takeaways:
The province, in partnership with BC Hydro, is implementing a major clean-energy strategy that includes acquiring up to 5,000 gigawatt-hours of renewable power annually, developing firm electricity capacity, and advancing electrification across sectors to reduce reliance on fossil fuels.
The plan emphasizes collaboration with First Nations and investment in made-in-B.C. clean-energy technologies, including $12 million in funding to support innovation and create sustainable jobs, while expanding First Nations ownership in new renewable projects.
Alongside a $36-billion 10-year infrastructure plan, the strategy includes measures to streamline grid access for new developments, maintain stable electricity rates, and promote energy efficiency for homes and businesses to ensure affordability and support economic growth.
The Whole Story:
The Province, in partnership with BC Hydro, is launching an ambitious plan to harness clean electricity for economic growth.
“With this work, we are securing our energy and our economy for the future by expanding one of our greatest assets: abundant clean electricity,” said Premier David Eby. “We are boosting our clean-energy supply, powering our growing communities and industries, and creating thousands of family-supporting jobs – all while advancing reconciliation and reducing pollution. Perhaps most importantly, this will help build a strong foundation for our province and our country at a time of external threats to our sovereignty and prosperity.”
The Clean Power Action Plan aims to leverage B.C.’s clean-electricity advantage. With five transformative initiatives, the plan aims to accelerate economic growth, while securing long-term energy stability for generations to come:
launching a second call for power to acquire a target of up to 5,000 gigawatt-hours per year of energy from large, clean and renewable projects in partnership with First Nations and independent power producers – enough to power 500,000 new homes. This builds on the success of the 2024 call for power, which resulted in 10 new renewable-energy projects, with First Nations asset ownership between 49% and 51%, capable of powering about 500,000 new homes;
opening up the opportunity to explore B.C.’s power potential through a request for expressions of interest exploring capacity and firm, baseload electricity projects to deliver for peak demand periods and to provide back-up intermittent energy resources;
ushering in an expanded era of energy efficiency by partnering with innovators through a request for expressions of interest to deliver market-ready demand-side management technologies that help people and businesses save energy and money;
investing more than $12 million from the B.C. Innovative Clean Energy (ICE) fund in a targeted three-year call for new, made-in-B.C. clean-energy technologies that will combat climate change and create sustainable jobs; and
streamlining connections to B.C.’s grid to enable new homes and businesses to access clean electricity faster and less expensively.
“Uncertain times demand bold, decisive action, and we need to respond with urgency and with confidence and turn adversity into opportunity,” said Adrian Dix, Minister of Energy and Climate Solutions. “Our commitment to strengthening energy security and building a resilient electricity system will unlock critical economic opportunities, foster innovation, deepen collaboration with First Nations and reaffirm B.C.’s leadership in climate action.”
These initiatives build on actions underway, including setting BC Hydro rate increases at 3.75% for the next two years to provide stable, affordable rates, while enabling significant investments, offering new optional rates to help residential customers save, and implementing BC Hydro’s $36-billion 10-year capital plan to expand and reinforce electricity infrastructure throughout the province.
Beyond driving economic development and ensuring energy security, the Clean Power Action Plan also supports electrification – the transition from fossil fuels to clean electricity in homes, businesses, industry and transportation.
“Through collaboration with government, First Nations, and the clean-energy sector, BC Hydro is making significant investments and seeking new partnerships to secure B.C.’s clean-energy future,” said Chris O’Riley, president and CEO, BC Hydro. “The initiatives in the Clean Power Action Plan will set the stage for an increased renewable, reliable and resilient energy supply to support our growing province in the years ahead. At the same time, we remain committed to affordability by offering customers more ways to save energy and money, while maintaining stable, predictable rates.”
Key Takeaways:
The Quartier Cinq4 project in Prévost, Quebec, is the first known residential development in the province to be entirely led and executed onsite by an all-female team, setting a powerful precedent in a male-dominated industry.
Women such as Roxane Gaudreau-Parent, Anne-Philippe Lemaire, Joanie Paquette, Sophie Ouellet, and Érika Provost are leading roles in the project, exemplifying how women can successfully occupy and excel in supervisory and operational roles traditionally held by men.
While the number of women in Canada’s construction industry has grown—with up to 7% representation in onsite trades in provinces like Alberta—the overall female presence in onsite construction remains low, highlighting the significance and rarity of initiatives like Quartier Cinq4.
The Whole Story:
A residential developent in Quebec is making history with its all-female leadership team.
Équipe Laurence has designed a residential development whose site work in key roles is entirely executed and managed by women, starting with site supervisor Roxane Gaudreau-Parent of Équipe Laurence working on behalf of project promoter Anne-Philippe Lemaire and DUO General Contractor, owned by Joanie Paquette.
“For the first time in the modern history of Quebec’s construction industry, at least, we’re seeing a site run entirely by women. And yet, that’s exactly what’s happening here, with complete efficiency,” said Équipe Laurence’s CEO, Alexandre Latour.
He added that he was greatly impressed and inspired to see a 100% female team playing key roles to perfection in the realization of the Quartier Cinq4 project, in the municipality of Prévost in the Laurentians.
Cinq4 project players Sophie Ouellet (forewoman), Joannie Paquette (general contractor), site supervisor Roxane Gaudreau-Parent from Équipe Laurence, promoter Anne-Philippe Lemaire and Érika Provost (site machine operator) are the only women to manage such a project in Quebec. (CNW Group/Équipe Laurence)
Sophie Ouellet of Sophie Ouellet Excavation and Érika Provost are foremen and shovel operators.
“The proof is in the pudding that a traditionally male profession can be skilfully occupied by women who, in their own original way, have shattered the glass ceiling,” commented Cinq4 project promoters Anne-Philippe Lemaire and Joanie Paquette of DUO Entrepreneur général.
Nestled in Prévost, in the heart of the Laurentians, Le Quartier Cinq4 is an exclusive community of 18 semi-detached homes on Rue du Manse, offering a mix of nature and modernity.
“This women’s project is a testament to the excellence of these young women, who have not only opened up but blazed a new trail in a field still too often perceived as the exclusive preserve of men,” added Équipe Laurence’s president.
In 2023, approximately 217,700 women were employed in Canada’s construction industry. About 29% of these women worked directly in onsite construction roles. However, women still represented only about 5% of the total onsite trades workforce of 1.21 million tradespeople.
By 2024, the number of women employed in construction increased further, with notable growth in onsite participation. For example, in Alberta, 32% of the approximately 39,140 women employed worked onsite, and women made up 7% of the total workforce in 2024.
Other provinces also show varying onsite participation rates for women: Manitoba (49% onsite, 7% of onsite workforce), Saskatchewan (44% onsite, 5% of tradespeople), Quebec (24% onsite, 5% of tradespeople).
Canada’s remote resource and infrastructure projects—whether in the mountains of B.C., the oil sands of Alberta, or the coasts of Newfoundland—depend on reliable, comfortable, and scalable workforce accommodations. A range of specialized companies have emerged to meet this demand, offering everything from floating hotels and modular lodges to full-service catering and facilities management. These providers play a crucial behind-the-scenes role in enabling major developments to proceed in hard-to-reach locations, often under challenging conditions. Below is a look at some of the key players shaping Canada’s workforce camp landscape.
Bridgemans Services Group
Bridgemans, headquartered in North Vancouver, specializes in marine-based workforce accommodations, offering floatel (floating hotel) solutions for remote and coastal projects. Their notable work includes providing accommodation vessels for LNG Canada and other industrial developments along the British Columbia coast. Bridgemans’ approach is often used when land-based camps are not feasible or when proximity to marine job sites is critical. After providing one floatel for Woodfibre LNG, the project is now asking for permission to do another as work ramps up.
ATCO Structures & Logistics
Based in Calgary, Alberta, ATCO has been a long-standing provider of modular buildings and workforce housing in Canada’s remote and industrial sectors. The company has supported major projects such as the Site C Dam, various oil sands developments, and mining operations across the north. ATCO offers end-to-end services including construction, operations, and maintenance of camps, drawing on decades of northern project experience.
Dexterra Group / Horizon North Logistics
Dexterra Group, headquartered in Mississauga, Ontario, owns Horizon North Logistics, a leading provider of turnkey workforce accommodation and modular infrastructure. Horizon North has supported large projects such as LNG Canada, Coastal GasLink, and the Site C Dam. Their services include camp design, catering, housekeeping, and facilities management, and they maintain significant fabrication capacity across Western Canada.
Black Diamond Group
Operating out of Calgary, Alberta, Black Diamond Group delivers modular space solutions and remote lodging for energy, mining, and infrastructure sectors. The company has been involved in supporting the Trans Mountain Pipeline Expansion, LNG Canada, and numerous oil sands developments. Through its BOXX Modular division, Black Diamond also supplies temporary structures and offices in both industrial and urban settings.
Morris Group of Companies
The Morris Group, based in Newfoundland and Labrador, is a regional provider of modular housing and workforce accommodations, particularly focused on Atlantic Canada’s resource and construction sectors. They’ve contributed to offshore oil and gas projects as well as mining and hydro developments in Newfoundland. Their operations span camp management, catering, and housing construction, often with a focus on local labour engagement.
Civeo Corporation
With Canadian operations based out of Calgary, Alberta, and a global headquarters in Houston, Civeo is one of North America’s largest workforce accommodation providers. It operates large lodges across Alberta and British Columbia and has played a key role in projects like LNG Canada, Fort Hills, and the Kearl Oil Sands. Civeo offers integrated services ranging from modular housing to catering and facility maintenance.
LandSea
LandSea Camp Services, based in Squamish, B.C., provides workforce accommodation and catering services across Western Canada, including modular and floating camps. The company has supported major infrastructure and resource projects, such as Woodfibre LNG and FortisBC, and partnered with Indigenous communities on initiatives like the Sqémél Lá:lém housing complex in Hope.
Royal Camp Services
Royal Camp Services Ltd., headquartered in Edmonton, Alberta, provides workforce accommodation and catering services primarily to the energy, mining, and construction sectors. With decades of experience in remote camp operations, Royal Camp has supported major industrial projects across Western Canada, including oil sands developments in northern Alberta and infrastructure builds in remote regions of British Columbia. The company is known for delivering turnkey camp solutions ranging from temporary lodges to long-term accommodations, often in challenging environments.
Bird Construction / Stack Modular
Stack Modular delivers high-quality workforce accommodations using steel-frame modular construction, ideal for remote or challenging environments. With over 750,000 square feet of global manufacturing space, they’ve completed major projects like the 4,500-person Cedar Valley Lodge for LNG Canada and the Aqsarniit Hotel in Nunavut. Their end-to-end process—from design to installation—minimizes on-site labor and accelerates timelines. Through a strategic partnership with Bird Construction, Stack offers scalable, durable housing for sectors such as energy, mining, and infrastructure.
Freeport Industries
Freeport Industries, based in West Kelowna, delivers tailored modular solutions for workforce accommodations across Western Canada. With over 20 years of experience, they specialize in rapid-deployment housing built in a controlled environment to ensure consistency, quality, and shorter timelines—ideal for remote or resource-driven industries. Their modular units are designed for durability, energy efficiency, and comfort, supporting sectors like mining, construction, and energy. Freeport’s flexibility in design and commitment to client needs make them a trusted provider of scalable workforce housing in challenging or high-demand regions.
Key Takeaways:
Northstar Clean Technologies successfully completed Milestone 2 for its Empower Calgary Facility under its agreement with Emissions Reduction Alberta (ERA), triggering a $3.9 million milestone payment. This brings total ERA funding received to $5.2 million, with $1.9 million remaining contingent on future milestones.
All major equipment has been delivered, installed, and electrified, and construction is considered substantially complete under the Builder’s Lien Act. The company has begun commissioning activities at the Calgary facility, with operations progressing as planned.
By reprocessing discarded asphalt shingles into reusable components, Northstar is reducing landfill waste and supplying sustainable materials to the construction industry.
The Whole Story:
Northstar Clean Technologies Inc. announced that it successfully completed Milestone 2 requirements stipulated in the Emission Reduction Alberta (ERA) contribution agreement and received the resulting milestone payment totaling $3.9 million.
Milestone 2 criteria required Northstar to demonstrate a number of elements with respect to the Empower Environmental Solutions Calgary Facility including:
Completion of all major procurement activities, other than final performance payments to vendors;
All major processing equipment delivered;
All major equipment installed and electrified;
Implementation of the Green House Gas, Measurement and Monitoring Verification plan during construction for tracking during Milestones 3 and 4; and
Substantial completion of construction as defined in the Builder’s Lien Act.
All of these elements have been reviewed and completed as part of the ERA due diligence process to verify completion of Milestone 2.
The resulting $3.9 million funding from ERA brings receipts to date from ERA to $5.2 million. Approximately $1.9 million remains outstanding under the ERA grant, upon attainment of commissioning and operational milestones.
The funding under Milestone 2 materially reimburses Northstar for construction expenditures for the Empower Calgary Facility. Taken together with other funding initiatives, the Empower Calgary Facility has been fully funded and leaves suitable working capital for the Company to advance expansion opportunities in Canada and the United States. Commissioning efforts at the Empower Calgary Facility are well underway and proceeding as planned.
“Our experience with ERA has been nothing short of a great partnership,” commented Aidan Mills, Northstar President & CEO. “We sincerely appreciate the support from ERA as we look to become a leading entity in the waste to value industry. With the ERA support, construction completion represents a significant milestone at our Calgary facility. All our partners can take pride in creating a new industry that enhances the economy, creates employment opportunities, and importantly delivers environmental benefits in a circular economy.”
Northstar is a Canadian clean technology company focused on the sustainable recovery and reprocessing of asphalt shingles. Northstar developed and owns a proprietary design process for taking discarded asphalt shingles, otherwise destined for already over-crowded landfills, and extracts the liquid asphalt for use in new hot mix asphalt shingle manufacturing and asphalt flat roof systems while also extracting aggregate and fiber for use in construction products and other industrial applications.
“The real demonstration of successful investments comes when the projects we fund are commercialized and deployed in the market,” stated Justin Reimer, CEO Emissions Reduction Alberta. “We are excited for Northstar’s completion of the major construction elements of their project and the opportunity to reduce environmental impacts through the reprocessing of waste asphalt shingles. They are not only diverting waste from landfills, but also providing the construction industry with clean, sustainable processing solutions.”
Focused on the circular economy, Northstar plans to reprocess used or defective asphalt shingle waste back into its three primary components for reuse/resale with its first commercial scale up facility in Calgary, Alberta. As an emerging innovator in sustainable processing, Northstar’s mission aims at leading the recovery and reprocessing of asphalt shingles in North America that would otherwise be sent to landfill addressing numerous stakeholder objectives.
Key Takeaways:
Woodfibre LNG plans to add a second floatel to its project site near Squamish, B.C., creating over 900 new skilled trades jobs and accelerating the construction timeline for what will be the world’s first net zero LNG export facility.
The second floatel, like the existing MV Isabelle X, will house non-local workers on-site to reduce strain on local housing, traffic, and services, and will undergo a full regulatory review, including approvals from the provincial government and Squamish Nation.
Vancouver-based Bridgemans Services Group, which provided the first floatel, will also retrofit and operate the second one, ensuring alignment with the project’s net zero goals and commitments made through extensive community and environmental consultation.
The Whole Story:
Woodfibre LNG announced it will submit an application to regulatory agencies to add a second workplace accommodation floatel at the Woodfibre LNG project site. The application will seek regulatory approval to moor a second floatel adjacent to the current floatel, the MV Isabelle X, to add approximately 900 skilled trades jobs to the construction project. Once complete, the Woodfibre LNG facility will produce approximately 2.1 million tonnes of LNG per year during operations.
“It is clear that Canada is looking to diversify its energy markets, and when complete, Woodfibre LNG will do exactly that by making more Canadian LNG available to Asian markets,” said Luke Schauerte, CEO of Woodfibre LNG, “If approved, the addition of a second floatel creates more than 900 new jobs and allows Woodfibre LNG to answer the call to advance and diversify Canadian energy exports, provide more employment opportunities sooner and accelerate construction of the world’s first net zero LNG export facility.”
The MV Isabelle X is moored at the Woodfibre LNG project site located 7 kilometres outside of the community of Squamish.
The requirement to house the project’s non-local construction workforce on the floatel was established through an amendment to the project’s Environmental Assessment Certificate approved by the provincial government on November 1, 2023. Subsequently, on December 4, 2023, Skwxwú7mesh Úxwumixw (Squamish Nation) approved an amendment to the Squamish Nation Environmental Assessment Agreement to support the floatel. This second floatel will now undergo the same regulatory review process through multiple levels of regulatory oversight.
The MV Isabelle X has been providing purpose-built live-work accommodation on-site outside of Squamish, minimizing any potential impact to the local housing market, local traffic or additional pressure on civic or health care services.
Woodfibre LNG says it will ensure the equivalent levels of excellence will be met if the second floatel is approved by entering into a contract with the same Canadian company, Bridgemans Services Group, who procured and retrofit the MV Isabelle X.
Vancouver-based Bridgemans has committed that the second floatel will align with the project’s Net Zero mandate and meet a variety of key commitments that the project has made through the years long consultative process, including the need to minimize environmental and community impacts.
“Bridgemans is proud to undertake the retrofit, delivery and operation of a second floatel to the same high standards set by the MV Isabelle X,” said Brian Grange, President of Bridgemans. “As a Vancouver-based Canadian company, it’s an honour to contribute to a project that strengthens Canada’s role in global energy. The MV Isabelle X showcases Canadian innovation and sets a new benchmark for workforce accommodation on the water.”
Key Takeaways:
B.C. has introduced the Infrastructure Projects Act to speed up permitting and approvals for critical infrastructure such as schools, hospitals, and transportation projects, aiming to reduce costly delays and boost job creation.
The legislation empowers the Ministry of Infrastructure to lead project planning, permitting, and procurement, including working with other institutions and using tools like qualified professionals, expedited environmental assessments, and alternative permitting agreements with local governments.
The act allows for designated “provincially significant” projects—public or private—to benefit from streamlined approvals, provided they align with B.C.’s priorities (e.g., food security, critical minerals, disaster recovery) and uphold Indigenous rights under the Declaration on the Rights of Indigenous Peoples Act.
The Whole Story:
B.C. aims to speed up permitting and approvals of critical infrastructure projects through new legislation.
“At a time of uncertainty caused by Donald Trump’s tariffs, it’s more important than ever that we create more good-paying jobs by delivering the critical infrastructure projects people need – faster,” said Premier David Eby. “We are building a record number of new schools, hospitals and major transportation projects across B.C., but too many others face unnecessary and costly delays. This legislation is designed to speed up permitting and approvals to get shovels in the ground more quickly on priority projects.”
The province has tabled the infrastructure projects act to deliver key infrastructure projects. Officials noted that in the past few years, B.C. has welcomed an “extraordinary number of people”, underscoring the need to reduce delays for urgently needed projects.
“We created the Ministry of Infrastructure to streamline delivery of provincial capital projects and ensure faster delivery of cost-effective, high-quality generational investments for people in B.C.,” said Bowinn Ma, Minister of Infrastructure. “This legislation is the next step forward. As we work to deliver projects faster, this gives us the tools to accelerate key projects and help strengthen our province, while maintaining our commitments to advancing reconciliation and protecting the environment.”
If passed, the infrastructure projects act will support the work of the ministry by:
speeding up approvals for priority provincial infrastructure projects, such as schools and hospitals. The act can also help speed up approvals for other projects designated as provincially significant, including those delivered by other partners;
prioritizing and accelerating provincial permitting for provincial and other designated projects, including developing a qualified professionals reliance framework;
allowing an expedited environmental assessment process so designated projects can be reviewed more quickly without compromising B.C.’s high environmental standards;
establishing a framework for alternative permit authorizations, through an agreement-seeking approach with local governments, to get shovels in the ground faster for provincial and other designated projects;
putting the authority of the new ministry into law so it can carry out its roles and responsibilities, such as policy development, project planning and prioritization, land acquisition, and procurement for vertical provincial projects;
enabling the ministry to work with school districts, health authorities and post-secondary institutions to deliver some projects on their behalf. This will allow government to group multiple projects into a single procurement or allow government to purchase project components for multiple projects at a single time; and
working collaboratively with schools, health authorities and post-secondary institutions will ensure projects are delivered efficiently and cost-effectively.
In addition to provincial infrastructure projects, such as schools and hospitals, the legislation could streamline approvals for a limited number of other provincially significant projects that are delivered by other partners, such as Crown corporations, local governments, First Nations, and private proponents.
To be designated as provincially significant, a project would need to create significant economic, social or environmental benefits for people in B.C. and significantly contribute to provincial priorities such as food security, critical mineral supply, replacement of U.S. imports and disaster recovery. Criteria for the designation of projects of provincial significance will be released in the coming weeks.
All designated projects under the legislation will be required to uphold government’s commitment to the Declaration on the Rights of Indigenous Peoples Act.
Key Takeaways:
B.C. has introduced the Renewable Energy Projects (Streamlined Permitting) Act, which, if passed, will make the BC Energy Regulator (BCER) the single authority responsible for permitting renewable energy projects, eliminating the need for multiple agency approvals.
The legislation will prioritize the North Coast Transmission Line and nine wind-power projects from BC Hydro’s 2024 call for power, exempting them from the standard environmental assessment process to speed up development.
The act aims to position B.C. as a global clean-energy leader by accelerating wind and solar projects, supporting economic diversification, and aligning development with environmental standards and First Nations consultation.
The Whole Story:
B.C. wants to fast-track renewable energy projects with new law changes.
The province has introduced the renewable energy projects (streamlined permitting) act to the legislative assembly. If passed, the act will expand the authority of the BC Energy Regulator (BCER) to oversee renewable-energy projects.
“B.C. has a once-in-a-generation opportunity to become a world leader in clean-energy production and we will take every action possible to see that all British Columbians benefit from this opportunity,” said Adrian Dix, Minister of Energy and Climate Solutions. “Renewable energy projects like wind and solar are urgently needed to provide affordable clean power, create jobs, and strengthen and diversify our economy, especially during this period of global market uncertainty.”
If approved, these changes will establish the BCER as the primary permitting agency for renewable-energy projects and transmission lines. Officials say the legislation will help simplify the approvals process for these projects, eliminating the need for cross-ministry and agency permitting, by establishing the BCER as the single window for permitting in accordance with strict environmental standards. This will be completed in a staged approach through regulation.
The BCER’s initial focus will be on the North Coast Transmission Line (NCTL) project and the wind- and solar-power projects in BC Hydro’s 2024 call for power. This will help accelerate the expansion of British Columbia’s electricity grid and meet the demand in growth arising from critical-mineral and metal mining, port electrification, hydrogen and fuel processing, and shipping projects under consideration.
The proposed legislation would also:
exempt the NCTL project and the nine wind projects selected in the 2024 call for power from the environmental assessment processes and allow government to do the same for other wind-power projects in the future; and
enable the BCER to establish a new rigorous regulatory framework for renewable-energy projects through consultation with First Nations, ensuring that environmental standards are upheld.
“The BC Energy Regulator is pleased to see the introduction of this legislation and has been engaging with ministries and others to prepare for this expanded mandate that will include permitting processes and engagement functions,” said Michelle Carr, CEO and commissioner, BC Energy Regulator. “Our staff are working across seven regional offices to ensure energy activities are carried out safely, responsibly and in alignment with provincial goals and BCER’s vision for a resilient energy future.”
In 1975, dozens of independent contractors convened on Terra Nova Motor Inn in Trail, B.C.
Despite some protestors who had gathered outside, the attendees were on a mission: to give a voice to free enterprise and have a fair shot at government tendered work—a near impossibility at the time for non-union businesses – no special deals or favors, just an opportunity to bid on projects.
“This is the start of one of the most powerful organizations ever to be organized in the province of British Columbia,” said Phil Gaglardi, a former Minister of Highways and the gathering’s keynote speaker, to those assembled.
His words proved to be visionary.
Last month, nearly 50 years to the day later, the Independent Contractors and Businesses Association (ICBA) gathered once again. This time, it was at JW Marriott Parq in downtown Vancouver. This time there were more than 1,000 people gathered to reflect on the past and hear from not one, but two NFL players with Super Bowl rings.
And on ICBA’s board of directors now sits Josh Gaglardi, the founder of Orion Construction, one of Canada’s fastest growing companies of any kind – the grandson of Flyin’ Phil, who made that bold prediction about ICBA 50 years ago.
ICBA recaps 50 years.
“In our name, we take the word ‘independent’ very seriously. Not once in our 50-year history has ICBA ever gone to any level of government and asked for money,” said ICBA’s current (and only the third) CEO and President, Chris Gardner, addressing the crowd to a wave of applause. “Every ICBA program, every ICBA service, is self-funded, because we take seriously the values of our founders and our members: self-reliance, independence, ingenuity, and good old-fashioned hard work.”
That same night, ICBA was informed it had been named North American Trade Association of the year for a record fourth time. But beyond the bright lights, celebrities and accolades, the group has never forgotten the values borne out of that Trail meeting. And that’s made all the difference.
They have rallied the business community in B.C. and expanded into Alberta. ICBA is the voice of open shop contractors who make up 85% of the construction sector, and boasts more than 4,500 member and client companies making it the largest construction association in Canada.
Why has it worked so well? For Gardner, the answer is simple. In everything it does, ICBA seeks relevancy and acts with purpose.
“If we are not relevant, our membership will not grow,” said Gradner. “If we don’t act with purpose and provide real value, our membership will not grow.”
To achieve this, ICBA focuses its member service and programing in three areas:
A group health, dental and retirement benefits business that serves more than 300,000 people across Canada.
Training and workforce development programs that assist more than 6,000 people each year.
Award winning public policy advocacy work and campaigns that are unlike anything else in the industry, due to ICBA’s willingness to voice the concerns of its members in a more pointed and assertive fashion than its peers or other business associations.
ICBA is constantly adapting to maintain relevancy and purpose. For example, during the COVID-19 global pandemic, when it began to see a rise in mental health related claims and heard stories of member companies suffering mental-health related tragedies in their workforces, they acted. The result was a comprehensive, award-winning wellness plan to care for workers and normalize mental health conversations.
The vast majority of members are small or medium-sized businesses with 25 employees or less. The group gears much of its services towards them and works to keep membership fees low.
“We are their voice,” said Gardner. “They are focused on building their business, on winning work and training people – it’s our job to take up their cause with government regulators, at City Hall, provincially, federally and with regulatory entities.”
There is a simple reason the ICBA still has many ties to the same companies and families that gathered at the Terra Nova in 1975 – ICBA remains grounded in the values of its founders.
“The purpose, vision and values of our founders are still embedded in everything we do. And the search for relevance, based on that purpose, is why we continue to grow,” he said.
Gardner believes that the ICBA’s approach is needed now more than ever. The past decade has seen unprecedented demand for construction, yet the shortage of people, the enormous amount of red tape and regulation, and the painfully slow project approval and permitting processes have put pressure on profit margins like never before.
“Contractors and businesses are working harder, but making less,” said Gardner, who noted that Canada’s anti-business policies are making it difficult to address what he believes is one of the central challenges of our time: building more—housing, infrastructure, hospitals, schools—building faster and building in a way that is affordable.
It hasn’t been a straight line. Looking back over the past 50 years, Gardner said it can seem like it was all a matter of fact, a natural course, and an expected outcome that was easy.
“There were many times it could have turned out differently, were it not for the fundamental belief in our mission,” he said. “Losing sight of your vision and the values that underpin it is a recipe for failure.”
Looking to the future, the group has plans to continue growing in B.C. and Alberta. But this will never come at the cost of its values.
“We are committed to growing in a way that would make our founders proud – with purpose and conviction and staying relevant to the skilled men and women in construction, the innovators, the entrepreneurs, and the contractors,” said Gardner.
