Author: Russell Hixson

Key Takeaways:

• A 19-kilometer tramway network with 29 stations is planned for Quebec City, connecting key areas like Parliament Hill and Université Laval. The $7.6 billion project aims to improve transit quality, reduce travel times, and boost economic growth through increased productivity, real estate development, and job creation.
• Construction is scheduled to begin in summer 2027, with the tramway opening to the public in 2033. The project is part of the broader CITÉ Plan, which envisions 100 kilometers of transit corridors and significant housing and employment opportunities.
• CDPQ Infra has issued a procurement notice to ensure fair and transparent participation of local and international companies, with progressive design-build (PDB) as the project delivery model. An information session will be held on February 19, 2025, in Quebec City.

The Whole Story:

CDPQ Infra has announced the publication of a procurement notice as part of the TramCité project to enable the industry to properly prepare for the various phases of the procurement processes of the major project.

The TramCité project is a modern tramway initiative planned for Quebec City, featuring a 19-kilometer network with 29 stations that will connect key areas such as Le Gendre, Sainte-Foy, Université Laval, Parliament Hill, Saint-Roch, and Charlesbourg.

With an estimated cost of $7.6 billion, construction is scheduled to begin in summer 2027, with the tramway expected to open to the public in 2033. The project aims to enhance public transit quality in busy areas, reduce travel times, optimize traffic flow, and stimulate real estate development, ultimately boosting productivity and employment in the region.

It is anticipated to generate significant economic benefits during its construction phase. TramCité is part of the larger CITÉ Plan, which envisions creating 100 kilometers of public transit corridors in three phases and is expected to facilitate the development of over 15,000 housing units along its route while creating approximately 4,000 direct and indirect jobs over at least five years.

CDPQ Infra invites local and international companies to learn about the procurement processes for this project, which will be developed in progressive design-build (PDB) mode. Construction shall begin in 2027, with commissioning in 2033.

Procurement process governance and requirements will comply with industry best practices and with CDPQ Infra’s procurement policies in order to ensure fair, transparent and impartial treatment of all stakeholders. An information session will be held in Québec City on February 19, 2025 from 10:00 a.m. to 12:00 p.m.

For more information on the TramCité project and to read the procurement notice, visit CDPQ Infra’s website at this link.

*December People Moves is brought to you by the 25 Innovators in Construction program. Meet this year’s winners at our awards celebration on Feb. 6. Get 30% tickets to the event by using promo code PEOPLEMOVES at 25innovators.com.

Trevor Tetzlaff has started a new position as Director of Sales, Positioning Construction at Brandt Group of Companies. He has over 20 years of experience in product and business development, sales, and senior leadership within the heavy equipment industry.

Joshua Gaglardi, president of Orion Construction, has been named Business Person of the Year at the 26th Annual Surrey Business Excellence Awards.

Bruce Gordichuk has parted ways with Tahltan Nation Development Corporation after service as its president since January. 

 I am very proud of the sucess achieved while employed with TNDC. I was exposed to an incredible team that proved they can move dirt. I shared time with the most influential leaders and also befriended the most inspiring Tahltan’s who are just fantastic human beings. I see my time with TNDC as a privildge.

Bruce Gordichuk, former president, TNDC

Brett Armstrong is starting a new position as Principal, Managing Director at Avison Young in Vancouver. Armstrong will focus on executing on the firm’s core strategic business plan, with emphasis on business development and increasing market share throughout the city and province.

Seán Feighery has been promoted to Senior Principal at Taylor Ryan Executive Search Partners.

Jeff Larsen has joined Gorman Group as Chief Operating Officer. He has more than 35 years of industry experience.

Andrew Stiffman has been appointed Kalesnikoff’s first ever Vice President, Construction Services. Stiffman will be responsible for leading the lifecycle of all projects from initial discussions, planning and contracts with clients to ensuring the successful delivery and completion of projects.

Andreas Kaufmann has been promoted to Chief Marketing Officer at Phantom Screens. Previously Kaufmann worked as Nice President of Marketing. Andreas will oversee marketing and product management for both Phantom Screens and Rolltec Rolling Systems. 

Ryan Beedie, President of Beedie, has been inducted into the the Canadian Business Hall of Fame. This recognition celebrates Canada’s visionary business leaders for their lifetime achievements and contributions to leadership, community engagement, philanthropy, and global impact.

Angela Clayton is interim President and CEO at Infrastructure Ontario following the departure of Michael Lindsay. Clayton assumes the role with more than 20 years’ experience in the infrastructure sector. Most recently, she has served as IO’s president of project delivery after taking over that role in 2021.

Vanessa Werden, a partner with Jenkins Marzban Logan LLP, is now Chair of the BC Road Builders & Heavy Construction Association. Werden previously served as the board’s Vice Chair. During that time she helped form the group’s Women in Road Building Committee.

Mark Podlasly has been named CEO of the First Nations Major Projects Coalition. As co-founder, Podlasly has been integral to the FNMPC’s development since its inception, shaping and implementing our vision, priorities, and strategies. Notably, he has been instrumental in establishing the flagship event, the FNMPC’s Annual Conference and the group’s policy and thought leadership.

Franklin Playter and Dennis Kuschminder are celebrating 25 years with Chandos construction. In 1999, the company had only 130 employees and had completed 62 projects. They joined the company’s only office in Edmonton. Since then they have been involved in over 150 projects and become leaders within the organization.

Nicole Borque-Bouchier, CEO and co-owner of Bouchier Group, and Dave Tuccaro, founder and CEO of Tuccaro Group, have been awarded the Order of Canada. Bourque-Bouchier is a member of the Mikisew Cree First Nation and a prominent business leader in her community. As the CEO and co-owner of one of western Canada’s top employers, she has advanced the role of women in business and is at the forefront of Indigenous economic development in Alberta. Tuccaro actively elevates Indigenous business and contributes to the economic growth of the Regional Municipality of Wood Buffalo. A generous philanthropist, he supports and guides numerous community initiatives.

Michael Parker, vice president of Jancon, has been appointed Chair of the Gold Seal Committee. Parker joined the Committee in 2023 and has been a strong advocate for Gold Seal since obtaining his GSC in 2010. He has also chaired other committees in previous roles, such as the CaGBC Toronto Chapter.

Chris Cooper is taking over the top spot at one of Canada’s biggest projets ever. On April 1, 2025 he will succeed Jason Klein as CEO of Shell-led LNG Canada. Cooper brings over 35 years of experience in the energy sector. Since joining Shell in 1998, Chris has accrued extensive expertise from his leadership roles in Upstream, Downstream and LNG businesses around the world, spanning complex challenges in projects, assets, commercial and stakeholder relationship areas. 

I’m pleased to continue the journey with all those involved in and around the LNG Canada investment. Together, we are setting the benchmark for economically, environmentally and socially responsible large scale LNG production in Canada and creating a positive and lasting legacy with First Nations, the local community and for British Columbia and Canada

Chris Cooper, incoming LNG Canada CEO

Former housing minister Sean Fraser announced he will be leaving cabinet and not seeking re-election to spend more time with his family. Fraser joined the cabinet in 2023. Fraser’s mandate included accelerating homebuilding efforts, with ambitious targets set to construct nearly 3.9 million homes by 2031. 

Murray Goodman is joining Shindico as its Senior Vice President, Industrial & Investment. With over 20 years of commercial real estate experience, Goodman specializes in negotiation, property valuation, investment sales, leasing, and development. 

Elise Meakin has been promoted to Senior Project Manager at MAKE Projects. MAKE stated that Meakin has worked on a variety of impactful projects in recent years, including the Seabus Refurbishment, multiple feasibility studies for Vancouver Coastal Health, Montrose, Smith Campus, and electrical upgrades at BC Children’s and Women’s Hospital.

Lylle Kephart is joining The Fastener Group as President and CEO starting on Jan. 2. Kephart spent 20 years with Acklands-Grainger, where he rose to the position of Senior Director. He also worked as Vice President of The Master Group where he was responsible for post-acquisition integration and strategic initiatives. 

Tyrone Gan, P.Eng., has been awarded the William G. Ross Lifetime Achievement Award from the Canadian Urban Transit Association (CUTA). Gan, a Senior Vice President with HDR, has more than 40 years’ experience in transportation planning. The William G. Ross award, named after CUTA’s first president, recognizes individuals who have made exceptional contributions to the public-transit industry in Canada for at least 25 years. As this year’s recipient, Gan is also inducted into CUTA’s Hall of Fame.

Anahita Jami has been promoted to ESG Director at CIMA+. Her previous role was senior sustainability advisor to the environment. Jami has worked for IKCo, Renault, s2e Technologies, the Canadian Urban Transit Research & Innovation Consortium (CUTRIC), Sandler Consultancy and CSA Group.

Thomas Rapley has joined global consulting engineering firm Arup as its water business leader for Canada. Rapley has more than 20 years’ experience in municipal infrastructure design and construction spanning Canada, the U.K., Australia and New Zealand, including stints with consulting engineering firms Buro Happold, WSP and, most recently, CIMA+.

Grant MacDonald has been promoted to Director of Projects at Hall Excavation & Shoring. The company noted that MacDonald has been instrumental in its growth, playing a key role in mentoring the next generation of project managers and fostering leadership within the team. They added that his efforts have empowered others to step up and contribute to the continued success of the group.

Dave Donaldson is CarbonCure’s new Senior Vice President of Sales & Marketing and Brad Vickers has been promoted to CarbonCure’s Leadership team as the low carbon concrete company’s inaugural Vice President of Customer Success. Donaldson is an accomplished sales and marketing executive with more than 24 years of experience.  Vickers has been with the company for more than a decade, developing, operationalizing and scaling CarbonCure’s technologies in prior roles that included Field Engineer, Director of Engineering and Head of Product. 

Daniel Foch is starting a new position as Chief Real Estate Officer at Valery Real Estate Inc. Brokerage.

Mahid Hossain is starting a new position as Senior Estimator at Bird Construction. Previously Hossain spent nearly six years at Pomerleau.

Catherine Peacock has been promoted to Vice President, Planning and Procurement at Infrastructure BC where she will lead its planning and procurement services. Peacock joined the organization as an assistant vice-president in 2019. Previously, she worked at PwC in its capital projects and infrastructure practice and at Ernst & Young in that company’s infrastructure practice.

AtkinsRéalis president and CEO Ian Edwards has been named International Business Leader of the Year by the Canadian Chamber of Commerce. The recognition highlights Edwards’ leadership with regard to engineering services, nuclear energy, innovation and sustainability.

Not only has Ian’s leadership been pivotal to transform and steer the company towards a more strategically focused, growth-oriented and purpose-driven future, but it has also helped fortify Canada’s reputation as a place where business is done with both innovation and care

Candace Laing, Canadian Chamber of Commerce CEO

Lafarge Canada’s Warren Anderson, Civil Manager, and Tyler Callaghan, Operations Manager, have both been picked for Rock to Road’s Top 10 Under 40 list. The list celebrates Canada’s brightest professionals in the aggregates and roadbuilding industries who are driving progress and shaping the future of construction through their significant contributions.

Wayne Ferguson has been promoted to Chief Operating Officer and Executive President, Infrastructure Services, at EllisDon. He has been the company for more than 26 years, starting as a Project Superintendent in 1998.

Georgia LaPrairie-McManus has been promoted to Manager, Communications & Client Services at LaPrairie Group of Companies.

I have been very lucky to have had many wonderful teachers and mentors so far in my career journey. Without their support and wisdom, I would not be at this point today. This includes members of our LAPRAIRIE family, Executive Team, and the many employees who have spared their time to answer my questions and help me learn more about our operations. I’d like to thank each and every one of you!

Georgia LaPrairie-MacManus

Kevin Choi has been promoted to Senior Principal and Practice Leader of Taylor Ryan’s construction business in Vancouver. Kevin was the companys first construction recruiter and was pivotal in launching and shaping the construction team.

Brett Armstrong has been named Managing Director of Avison Young’s Vancouver office, effective Dec. 2. In this role, he will concentrate on driving business growth and increasing market presence. Armstrong previously held the positions of Principal and Senior Vice President of Leasing in Vancouver.

Brad Mason has been named President and Chair of the Mechanical Contractors Association of Canada. His is a Principal and Founding Partner at ServcoCanada where he has worked for 24 years.

To step into this role at such an exciting time for our industry is something that I am very enthusiastic about,” Mason said. “Not only is the mechanical contracting sector shaping up to play an increasingly important role across Canada, but our national association is taking the critical steps to ensure our members have a strong and prominent voice across the country.

Brad Mason, Mechanical Contractors Association of Canada, President

Sarah Zaharia has joined ACCIONA as the Director of Communications for North America. Coming from the owner side, Sarah was the Executive Director of Major Projects Labour Agreements for Transportation Investment Corporation and before that she served in the Ministry of Finance and Government Communications and Public Engagement.

Jeff Larsen is now Chief Operating Officer at The Gorman Group. Previously, Larsen spent more than 34 years at Weyerhaeuser, holding a variety of positions. Most notably, he was Unit General Manager for more than 18 years.

Patrick Gloux, P.Eng., has been promoted to Structural Department Head KGS Group’s Winnipeg office. Gloux has more than 19 years of experience. He studied at the Manitoba Institute of Trades and Technology (MITT), Red River College (RRC Polytech, Lakehead University and the University of Manitoba, earning a B.Eng., M.Eng. and PhD in civil engineering.

How much easily developable land is right under our nose? Researchers like Rudrasen Sheorey are trying to find out. The urban analyst and his collegues have been digging into the potential of publicly owned land and how much of a dent it could make in Canada’s housing crisis. Sheorey and his collegues at the University of British Columbia found that a handful of cities have enough underused land owned by federal, provincial and municipal governments to build homes for more than one million people.

We caught up with Sheorey to learn more about his analysis of publicly owned land and what could be done to activiate it.

SiteNews: Give us an idea of how much potential housing could be built on Canada’s public land currently. 

Sheorey: It’s important to understand potential for housing has to be quantified. If we wanted to, we could build anywhere on open lands far away from major centers. This study focused on lands that have development potential, (ie have servicing, built next to existing infrastructure). The analysis across 10 major cities showed that of the about 3971 properties 856 were developable. These sites could accommodate about 35,999,336 sqm of built area that could house about 1,061,712. OVER 1 MILLION PEOPLE.

Tell me about how you and the other researchers developed the method to determine housing yields.

To determine housing yields, we developed a systematic seven-step methodology to evaluate and prioritize the development potential of government-owned land parcels across Canadian cities. This approach involved analyzing key factors such as site size, proximity to infrastructure, and current utilization levels to effectively assess and classify parcels.

1. Site Size Classification: Government-owned land parcels were grouped by size to enable consistent and comparable analysis.
2. Amenity Score Classification: Amenity scores were assigned based on the proximity of sites to key existing infrastructure and services.
3. FSR Calculation: Floor Space Ratio (FSR) values were calculated using a Comparable Building Database. This database included projects from major cities that demonstrated high standards of livability and served as benchmarks for appropriate density on well-serviced parcels.
4. Correlation of FSR with Amenity Scores: Derived FSR values were correlated with amenity and density scores to quantify the development potential of parcels based on their amenity levels.
5. FSR Matrix Development: An FSR Matrix was created to link site size and amenity scores to achievable FSR values. This matrix was applied to calculate the total gross floor area (GFA) for all parcels, enabling the classification of sites into priority tiers based on their suitability for development.

Using data from the Housing Assessment Resource Tools (HART) project at UBC, we focused on federal land data from cities including Toronto, Calgary, Edmonton, and Ottawa. By integrating parcel characteristics, amenity scores, and calculated FSR values, we quantified potential residential floor space and estimated the number of homes and individuals each site could accommodate.

What are some of the advantages of utilizing public land? 

These lands offer a significant opportunity for housing development as they are publicly owned and can be repurposed more efficiently than acquiring private land. Acquiring private land typically involves negotiating a purchase at market value with the landowner, who must also be willing to sell that specific parcel or parcel. An example of using public lands for affordable housing has recently been demonstrated by the Federal Lands Initiative where the federal government has provided land at no cost to organizations that can build affordable housing on these lands. Here are some advantages that public lands provide. 

Zoning: The government can often expedite public lands and bypass municipal bottlenecks. This is because governments can directly develop these lands. An example we can see is the setting up of Special Planning areas in Halifax where the province can directly make decisions related to zoning in these areas. 

Location: These lands are often located in prime locations, with access to existing transit and public infrastructure making them ideal for adding density. This also means that local infrastructure would require little to no upgrades, enabling development to proceed with fewer barriers. 

Maximizing underutilization of land: Many of these lands contain existing buildings that underutilize the true developable potential of the site. For example, the post office located at 2405 Pine Street in Vancouver is on the Broadway corridor where similar land parcels are being developed to a height of 30 stories, while the post office building is just three stories. There are several such sites located in prime locations in Vancouver and Toronto that could be developed into housing that currently only have one- or two-storey buildings located on them. 

Cost of Land: With the government using land that they already own, they can roll in land at no cost to mitigate inflated land costs and enable these savings to be reflected in delivering more affordability.

What prompted you to start investigating the potential of public land? 

When exploring solutions for affordable housing, a key discussion emerged around placing appropriate densities in neighborhoods that already have established services and amenities. A particularly striking example is the Cambie Corridor along the Canada Line in Vancouver.

I examined the buildings near King Edward Station, which are capped at a maximum height of 6 to 8 stories, compared to the Marine Gateway area, where 30-story towers dominate the skyline. Both locations benefit from similar levels of infrastructure and amenities, yet Marine Gateway houses significantly more people for the same level of public investment in infrastructure.

This disparity, coupled with rising land prices, sparked a conversation about leveraging publicly owned land for housing development to address the current housing crisis. As private land development becomes increasingly expensive and challenging to secure, the need to investigate the potential of public land for affordable housing came into the conversation. 

Define what you and your colleagues mean when you call property “lazy”.

As highlighted above, a key factor in addressing housing challenges is maximizing the potential of available land. Taking the example of King Edward Station, it is evident that instead of limiting development to 5 or 6 stories, these land parcels could support greater density without straining existing infrastructure.

In examining public land parcels, we focused on identifying those that are underutilized, or what we refer to as “lazy land.” Lazy land is defined as land that fails to make the most of its developable potential. For instance, the post office located at 2405 Pine Street in Vancouver sits on the Broadway Corridor, where nearby parcels are being developed into 30-story buildings. Yet, the post office remains a mere three stories.

There are numerous government-owned land sites like this, often located in the heart of dense urban neighborhoods. These sites are typically characterized by low-density developments and large, underutilized parking lots. This underutilization highlights their status as “lazy land,” demonstrating a significant opportunity to unlock their potential for higher-density housing and better land use.

I understand that you were unable to get land data from some parts of the country. Could the potential of public land actually be even higher?

This study focuses on 10 cities in Canada, but it’s important to note that provincial land data was unavailable for Calgary and Edmonton. If all developable government-owned land parcels were included, the potential number of homes could be significantly higher.

The current estimate of housing for 1 million people is based solely on parcels that already have access to servicing and infrastructure. It excludes parcels with very limited service or infrastructure access, which represents additional untapped potential.

This highlights the need for increased investment in infrastructure developments such as water, sanitation, and transportation—not only to unlock the potential of underutilized public land but also to make private land more viable for development. Expanding infrastructure access is key to addressing housing challenges on a larger scale.

What makes a public piece of land most suitable for housing development?

The suitability of land for development is determined by using amenity scores, which measure access to key services and infrastructure.  These scores are derived from the Proximity Measure Database (Statistics Canada) and the Canada Mortgage and Housing Corporation (CMHC), assessing factors like proximity to childcare, schools, healthcare, parks, grocery stores, public transit, and more.

The scoring system assigns up to 20 points based on walking distance to these amenities:

• Childcare (1)
• Primary schools (1)
• Secondary schools (1)
• Healthcare (2)
• Pharmacies (2)
• Parks (3)
• Grocery stores (4)
• Public transit (4)
• Libraries (1)
• Community & recreation services (1)

The higher the amenity score, the greater the site’s suitability for development. Sites with higher scores leverage existing infrastructure more effectively, allowing for additional housing with minimal upgrades to current systems. This approach maximizes the potential of underutilized “lazy land.” Public land sites were categorized into three Amenity Score Classes based on their scores.

1. High Amenity (16–20 points): Well-served by public transit and multiple amenities, ideal for higher-density development.
2. Medium Amenity (11–15 points): Served by several public amenities but may lack high-frequency transit or abundant grocery access.
3. Low Amenity (1–10 points): Limited access to critical amenities, making them less suitable for development.

For this study, only High and Medium Amenity sites were considered, as they are best positioned for immediate development potential.

Did anything surprise you or jump out to you when you began to get the results of this research? 

One of the most surprising takeaways from the study was the enormous housing potential that exists on government-owned lands across Canada. In just 10 cities, we identified the capacity to house 1 million people. This striking figure highlights the untapped opportunity for the government to introduce policies and measures that could unlock a significant portion of these lands for development.

The scope and quality of the opportunities make this discovery particularly compelling. Many of these properties are owned by institutions like Canada Post and the Canada Revenue Agency, and a substantial proportion, around 40%, are in high-amenity areas with existing public infrastructure. These are precisely the kinds of locations where new housing can have the greatest impact, as they are already well-connected and equipped to support thriving communities.

The findings underscore the importance of elevating this discussion around utilizing government lands for housing. By focusing on properties classified in Priority Classes 1 to 4—those with medium to high amenity scores—the research demonstrates a valid and realistic pathway for addressing Canada’s housing supply challenges. Seeing the scale and potential of these opportunities has been truly eye-opening and underscores the critical need to act on this untapped resource.

The Government of Canada launched the Canada Public Land Bank in August 2024 as part of its Public Lands for Homes Plan. Give me your analysis of the government’s efforts to utilize these public properties. Could more be done to unlock them?

The Government of Canada’s launch of the Canada Public Land Bank under the Public Lands for Homes Plan in August 2024 is a commendable initiative that recognizes the significant potential of public properties for addressing Canada’s housing crisis. Measures such as 99-year leases with affordability requirements and the creation of a federal property registry for potential development are steps in the right direction. However, several challenges and areas for improvement remain:

Key Challenges and Recommendations:

1. Zoning Clarity and Predictability
   A lack of clear and consistent zoning plans for public lands often hampers their development potential. For private developers, this creates uncertainty and financial risk, as zoning conditions may change mid-project, leading to delays and cost overruns. To address this:
   • Clear zoning frameworks and development conditions should be established upfront for all properties.
   • Priority should be given to projects with significant upzoning potential and clearly defined density targets, making these projects financially viable and attractive to private developers.
2. Inter-Agency Coordination
   Many high-potential development sites are managed by federal agencies like Canada Post and the CRA. These agencies require transitional plans to maintain operations while housing developments proceed.
   • Collaboration across federal departments is essential to create actionable strategies that allow agencies to maintain core functions during and after the redevelopment process.
   • Solutions such as allocating space for ongoing agency operations within redeveloped properties should be integrated into development plans.
3. Financial Feasibility and Developer Incentives
   While rolling in land costs through leasing models is a positive step to lower development barriers, land cost is only one factor in the larger development equation. Construction costs, regulatory delays, and insufficient density allowances remain significant hurdles.
   • Governments must introduce transparent and streamlined permitting processes to reduce delays.
   • Incentives, such as grants or tax abatements, should be offered to private developers willing to include affordable housing or family-oriented units.
   • Collaboration with the private sector should focus on creating a balanced financial model, acknowledging developers’ economic realities to ensure scalability and sustainability.
4. Expanding the Scope of Public Land Development
   While the current registry lists some promising sites, expanding the scope of lands available for housing, especially underutilized urban properties like post offices, is critical. Proactively identifying more federal, provincial, and municipal properties for redevelopment will further boost the potential impact of the program.

What do you think is the biggest takeaway from your research for Canadians and the construction sector?

The key takeaway for the sector is that significant housing density can be added to existing Canadian cities without overburdening current infrastructure and public amenities. The most surprising finding was the immense housing potential: over 1 million people could be accommodated using just a small fraction of public land in major cities.

This highlights the urgent need for targeted policy measures to unlock these public lands for development, positioning them as a vital, untapped resource to address Canada’s housing crisis. Public lands, unlike private lands, face fewer challenges—particularly in terms of zoning—making them a more straightforward solution to a public issue like housing shortages.

For the construction industry, a major emerging focus will be on mixed-use, multifamily, and higher-density developments. Building more homes within existing urban centers, while optimizing the use of current infrastructure, will be a crucial strategy moving forward.

This research is a step in the right direction, demonstrating that solutions to Canada’s housing crisis are there and it underscores the critical role the government and the private construction sector will play in building these homes, providing much-needed housing for millions of Canadians

Pomerleau Capital Inc., the financial arm of Pomerleau Inc., has completed the second round of financing for its PCap Real Assets Fund L.P., raising the fund’s total value to over $200 million with support from CDPQ and six new financial partners. The fund, established in 2021, aims to reach $500 million and focuses on long-term investments in infrastructure, energy transition, and building projects across Canada, guided by ESG criteria.

Given the growing needs of communities, private enterprise has a vital role to play in financing the construction of sustainable infrastructure. We would like to thank the CDPQ for their renewed confidence, and the commitments of our six new partners. They are firmly rooted in the Québec business community and undertake major activities reaching right across Canada. Our PCap Fund now exceeds $200 million, strengthening our room for manoeuvre and diversifying our business opportunities.

Philippe Adam, Pomerleau CEO

Procore Technologies announced its acquisition of Edmonton-based Intelliwave Technologies during its Groundbreak 2024 conference, where it also unveiled new innovations, including its Resource Management system. This all-in-one solution integrates labour, equipment, and materials tracking with Procore’s AI Agents for enhanced visibility, forecasting, and risk management to boost productivity and profitability. The acquisition of Intelliwave adds its materials management software, SiteSense, to Procore’s platform, strengthening Resource Management’s capabilities for end-to-end control of project resources.

Bothwell Accurate Co. Inc. announced the amalgamation of itself and Glastech Glazing Contractors. The company said the move represented two industry leaders coming together to build a stronger future in construction and glazing services.

NuFrame Group has officially opened its NuFrame Panels facility in Chilliwack, B.C. Officials stated that new facility represents a major step forward for NuFrame and its commitment to quality, efficiency, and innovation in construction.

Quikrete plans to acquire Summit Materials in a deal valued at $11.5 billion. The transaction combines Summit’s aggregates, cement and ready-mix concrete businesses with Quikrete’s concrete and cement-based products business to create a vertically integrated, North American construction materials solution.

EllisDon Corporation and Impulse Partners have announced a successful second round of its ConTech Accelerator program. From over 165 submissions, 30 were selected as the top contenders. Following a series of interviews, representatives from the eight finalist startups traveled to EllisDon’s Mississauga office to pitch their innovative ideas in person. The ultimate winners were SALUS, EHAB and Specter Automation.

CustomAir, has successfully completed two acquisitions: Power Plus Electric Ltd. and assets of I.C.R. Air Inc. ICR strengthens CustomAir’s presence in the British Columbia interior, where the Company already has a significant foothold. Power Plus’ electrical expertise expands CustomAir’s core HVAC capabilities, positioning the company to address the increasing demand for decarbonization and electrification.

The growing demand for decarbonization and the shift away from fossil fuels for environmental comfort and process efficiency has accelerated the push towards electrification. CustomAir is at the forefront in developing electrically driven solutions as the main option for interconnected systems, making electrical expertise essential to delivering comprehensive services. With Power Plus’ expertise, we are well positioned to meet the evolving needs of our customers.

Peter Harteveld, CustomAir’s founder and CEO

Stack Modular has unveiled its rebranding. The company says its rebranding reflects its commitment to growth and cutting-edge technology. The rebrand features a new logo and updated visuals.

Our new brand is a testament to our unwavering commitment to innovation and excellence in modular construction. It reflects our journey, growth, and vision for the future. We’re excited to keep turning heads and transforming how the world builds.

Jim Dunn, CEO, Stack Modular

Aecon Utilities Group Inc. has announced it has acquired Ainsworth Power Construction (APC), which is an electrical services and power systems business unit of Ainsworth, headquartered in Toronto, from GDI Integrated Facility Services. APC’s management and operational teams are joining Aecon Utilities through the transaction. APC has over 80 employees and 80 years experience as a technical services contractor for electrical utility clients, primarily in Ontario.

CAI Capital Partners announced that its portfolio company, the Universal Group, and its related companies has successfully closed the acquisition of Barricades and Signs Ltd. Barricades, headquartered near Edmonton, Alberta, was founded in 2004 by Robert and Fran van Bruggen and has grown into a leading traffic control company with operations across Alberta, British Columbia, Manitoba, and Saskatchewan.

Coquitlam Ridge Constructors, Emil Anderson Construction, Conwest Contracting, Lafarge Canada, Yellowhead Road & Bridge (Fort George) and Cutting Edge Consulting have all recieved recognition for this year’s B.C. Transportation Contractor of they Year awards.

These awards are a spotlight on the tremendous contributions that construction and maintenance contractors make to life in British Columbia. By supporting our world-class highway system, they keep travellers safe, our communities connected and our economy strong. The stories behind this year’s winners point to the entire sector’s commitment to public service, effective partnerships and excellence in road construction and maintenance.

Mike Farnworth, Minister of Transportation and Transit

CIMA+ has acquired Vancouver-based Recollective Consulting, which specializes in sustainable site management strategies, green building guidelines, Leadership in Energy and Environmental Design (LEED) and zero-carbon building design. The acquisition expands CIMA+’s expertise in sustainable development and presence in British Columbia. Recollective has worked on more than 750 green buildings and completed more than 100 LEED certifications, more than 20 energy models and more than 75 embodied carbon analyses.

Falcon Equipment has partnered with RELAM Inc. as a new strategic equity partner. Officials noted that Falcon’s focus does not change. Its name, people, products and how it does things remains the same. They added that with RELAM as our long-term strategic partner, it is poised to supercharge growth and broaden market presence.”

ConstructionClock announced the successful completion of a $1 million pre-seed raise. ConstructionClock is an app that automatically clocks workers in and out of job sites based on their geo-location without ever taking out a phone or opening the app.

Key Takeaways:

• Calgary officials estimate the revised Green Line LRT alignment would cost $7.5 billion, $1.3 billion more than Alberta’s $6.2 billion estimate due to additional costs and risks identified by the city.
• The project faced significant hurdles, including the Alberta government withdrawing its $1.53 billion funding commitment in September 2024, citing concerns over rising costs and a reduced project scope. This forced the city to temporarily wind down the project, with associated costs estimated at $2.1 billion.
• In October 2024, Calgary and Alberta’s government reached an agreement to proceed with Phase 1 of the Green Line, focusing on a segment from 4th Street S.E. to Shepard, highlighting ongoing efforts to advance the project despite earlier challenges.

The Whole Story:

Calgary officials say the province’s revised Green Line LRT alignment would cost $7.5 billion, $1.3 billion more than Alberta’s estimate.

The city has conducted an analysis of costs and risks for its Green Line Project included in the confidential report provided by the Province of Alberta, on their new elevated downtown alignment, from the Elbow River to 7 Avenue S.W.

Based on the $6.2 billion rough order of magnitude estimate provided by AECOM, the province’s external consultant, the city says it has identified $1.3 billion in known costs and risks that were not included in their work.

At $7.5 billion, this exceeds the $7.2 billion cost estimate, based on the city’s 60% design for the Shepard to Eau Claire tunneled alignment, presented in July 2024.

As the report remains confidential, the details of the analysis will be included as part of further negotiations and decisions within the Reimagined Green Line Working Group.

The alignment is only one component of the due diligence that the city needs to undertake before making a decision on a reimagined Green Line.

The city says it remains committed to working collaboratively with the Province of Alberta towards a solution that delivers for Calgarians.

Calgary Mayor Jyoti Gondek stated on Tuesday that AECOM’s report lacks critical details about costs that have already been invested in the project. She emphasized that Calgarians must understand the province’s proposal before council can agree to the new plan, noting that downtown residents and businesses remain unaware of the potential impact of the revised alignment.

“We’ve been very clear that risk is a very real issue for our city, and we’ve been very clear that we think there’s some errors with the numbers,” Gondek said.

“We’re trying to be as transparent as we can in indicating what it is that we need to discuss further. If the province chooses to walk away now, if they choose to take their funding and kill this project for a second time, that’s on them. We’re still here.”

Initially proposed as the city’s largest infrastructure project, the Green Line was meant to be a significant expansion of Calgary’s public transit system. However, it has faced numerous challenges, especially regarding its financing. The project’s costs have escalated over time.

In September 2024, the situation reached a critical point when Alberta decided to withdraw its $1.53 billion funding commitment. This decision was based on concerns about the project’s rising costs and reduced scope, with Transportation Minister Devin Dreeshen calling it a “multibillion-dollar boondoggle”. 

The funding withdrawal left the City of Calgary unable to afford the project, forcing the city council to vote for winding down the Green Line. The wind-down costs were estimated to be at least $2.1 billion, including $1.3 billion already spent and an additional $850 million needed to wrap up the project. 

In October it was announced that the City of Calgary and Alberta’s Government had reached an agreement to move ahead with Phase 1 of the Green Line LRT project, extending the line from 4th Street S.E. to Shepard.

Key Takeaways:

• The Ontario government has awarded a contract for tree clearing along the planned west section of the Bradford Bypass. This preparatory work will streamline utility relocations and pave the way for further construction.
• Gridlock in Ontario costs the economy $56 billion annually and significantly affects commuters’ quality of life. The 16.3-kilometre bypass, connecting Highways 404 and 400, is expected to save commuters 35 minutes per trip, improve travel times, reduce congestion, and support economic growth with up to 2,200 jobs annually during construction and a $286 million contribution to Ontario’s GDP
• Recent milestones include awarding design and construction management contracts, building a connecting lane on Highway 400, and completing a bridge at Simcoe County Road 4.

The Whole Story:

The Ontario government is advancing work on the Bradford Bypass through the award of a contract for tree clearing, which is now underway. Crews are clearing a path along the planned route for the highway’s west section, marking another milestone in the province’s plan to tackle gridlock and give drivers across York Region and Simcoe County more time to spend with their families each day.

“Gridlock is not only increasing the prices of items on store shelves – it’s dramatically impacting the quality of life for families, workers and millions of people across Ontario, which is why it’s so important to build critical new highway projects like this one,” said Prabmeet Sarkaria, Minister of Transportation. “Over the past year, we’ve made major progress in our plan to build the Bradford Bypass, including historic legislation that will help prioritize this project, along with key construction and design milestones. We’re going to get it done so we can get drivers out of traffic once and for all.”

Crews have begun removing trees between Highway 400 and Simcoe County Road 4, with work expected to be completed in the new year. This work will help streamline utility relocations and clear a path as work continues on the Bradford Bypass.

A new report from the Canadian Centre for Economic Analysis finds gridlock in Ontario is significantly impacting commuters’ quality of life and costing the economy $56 billion a year, further emphasizing the need to move forward on the province’s $28 billion plan to build, repair and upgrade critical highway and road infrastructure projects like the Bradford Bypass.

“The Bradford Bypass is a much-needed addition to Ontario’s transportation network,” said James Leduc, Mayor of Bradford West Gwillimbury. “This new route will ease congestion, improve travel times, and provide a safer, more efficient way for drivers to navigate our growing region. By streamlining travel for residents of Simcoe County and cottage-goers alike, the bypass will improve access to key destinations, benefiting both local communities and visitors.”

Earlier this year, the province awarded a contract for the detail design of the west section of Bradford Bypass, as well as a contract for a construction manager to join the existing design team to help ensure quality control, safety and delivery of the west section of the bypass. In July, crews began building a lane on Highway 400 that will connect to the future Bradford Bypass. A new bridge was recently completed at Simcoe County Road 4 to keep traffic moving in West Gwillimbury while Bradford Bypass is under construction.

Once complete, the 16.3-kilometre Bradford Bypass will connect Highway 404 in the east to Highway 400 in the west and will help save commuters 35 minutes of driving each way. During construction, the project is expected to support up to 2,200 jobs annually and contribute up to $286 million to Ontario’s GDP.

Don’t just read about Canada’s most innovative construction companies—meet them in person.

After announcing this year’s 25 Innovators in Construction program, SiteNews is inviting all the winning teams for an evening of celebration, networking, live technology demos and more. Most importantly, we want our readers to join us.

If you want to rub shoulders with Canadian construction’s best and brightest, we currently have five remaining early bird tickets up for grabs. Visit the event page here and use promo code 25EARLYBIRD when purchasing tickets to get 30% off your order. But wait too long and it will be gone. The early bird rate ends Dec. 20 or once we run out.

The event will take place on Feb. 6th, 2025 at the new SiteNews HQ (393 W Railway St, Abbotsford) at 6 p.m. The facility is also the homebase of SitePartners, a specialized marketing firm for the industrial sector, and its affiliated companies, including SiteTechnology, and SiteTalent.

“While digitization has taken construction by storm and video calling and online chatting has made collaboration easier than ever before, there is something about gathering together in person that just can’t be beat,” said SiteNews Editor Russell Hixson. “That’s why over the past few years, our team has worked to build out our event hosting capabilities and double down on live events. We can’t wait to finally host an event in our own space for the first time ever.”

Here’s what attendees can expect:

• Winner panels discussing the latest trends and innovations in construction.
• High-end food and drinks.
• Intimate networking opportunities to connect with fellow industry leaders.
• Professional video and photography to capture the event.
• SiteNews’ HQ features a stunning 10,000 square-foot industrial photography studio on-site, the first of its kind in Canada.

Parked inside SiteNews HQ will be a massive trailer filled with heavy equipment simulators and virtual reality gear. As part of a training and recruitment blitz by the British Columbia Road Builders and Heavy Construction Association the trailer has been on a three-year mission across the province to let people test-drive road building careers.

For all the event details and to purchase tickets, be sure to visit 25innovators.com. We can’t wait to see you in February!

Alberta

Alberta completes $818 million in road work during 2024

Province announces $20 million for Carseland diesel facility

Calgary breaks ground of Arts Commons Transformation expansion project 

Scotia Place development permit approved 

Apartment building planned for 17th Ave.

Power plants, data centre proposed for Lacombe County

50th Street rail-crossing overpass opens to traffic

Ontario

Design work on Highway 413 nearly complete

B.C.

Construction underway on new North Vancouver elementary school

Granite Pointe Golf Club’s course renovations begin in spring

lawsuit alleges more than $1M in unpaid work

Council votes to remove of tower limits on Broadway 

Innovative Hive project tops off in Vancouver

Cariboo Gold Project mine closer to construction with EMA permits

B.C. Environment Minister to decide fate of pipeline project

Cadillac Fairview proposes mixed-use project for Vancouver waterfront

Saskatchewan

Regina General Hospital Parkade set to open

Atlantic and Maritimes 

CIB to invest $45.8 million in Benjamins Mill Wind

Project Manager – Burnaby, B.C. – SitkaWest

Project Coordinator – Saskatoon, Sask. – Westridge Construction

Civil Construction Manager – Courtice, Ont. – Aecon

Senior Planner/Scheduler, Buildings – Vancouver, B.C. – Graham

Estimator – Vancouver, B.C. – Flynn Group

Civil Construction Project Manager – Bracebridge, Ont. – Fowler

Project Manager, Self Perform Operations – Vancouver, B.C. – Turner Construction

Key Takeaways:

• The Watay Power Transmission Project is the largest Indigenous-led energy initiative in Ontario’s history. It highlights the ability of Indigenous communities to lead large-scale infrastructure projects, fostering self-determination and ownership of critical assets in their traditional territories.
• The project connected 16 remote First Nations communities to Ontario’s clean energy grid, reducing reliance on costly diesel generators.
• It is expected to eliminate 6.6 million tonnes of greenhouse gas emissions annually—equivalent to removing 35,000 cars from the road—while creating over 5,000 jobs, including significant participation from First Nations workers.

The Whole Story:

The Ontario government and Wataynikaneyap (Watay) Power are celebrating the completion of construction for the Watay Power Transmission Project, the largest Indigenous-led grid connection project in Ontario’s history.

Watay Power has built approximately 1,800 kilometres of new transmission lines that will connect more than 18,000 people in 16 remote First Nations communities to the provincial grid, ending their reliance on costly and noisy diesel generators.

“We are proud to support Wataynikaneyap Power in the largest Indigenous-led energy project in our province’s history, as we expand our grid to provide reliable, affordable and clean electricity to some of the province’s most remote communities,” said Stephen Lecce, Minister of Energy and Electrification. “While this project is already leaving its mark, having created new good-paying jobs across the north, its legacy will be the new opportunities it creates for Indigenous communities, including new housing, community services and schools.”

With construction now complete on the line, the following First Nations communities have been connected to Ontario’s clean energy grid: Wawakapewin First Nation, Kasabonika Lake First Nation, Wunnumin Lake First Nation, Sandy Lake First Nation, Sachigo Lake First Nation, Deer Lake First Nation, Kitchenuhmaykoosib Inninuwug First Nation, Wapekeka First Nation, Pikangikum First Nation, North Caribou Lake First Nation, Kingfisher Lake First Nation and Bearskin Lake First Nation.

In 2025, Muskrat Dam First Nation, Poplar Hill First Nation, North Spirit Lake and Keewaywin First Nations will also be connected to Ontario’s clean energy grid.

“This milestone is a moment to celebrate – the completion of the largest and farthest-reaching Indigenous-led energy project in Ontario’s history,” said Sam Oosterhoff, Associate Minister of Energy-Intensive Industries. “What will be remembered about this project is the legacy it leaves: the new opportunities it creates for First Nations in their communities, from housing and jobs to community care. Our government is proud to have supported the leadership and vision of Wataynikaneyap Power and the First Nations communities who made this achievement possible.”

More than 5,000 workers contributed to the Watay Power Transmission Project, including nearly a thousand individuals from First Nation communities across the north. Through the elimination of diesel for electricity generation, the project is estimated to remove 6.6 million tonnes of greenhouse gas emissions per year, equivalent to taking almost 35,000 cars off the road.

“The completion of this project marks the achievement of First Nations working together tirelessly for 35 years to connect communities to the transmission grid,” said Margaret Kenequanash, CEO of Wataynikaneyap Power. “Well before this project started in 2008, the First Nations in the area agreed to work on energy as a regional issue. To own infrastructure in our Homelands and build a solid foundation for our future generations, this work has been a success and it must continue.”

The construction sector is a major contributor to global carbon emissions, with concrete at the forefront of the challenge. As one of the most widely used building materials in the world, concrete production accounts for roughly 8% of global CO₂ emissions, largely due to the energy-intensive process of making cement, its key ingredient.

This environmental toll poses a critical challenge as urbanization and infrastructure demands continue to grow. However, a new wave of sustainable concrete companies is emerging, offering innovative solutions to reduce emissions, recycle materials, and incorporate alternative, eco-friendly methods of production, paving the way for greener construction practices.

CarbonCure Technologies

Nova Scotia-based CarbonCure has pioneered a technology that injects recycled CO₂ into fresh concrete, where it mineralizes and becomes permanently embedded, reducing the carbon footprint of concrete. As of October 2024, CarbonCure and its global network of concrete producers have saved 500,000 metric tons of CO₂ across 7.5 million truckloads of green concrete.

CarbiCrete

Quebec-based CarbiCrete has developed a cement-free concrete that sequesters CO₂ during production, resulting in a carbon-negative product. First developed at McGill University, their tech enables the production of cement-free concrete. The process uses an industrial by-product – the slag from steel factories – to replace cement as a binding ingredient in concrete products. The process injects CO2 into the fresh concrete to provide strength, while permanently sequestering CO2 within the resulting products. In December 2024, CarbiCrete collaborated with Aecon and Lafarge Canada to construct a low-carbon building in Ontario, utilizing their cement-free concrete masonry units.

Lafarge Canada

Lafarge has developed its own solution to reducing the environmental impact of concrete. ECOpact  offers up to 90% lower CO₂ emissions compared to standard (CEM I) concrete with no compromise in performance. It contains an innovative mix of supplementary cementitious materials and admixtures technology. Where norms allow, ECOPact can include construction and demolition waste. In November 2024, Lafarge Canada and The Daniels Corporation announced a collaboration on the Daniels on Parliament project in Toronto, achieving up to a 25% reduction in embodied carbon through the use of ECOpact.

Carbon Upcycling

Alberta-based Carbon Upcycling captures byproducts from industrial sources and then transforms them into high-performance additives for concrete, enhancing its strength and durability while reducing its carbon footprint. Their patented technology combines CO2 with waste materials like fly ash and steel slag, permanently mineralizing the carbon and creating high-performance additives for concrete. This process can reduce the clinker content in cement by up to 50%. Their team recently wrapped up a three-year pilot study with the Minnesota Department of Transportation, showing that low-carbon concrete is 30% stronger than existing roadways.

Ecocem

Ecocem produces low-carbon cement by replacing a portion of clinker with slag, a byproduct of steel production. This innovative approach reduces greenhouse gas emissions while maintaining strength and durability. Ecocem’s efforts are part of a broader movement to decarbonize the cement industry, with the company aiming to revolutionize the industry by decarbonizing this highly polluting sector.

CEMEX

A global building materials company, CEMEX offers sustainable concrete solutions, including their low-CO2 Vertua concrete products. Vertua concrete uses innovative geopolymer cement solutions and sustainable raw materials to achieve lower carbon footprints. These concrete mixes can achieve up to 70% reduction. Their Vertua Ultra Zero mix is a carbon-neutral product, offsetting remaining unavoidable emissions through partnerships with carbon offset specialists. Founded in 1906 and headquartered in San Pedro, Mexico, they are a global leader in the building materials industry, operating in over 50 countries. 

Sublime Systems

Sublime Systems, founded in 2020 by Dr. Leah Ellis and Prof. Yet-Ming Chiang at MIT, is a groundbreaking startup revolutionizing cement production through electrochemistry. Their innovative process dramatically reduces carbon emissions by using renewable electricity to produce cement at room temperature, eliminating the need for fossil fuel-powered kilns. In a major recent development, Holcim invested in Sublime Systems in September 2024 to help scale up their first commercial manufacturing facility in Massachusetts, giving Holcim a large share of Sublime Cement production.

Carboclave

Carboclave is an Ontario-based company founded in 2016 that specializes in innovative concrete manufacturing technologies aimed at reducing carbon emissions. The company employs a unique curing method that utilizes carbon dioxide (CO2) instead of traditional steam, resulting in prefabricated concrete products that are not only stronger and more durable but also have a significantly lower carbon footprint—up to 50% reduction in embodied carbon. Carboclave’s technology enhances the curing process through exothermic mineralization, which not only accelerates production but also contributes to sustainability by transforming concrete manufacturers into carbon sinks.

Key Takeaways:

• The MOU includes plans for three significant hydroelectric initiatives: the 2,250 MW Gull Island facility, a new 1,100 MW expansion near Churchill Falls, and a 550 MW capacity increase at the existing facility.
• The agreement ensures $1 billion annually for Newfoundland and Labrador starting in 2025 through dividends, water rentals, and energy sales.
• Construction plans emphasize respect for existing agreements with Indigenous communities and require meaningful consultation throughout the project lifecycle.

The Whole Story:

Newfoundland and Labrador and Quebec have signed a significant Memorandum of Understanding (MOU) to expand hydroelectric generation in Labrador, setting the stage for economic and energy benefits across both provinces. The agreement includes new contracts for the Churchill Falls facility and plans for additional projects that will deliver renewable energy for generations.

“Today represents a significant milestone for every Newfoundlander and Labradorian,” said Dr. Andrew Furey, Premier of Newfoundland and Labrador. “Over the life of the agreement, we will generate dividends to the province of more than $200 billion by 2075, have access to nearly four times the electricity we do today to support industrial growth in Labrador, and realize the development of Gull Island without the financial and construction risks.”

Quebec Premier François Legault praised the MOU as a “win-win” agreement.

“This agreement will generate savings of over $200 billion over 50 years,” he said. “It allows us to secure a major energy block for several generations while ensuring a price far lower than the alternatives. It will help us keep electricity rates as low as possible for Quebecers.”

Agreement Highlights

The MOU outlines two primary components:

1. New Contracts for Existing Churchill Falls Generation: Hydro-Québec will replace the current contract with payments to Churchill Falls (Labrador) Corporation (CF(L)Co) totaling $33.8 billion in net present value from 2025 to 2075. Energy prices will rise over time, linked to market indices.
2. New Generation Projects in Labrador: The agreement includes three major initiatives:
   • Gull Island Facility: A 2,250 MW hydroelectric project on the Churchill River.
   • Churchill Falls Expansion: A new 1,100 MW facility near the existing site.
   • Capacity Increase at Churchill Falls: Adding 550 MW to the current facility.

Hydro-Québec will also pay Newfoundland and Labrador Hydro $3.5 billion as an option payment for co-developing these projects. Combined revenues, including dividends and water rentals, are expected to bring $1 billion annually to Newfoundland and Labrador starting in 2025.

Renewable Energy for the Future

“This memorandum secures access for Quebec to a large quantity of renewable energy for 50 years at the lowest price possible,” said Michael Sabia, CEO of Hydro-Québec.

Energy costs from existing Churchill Falls generation will average 6 cents/kWh, with new developments priced at approximately 11 cents/kWh. The collaboration aims to support decarbonization while driving economic growth in both provinces.

Indigenous Engagement

The agreement emphasizes respect for existing agreements with Indigenous communities and commits to meaningful consultation throughout project development. Both provinces aim to ensure transparency and collaboration at every stage.

Path Forward

The MOU sets the foundation for detailed planning and project analyses, with construction expected to begin following permitting approvals. The existing Churchill Falls contract remains in force until definitive agreements are finalized.

“This agreement allows us to secure a major energy block for several generations,” said Premier Legault, underscoring the historic nature of the partnership.

Key Takeaways:

• Quartier Molson will transform the former Molson brewery site into a vibrant neighborhood featuring nearly 5,000 housing units, including social, affordable, and family housing. The development prioritizes sustainable urban living with green spaces, pedestrian-friendly pathways, and integration into Montreal’s public transit network.
• The project blends the site’s industrial heritage with modern eco-conscious design by preserving iconic elements such as the Molson Tower and chimney while pursuing LEED and Zero Carbon Building certifications. This approach honors the site’s history while emphasizing sustainability.
• Beyond housing, the development will include offices, shops, restaurants, and event spaces, boosting the local economy. It aims to create a community-centered district with public amenities like parks, courtyards, and a potential community center, enhancing Montreal’s social and cultural fabric.

The Whole Story:

MONTONI and the Fonds immobilier de solidarité FTQ have unveiled an ambitious vision for the redevelopment of the former Molson brewery, a sprawling site along the St. Lawrence River. Dubbed Quartier Molson, the project aims to create a model of sustainable urban living with nearly 5,000 housing units, public parks, and vibrant mixed-use spaces.

“This master plan is the result of several years of work with our partners at the Fonds immobilier and our architectural firm Sid Lee, combined with active collaboration with the City of Montreal,” said Dario Montoni, President of MONTONI. “We wanted to preserve the soul of this unique place to make it a truly mixed, sustainable and lively neighbourhood. We sincerely hope that it will please the Montreal community, honour the rich history of the site and the Molson family, and become a source of pride for those who love our city.”

Martin Raymond, Chairman and CEO of the Fonds immobilier de solidarité FTQ, emphasized the significance of the project. “It is a privilege for us to be co-owner of this emblematic site and to actively contribute to its development with our partners. We firmly believe that this new district will be exemplary with nearly 5,000 households moving there to live, while being resolutely turned towards the future thanks to the integration of sustainable practices.”

Sustainable Living on the Waterfront

Central to the Quartier Molson vision is a network of public green spaces, including the nearly 150,000-square-foot Sohmer Park, which will offer stunning views of the river, Sainte-Hélène Island, and the Jacques-Cartier Bridge. The park will pay tribute to the area’s recreational past while creating new pathways connecting the site with surrounding neighborhoods.

The development will include social, affordable, and family housing, adhering to Montreal’s Regulation for a Mixed Metropolis. Public courtyards, gardens, and pedestrian-friendly pathways will foster community and encourage sustainable mobility, with integration into Montreal’s public transit and active transportation networks.

Revitalizing a Historic Landmark

Iconic elements of the former Molson brewery—such as the Molson Tower, chimney, clock, and sign—will be preserved and celebrated as central landmarks within the district. Developers aim to blend the site’s industrial heritage with a modern, eco-conscious urban design.

The project also incorporates sustainable development goals, with plans for LEED and Zero Carbon Building certifications, energy-efficient technologies, and potential energy loops.

Economic and Community Impact

In addition to residential spaces, the site will host offices, shops, restaurants, hotels, and event venues at L’Îlot des Voltigeurs, enhancing the Old Port’s recreational and tourist corridor. Community services, including a potential community centre, will be tailored to local needs.

Next Steps

Public consultation meetings will be held on Dec. 12 and 13 at the brewery site to present the project and gather citizen feedback. Construction is slated to begin in 2025, with initial phases focusing on the development of L’Îlot des Voltigeurs and social and affordable housing.

The developers hope Quartier Molson will become a beacon of sustainability and inclusivity while honoring Montreal’s rich history.

Key Takeaways:

• Stantec has been selected as the Owner’s Engineer/Technical Advisory Services for Section 4 of Toronto’s F.G. Gardiner Expressway Rehabilitation Project, a critical corridor undergoing extensive upgrades to extend its lifespan amidst heavy use and aging infrastructure.
• The project involves complex work in the city’s downtown core, including the replacement of 2.2 kilometers of elevated roadway, structural modifications, and bridge rehabilitation, with a $24 million contract value for Stantec.
• Stantec’s recent acquisition of Morrison Hershfield has bolstered its transportation expertise, enabling the firm to take on high-profile projects.

The Whole Story:

Stantec has been selected by the City of Toronto for Owner’s Engineer/Technical Advisory Services (OETA) for the delivery of the F.G. Gardiner Expressway Rehabilitation Project Section 4.

Stantec will provide multidisciplinary engineering consulting services through planning and preliminary design, procurement, design-build, and post construction. Early in 2024, Stantec announced its acquisition of Morrison Hershfield, which doubled its transportation staff in Ontario and strengthened its presence in the Greater Toronto Area.

The Gardiner Expressway is one of Canada’s busiest corridors, with 140,000 vehicles traveling it daily. Age, heavy use, weather, and salt have necessitated a multiyear rehabilitation to extend its life. The expressway runs along established neighborhoods and the city’s downtown core, making it an extremely complex project.

“The Gardiner Expressway is a critical corridor for the city,” said Susan Walter, executive vice president of Infrastructure at Stantec. “We have been working with the City of Toronto’s on its multiyear Strategic Rehabilitation Plan to support the safe operation and increase the life of this 60-year-old expressway since 2019.”

Section 4 of the rehabilitation will replace 2.2 kilometers of elevated roadway from Grand Magazine Street to York Street. It is in the heart of the City of Toronto and includes 91 bridge spans and 5 on- and off-ramps. The rehabilitation strategy will include structural modifications, deck replacement, structural steel girder repairs or replacement, and substructure rehabilitation and associated works. Stantec’s contract on Section 4 is valued at $24 million.

Stantec has previously completed significant work for the City of Toronto on the Gardiner Expressway Rehabilitation Plan, including of the ongoing Section 2 deck replacement from Dufferin Street to Strachan Avenue, contract administration for Section 1 from Jarvis Street to Cherry Street, and preliminary design for Section 5 from Cherry Street to the Don Valley Parkway.

“Since 1979, we have completed extensive work for the City of Toronto on the Gardiner Expressway,” said Jim Weir, transportation regional growth leader for Canada at Stantec. “We will be working closely with the City to safely upgrade Section 4 from the earliest stages until construction completion.”

Stantec has helped deliver several major transportation projects around the Greater Toronto Area. The projects include the Toronto Subway Program, Ontario Line, Hazel McCallion Line, Waterfront East Light Rail Transit Extension, Highway 401/409 Rail Tunnel, and the rehabilitation and reconstruction of 63 bridges across the city.

Several weeks ago, the province announced the start of the second phase of construction on the Gardiner Expressway four months ahead of schedule. Officials stated that the early milestone was the result of the government’s $73 million investment in the project on the condition that construction work may be allowed to proceed 24/7.

“We’re making real progress on our government’s plan to fight gridlock and keep drivers moving,” said Prabmeet Sarkaria, Minister of Transportation. “Under the leadership of Premier Ford, we’re not only getting it done on the Gardiner Expressway, we’re also bringing common sense changes to bike lanes through new legislation and speeding up construction of priority highway projects like Highway 413, Bradford Bypass and the Garden City Skyway bridge, to help get drivers across the province out of gridlock.”

Key Takeaways:

• Ontario has increased its largest competitive energy procurement target by 50%, from 5,000 MW to up to 7,500 MW, to meet rising energy demand projected to grow by 75% by 2050. This procurement aims to provide energy for approximately 1.6 million homes.
• The procurement process will be transparent, competitive, and technology-agnostic. It will also emphasize protecting agricultural areas, fostering Indigenous partnerships, and encouraging northern Ontario development. The government is exploring additional procurement options, such as long-duration energy storage and small-scale renewable projects.
• Ontario’s energy strategy integrates various elements, including advancing nuclear energy projects, building new transmission infrastructure, and expanding energy efficiency programs. This holistic approach is designed to meet future demand sustainably while maintaining affordability and supporting economic growth.

The Whole Story:

The Ontario government is expanding the largest competitive energy procurement in the province’s history by 50% to meet soaring energy demand.

The government announced it has increased the target for the procurement from 5,000 megawatts (MW) to up to 7,500 MW.

Since the procurement was first announced, Ontario’s Independent Electricity System Operator (IESO) has released an updated electricity demand forecast which now shows the province will need 75% more electricity by 2050, the equivalent of adding four and a half cities the size of Toronto to the grid. To meet this growing demand, the government directed IESO to begin the government’s Second Long-Term Procurement (LT2) and implement the increased procurement target.

“Our government is expanding what is already the largest competitive procurement in the province’s history as demand for electricity continues to grow,” said Stephen Lecce, Minister of Energy and Electrification. “This expanded procurement will deliver enough power for 1.6 million homes, which is critical as our population and economy continue to grow. Unlike the former government which allowed hydro rates to soar, we are keeping costs down by planning ahead and using competitive procurement.”

Ontario says the procurement process for LT2 will be “transparent, competitive, and technology-agnostic” to secure the lowest cost energy resources. The process will also endeavor to protect prime agricultural areas, promote Indigenous partnerships, and encourage development in northern Ontario.

Alongside the launch of the LT2 procurement, the government has asked the IESO to report back on options to run two additional procurements, including:

• Options for a procurement of long-lead energy resources, including hydro and long-duration energy storage, recognizing the benefits of these unique resources that require more time to design and build.
• Options for a program to re-contract existing and acquire new-build small-scale electricity generation, such as smaller solar installations, that connect directly to the province’s distribution system.

“Access to sufficient, sustainable, and affordable energy is not just vital to helping businesses grow, it’s also a key factor in attracting new businesses and investment,” said Jaipaul Massey-Singh, CEO, Brampton Board of Trade. “This announcement by the Ontario government will help our province continue to be a premier destination for industry and help our economy grow.”

Procuring new long-term energy generation is just one part of Ontario’s Affordable Energy Future, the government’s vision as it plans for rising energy demand, which includes:

• Energy Planning – Developing the province’s first integrated energy plan, including a broad range of energy resources, such as electricity, natural gas, and other fuels to ensure the province’s energy needs are met in a coordinated and long-term manner.
• Nuclear Energy – Advancing clean, reliable, and affordable nuclear power through pre-development work at Bruce Power on the province’s first large-scale nuclear build in 30 years, four small modular reactors at Darlington and supporting OPG’s plan for refurbishing the Pickering Nuclear Generation Station.
• New Transmission Infrastructure – Designating and prioritizing transmission lines in Southwestern, Northeastern and Eastern Ontario that will power job creators, including EV and EV battery manufacturing and clean steel production.
• Keeping Costs Down – Expanding energy efficiency programs which are helping families and businesses reduce electricity usage and save money on energy bills.

Key Takeaways:

• BC Hydro has awarded 30-year purchase agreements to nine wind projects, providing nearly 5,000 GWh/year—enough to power 500,000 new homes. This boosts BC Hydro’s supply by 8% and aligns with provincial goals to make British Columbia a clean-energy leader while maintaining affordable electricity rates.
• Projects require a minimum of 25% First Nations equity ownership, with eight of the nine projects having 51% ownership. This represents $2.5–$3 billion in Indigenous investment. The initiative is expected to generate $5–$6 billion in private capital spending throughout B.C.
• To expedite project completion, the province plans to exempt wind projects from environmental assessments while implementing rigorous permitting processes that protect First Nations interests and environmental mitigations.

The Whole Story:

BC Hydro has selected nine energy projects through its 2024 call for power.

“Clean and affordable electricity is key to powering economic growth and unlocking private-sector investment that creates thousands of good jobs here in British Columbia,” said Premier David Eby. “These new projects will significantly expand our electricity supply – making B.C. a clean-energy superpower, while ensuring rates are affordable for people and for industries looking to expand.”

BC Hydro says it received a strong response to its call for new renewable power-generation projects, and through its evaluation process will award 30-year electricity purchase agreements to nine wind projects. These projects will provide nearly 5,000 gigawatt hours per year of electricity, enough to power 500,000 new homes, boosting BC Hydro’s current supply by 8%.

The development and construction of new clean-energy projects, in response to the call for power, will generate between $5 billion and $6 billion in private capital spending throughout the province.

“We need these new energy generation projects urgently to meet growing demand for power and accelerate our efforts to build a prosperous and inclusive clean economy,” said Adrian Dix, Minister of Energy and Climate Solutions. “Now that the projects have been selected, we’re going to work together with BC Hydro, First Nations and proponents to get these projects built quickly, responsibly and efficiently, and get those turbines spinning.”

To ensure the projects are completed as efficiently as possible, the Province intends to exempt these wind projects and all future wind projects in B.C. from environmental assessment, while ensuring First Nations interests and environmental mitigations are protected and maintained.

“It’s clear there are enormous opportunities to generate clean electricity through wind, and that we need to do more to get larger projects online faster,” said Tamara Davidson, Minister of Environment and Parks. “That’s why we are announcing our intention to exempt wind-power projects from the environmental assessment process, with a rigorous provincial permitting process in place, while ensuring First Nations are full partners in our shared, sustainable future.”

BC Hydro engaged extensively with First Nations on the design of the call for power, and included a requirement that projects must have a minimum 25% equity ownership held by First Nations. Eight of the nine successful energy projects will have 51% equity ownership. This represents $2.5 billion to $3 billion of ownership by First Nations in new renewable energy projects in the province.

The cost of wind has dropped significantly over the past decade, and these new projects align with the trend of renewable costs decreasing. When adjusted to today’s dollars, the average price from the successful projects in this call is about 40% lower than BC Hydro’s last call for clean power in 2010, reducing rate impacts and keeping electricity bills affordable for people and businesses.

Adding these new wind projects will diversify BC Hydro’s generation mix. B.C. is well positioned to add more intermittent renewables, such as wind, to the electricity grid as its integrated, flexible system of hydroelectric dams act as batteries. Reservoirs store water and allow BC Hydro to ramp production up or down almost instantly, providing a reliable backup when the wind is not blowing.

The Province and BC Hydro are committed to conducting regular, competitive calls for power based on electricity demand. This will ensure that B.C. has the clean electricity it needs as the economy and population continues to grow, while keeping BC Hydro rates affordable.

Along with the call for power, BC Hydro is taking a number of actions to ensure it will continue to meet the growing demand from population growth and housing construction, business and industrial development, and transportation.

Together, these actions will power more than one million new homes in the coming years. This includes: adding the Site C hydroelectric dam, which will power 500,000 homes; investing in energy efficiency, which is expected to result in 2,000 gigawatt hours per year of electricity saving or enough to power 200,000 homes; as well as renewing existing electricity purchase agreements and exploring the use of utility-scale batteries.

Here are all the projects:

Boulder and Elkhart Wind Project

• Proponent: Elkhart Wind Limited Partnership
• IPP partner: Elemental Energy
• First Nation partner: Upper Nicola Band
• Project size in megawatts (MW): 94
• Regional system: South Interior West

Brewster Wind Project

• Proponent: Brewster Wind Inc.
• IPP partner: Capstone Infrastructure
• First Nation partner: Wei Wai Kum First Nation
• Project size (MW): 197
• Regional system: Vancouver Island

Highland Valley Wind Project

• Proponent: Highland Valley Wind Inc.
• IPP partner: Capstone Infrastructure
• First Nation partner: Ashcroft Indian Band
• Project size (MW): 197
• Regional system: South Interior West

K2 Wind Project

• Proponent: K2 Wind Power Inc.
• IPP partner: Innergex Renewable Energy Inc.
• First Nation partner: Westbank First Nation
• Project size (MW): 160
• Regional system: South Interior West

Mount Mabel Wind Project

• Proponent: Mount Mabel Wind Inc.
• IPP partner: Capstone Infrastructure
• First Nation partner: Lower Nicola Indian Band
• Project size (MW): 143
• Regional system: South Interior West

Nilhts’I Ecoener Project

• Proponent: Nilhts’I Ecoener Energy Corp
• IPP partner: Ecoener
• First Nations partner: Lheidli T´enneh
• Project Size (MW): 140
• Regional system: Central Interior

Nithi Mountain Wind Project

• Proponent: General Partnership
• IPP partner: Innergex Renewable Energy Inc.
• First Nation partner: Stellat’en First Nation
• Project size (MW): 200
• Regional system: North Coast

Stewart Creek Wind Project

• Proponent: Stewart Creek Power Inc.
• IPP partner: Innergex Renewable Energy Inc.
• First Nation partner: West Moberly First Nation
• Project Size (MW): 200
• Regional system: Peace

Taylor Wind Project

• Proponent: Taylor Wind Project Inc.
• IPP partner: EDF Renewables
• First Nation partner: Saulteau First Nations
• Project size (MW): 200
• Regional system: Peace

The Emil Anderson Group (EAG), one of British Columbia’s legacy construction companies, has been in business for 87 years operating an integrated group of infrastructure construction, development, and maintenance companies, with over 600 employees in Chilliwack, and Kelowna, BC. As part of EAG, Gerry Enns Contracting has access to the resources to provide the services of a large contractor, while still maintaining the small or local contractor experience.

Gerry Enns Contracting (GEC) division has experienced significant growth since 2019, transforming from a small local contractor into a major player in B.C.’s construction industry.

Helping lead this journey is Ian Poettcker, vice-president of commercial contracting for EAG, who oversees GEC. Poettcker joined the company in 2019 after EAG acquired GEC in 2017.

A return to roots

Poettcker’s journey into construction was influenced by his father, who ran a framing and formwork crew. 

“I decided I really liked construction. I really liked the people. I thought I was not suited for a corporate job that I wanted to kind of stay in construction,” he said.

After attending the University of the Fraser Valley, he shifted to the British Columbia Institute of Technology’s building technology program, graduating in 2007. His early career included positions with Ventana Construction and Dominion Fairmile in Vancouver.

The acquisition of GEC by EAG provided the opportunity he was looking for. “I started as the operations manager for GEC in 2019 and then in two years I was the general manager and now I’m a VP with Emil Anderson Group.”

Combined resources

Under Poettcker’s leadership, GEC has expanded its operations significantly. Annual volumes have grown from around $15 million at the time of acquisition to projections exceeding $50 million this year, with expectations to reach $80 million in the next few years.

The integration with EAG has been a catalyst for this growth. GEC can access more resources than ever before. 

“There’s so much stuff that I don’t have to do that I get supported by Emil Anderson. If I was a business this size trying to grow, there’s a bunch of things I would be having to do off the side of my desk and I’d probably be doing them poorly. When I’m looking at hiring, working on our website or marketing we have a team in place for all of this stuff.” Poettcker said. “I can focus on other things”. 

As a result, GEC has been able to expand far beyond Chilliwack and further into B.C., opening an office in Kelowna to tap into new markets.

Community-centric projects

GEC’s growth is anchored in community-focused projects, particularly in affordable and supportive housing. Their first major project was the Paramount Building in downtown Chilliwack, a collaboration with a local nonprofit and BC Housing.

“That was our first big jump into BC Housing projects,” Poettcker said. The success of this project led to additional contracts, including four other BC Housing jobs and a Canada Housing and Mortgage Corporation rental housing project.

The success of this venture led to additional significant projects, such as a 110-unit rental complex currently under construction and an elder housing project at Seabird Island. GEC built the Eddy at the Bridge project near the Vedder River in 2022 and is working on a four-storey office building in partnership with the YMCA. These projects not only demonstrate GEC’s expanding capabilities but also its commitment to serving community needs and fostering long-term relationships, especially with Indigenous communities in the Fraser Valley.

This approach has been especially fulfilling for Poettcker, a Chilliwack native. 

“I have a five-minute commute to work,” Poettcker said. “This is the town I grew up in. I love Chilliwack—the smallest big city in the world.”

A people-first approach

Central to GEC’s success is its focus on hiring for fit rather than just experience. 

“We don’t hire resumes; we hire slow,” Poettcker explained. The company emphasizes finding individuals who align with their team culture.

“Having people in the office that you like working with literally makes you better at your job,” he said. “We have a group here that people enjoy being a part of.”

This approach has fostered a collaborative environment that benefits both employees and clients. “Everyone wants to work hard. Everyone is helping each other out,” Poettcker said.

Looking ahead

As GEC continues its upward trajectory, Poettcker remains committed to his community. “I love it. I never want to leave Chilliwack, and it’s great. I couldn’t like what I do more,” he said.

With a strong foundation, strategic partnerships, and a dedicated team, GEC and the Emil Anderson Group are poised for continued success, contributing positively to the communities they serve across British Columbia.

B.C.

• FIFA construction work to kickoff in new year
• Vancouver developer pays $8.5M for 99-year lease
• North Okanagan couple build tiny homes in Salmon Arm
• Sinclair Road to close for construction work
• Port Coquitlam’s first transit-oriented, highrise community proposed by Wesbild
• Taiwan firm halts plan for $1-billion battery plant

Manitoba

• Arctic Gateway Group unveils new facility at Port of Churchill
• Suncor Energy Centre retail space to be revamped

Ontario

• Ontario announces Northlander rail service restoration
• Marathon mine builder improves project economics
• Structural issues stall $1.45M restoration
• Major bridge work planned for London

Quebec

• Pointe-Saint-Charles legion fundraises to replace roof

Key Takeaways:

• The partnership between the Municipal District of Greenview and O’Leary Ventures aims to develop Wonder Valley, an off-grid natural gas and geothermal-powered industrial park for AI data centers. This $70 billion project is set to create substantial economic growth, long-term job opportunities, and a new industry sector in Alberta and Canada.
• The Greenview Industrial Gateway (GIG) leverages Alberta’s natural gas resources, existing infrastructure, cold climate, and pro-business environment to provide 7.5 GW of low-cost power to AI and hyperscale operations.
• Positioned as a model for global investment in emerging industries, the project aims to establish Canada as a leader in AI infrastructure.

The Whole Story:

The Municipal District of Greenview has announced a partnership with O’Leary Ventures, led by Kevin O’Leary of Dragons’ Den fame, to build an off-grid natural gas and geothermal power infrastructure to support the largest AI data centre industrial park in the world.

The GIG has signed a Letter of Intent with O’Leary Ventures for the purchase and development of thousands of acres of land within the Greenview Industrial Gateway and to the south of the GIG.

Wonder Valley, which will be rolled out in multiple phases, marks the creation of an entirely new industry sector for the region and country. Officials say the scope and scale of this development will provide a massive influx of job opportunities during construction and beyond, bringing long-term employment and driving economic growth.

“This is fantastic news for Alberta. Our efforts to attract investment, grow our technology and innovation sector, and leverage our natural and human resources are being noticed. I’m excited to watch this project unfold in the months and years to come,” said Alberta Premier, Danielle Smith.

“The GIG project is proof that Alberta is a destination of choice for data centres and their corresponding power generation infrastructure. This exciting announcement from O’Leary Ventures demonstrates that the work our government has done over the last nine months to promote Alberta to data centre operators and investors is paying off. Alberta is open for business, and we’re just getting started,” states Minister of Technology and Innovation, Nate Glubish.

“This is more than just an investment in land; it’s an investment in the future of innovation and economic expansion for Canada,” said Tyler Olsen, Reeve of the MD of Greenview. “We’re excited to take this step forward, creating lasting benefits not only for our Municipality but for the surrounding communities, and the country as a whole.”

My joint venture team led by Paul Palandjian, CEO O’Leary Ventures and Carl Agren, CEO, HPC and AI Data Centres, has sourced what we believe is the most compelling site in all North America to generate and offer 7.5 GW of low-cost power to hyperscalers over the next 5-10 years. Given existing permits, proximity to stranded sources of natural gas, pipeline infrastructure, water and a fiber optic network within just a few kilometers of the Greenview Industrial Gateway, we will be in the ground and up and running sooner than any scale project of its kind.

Kevin O’Leary, Chairman, O’Leary Ventures

“We will engineer and build a redundant power solution that meets the modern AI compute reliability standards. The first phase of 1.4 GW will be approximately US$ 2 billion with subsequent annual roll out of redundant power in 1 GW increments. The total investment over the lifetime of the project will be over $70 billion when considering the infrastructure, power, data centres and ancillary structures.”

Kevin O’Leary added that the GIG’s ideal cold-weather climate, a highly skilled labor force, Alberta’s pro-business policies and attractive tax regime make the GIG the perfect site for this project. He noted the team wants to deliver transformative economic impact and the lowest possible carbon emissions afforded to us by the quality of gas in the area, our efficient design and the potential to add Geothermal power as well.

“Together, these factors create a blueprint for sustainability and success that can be recognized worldwide. This is the Greenview Model,” said O’Leary.

“One of our core values for the project is to engage with First Nations Indigenous communities to create a mutually beneficial relationship and one that honors the people and the lands for many years to come,” said Paul Palandjian CEO – O’Leary Ventures.

The project is expected to attract attention from global investors and industry leaders. Beyond jobs and financial benefits, this venture aims to establish Alberta and Canada as world leaders and as a center of excellence in this emerging industry.