Author: Russell Hixson

As the trade war between Canada and the U.S. continues to simmer, government is looking to weather the storm by fast-tracking major projects, rethinking shelved ones and ensuring that Canadian companies and workers benefit the most. 

Big spenders: “The government should pay people to dig holes in the ground and then fill them up,” is how John Maynard Keynes, the father of Keynesian Economics put it. He argued that government spending can boost aggregate demand during economic downturns. Infrastructure projects often have a multiplier effect, where initial government spending leads to increased economic activity beyond the initial investment.

Picking up speed: While it’s hard to keep track of the day-to-day trade war updates, it’s safe to say the Canada’s faith in the U.S. as a trade partner and stable ally has been deeply wounded, and officials are looking to make some long-term changes.

• B.C. announced it will fast-track 18 critical mineral and energy projects worth approximately $20 billion in response to the threat of U.S. tariffs
• Alberta Premier Danielle Smith says the tariffs have caused a “sea change” in support for pipelines, including the possibility of an “Energy East 2.0”.
• Quebec Environment Minister Benoit Charette indicated that the government is open to reconsidering TC Energy Corp.’s Energy East pipeline and GNL Quebec’s proposal to build an LNG pipeline and export terminal in the Saguenay region.
• Quebec also says it has plans to accelerate the pace of infrastructure development.

Keeping in Canadian: There’s no point in trying boost the economy with public spending if that money doesn’t reach Canadians. That’s why officials have also been tearing up U.S. contracts and opting for local procurement policies.

• Ontario has banned U.S.-based companies from participating in government procurements as long as U.S. tariffs on Canadian exports are in place.
• Alberta has altered its procurement policies to only purchase goods and services from Canadian companies or countries with honoured free trade agreements with Canada
• The B.C. government and its Crown corporations say they will buy goods and services from Canada and other countries first.
• Industry Canada has been directed to prioritize the funding of projects that use predominantly Canadian steel and aluminum.
• Toronto has proposed procurement changes that would limit construction work under $8.8 million to Canadian companies.

Not our first rodeo: Franklin Delano Rosevelt’s New Deal is one of the most famous North American examples if this kind of policy. But we have some closer to home and in our more recent memory.  

• 2008 financial crisis – The federal government implemented a significant fiscal stimulus package in the 2009 and 2010 budgets, with 40% of it going towards “shovel-ready” infrastructure projects.
• COVID 19 – The government launched various infrastructure initiatives as part of the economic recovery plan. Priorities included seniors’ health care, ex-urban broadband, clean transit, and clean energy projects.

B.C.

Victoria ferry terminal project reaches milestone

Projects set to begin this week along Glenmore Road

Ottawa to provide $156.8 million for eight BC Hydro projects

Ontario

Final construction activities ‘well underway’ to run O-Train into Orléans

Mine developer close to Marathon construction decision

University Avenue West construction starts monday

Quebec

Montreal welcomes new life sciences hub

Alberta

18 new schools announced for Calgary

Alberta invests $311M over three years for emergency route improvements

Atlantic/Maritimes

Dangerous ruts to be fixed on Cape Breton’s Highway 125

Key Takeaways:

• Budget 2025 proposes over $8.5 billion for Alberta’s transportation and economic corridors, with major funding directed toward highway and bridge projects, LRT expansions, and water management infrastructure to support economic growth and community development.
• The budget allocates targeted investments across regions, such as $1.25 billion for the North (e.g., Highway 63 twinning), $1.4 billion for the Central region (e.g., Highway 11 twinning), and $363 million for the South (e.g., Highway 3 twinning), ensuring infrastructure development is balanced across the province.
• These projects aim to improve traffic flow, enhance trade corridors, and create thousands of jobs, boosting Alberta’s economy by utilizing local materials and labor while preparing for future growth and infrastructure needs.

The Whole Strory:

Alberta is poised to spend billions on growth-supporting infrastructure in its upcoming budget.

If passed, Alberta’s Budget 2025 would invest more than $8.5 billion for the Ministry of Transportation and Economic Corridors’ three-year Capital Plan, a $333.7-million increase compared with Budget 2024. This total includes more than $4 billion over three years for transportation infrastructure projects to benefit rural communities across the province, as well as $2.1 billion over three years for projects in the Calgary region, and $2 billion for projects in the Edmonton region.

“We are investing in the transportation and water infrastructure our communities need to address rapid growth, promote economic development and support a high quality of life,” Devin Dreeshen, Minister of Transportation and Economic Corridors. “These investments help ensure our province remains the best place in Canada to live, work and raise a family.”

The total capital investment in this year’s budget includes $2.6 billion for planning, design and construction of major highway and bridge projects. This work will create thousands of jobs across Alberta, improve traffic flow, and support the development of major trade corridors through projects such as twinning Highway 3 and Highway 11, and major improvements to Deerfoot Trail and Highway 881. Capital investment funding also includes more than $186 million over three years for more than 50 engineering projects to address future infrastructure needs as the province continues to grow.

“Building and fixing roads and bridges improves the productivity of Alberta’s economy. Budget 2025 continues investing in critical infrastructure using local materials and labour,” Ron Glen, CEO, Roadbuilders and Heavy Construction Association. “The ARHCA applauds Alberta’s leadership and commitment to all modes of trade-enabling transportation.”

In addition to improving and maintaining the provincial highway network, Alberta’s government has allocated $3.9 billion for capital grants to municipalities over the next three years. This includes funding for LRT projects in Edmonton and Calgary, as well as $5 million in new funding to support planning work for a new transit solution connecting the Calgary airport terminal with the future Blue Line LRT extension station.

The budget would also provide $126.8 million over three years to municipalities through the Strategic Transportation Infrastructure Program. This program helps smaller municipalities improve critical local transportation infrastructure.

Additionally, ongoing capital grants totalling $519.7 million over three years in water and wastewater infrastructure.

Finally, Budget 2025 would provide $240.1 million to build and repair water management infrastructure, including dams, spillways, canals and control structures. This investment provides irrigation for the agriculture sector and flood mitigation for Alberta communities.

Regional Highlights

North region

• Budget 2025, if passed, invests $1.25 billion over three years in road and bridge construction projects to benefit the North region, including:
  • $101 million for Highway 63 twinning, north of Fort McMurray
  • $141 million for Highway 881 safety and road improvements
  • $87 million for construction of the La Crete bridge
  • $69 million for Highway 40 grade widening between Hinton and Grande Cache
  • $7 million for the La Loche Connector road – extending Highway 956 from La Loche, Saskatchewan to Fort McMurray
  • $4 million for twinning Highway 40 south of Grande Prairie
  • $127.5 million for Highway 60 Capital Improvements

Central region

• Budget 2025, if passed, invests $1.4 billion over three years in road and bridge construction projects to benefit the Central region, including:
  • $208 million for Highway 11 twinning between Sylvan Lake and Rocky Mountain House
  • $98 million for the Vinca Bridge replacement on Highway 38 (near Redwater) as part of work to enhance the high-load corridor

South region

• Budget 2025, if passed, invests $363 million over three years in road and bridge construction projects to benefit the South region, including:
  • $106 million for Highway 3 twinning (between Taber and east of Burdett)
  • $92 million for the Highway 2 Balzac Interchange Replacement
  • $24 million for the Highway 1A upgrade (Stoney First Nation)
  • $9 million for the QEII Highway and 40^th Avenue interchange ramp (near Airdrie)

Calgary

• Budget 2025, if passed, invests $2.1 billion over three years in road and bridge construction projects, and municipal grants to benefit the Calgary region, including:
  • $173.1 million for the Calgary Rivers District and Event Centre
  • $484.8 million for Deerfoot Trail upgrades
  • $62.4 million for the Springbank Off-stream Reservoir (SR1) project
  • $11.9 million for the Bow River Reservoir (Ghost Reservoir Infrastructure Project)
  • $100 million for the Calgary Ring Road (West Stoney Trail)
  • $8 million for the completion of the Highway 201 Bow River Bridge on the southeast Stoney Trail
  • $26.5 million for the completion of the Stoney Trail and Airport Trail interchange

Edmonton

• Budget 2025, if passed, invests $2 billion over three years in road and bridge construction projects to benefit the Edmonton region, including:
  • $31.9 million for the Ray Gibbon Drive expansion
  • $31 million for the Terwillegar Drive widening from Rabbit Hill Road to Windermere Boulevard
  • $52.7 million for the Terwillegar Drive Expansion improvements to the interchange at SW Anthony Henday Drive
  • $20.3 million for Highway 16A and Range Road 20 Safety Improvements
  • $17.2 million for Highway 19 twinning
  • $40.2 million for the Highway 2 and 65 Avenue Interchange in Leduc

Robots and humans are starting to work side by side. But how far can robotics go on the jobsite, and what does it take to develop robotic solutions for the construction industry?

The challenge of construction robotics

“Construction robotics is hard to do right,” explained Tessa Lau, founder and CEO of Dusty Robotics. She would know better than anyone. Her company’s flagship product, the FieldPrinter, uses Building Information Modeling (BIM) to print precise layout plans directly onto job sites — a task that once relied on a team’s most experienced workers.

Before founding Dusty Robotics, Lau co-founded Savioke (now Relay Robotics), where she deployed over 75 delivery robots in the hospitality industry. She also worked as a research scientist at Willow Garage and IBM Research, making her a seasoned innovator in the robotics space.

Navigating a dynamic jobsite

According to Lau, the dynamic nature of construction sites makes automation particularly challenging.

“Mostly, robots are good when doing the same thing over and over. But construction sites change on an hourly basis. It is completely different the next day, so it’s very hard to identify a use case that robots can solve and is easy to automate,” she said.

This is why robots have been adopted much quicker in manufacturing, where environments are controlled, and processes are repetitive. On construction sites, however, successful automation requires narrowing the problem down to tasks that are predictable enough for robots to handle — like layout printing.

Enhancing, not replacing, jobs

As for concerns about robots replacing jobs, Lau sees Dusty Robotics creating new roles and enhancing existing ones.

“The job of layout typically is done by the most experienced person on site, and they have a ton of responsibilities. They’re very happy to have a tool that allows them to focus on higher-value things like training workers, managing material deliveries, and ensuring the work gets done correctly,” said Lau.

In fact, she believes Dusty Robotics has created a whole new class of jobs: dedicated layout operators. These roles offer new opportunities for job seekers and showcase innovation in an industry that often carries a reputation for technological stagnation.

“It gets young people engaged, and people who are willing to learn get the chance to have a great life,” she added.

The road ahead

So, where is this all going? Despite its challenges, construction still a lot of room for robotic growth. When Lau and her co-founder began Dusty Robotics, they identified roughly a dozen tasks ripe for automation, such as jobsite cleanup and materials movement.

“Maybe 20% of construction workers’ time is spent looking for equipment, parts, and tools,” said Lau. “If we can automate that, we could supercharge productivity.”

But before that vision becomes reality, Lau stressed the importance of builders investing in virtual design and construction (VDC). Without it, the benefits of robotics can’t be fully realized.

“If you don’t have the model, you don’t know what to tell the robots to do,” she said. “Once you have it, it enables lots of things. In our case, it’s the layout. It all has to start with that model. Not all companies are BIM-enabled, and that’s really the gating factor.”

Ultimately, Lau believes robotics will become as commonplace as electricity.

“You don’t think about using it. It’s just become part of the fabric of our lives, and I think that will be robotics eventually,” she said.

Key Takeaways:

• The Canadian government is investing over $156.8 million in eight electrical infrastructure projects across British Columbia to support electrification and reduce greenhouse gas emissions.
• Projects include increasing transmission capacity from Prince George to Terrace, electrifying new hospitals in Surrey and Duncan, and connecting industrial facilities in the Peace River region to the provincial power grid.
• The funding will help lower electrification costs for major facilities, support growing electricity demands, and ensure access to clean, renewable energy while keeping BC Hydro customer rates affordable.

The Whole Story:

The federal government is investing more than $156.8 million in eight electrical infrastructure projects across the province to electrify key infrastructure and support a future with more energy efficient and sustainable communities. This funding is provided through the Green Infrastructure Stream of the Investing in Canada Infrastructure Program, which supports the reduction of greenhouse gas emissions and the expansion of clean energy.

“Electrification remains the most accessible route for our customers to decarbonize,” said Chris O’Riley, President and CEO, BC Hydro. “That’s why we are committed to expanding the supply of clean electricity throughout British Columbia in the coming years and ensuring the necessary infrastructure is in place to deliver power to the homes, businesses, essential services and industries that depend on it. We appreciate the Government of Canada’s support in funding these crucial projects.”

BC Hydro‘s North Coast Electrification initiative will include increasing the transfer capacity of the existing 500 kilovolt (kV) transmission line from Prince George to Terrace by constructing three new capacitor stations along the line. The additional capacity is needed to help meet the growing demand in the region for clean, reliable electricity.

In Surrey and Duncan, BC Hydro will design and construct infrastructure to enable the full electrification of the Surrey Hospital and BC Cancer Centre, and the Cowichan District Hospital. These projects will support the construction of two new hospitals in British Columbia, and will provide both with clean, renewable energy.

In the Peace River region, eight kilometres of new 230-kilvolt transmission line and a new substation will be constructed. This will electrify Westcoast Energy’s CS16 facility. Additionally, BC Hydro will electrify the NorthRiver Midstream’s Dawson processing facility by connecting them to the province’s electricity grid with 10 kilometres of new transmission line that extends from the point of interconnection on the existing line to the processing facility.

Funding will also go towards transmission infrastructure in Hudson’s Hope, Dawson Creek, and Fort St. John. These projects will support the growing demands of BC Hydro transmission networks and reduce greenhouse gas emissions.

As the cost of infrastructure upgrades are shared between BC Hydro and project proponents, the funding will also reduce the costs of electrification for major facilities while helping to keep BC Hydro customer rates affordable.  

Key Takeaways:

• PSP Investments is making its largest Canadian infrastructure commitment by acquiring a 7.51% stake in the 407 Express Toll Route (407 ETR) for about $2.39 billion, with an additional deferred payment due within 18 months.
• After these transactions, the new ownership breakdown will be Ferrovial at 48.29%, CPP Investments and other institutional investors at 44.20%, and PSP Investments at 7.51%, with AtkinsRéalis exiting as a shareholder.
• PSP Investments aims to leverage its transportation sector expertise to support the long-term stability of the 407 ETR, aligning with its broader infrastructure strategy and strengthening partnerships with CPP Investments and Ferrovial.

The Whole Story:

One of Canada’s largest pension investors is getting into the highway business.

Public Sector Pension Investment Board (PSP Investments) announced that it has entered into agreements to acquire a strategic interest in 407 Express Toll Route (407 ETR), an all-electronic, barrier-free, toll highway spanning 108km in the Greater Toronto Area, from investment management organization Canada Pension Plan Investment Board (CPP Investments).

407 ETR is a privately leased and operated toll highway in Ontario. It is part of Highway 407, which spans the entire Greater Toronto Area (GTA) around the city of Toronto. The 407 ETR specifically refers to the 108.0 km (67.1 mi) segment from Burlington to Pickering

PSP Investments will add this 407 ETR investment to its global portfolio of road assets through the acquisition of a 7.51% stake for a purchase price comprised of approximately $2.39 billion payable at closing, and a deferred payment to be made up to 18 months after closing.

Simultaneously, engineering services and nuclear company AtkinsRéalis will enter into agreements to sell its remaining 6.76% stake in 407 ETR to CPP Investments and Ferrovial, a global infrastructure company. CPP Investments expects to acquire a 1.70% interest in 407 ETR from AtkinsRéalis, on the same basis as the deferred portion of the purchase price paid by PSP Investments. Net proceeds to CPP Investments from all of the applicable transactions are expected to be approximately $2.39 billion for a net 5.81% interest sold after closing.

Following completion of these transactions, ownership control of 407 ETR is expected to be attributed as follows: Ferrovial at 48.29%, CPP Investments and other institutional investors at 44.20%, and PSP Investments at 7.51%. AtkinsRéalis will cease to be a shareholder.

“We are pleased to join CPP Investments and Ferrovial in the 407 ETR ownership group. PSP Investments has deep expertise in the transportation sector and will support the long-term stability and reliability of this critical road that services more than 3 million Canadians each week,” said Sandiren Curthan, Managing Director and Global Head of Infrastructure Investments, PSP Investments. “Our investment in 407 ETR represents our largest infrastructure commitment in Canada to date and exemplifies our broader infrastructure strategy.

James Bryce, Managing Director, Head of Infrastructure, CPP Investments explained that tge transaction enables CPP Investments to optimize returns for CPP contributors and beneficiaries while building stronger ties with valued partners and continuing to own a significant stake in a high-quality business.

“We look forward to partnering with PSP Investments, Ferrovial and the management team, as the 407 ETR continues to deliver excellent service to the millions of individual and business customers who use the highway,” he said.

Here is a timeline of the highway’s history:

• 1994: Design-build contract awarded for initial construction
• 1997: Initial 68 km concrete toll motorway opened in October
• 1999: Ontario government announces privatization of Highway 407
• 2001: 39 km of extensions completed (24 km west, 15 km east), bringing total length to 108 km
• 2011: $35 million lane-widening project completed from Highway 403 to Highway 401 in the west, and from Highway 400 to Highway 401 in the east
• 2012: Construction begins on Highway 407 East project
• 2016: Phase 1 of Highway 407 East opens on June 20, extending 22 km to Harmony Road in Oshawa, including Highway 412
• 2018: Phase 2A opens on January 2, adding 9.6 km extension to Taunton Road
• 2018-2019: Widening project between Markham Road and Brock Road completed
• 2019: Phase 2B opens on December 9, adding 23.3 km extension to Highway 35/115, including Highway 418

Key Takeaways:

• The 25% U.S. tariffs on Canadian steel and aluminum are expected to have devastating effects on workers and communities in both countries, disrupting the industry and threatening jobs.
• Canadian steel producers are urging the government to impose tariffs on unfair imports from countries like China and to prioritize Canadian steel in publicly funded infrastructure projects to strengthen the domestic industry.
• Worker representatives view the tariffs as a direct attack on Canadian jobs and economic sovereignty, demanding wage subsidies, enhanced employment insurance, and strong retaliatory measures to protect workers and the economy.

The Whole Story:

As 25% tariffs go into effect on all Canadian steel and aluminum exported to the U.S., Canada’s industry is starting to feel the pain.

The size and scope of the industry is massive. In 2024, Canada exported approximately $7.1 billion USD worth of steel and $9.4 billion USD worth of aluminum to the U.S., accounting for 23% of total U.S. steel imports and 53% of total U.S. aluminum imports. While steel represents a significant portion of total U.S. imports, the country depends far more on Canadian aluminum to meet domestic demand.

Following the implementation of new U.S. tariffs, Canada swiftly responded by imposing countermeasures. These counter-tariffs, which took effect at midnight on Thursday, targeted $29.8 billion worth of U.S. goods, including steel, aluminum, computers, sports equipment, and cast-iron products.

François-Philippe Champagne, Minister of Innovation, Science and Industry, also directed Industry Canada to prioritize funding of projects that use predominantly Canadian steel and aluminum.

“Canadian steel and aluminum form the basis of North America’s critical infrastructure and manufacturing base, while supporting vital U.S. industries, including defence, shipbuilding and automotive,” said the minister. “They are also essential for securing our collective energy future and generate high-quality jobs on both sides of the border.”

“We will continue to stand strong for Canada, our workers, and our industries.”

Catherine Cobden, President and CEO of the Canadian Steel Producers Association (CSPA) explained that the announcement by President Trump of a 25% tariff on Canadian steel entering the United States has deeply damaged our mutually beneficial trading relationship.

Steel producers call for more industry support

“These tariffs will have devastating repercussions on both sides of the border for workers and communities that rely on a strong North American steel industry,” said Cobden. “Indeed, many are already feeling the impacts.”

Cobden praised Canada’s retaliatory tariffs, as well as ongoing efforts by government to resolve the trade war. However, she remained deeply concerned about the significant disruption and ongoing uncertainty being created by the United States for the industry. To build resiliency and long-term prospects for the sector in Canada, the association called on the government to act with urgency to address long standing concerns. Here’s what they want:

• Enact tariffs on all steel and steel derivatives from China and other known trade offenders to address unfair steel trade in Canada. Cobden said there remains significant levels of dumping and other unfair practices which erode the industry’s ability to compete.
• Asking all municipal, provincial and federal governments to step up and ensure they are prioritizing Canadian steel in all their publicly funded infrastructure projects.

Union says tariffs an ‘industry killer’

Worker representatives emphasized the massive impact the tariffs could have on Canadian jobs.

“These tariffs are nothing less than a potential industry killer,” said Marty Warren, United Steelworkers National Director for Canada. “It’s an economic attack on workers and our economic sovereignty. Trump’s protectionist charade is not about helping American workers but about using them as political pawns while jeopardizing jobs on both sides of the border. Canadian steel and aluminum workers will not be intimidated. We are ready to fight back and we will.”

The new measures, which extend to downstream products containing non-U.S. steel and aluminum, come on top of previous tariffs that have already placed massive strains on Canadian industry. While the existing tariffs are temporarily paused until April 2, if they take effect as planned, these combined tariffs will amount to 75% on steel and 60% on aluminum.

“This is a serious escalation in an unnecessary trade war with a trusted ally, and jobs and communities on both sides of the border hang in the balance,” said USW International President David McCall. “USW members across North America work together. We also fight together. And when it comes to beating back ill-advised trade policy that hurts us all, we will win together.”

He called on Canada to institute wage subsidies and enhanced employment insurance. He also stressed the importance of prioritizing domestic procurement and hit back at the U.S. with retaliatory tariffs on key industries.

“This isn’t just about steel and aluminum – this is about protecting Canada’s economy, its workers and its sovereignty,” Warren said. “We will not stand by while Trump uses our jobs as bargaining chips in his political game. Steelworkers will fight back on the shop floor, in the halls of government and in the streets if necessary.”

Steel tariff deja vu

During his first term as president, Donald Trump initiated a significant trade dispute with Canada over steel and aluminum imports. In March 2018, Trump imposed tariffs of 25% on steel and 10% on aluminum imports from most countries, including Canada. These tariffs were implemented under the justification of national security concerns. The dispute continued for about a year, affecting various industries and causing economic uncertainty on both sides of the border. In May 2019, nearly a year after the tariffs were implemented, the U.S., Canada, and Mexico reached an agreement to remove the tariffs and ultimately paved the way for the ratification of the United States-Mexico-Canada Agreement (USMCA), which replaced the North American Free Trade Agreement (NAFTA).

Key Takeaways:

• The catalogue features standardized designs for rowhouses, fourplexes, sixplexes, and accessory dwelling units to accelerate construction and reduce costs, particularly benefiting smaller homebuilders.

• Architectural firms across Canada contributed region-specific designs, ensuring the catalogue addresses diverse construction methods, materials, and local building codes, while also prioritizing accessibility, energy efficiency, and financial feasibility.

• The catalogue aims to simplify the path from concept to construction by providing ready-to-use architectural and engineering plans, technical guidance, and cost estimates, helping builders deliver housing more efficiently.

The Whole Story:

New standardized designs for housing across Canada have arrived.

The federal government released the final renderings, floor plan layouts, and key building details as part of the Housing Design Catalogue, an initiative under Canada’s Housing Plan. The catalogue features some 50 standardized housing designs for rowhouses, fourplexes, sixplexes, and accessory dwelling units across the country.

“These standardized designs will help smaller homebuilders cut through the complexity, speeding up the time between concept and construction and lowering costs of building,” said Nathaniel Erskine-Smith, Minister of Housing, Infrastructure and Communities.

Firms chosen to develop designs for the catalogue include MGA | Michael Green Architecture for the British Columbia region. LGA Architectural Partners Ltd. worked with five other teams of regional experts: Dub Architects (Alberta), 5468796 Architecture (Manitoba and Saskatchewan), KANVA (Quebec), Abbott Brown Architects (New Brunswick, Newfoundland and Labrador, Nova Scotia, and Prince Edward Island), and Taylor Architecture Group (Yukon, Northwest Territories, and Nunavut). LGA itself covered the region of Ontario.

Officials stated the announcement provides a head start for homeowners, builders, and communities in their planning processes. The regional architecture and engineering teams were instructed to focus on creating gentle density and infill development in existing neighbourhoods in all regions of the country. The final architectural design packages will be released this spring.

To help ensure the Housing Design Catalogue supports the goals of Canada’s housing system, numerous principles were considered during the development phase. These principles include adaptability and accessibility, energy efficiency, financial feasibility, use of regional construction methods and materials, and compliance with local regulations and building codes.

Once the final architectural design packages are ready, the Housing Design Catalogue will help builders streamline the process from concept to construction, cutting costs and speeding up housing delivery. The catalogue simplifies design, ensures compliance with building codes, and helps estimate costs—so homes can be built faster.

The designs cover all regions of the country: British Columbia, Alberta, Manitoba and Saskatchewan, Ontario, Quebec, the Atlantic provinces (New Brunswick, Newfoundland and Labrador, Nova Scotia, and Prince Edward Island), and the territories (Yukon, Northwest Territories, and Nunavut).

The final architectural design packages will consist of architectural and engineering drawings and specifications, including accessible-ready and enhanced-accessible layouts; technical guidance on topics such as site considerations and energy modeling;  and, construction cost summaries for each housing design in regions across the country.

The federal government is drawing inspiration from Canada Mortgage and Housing Corporation (CMHC)’s post-war housing design catalogues developed between the 1940s and 1970s. 

Here are renderings of some of the new designs:

Oftentimes a project is just a project.

But sometimes, it can elevate a company to the next level. 

It shows the rest of the industry what their team is capable of and becomes a stepping stone to bigger things. It plants their flag for all to see.

For Fraser Valley builder Caliber Projects, that project was Latimer Heights. Completed last summer after years of work, it represented the ultimate test of their team’s foundational approach to construction: Building People and Process.  

The stakes couldn’t have been higher. As Langley’s largest master-planned neighborhood, the plan spanned 74 acres and was to be built over 8 separate phases. Caliber would take on two of the largest phases which included 14 buildings comprising 847,063 square feet of residential (805 condo units) and 155,286 square feet of commercial.

Ian Baird led the charge with a unique background that has helped him thrive in the industry. After earning a PhD in chemistry and spending nearly a decade developing life-saving drugs for the pharmaceutical industry, Baird embarked on a new challenge helping deliver construction projects. 

While he had no prior industry experience, Baird was an expert at managing people, critical thinking and a multitude of other skills relevant to the building process. After proving himself by working on some major projects, most notably the Olympic Village, he joined Caliber. His first major task was overseeing Latimer as Caliber’s Director of Construction. 

Originally, Caliber was hired for one building at the site, but within a few months, they were signed for the next and the next as they kept showing value and competency. The team worked to coordinate all the Pre-Construction, hire all the consultants, manage all the design and execute all the General Contracting work.

“These are incredibly hard projects to execute,” said Baird. “Many fail or don’t do well at them. That is largely because many don’t spend a lot of time planning.” 

Before Caliber even got a building permit, they spent nearly eight months planning, thinking about the construction sequence and how resources would be allocated. The results were powerful. The team never missed a single schedule and often they were delivered ahead of schedule. At the same time budgets and quality targets were also hit. 

“By failing to prepare, you’re preparing to fail,” said Baird. “We really take that to heart here. And I think that if you spend a lot of time in planning, it’s actually easy.”

This was also performed during a global pandemic when uncertainty was sky-high, regulations were constantly shifting, costs were higher than ever before and global supply chains were being upended. Originally scheduled to last up to seven years, Caliber executed and delivered in less than five years. 

“It’s like being the conductor of an orchestra,” said Baird. “Caliber’s role was to get the consultants, developer, subtrades, suppliers, municipality and our team playing in perfect harmony.”  

During the project, the Caliber team was careful to always look for ways to improve and not get complacent. After every single phase, they had a post-mortem meeting to talk about how to be better on the next one. 

For Caliber, this performance has demonstrated the certainty their team brings to large, complex projects. You know that you are in good hands. 

“You get your third reading and then hire us, and we’ll make sure that you are successful,” said Baird. “Latimer gave us the opportunity to show the world that we were for real.”

It all comes back to Caliber’s mantra: Building People and Process. 

“We seek out ‘A’ players,” said Baird. “We then bring them in. We lift them up. We give them the tools that they need to operate. We mentor them. We train them. We have what we think is the best culture in the business. Those two things are the secret sauce for us. When we build People and Process, construction is easy. It just is.”

B.C.

• Duncan wants more regional approach on old hospital future
• Vancouver votes to freeze construction of new supportive housing

Ontario

• Team chosen to build Toronto’s East Harbour Transit Hub
• Grassy Narrows First Nation sees start of mercury treatment facility

Alberta

• Jasper gets more aid from governments
• Calgary reveals latest steps to revitalize vacant office space

Manitoba

• South Winnipeg Regional Recreation Campus work to start in 2026

Maritimes/Atlantic

• Grieg Seafood pausing construction on Marystown expansion project

• Amherst gets $2.2M in federal funding to streamline home construction

Key Takeaways:

• The federal government, industry leaders, and unions will collaborate to assess construction labour needs and develop pathways to attract and retain skilled workers.
• A new pathway will allow undocumented construction workers already in Canada to gain legal status.
• A temporary measure removes the need for a study permit for foreign apprentices, allowing them to complete their training faster and join the workforce more quickly.

The Whole Story:

Ottawa has announced new measures to address construction labour shortages.

They include the convening of a tripartite advisory council to assess needs in the industry and advise on new pathways to bring in skilled workers, a regularization pathway for out-of-status construction workers, and support for foreign apprentices.

“Canada’s construction industry is vital to support and sustain our country’s growth, and we need to bring in workers to meet the urgent need for skilled labour,” said Marc Miller, Minister of Immigration, Refugees and Citizenship. “The measures announced today will ensure critical infrastructure projects are completed on time, support economic development and tackle labour shortages.”

Canada will immediately convene a tripartite advisory council comprised of federal government and union representatives, and industry leaders. This advisory council will work to identify on‑the‑ground labour needs and advise on the parameters for potential pathways that would bring in and retain the construction workers we need for the long term, with robust protections against abuse and a strong wage threshold.

In an effort to build on the success of initiatives such as the out-of-status construction workers in the Greater Toronto Area pilot, IRCC intends to create a pathway that would offer opportunities for undocumented migrants in the construction sector. These undocumented migrants are already living and working in Canada, and are contributing to the sector, and this pathway will keep them here legally so that they can continue to build the homes our economy and communities need with the proper protections.

More information about these pathways will be shared in the near future as the new advisory council meets to develop policies.

Finally, to support foreign apprentices in construction programs and to address the current labour market needs in the construction sector, Canada is also introducing a temporary measure to allow foreign apprentices to complete their studies without a study permit, effective now. Officials stated that by removing this administrative barrier, apprentices will be able to gain the valuable skills they need to contribute to infrastructure projects more quickly.

When it comes to Canada’s residential construction sector, immigrants play a key role, accounting for 23% of all general contractors and residential builders. As of November 2024, approximately 1,365 permanent residents (including principal applicants and their dependants) have been admitted through the out-of-status construction workers pathway.

Key Takeaways:

• Bird Construction secured five major contracts totaling approximately $470 million, spanning infrastructure, industrial maintenance, and building projects across Canada.
• The company is strengthening its expertise in Integrated Project Delivery (IPD) and sustainability, with projects like its first IPD contract in Atlantic Canada and a zero-carbon facility powered by solar energy.
• Bird continues to expand its relationships with Indigenous partners, government agencies, and major industrial clients, reinforcing its presence in nuclear, transportation, and maintenance sectors while securing long-term agreements.

The Whole Story:

Bird Construction announced it has been awarded a total of five projects with a combined value of approximately $470 million. These projects include Bird’s first project to be delivered through an Integrated Project Delivery (IPD) model in Atlantic Canada, two new buildings that support Ontario Power Generation’s (OPG) nuclear program, civil infrastructure work with the Government of B.C., two significant multi-year agreements in the industrial maintenance sector, and a recreation centre redevelopment project in B.C.

Bird, as part of a joint venture, was awarded its first IPD contract model in Atlantic Canada. Through a shared-risk framework, transparent communication, and an integrated approach to decision-making, the IPD team will collaborate to deliver a 100,000 sq. ft. combined office and maintenance depot. Designed to achieve Zero Carbon, the approximately $70 million facility will be partially powered by a 260KW solar array, with plans for expansion to 600KW.

Bird, through an Indigenous-led joint venture, Makhos Bird Joint Venture (MBJV), was awarded contracts for the design and construction of two buildings for OPG that support ongoing nuclear operations and refurbishment activities. These projects, totaling approximately $120 million in aggregate, underscore the strength of Bird and MBJV’s relationship with OPG and Bird’s Indigenous partners to address the province’s growing electrification needs.

Bird’s recently acquired subsidiary, Jacob Bros Construction, has been awarded the Highway 1 Bus-On-Shoulder Lanes project by the Government of B.C. This $55 million project will widen nearly four kilometres of Highway 1 between the McKenzie and Colwood interchanges, adding continuous bus-on-shoulder lanes to enhance rapid transit services and reduce congestion. The project also includes a new pedestrian and cyclist bridge, ecological restoration works, and upgraded bus stops.

Bird’s industrial maintenance, repair, and operations (MRO) team has secured two significant contract awards totalling approximately $100 million, reinforcing its position as a leader in the industrial maintenance sector. The first award is a five-year MSA renewal with a long-term client, expanding Bird’s multi-discipline self-perform general contracting services to additional assets within the client’s portfolio. The second award is a multi-year, multi-discipline agreement with a blue-chip client in Eastern Canada. These awards align with Bird’s strategic plan for MRO, focusing on organic growth with existing clients and expanding into new strategic regions and markets across the country.

Bird has completed the validation stage on an IPD project to deliver the redevelopment of a major recreational centre in Kelowna, B.C. The completed facility will substantially increase athletic and aquatic space, offer three times as many programs, and include a dedicated childcare space. The redevelopment is part of a larger Building a Stronger Kelowna initiative, and Bird’s portion of the project is expected to approximate $125 million.

“Bird continues to win work across our industrial, buildings and infrastructure businesses in key strategic market sectors that remain economically resilient, building on the Company’s strong client relationships and forging new ones,” stated Teri McKibbon, President & CEO of Bird. “These awards highlight the scope of Bird’s capabilities, adding to the Company’s combined backlog of nuclear, healthcare, horizontal infrastructure and industrial maintenance work, while expanding Bird’s expertise in collaborative contracts.”

Karen Power, Vice President of Human Resources at Peterson, shares insights into the evolving landscape of talent acquisition and retention in the real estate and development sector. In this Q&A, she discusses the hiring challenges brought on by economic shifts, changing employee expectations, and generational differences in workplace values.

Power also highlights the strategies Peterson has implemented to attract and retain top talent, from fostering a strong company culture to offering flexible benefits, mentorship programs, and professional development opportunities.

SiteNews: What are some of the biggest hiring challenges Peterson and others in the real estate/development sector have faced in recent years?

Power: like many of our peers in real estate, has faced a range of hiring challenges in recent years. The post-COVID job market presented initial difficulties with a shortage of candidates as economic uncertainty made many hesitant to switch roles. Although candidate availability has since improved, competition remains fierce, especially for experienced senior-level positions. Rising construction costs, inflation, and high interest rates have led to project delays, frustrating younger workers and complicating workforce planning. Furthermore, balancing remote work expectations with the industry’s on-site requirements has added another layer of complexity. Finally, rising union pay rates, especially in hotel operations, have significantly increased our operational costs.

What are you hearing from employees and candidates about what they want from a job?

Both current employees and candidates are looking for roles that offer autonomy and the opportunity to share their ideas while working on diverse and interesting projects. They also value a balanced total rewards package that includes benefits like RRSP, HSA, and other perks. Additionally, opportunities for growth are highly important, whether through mentorship, skill-building programs, or collaboration with colleagues. Understanding these wants, Peterson also recognizes the importance of supporting employees’ long-term financial security, which is why we prioritize retirement planning assistance services and matching RSP contributions.

Have you seen a difference in how various generations value a workplace and an employer?

Different generations value workplace and employer attributes in distinct ways. Young professionals often prioritize flexibility, hybrid or remote work options, and rapid career growth. They seek projects that offer autonomy and opportunities for quick recognition. On the other hand, seasoned professionals tend to focus more on company culture, team dynamics, and the organization’s focus areas. Given current market uncertainties, they are more cautious about changing jobs and gravitate toward stable, reputable companies with a long-standing presence, which helps our recruitment efforts.

What sort of adaptations has Peterson made to attract and retain workers?

Peterson has made several adaptations to attract and retain workers by focusing on creating an overall positive employee experience. We bring in talented employees that align with our overall values, we treat them with respect, and we give them the tools and space to grow and learn. We put a lot of effort into creating a strong culture and engagement through this process. To meet diverse individual and family needs, Peterson offers flexible benefits packages, including health spending and lifestyle accounts. Additional perks include tuition reimbursement, a scholarship program for employee’s children, and retirement programs that recognize tenure. At Peterson, we also celebrate significant milestones with meaningful gifts and events, and we take time to volunteer in the community together, fostering a strong culture of appreciation and engagement.

What strategies have you found to be most effective?

Most importantly, we ask for feedback and we listen to our people. We ensure our leaders have an open-door policy that encourages employees to provide feedback, share ideas, and challenge norms. This fosters a culture of openness and innovation. We also run a mentorship program, with 28 mentees in the latest cohort, offering six-month sessions that provide both guidance and skill development. To further enhance growth, we implement cross-training projects that help younger employees expand their skill sets. Peterson Academy also plays a key role by allowing employees to apply their creativity to tackle current problems and explore emerging trends.

How do you make your company stand out from the others in the space and even from other industries?

Peterson sets itself apart by fostering a culture of innovation and enjoyment. Programs like Peterson Academy empower employees to find creative solutions to business challenges, while efforts are made to create an office environment where people truly enjoy coming to work. We also ensure that Peterson’s care for individuals extends to their families with a scholarship program to award children of employees for academic achievement, community involvement and leadership in school/work, and we offer maternity/parental Top Up benefits to support parents. We also welcome partners and children at select events and even dogs are allowed in the office, emphasizing a strong sense of community and balance.

How do you manage/track employee satisfaction?

Employee satisfaction is managed and tracked at Peterson through a mix of formal and informal methods. Stay interviews provide a casual way to understand individual experiences, while the Engagement Committee conducts pulse checks to gauge overall morale. Additionally, we use formal engagement surveys to collect detailed feedback, ensuring a well-rounded approach to monitoring and improving employee satisfaction.

What are some of the main reasons your longest-serving employees have stuck around?

Peterson manages and tracks employee satisfaction by fostering growth, collaboration, and engagement. Employees are given opportunities to take on diverse projects, allowing them to expand their responsibilities and advance their careers. We are always growing and evolving the spectrum of what we do; there is always challenging work and room to grow and employees are faced with stimulating work. Ultimately, Peterson spends time with its employees. Peterson prioritizes a people-first culture, where respect, fairness, and genuine care are foundational. The company promotes collaboration, supports employees in overcoming challenges, and provides various ways for team members to connect and build strong relationships.

Happy Women in Construction Week! We wanted to celebrate some of the incredible women who make our industry great. They are breaking barriers, leading innovative projects, and shaping the future of the sector. From pioneering entrepreneurs to influential engineers, architects, and safety advocates, these women are redefining what leadership looks like in a traditionally male-dominated field. Their contributions extend beyond job sites and boardrooms. Thanks for all you do! Here are some female construction leaders to watch:

Montana Wilson

Wilson is an entrepreneur and engineer who founded GRIT Engineering Inc. in Stratford, Ontario, in 2021. With over 17 years of experience in civil, environmental, and geotechnical engineering, she has built a successful consulting firm that prioritizes community, family, and client service. Under her leadership, GRIT Engineering has grown rapidly and received notable awards, including the Ontario Home Builders’ Association’s Service Professional of the Year Award in 2023.

Tania Bortolotto

Bortolotto is an award-winning Canadian architect and interior designer with over two decades of experience. She is the founder and president of Bortolotto Design Architect, established in 1999, a firm recognized for its innovative and functional designs across various sectors. Before founding her practice, Tania honed her skills at esteemed firms such as Diamond and Schmitt Architects, Teeple Architects, and Kohn Shnier Architects. Her firm was also recently named one of the “Top 15 architects in Toronto.” She was also recently the recipient of Ryerson’s Alumni Achievement Award, a distinction given to graduates who have made a significant contribution to their profession, community and country.

Donna Grant

Grant is the President of BC 1 Call, appointed to the role on October 29, 2024. With a strong background in the construction industry, Grant previously served as the President of the Vancouver Regional Construction Association (VRCA). Her career includes experience as a marketing and proposal manager for Scott Construction Group, covering B.C., Alberta, and Ontario. Known for her collaborative leadership style and commitment to safety, Grant brings strategic thinking and the ability to implement operational, marketing, and training initiatives to her role at BC 1 Call. As President, she leads the organization’s efforts in damage prevention and safety related to British Columbia’s underground infrastructure.

Hilda Letemplier

Letemplier is an accomplished Inuk entrepreneur from Happy Valley-Goose Bay, Newfoundland and Labrador. She is the President and Chief Financial Officer of Pressure Pipe Steel Fabrication Ltd. (PPSF), a 100% Inuit/Indigenous-owned company that provides steel fabrication and welding services for major resource development projects. In recognition of her contributions, Hilda received the Indigenous Business Lifetime Achievement Award from the Canadian Council for Aboriginal Business in 2024.

Agnes Wietrzynski

Wietrzynski is the President and CEO of QM Environmental, one of Canada’s leading environmental and industrial services companies, a role she assumed on May 9, 2022. With over 13 years of experience in the environmental industry, Wietrzynski brings a strong background in business operations, major infrastructure projects, emergency response, industrial services, and business development. Prior to joining QM Environmental, she served as District Manager at GFL Environmental Inc. Under her leadership, QM Environmental has experienced significant growth and transformation, with Wietrzynski championing a strong culture of diversity, collaboration, and innovation. 

Rory Richards

Richards, a Coast Salish woman of Shíshálh descent, is the founder and CEO of NUQO Modular, an Indigenous-owned, female-led modular construction company based in Vancouver, B.C. With over two decades of experience in founding and leading successful Canadian businesses, Rory combines her community-first, values-led approach with innovative modular construction methods to address critical challenges such as affordable and Indigenous housing.

Marilyne Vallières

Vallières is the President of Signalisation de Ville and Signalisation STP, two successful construction companies specializing in road signage. A CPA by training, Vallières co-founded Signalisation de Ville with her partner Jimmy Girard nearly a decade ago. She has since grown the company to employ 250 people as of January 2024. Known for her hands-on leadership style, Vallières has fostered a company culture that prioritizes employee safety and well-being while maintaining high productivity. Her commitment to transparency and personal engagement with staff has been key to the company’s success. In January 2024, Vallières oversaw the relocation of the company to a new $15 million headquarters in Terrebonne, a move expected to create 45 new jobs by 2027.

Tannis Liviniuk

Liviniuk is a trailblazer in the construction industry with over 24 years of experience, currently serving as the Digital Advancement Executive at Zachry Group. She began her career on job sites, spending over a decade gaining hands-on expertise in project planning, construction execution, and technology implementation. Tannis later founded and led Trillium Advisory Group, a successful consulting firm focused on digitizing construction workflows, which she eventually sold. A passionate advocate for industry innovation and advancing opportunities for women in construction, she frequently speaks at global conferences and lectures at institutions.

Juliane Kniebel-Huebner

Kniebel-Huebner is on the front line of fighting climate change as the Chief Operating Officer of Carbon Upcycling Technologies, a leading decarbonization and carbon capture & utilization technology provider. She joined the company in September 2024, bringing over 20 years of leadership experience in the energy and infrastructure sectors. Prior to her role at Carbon Upcycling, Kniebel-Huebner served as Director of Western Canada Development at Capstone Infrastructure Corporation and Chief Operating Officer at Genalta Power Inc. Her experience also includes working as a Strategic Advisor and Managing Director at Ventotec, a subsidiary of enercity AG, where she led a major restructuring project. 

Constanza Maas, Tessa Ferzli, Samara Sampson

This trio co-founded Women on Site, a non-profit organization dedicated to reducing loneliness and retaining women in the skilled trades. Constanza Maass is an Environmental Technician with experience in environmental site assessments and remediation. Tessa Ferzli, a Red Seal brick and stone mason specializing in heritage masonry, became Canada’s youngest female Red Seal mason at 21 and now manages operations for a masonry company. Samara Sampson is a Red Seal Sheet Metal worker. They created Women on Site to address the challenges faced by women in male-dominated trades, hosting events, monthly meetups, and maintaining a supportive online community to share experiences, advice, and job opportunities.

Tamara Pongracz

For over 20 years Pongracz has been the Department Head of the BCIT Trades Access Department. The Trades Access Department includes Trades Discovery Programs that have helped thousands of people find their trade career match. Tamara received a BCIT Teaching Excellence Award in 2005 , an Employee Excellence Award (Inclusivity) in 2019, and was recognized by the Vancouver Regional Construction Association as Outstanding Woman in Construction 2007.

Catherine Karakatsanis

Karakatsanis, P.Eng., is the Chief Operating Officer of Stantec (formerly Morrison Hershfield), a global multi-disciplinary consulting engineering firm. With over three decades of experience, she has risen through the ranks from structural engineer to her current executive role, where she oversees operations for more than 1,000 professionals across Canada, the United States, and India. Karakatsanis has made history as the first woman president of the International Federation of Consulting Engineers (FIDIC) in its 110-year history.

Regina Marklund

Marklund is a seasoned construction professional with 18 years of experience at Turner Construction Company. Currently serving as Construction Manager at Turner Canada, Marklund has held various roles within the company, including estimating, project management, superintendence, and business development. In February 2025, Marklund made history by becoming the second female Chair of the Vancouver Regional Construction Association (VRCA) in its 95-year history.

Nour Hachem

Hachem is a seasoned workforce advisor, mentor, and influencer with over 13 years of experience. She is the founder and president of Build a Dream, a national non-profit organization established in 2014 in Windsor, Ontario, dedicated to empowering young women to explore careers in skilled trades, STEM, emergency response, and entrepreneurship. Under her leadership, the organization has raised over $15 million in funding, and continues to expand globally.

Kim Connell

Connell is a fearless leader with an impressive track record in the construction industry, dedicated to breaking barriers and promoting diversity. As Senior Vice President of Development and Strategy at Clark Builders, she drives strategic positioning, marketing, brand management, external engagement, revenue management, growth initiatives, and preconstruction services. Passionate about fostering teamwork, Connell nurtures individual excellence and camaraderie among colleagues.

Angela Clayton

Clayton is the Interim President and CEO of Infrastructure Ontario (IO), appointed in December 2024. With over 20 years of experience in the infrastructure sector, she has worked in both public and private roles, specializing in strategic planning, risk management, and program management. Prior to her current role, she served as IO’s President of Project Delivery, where she led transformative initiatives, including the development of new project delivery models for large-scale infrastructure projects. Angela has also held senior positions at Plenary Group, overseeing design, construction, and operations across North America, and at Brookfield LePage Johnson Controls in property and asset management.

Alicia Cornford

Cornford is the Director of Brand & Engagement at Clark Builders. With over a decade of experience in the architecture, engineering, and construction (AEC) industries, Cornford brings a wealth of knowledge to her role. Prior to her current position, she served as Manager of Corporate Development at Clark Builders from February 2021 to January 2024. In her role, Cornford is responsible for identifying and researching new business opportunities, facilitating regional market plans, and supporting the development and execution of corporate growth strategies. Cornford is also actively involved in industry associations, serving as the President of the Canadian Society for Marketing Professional Services (CSMPS).

The city of Toronto, in partnership with Maple Leaf Sports & Entertainment (MLSE), has unveiled plans to transform BMO Field (Toronto Stadium) into a state-of-the-art venue ready to host the FIFA World Cup 26 and with upgrades that will benefit stadium-goers well beyond the tournament.  

The upgrades, backed by a $123 million investment from the city and a $23 million investment from MLSE, will enhance stadium infrastructure, technology and overall appeal. Officials state that beyond the tournament’s economic, cultural and community benefits, these renovations will create a lasting legacy. 

“Sport brings us together, as Torontonians and Canadians,” said Toronto Mayor Olivia Chow. “As we prepare to host FIFA World Cup 26, we’re investing in infrastructure for Toronto’s future. We are supporting Team Canada while investing in the next generation of great Canadian athletes.” 

FIFA World Cup 26 enhancements: 

• Capacity will be increased to 45,000 with 10,000 temporary seats added on the north grandstand and 7,000 temporary seats added on the south grandstand. 
• Player spaces and locker rooms will be enhanced to accommodate international teams for the six World Cup matches.  
• The stadium’s broadcast infrastructure will be upgraded to support the international television coverage required for the tournament. 

Key stadium enhancements: 

• Four new LED videoboards will be added to the stadium’s corner columns to enhance fan engagement and visibility. New LED sports lighting and an upgraded audio system will elevate the overall matchday experience. 
• Self-serve technology, including generative AI and computer vision at select concession stands, will improve check-out lines so fans can spend more time enjoying the action.  
• The stadium’s Wi-Fi will be upgraded to accommodate the stadium’s increased fan capacity. 
• A state-of-the-art kitchen on the west side will serve fans quickly and efficiently, complemented by additional concession stands across the venue. 
• The field will undergo a comprehensive upgrade to meet world-class standards and new team dugouts will be added to accommodate future international events. 
• A new centre-field lounge will be added on the stadium’s west side to complement renovations to the existing West Suites as well as the addition of new North Suites. 
• After FIFA World Cup 26™ a ticketed rooftop patio with a 1,000-person capacity will be added. 

The transformation of Toronto Stadium will occur in two phases: 

• Phase 1 began in December 2024 during the off-seasons of Toronto FC and the Toronto Argonauts, with construction continuing through to August 2025.   
• Phase 2 will take place from December 2025 to March 2026, ensuring that all enhancements are completed in time for the FIFA World Cup 26™.  

As renovations take place, BMO Field will remain open at capacity for all scheduled events. During portions of the 2025 TFC and Argonauts seasons, fans will be directed to use the southern gates for entry and exit as work on the north grandstands take place. Additionally, a temporary videoboard will be in place on the north side until early spring. During the construction period, fans are encouraged to allow more time for entry and to consult their email communications or the website to plan their visit. 

In December 2024, FIFA released an economic impact assessment, prepared by Deloitte Canada, estimating that FIFA World Cup 26 could generate up to $940 million in positive economic output for the Greater Toronto Area (GTA). This includes a projected $520 million in GDP growth, $340 million in labor income and $25 million in government revenue. The tournament is also expected to create over 6,600 jobs between June 2023 and August 2026, providing a substantial boost to the region’s economy. 

Toronto will host six FIFA World Cup 26 matches, kicking off on June 12, 2026, with the first-ever men’s FIFA World Cup match on Canadian soil, featuring Canada’s Men’s National Team. Toronto is also hosting a round of 32 match on July 2, 2026.  

Key Takeaways:

• The Canada Infrastructure Bank (CIB) has provided a $100 million loan to the Enoch Cree Nation to support infrastructure for a 256-acre mixed-use development, including essential utilities, roads, and facilities such as a cultural center, medical center, and elders facility.
• The project aims to diversify the Enoch Cree Nation’s economy, creating a self-sustaining future for over 2,800 community members while generating up to 800 jobs for both local and surrounding area residents.
• Nation officials emphasize the historic significance of this investment in closing long-standing infrastructure gaps faced by many Indigenous communities, highlighting the financial accessibility provided by the CIB’s Indigenous Community Infrastructure Initiative.

The Whole Story:

The Canada Infrastructure Bank (CIB) has reached financial close on a $100 million loan to help the Enoch Cree Nation develop its reserve near Edmonton, Alberta. The agreement enables a future elders facility, a cultural centre and medical centre and more than $1 billion in commercial and residential development.

The enabling infrastructure includes construction of water and wastewater mains, roads and installation of underground utilities at the 256-acre mixed-use development.

Officials say the development will diversify the First Nation’s economy and create a self-sustaining future for more than 2,800 community members.

The project will also support up to 800 jobs for community members and individuals living in the surrounding areas. Enoch Civil Construction LP, the First Nation’s heavy civil construction company, will hold the primary contract for the project as the general contractor. Construction is expected to be completed in 2027.

The investment follows a $15-million CIB loan in August 2023 towards upgrades to the main transportation artery within the reserve, including pedestrian crossings and a new multi-use pedestrian trail.

“Our second investment with the Enoch Cree Nation supports its ongoing work to develop their reserve and create a self-sustaining future for community members,” said Ehren Cory, CEO, Canada Infrastructure Bank. “The enabling infrastructure will create jobs and needed road, water and wastewater infrastructure. The end result will be a new mixed-use development with office and retail space and community resources.

Nation officials noted that the announcement is historic and begins to help address infrastructure issues that many other Indigenous groups face.

“Like many First Nation communities in Canada, we have struggled to address many infrastructure gaps that hinder our Nation from moving forward,” said Enoch Cree Nation Chief Cody Thomas. “The CIB’s Indigenous Community Infrastructure Initiative has allowed our Nation to borrow the necessary capital to address some of the infrastructure gaps that we are currently experiencing at terms that are financially suitable.”

Canada is embroiled in a bitter trade war with the U.S., putting immense pressure on countless businesses. The U.S. is now imposing 25% tariffs on all goods imported from Canada, with a 10% tariff on energy and critical minerals. Canada has responded with its own tariffs in retaliation.

If you are looking to support Canadian construction businesses during the crisis, check out our list of producers. They make everything from steel girders to steel-toe boots. And if there is a made-in-Canada company that you think should be featured, let us know at hello@readsitenews.com.

Steel

Algoma Steel was forged in 1901 with two small blast furnaces, a 60-ton Bessemer furnace, a 23- inch bloom rolling mill and rail mill. It has since grown into a fully integrated steel producer based in Sault Ste. Marie, Ont. The company manufactures and sells hot and cold rolled steel products including sheet and plate.

Canam Steel Works Inc. was founded in St. Gédéon de Beauce, Que. in 1960. Despite a series of devastating fires, the company persisted. The company says it has been involved in more than 300,000 Construction projects in North America.

Solid Rock is a classic immigrant success story. Berend Steunenberg learned the metal fabricating trade while growing up in Holland and and took his skills to Vancouver in the 1950s. Now the company is helping tackle large, complex projects like The Butterfly, the Surrey Central Library and Microsoft’s Vancouver headquarters.

Stelco is a long-standing integrated steel producer in Canada, primarily focusing on flat-rolled steel products. They produce hot-rolled and cold-rolled steel as well as coated products, serving industries such as automotive, construction, and energy.

AltaSteel, located in Edmonton, Alberta, specializes in producing high-quality steel products for industries such as construction and energy. The company plays a vital role in Western Canada’s steel industry by supporting local businesses and infrastructure projects.

Supreme Steel is headquartered in Acheson, Alberta, near Edmonton. It is the largest privately owned steel fabricator in Canada and provides services such as engineering, fabrication, and installation for industrial and commercial projects. Supreme Steel has contributed to iconic projects like the Port Mann Bridge and Anthony Henday bridges.

George Third & Son is a prominent steel fabrication company based in Burnaby, British Columbia, Canada. Founded in 1910, the company has over a century of experience in the steel industry.

Wood

Interfor Corporation, founded in 1963 and based in Vancouver, is one of the largest lumber providers globally, with 21 mills across North America. Interfor’s operations span British Columbia, Ontario, Quebec, and the U.S. South, producing a wide array of wood products, including softwood lumber and engineered wood.

West Fraser Timber Co. Ltd., founded in 1955 in B.C., has grown to become one of the largest lumber producers in the world. The company operates over 60 mills across Canada, the U.S., and Europe, producing a wide range of wood products, including softwood lumber, plywood, OSB, and engineered wood.

Nordic Structures, based in Montreal, has worked on many projects in the U.S. and Canada, including Canadian Nuclear Labratories, Plate 15, Paul Mercier Library and more. Since 1961, Nordic has been using trees to make construction materials at its industrial complex in Chibougamau.

Canfor Corporation is a forest products company headquartered in Vancouver, B.C. Founded in 1938, Canfor specializes in producing lumber, pulp, and paper products, serving markets across North America, Asia, and Europe. The company operates numerous sawmills and pulp mills, with a strong presence in B.C., Alberta, and the U.S. South. In 2019, the Jim Pattison Group, one of Canada’s largest private companies, became Canfor’s majority owner, ensuring it remains Canadian-owned.

Tolko Industries Ltd., established in 1956 and based in Vernon, B.C., is a family-owned company that has grown into a significant player in the North American wood products industry.

Western Forest Products specializes in high-value, specialty lumber from the coastal forests of British Columbia. They serves niche markets like marine applications, custom homebuilding, and furniture manufacturing.

Stella-Jones, based in Montreal, Quebec, specializes in producing pressure-treated wood products, particularly utility poles and railway ties. They also manufacture lumber for residential construction. In 2025, Stella-Jones reported revenue of $2.5 billion.

Heavy equipment

Tigercat is a privately owned, vertically integrated Canadian corporation with deep expertise in engineering, fabrication, manufacturing, and the support of machinery suited to severe duty applications. The off-road industrial product line includes land clearing, silviculture and site preparation equipment as well as other specialized severe duty carriers used in a variety of industries including utilities, oil and gas and construction.

MacLean Engineering, based in Ontario, manufactures a range of underground mining machinery, which is also used in construction projects, particularly in tunnel construction and underground operations. Their machinery includes mobile mining equipment, bolters, scissor lifts, and other safety-focused tools.

Foremost is a Canadian company that manufactures heavy-duty construction and industrial equipment. Located in Calgary, Alberta, their product range includes drilling rigs, vacuum trucks, and specialized equipment for construction and mining applications.

Cement/Concrete

Béton Provincial Ltée, a Quebec-based family-owned company established in 1960, stands out in Eastern Canada for its diverse, high-quality concrete and paving products. They focus on a personalized customer approach and boast a wide distribution network, supplying construction projects across the region. In recent news, Béton Provincial made headlines by acquiring assets from CRH Canada, further solidifying their position in the market.

Federal White Cement, based in Woodstock, Ontario, specializes in white Portland and masonry cement for the construction industry. This family-owned company prioritizes innovation, offering traditional and eco-friendly white Portland cement options alongside white masonry cement.

Miller Cement supplies bulk Portland cement and specialty cementing materials. The Ontario-based company emphasizes sustainable practices and control their delivery process across the province.

Ciment Québec, boasting one of the most modern cement plants in North America, is a key player in Quebec’s construction industry. Their offerings include cement, concrete, construction materials, and aggregates. 

BM Group, based in B.C., has more than 40 years of history supplying Canada with concrete. It boasts expansive ready mix facilities and a constantly growing fleet. Alongside concrete supply is its precast manufacturing operation which offers a vast catalogue of precast concrete products.

Tools/gear

Gray Tools focuses on manufacturing hand tools for accomplished tradespeople. Founded by Alex Gray in 1912, the company offers over 6,000 hand tools designed for the specific work and needs of the professional user under two brands: Gray and Dynamic Tools. They are Canada’s only broad line manufacturer of hand tools.

Task Tools is a Canadian company founded in 1968, based in Delta, British Columbia. It is a family-owned and operated business that specializes in developing high-performing, quality tools for construction professionals. Task Tools offers three brands: TASK Signature, TASK, and Tuf-E-Nuf.

JessEm Tools manufactures precision woodworking tools. They are Canadian-owned and produce their tools in New Brunswick.

Rolgear Manufacturing produces a patented toothless ratchet system used in hand tools such as screwdrivers and socket wrenches. They are located in Ashcroft, B.C.

Tiger Torch manufactures propane and natural gas blow torches near High River, Alberta.

Veritas Tools produces high-quality woodworking hand tools, including planes, sharpening tools, joinery saws, marking and measuring tools, chisels, and carving tools. The Ontario company boasts 1250 products and more than 100 patents.

RAD Torque Systems is a Canadian manufacturer of pneumatic, battery powered, and electronic pistol grip torque wrenches which are marketed under the RAD trademark. RAD products are used in oil & gas, petrochemical, mining, aerospace, power generation and manufacturing.

Busy Bee Tools, a proudly Canadian-owned and operated company, has been specializing in woodworking, metalworking, and industrial tools since 1976. Headquartered in Concord, Ontario, the company has expanded nationwide with locations in Ottawa, Mississauga, London, Dartmouth, Pickering, Barrie, and more.

Perma Pouch Inc. specializes in designing and manufacturing leather tool belts and pouches. The Burnaby, B.C. company’s products are 100% Canadian-made, focusing on durability and functionality for tradespeople. Perma Pouch is known for its commitment to local production and high-quality craftsmanship.

Impact Poly Hammers is a Saskatoon-based company that produces professional-grade soft-faced dead-blow hammers. Their hammers feature increased steel frame construction and fully welded heads. They offer a variety of sizes and are known for their durability, with some users reporting their hammers lasting for 15 years without significant wear.

Akribis Leather designs and manufactures rugged, high-quality tool belts specifically for tradespeople. Founded by Luke Riemer, the Summerland, B.C. company started with custom-made belts tested in the harsh conditions of the Okanagan Valley. 

Personal protective equipment

Canada West is a 47-year old boot manufacturer that has a variety of styles for steel toe work boots. Based in Winnipeg, Canada West states that making Goodyear welted footwear may not be the easiest way to make a boot or shoe, but they still believe it is the best way. Especially for heavy-duty work boots and western boots used throughout Canada.

Big Bill is a fourth-generation family business and a brand of Codet Inc., dedicated to producing high-quality workwear for over 75 years. Founded by Charles E. Audet in Coaticook, Quebec, the company has grown into a North American leader with four specialized divisions: workwear, outdoor clothing, flame-resistant apparel, and safety footwear.

Superior Glove is a Canadian company specializing in hand protection. Based in Acton, Ontario, they manufacture a wide range of gloves for industrial applications, including cut-resistant and heat-resistant options. They are one of the largest glove manufacturers in North America with a strong focus on local production.

Dynamic Safety produces above-the-neck PPE for industrial applications. The Quebec company manufactures hard hats, ear muffs, and other safety equipment designed for workers in construction, manufacturing, and other industrial sectors. Dynamic Safety continues to operate its manufacturing plant in Laval, focusing on North American production.

Covergalls is a Sudbury, Ontario manufacturer of industrial PPE and workwear designed specifically for women. Founded by Alicia Woods in 2013, the company has grown significantly and now produces a wide range of PPE products tailored to women’s needs in various industries.

Tatra is a 100% Canadian-made work boot manufacturer based in Dunnville, Ontario. They produce high-quality, hand-crafted CSA work boots and emphasize their commitment to supporting fellow Canadians by providing quality work boots and jobs. As of February 28, 2025, Tatra continues to manufacture their boots entirely in Canada.

Mellow Walk, located in Toronto, Ontario, produces safety footwear including work boots and shoes. They offer a range of styles, from steel-toe work boots to composite toe athletic work shoes, all manufactured in Canada.

Royer, based in Lac-Drolet, Quebec, has been manufacturing work boots since 1934. They offer a “Made in Canada” line that guarantees the product was made in their Lac-Drolet factory from top to bottom.

Hardware

Leland Industries is one of Canada’s leading manufacturers of fasteners, including nails, bolts, nuts, and screws. The B.C. company specializes in providing high-quality steel fasteners for a variety of industries, including construction, automotive, and industrial applications.

Can-Eng Manufacturing specializes in cold-heading and forging processes to produce nuts, bolts, screws, and other metal products. Their fasteners are used in industries such as construction, automotive, and energy.

Pacific Bolt is the largest bolt manufacturer in Western Canada. They produce construction fasteners and anchors using domestic steel.

Canadian Stainless Fasteners Inc., based in Pitt Meadows, BC, has been supplying and distributing fasteners since 1995. While primarily a distributor, they also offer custom design services for fasteners.

UTILE, a finalist in this year’s CMHC Housing Supply Challenge, questioned why, despite offering significant advantages, multi-residential modular construction only accounts for a very small share of the residential market in Canada. So in 2024, the Montreal-based non-profit kicked off its first modular construction project, a 155-unit midrise complex in Rimouski, Que., to see how modular construction could work more effectively. What UTILE learned might surprise you, but thankfully its key findings can be successfully replicated for any type of modular housing development in Canada.

“In the past seven years, construction costs in Canada have increased by more than 50%. It is simply impossible to overcome the affordability crisis without tackling the rising costs of construction. In that regard, modular construction has enormous potential,” says Gabriel Fournier Filion, UTILE’s CEO.

Modular construction enables project owners to shorten development cycles by approximately half and therefore build twice as many housing units per year, yet remains significantly underexploited. While faster than traditional construction methods, UTILE found that it can be costlier than traditional projects and is perceived as riskier by construction stakeholders. So, the question that begs an answer is why isn’t modular construction cheaper?

Three factors making modular construction expensive 

UTILE identified three reasons why modular costs more than traditional construction. The first reason is that subsequent projects rarely proceed because modular-building manufacturers currently focus on single-family housing which has higher margins but lower volumes. From UTILE’s experience, this creates two new issues.

• Modular-building manufacturers won’t invest in their production capacity and efficiency if there is no pipeline of guaranteed deals. 
• The experience acquired throughout the production chain during a modular project is not taken advantage of, so opportunities to reduce the costs of subsequent projects are lost. 

The second reason is that standard construction contracts are poorly adapted to modular construction since there are multiple parties involved, including those doing part of the assembly work in the factory and those working on site. UTILE found that as a result, manufacturers, general contractors, and subcontractors will increase their bids to cover their risks in case of warranty claims.

Canada’s construction industry’s lack of experience with modular presents the third challenge and increases costs. Here’s why. The assembly details of a prefabricated project are different from a conventional project and are unknown to professionals, general contractors, and subcontractors, leaving them to guess. Also, the scope of work on-site is not fully understood by the stakeholders involved. This leads to them substantially increasing the safety margins in their bids because they cannot accurately estimate the time and materials required.

Success found with consortium model 

Based on its findings, UTILE has brought together a consortium of stakeholders – including a prefabricator, general contractor, architects, and engineers – to collaborate on and repeat several consecutive projects. This new consortium model from UTILE focuses on building industry partnerships as a way to create more market certainty and improve efficiency with every project completed. 

UTILE has also committed to producing at least one large-scale, multi-residential project (70 to 310 housing units) per year for the next five years. By committing to building several hundred modular housing units, UTILE is encouraging the prefabricator to invest in its plant to increase its efficiency and production capacity, which the non-profit sees as a benefit for the broader industry. 

UTILE is also developing new contracts specifically for modular construction to clarify the legal responsibilities of each stakeholder involved – from the factory to the construction site. Stakeholders will then better understand their legal requirements so they do not needlessly inflate their bid to compensate for risks that, in reality, are either mitigatable or assumed by another stakeholder. 

UTILE is also aiming to cut the costs of modular construction by 10 to 15 percent compared to traditional means. The non-profit will carefully document the costs of all stakeholders in the value chain to target measures and reduce prefabrication costs. Very importantly, this documentation implies that all of the involved players will be transparent about their costs. 

Educating subcontractors who are bidding on modular projects so they can understand the exact scope of work to be done is another UTILE priority. The non-profit is developing plans and specifications – including an explanatory video via BIM modelling – so it can predict the cost of each subcontractor to the nearest dollar. 

“As a non-profit with a high development volume, UTILE is uniquely positioned to finetune a model that makes modular construction highly scalable and to disseminate it among the industry,” adds Fournier Filion.

UTILE to open source its key learnings

To help other developers in Canada more effectively adopt modular construction, UTILE’s modular pilot project will be the subject of a white paper that will be written by an external firm (MNP). It will be available in Fall 2025 and be widely distributed.

To ensure you don’t miss out, you can signup to receive a free copy of UTILE’s white paper featuring its key findings on modular construction, by contacting: modular@utile.org

SiteNews is dropping the puck on our next event: the Industry Icebreaker at Rogers Place in Edmonton.

The innagural Icebreaker will focus on priortizing wellness for peak performance. SiteNews, in partnership with ICBA Alberta, will host an intimate fireside chat and Q&A with Trevor Muir, one of the founders and former CEO of Surepoint Group, an entrepreneur, and published author.

Held in the prestigious Edmonton Oilers Hall of Fame, the Industry Icebreaker will see Muir will go behind the scenes of building and scaling Surepoint into a $100-million company. He’ll discuss navigating the complexities of private equity investment, forbearance, the challenges posed by the COVID-19 pandemic, and the implementation of an employee ownership model. Muir will also open up about the challenges he faced outside the office which are familiar to many high-performing executives.

“I was a business owner and leader, and a human being, living with human problems,” said Muir. “I kept my struggles and pain to myself for many years, before it got to be too much, and I thankfully reached out for help.”

Following the the chat with Muir, attendees can continue the conversation at the Sky Lounge Club and private Sky Lounge Loft at Rogers place for some exclusive networking while watching the Oilers face off against the LA Kings.

Get your tickets today at industryicebreaker.com.