Author: Russell Hixson

Key Takeaways:

• The world’s largest Indigenous housing project using onsite robotics at Six Nations of the Grand River First Nation.
• The arc-shaped, culturally inspired design merges Horizon Legacy’s automated construction technology with Two Row Architect’s Indigenous architectural expertise.
• Scalable model for future housing aims to address severe shortages in Indigenous communities and demonstrate how robotics can deliver rapid, high-quality, multi-storey housing across Canada and beyond.

The Whole Story:

A groundbreaking Indigenous housing project billed as the largest in the world to use onsite robotics is planned for the Six Nations of the Grand River First Nation.

Horizon Legacy and Two Row Architect have partnered on the development, named Eh ni da se — meaning “new moon” in Cayuga — which symbolizes new beginnings. The first phase will see a three-storey, arc-shaped residential complex with up to 30 units, designed to reflect the moon’s form. A second phase could expand the project further.

The initiative pairs Horizon Legacy’s automated building construction technology with Two Row Architect’s expertise in Indigenous architecture and community engagement. The goal is to deliver culturally rooted, high-quality housing quickly on reserve, while demonstrating that robotics can produce multi-storey and low-rise housing with distinctive designs.

“This partnership is about more than building homes — it’s about claiming our power and sovereignty through innovation and designs that respect Indigenous values and identity,” said Brian Porter, principal architect at Two Row, which has worked with more than 50 Indigenous communities in Canada and the U.S.

Nhung Nguyen, CEO of Horizon Legacy, said the project proves robotics can create “organic, architecturally distinctive, and culturally meaningful designs” beyond the repetitive forms common in factory-built housing.

Indigenous communities across Canada face some of the country’s most severe housing shortages, often dealing with overcrowding, aging infrastructure and limited new construction. The partners say Eh ni da se will serve as a model for scaling automated construction to meet housing needs in First Nations and beyond.

The project also builds on Horizon Legacy’s research partnership with McMaster University’s Faculty of Engineering, where teams are developing tools to integrate onsite robotics into Canadian building codes and standards.

A movement is growing across Canada amongst developers to relax foreign buyer rules.

They say that this will jumpstart housing projects during a historic slowdown, as these buyers are critical for creating cash flow that gets shovels in the ground.

Where it’s hurting: The housing market slump has been shocking. Condo sales across Canada have sharply declined, with Toronto experiencing a 75% drop and Vancouver a 37% decrease between mid-2022 and Q1 2025, according to CMHC. 

Here’s how Urbanation President Shaun Hildebrand summed it up: “The market has entered a phase of the downturn that is really starting to wreak havoc. Project cancellations are mounting, construction starts are collapsing, jobs are being lost, buyers are losing a lot of money, and developers are facing difficulties with closings. 

What developers want: A coalition of developers and industry groups warns that Canada’s federal foreign homebuyer ban and local policies like B.C.’s provincial foreign buyer tax are not helping and noted that foreign investors—who account for about 10% of buyers in the new condo market—are often key to meeting pre-sale thresholds that secure construction financing. 

Behind the ban: The ban was implemented to curb soaring home prices. The federal government argued that foreign money has been coming into Canada for years to buy up residential real estate, increasing housing affordability concerns in cities across the country, and particularly in major urban centres. 

When the ban was extended to 2027, Chrystia Freeland, the Minister of Finance at the time, said this:  “By extending the foreign buyer ban, we will ensure houses are used as homes for Canadian families to live in and do not become a speculative financial asset class. The government is intent on using all possible tools to make housing more affordable for Canadians across the country.”

Academic disagreement: A coalition of Vancouver-based urbanists, planners, architects, developers, and academics argued in their own letter that Canada’s housing crisis is fundamentally about affordability, not just supply. They contend that simply building more homes—particularly high-density market units—has failed to curb prices. They conclude that instead of bailing out speculative developments or reintroducing foreign capital to boost demand, government should use the current market correction to invest in non-market housing; preserve existing rental stock, and tie public subsidies to long-term public benefits. 

Here’s what other data and experts are saying:

• A UBC study found that after B.C. introduced its 15% Foreign Buyers Tax, single-family home prices in neighbourhoods with above-average foreign buyer activity fell about 6% more than in other areas. But multifamily prices were unaffected and researchers concluded that housing affordability is a complex problem with no quick fixes.
• According to the Real Estate Institute of Canada, the issue is nuanced, and foreign capital has had localized effects. In luxury segments of Vancouver and Toronto, foreign buyers likely inflated prices at the margin as they often paid higher than both non-investors and domestic investors.
• The institute added that they believe the real culprits for extreme prices have been low interest rates, domestic speculation, dual-income households, and underbuilding.
• Real estate analysts argue that the ban has not made much difference in terms of house prices or availability, noting that foreign investors often focus on the luxury market. They believe that prolonging the ban will not make housing more accessible.
• According to the 2022 data from Statistics Canada’s Canadian Housing Statistics Program (CHSP), foreign owners held just 2% to 6% of all residential properties across Canada. But developers say they make up roughly 10% of new condo buyers.  

Finding consensus beyond Canada: Developers in Canada have cited Australia as an example of finding a middle ground. Down Under, foreign buyers are temporarily banned from purchasing existing homes but are encouraged to invest in new housing, with the aim of directing capital into supply creation. This is reinforced by supply-side supports like tax incentives for build-to-rent, government-backed pre-sale finance guarantees, and dedicated funding for modular construction.

Key Takeaways:

• North Vancouver’s Manor House apartment building underwent a deep energy retrofit that is projected to cut overall energy use by 55%, natural gas consumption by 69% and greenhouse gas emissions by 68%.
• The work, led by FortisBC, the Pembina Institute and Metro Vancouver Housing, modernized insulation, windows, roofing, heating and ventilation systems while keeping rents stable and residents in place.
• Manor House is the first completed project under the Reframed Initiative and FortisBC’s deep retrofit pilot, which is testing whole-building efficiency upgrades in homes and commercial properties across B.C. to inform future rebate programs.

The Whole Story:

A 1970s-era apartment building in North Vancouver has undergone a major energy retrofit aimed at cutting natural gas use, slashing emissions and making homes more comfortable for residents.

FortisBC Energy Inc., the Pembina Institute, Metro Vancouver Housing and local officials marked the completion of the upgrades at Manor House, a 50-unit non-market rental complex, earlier this month.

The project, part of FortisBC’s deep energy retrofit pilot program, added triple-glazed windows, new insulation, an upgraded roof, gas heat pumps, in-suite heating and cooling systems, and heat recovery ventilation units. Control systems were also modernized.

Preliminary modelling estimates show the work will reduce the building’s overall energy use by 55%, cut natural gas consumption by 69% and lower greenhouse gas emissions by 68%.

“This project is a great example of how a high-performance gas retrofit can achieve gas and emissions savings on our path to support a lower carbon energy future,” said Joe Mazza, FortisBC’s vice-president of energy supply and resource development.

The Manor House overhaul was carried out under the Reframed Initiative, led by the Pembina Institute, which aims to transform how multi-unit residential buildings are retrofitted to boost efficiency, safety and climate resilience.

Bowinn Ma, B.C.’s Minister of Infrastructure and MLA for North Vancouver–Lonsdale, toured the building to see the upgrades firsthand.

Pembina Institute senior director Monica Curtis said deep retrofits are a “practical solution” to ensure homes are affordable to heat and cool while protecting residents during extreme weather.

Metro Vancouver Housing board chair Mike Hurley said the work extends the building’s lifespan by 50 years without displacing tenants or raising rents.

FortisBC is testing similar retrofits in four commercial buildings and 20 homes across the province, with the goal of refining future rebate and incentive programs.

Key Takeaways:

• Build Canada Homes would target major affordable housing projects — 300+ units or portfolios — instead of many smaller builds, using federal financing, land, and development capacity to accelerate delivery.
• The program aims to speed timelines and cut costs by promoting modular, prefabricated, low-carbon, and net-zero building methods, with a preference for Canadian-made materials.
• Success hinges on collaboration with provinces, municipalities, Indigenous governments, and private partners, with public funding tied to measurable housing outcomes and shared financial risks.

The Whole Story:

The federal government has released new details on its flagship Build Canada Homes program, outlining a national plan to rapidly increase the supply of affordable housing while modernizing construction methods.

In a market sounding guide published this week, the government describes Build Canada Homes as a new federal entity that would finance and build affordable homes, act as a single-window partner for large-scale projects, and push the sector toward faster, more efficient building techniques. Feedback on the proposal is being sought until Aug. 29.

The program’s stated objectives include building affordable housing “at scale” for groups underserved by the private market — such as working families, students and seniors on fixed incomes — and “building faster, better and smarter” by promoting modular, prefabricated and low-carbon construction.

Under the proposal, Build Canada Homes would focus on a small number of large deals, such as projects with 300 or more units or portfolios of developments, rather than dispersing funds across many smaller builds. It could finance projects through low-interest loans, equity investments, contributions, and loan guarantees, while also acting as a developer or facilitator by bringing together land, financing, and partners.

The investment approach would tie the level of federal support to housing outcomes, with higher contributions for projects that deliver more units or deeper affordability. The plan also calls for sharing financial risks and rewards with private partners, prioritizing Canadian-made materials, and leveraging public dollars to attract private and philanthropic capital.

Partnerships with provinces, territories, municipalities, Indigenous governments, and private sector players are described as critical to success. The guide also signals an intent to coordinate with local governments to speed up permitting and servicing, and to align with existing provincial and territorial housing programs.

Prime Minister Mark Carney has promoted Build Canada Homes as a signature policy aimed at tackling the country’s housing shortage. The initiative is framed as a response to rising construction costs, capacity constraints, and the need for climate-resilient, net-zero housing.

Written submissions on the proposed design can be sent to the government until late August. The final structure of Build Canada Homes is expected to be shaped by the feedback received.

In the race to solve Canada’s housing shortage, one growing idea is actually about subtraction: removing the requirement for a second staircase in certain residential buildings.

Known as single-egress stair design, this approach allows buildings to be constructed with just one exit stairwell, provided other fire safety measures—like sprinklers and fire-rated materials—are in place. Proponents argue it’s a way to increase floor efficiency, reduce construction costs by up to 11%, and unlock more options for small urban sites.

B.C. led the charge, becoming the first province to officially permit single-egress buildings in its Building Code. Ontario is also exploring the idea, and Edmonton has created a guide to help developers pursue SES through alternative compliance pathways.

But the proposal has hit resistance in some quarters. Vancouver city staff and fire officials have rejected the concept, citing safety concerns and a lack of sufficient risk data. In a staff report, the city manager warned that “the lack of available data to quantify the relative risk of single-egress stair construction represents a significant constraint on evaluation.”

Instead, the city is encouraging safer space-saving options like scissor stairs or external staircases.

The conversation comes at a critical moment. While evidence suggests that modern mid-rise buildings with SES can be safe under current fire protection standards, researchers are still working to understand how these designs perform across a range of scenarios.

Watch our full explainer below for a step-by-step breakdown of the movement, including where it’s gaining ground and why some want to pump the brakes:

Key Takeaways:

• Ontario is investing $135 million in Niagara Region and Leamington for water and irrigation projects to boost housing, protect farmland, and support the agri-food sector.
• Niagara will receive $94 million for water system upgrades and irrigation pipelines, while Leamington will get $41 million to improve wastewater treatment for greenhouse operations.
• The funding is part of the province’s Municipal Housing Infrastructure Program, which has so far enabled about 800,000 new homes and invested $2.3 billion in housing-related infrastructure.

The Whole Story:

The Ontario government is committing $135 million to water and irrigation infrastructure in Niagara Region and the Municipality of Leamington, saying the investment will help build more homes, protect farmland and support the province’s agri-food economy.

Niagara Region will receive about $94 million, including $53 million for six water system projects aimed at unlocking up to 14,000 new homes through the Municipal Housing Infrastructure Program’s Housing-Enabling Water Systems Fund. Another $41 million will go toward irrigation pipelines to supply water to hundreds of farms and agricultural businesses.

Leamington will get $41 million to improve wastewater treatment services, a move officials say will help protect thousands of acres of greenhouse operations and bolster domestic food production.

“In the face of U.S. tariffs and economic uncertainty, our government is investing in the future for the people of Ontario by doubling down on our plan to build,” said Infrastructure Minister Kinga Surma in a statement.

Agriculture Minister Trevor Jones called the projects a way to “safeguard food security” and give Ontario farmers the tools to compete and succeed. Leamington is home to one of the largest greenhouse hubs in North America, while Niagara produces most of Ontario’s tender fruit and grape crops.

The Niagara water projects are part of $400 million in previously announced MHIP funding, which supports housing-related infrastructure. This round will fund 50 new water projects in 55 municipalities to help enable up to 86,000 new homes provincewide. The province says the program has so far helped make way for about 800,000 new homes, with $2.3 billion invested to date.

Officials say the agriculture-focused projects in Niagara and Leamington will improve crop yields, quality and drought resilience, while conserving water and enhancing long-term farm sustainability. In Leamington, nutrient-heavy wastewater will be treated to improve water quality and allow for community and greenhouse expansion.

The investments are part of Ontario’s more than $200-billion capital plan, which also includes building and upgrading transit, highways, hospitals, schools and other public infrastructure.

Key Takeaways:

• Fluor Corp. and JGC Corp. have been awarded a contract to update engineering and design for a potential Phase 2 expansion of the LNG Canada terminal in Kitimat, B.C.
• LNG Canada, backed by major global energy companies, is Canada’s first large-scale LNG export facility with a capacity of up to 14 million tonnes annually; Phase 2 would further boost processing, storage and shipping.
• A final investment decision on Phase 2 has not yet been made, despite the recent completion and first shipment from Phase 1.

The Whole Story:

Fluor Corp. says its joint venture with Japan’s JGC Corp. has been awarded a contract to update the front-end engineering and design for a proposed second phase of the LNG Canada export terminal in Kitimat, B.C.

The U.S.-based engineering firm did not disclose the value of the deal, which it recorded in the second quarter of 2025. The award comes shortly after the first LNG shipment left the facility, marking the completion of Phase 1. The JGC-Fluor partnership has worked on the project since 2018, handling engineering, procurement, construction and commissioning for the initial build.

Located on the traditional territory of the Haisla Nation on B.C.’s north coast, LNG Canada is the country’s first major liquefied natural gas export facility. The plant has an annual capacity of up to 14 million tonnes and access to abundant, low-cost natural gas from northeast B.C., as well as an ice-free deepwater port. Backed by a 40-year export licence, the facility aims to supply Asian markets with LNG as a lower-carbon alternative to coal, potentially reducing global greenhouse gas emissions.

The project is a joint venture between Shell, Petronas, PetroChina, Mitsubishi Corp., and Korea Gas Corp. (KOGAS).

The first phase involved the construction of two LNG processing units (“trains”). This initial stage also included a new marine terminal, storage tanks, and the Coastal GasLink pipeline, which transports natural gas from northeastern B.C. to the facility

Phase 2, if approved, aims to double the plant’s capacity by adding two more LNG trains, as well as expanding related storage and shipping infrastructure. Future expansion is contingent upon environmental assessments, market demand, and investment decisions.

“We’ve been a proud partner of LNG Canada through Phase 1 and we look forward to contributing to the next chapter in the construction of this world-class facility,” said Mike Alexander, Fluor’s president of energy solutions, in a statement.

Fluor has operated in Canada for more than 75 years, working on large-scale oil, gas, mining, power and infrastructure projects.

Key Takeaways:

• BC Hydro has fully commissioned all six generating units at the Site C dam, adding over 1,100 megawatts of capacity and increasing B.C.’s electricity supply by about eight per cent.
• The project, which began construction in 2015, will provide enough clean power for roughly 500,000 homes annually and is expected to operate for the next 100 years.
• Remaining work includes completing infrastructure, restoring the surrounding area, and keeping the public away from the reservoir until at least spring 2026 due to safety hazards.

The Whole Story:

BC Hydro has fully commissioned the sixth and final generating unit at its $16-billion Site C hydroelectric project, marking a major milestone nearly a decade after construction began.

With all units now in service, the dam on the Peace River can produce more than 1,100 megawatts of electricity — enough to power about 500,000 homes a year — boosting the province’s total electricity supply by roughly eight per cent. Officials say the increase will help meet B.C.’s growing demand for clean energy.

“This is another step forward to securing B.C.’s clean energy future,” said Energy Minister Adrian Dix, who thanked the thousands of workers involved since construction began in 2015.

The first generating unit came online in October 2024, with the rest brought into operation over the following 10 months. BC Hydro president and CEO Charlotte Mitha called the completion “a proud moment,” saying Site C will operate for the next century and play a key role in keeping the power system stable and reliable.

Remaining work on the project includes finishing the powerhouse and generating station, paving access roads, final equipment testing and closing out deficiencies. Crews are also backfilling tunnels used to divert the Peace River and restoring areas disturbed by construction.

BC Hydro is warning the public to stay away from the Site C reservoir and nearby slopes due to hazards such as floating debris and unstable shorelines. Public boat launches are not expected to open until spring 2026 at the earliest.

Canada’s roadbuilding and paving industry is dominated by contractors who have shaped the country’s transportation infrastructure for decades. These companies combine decades of experience with cutting-edge technology to deliver everything from small municipal road projects to multi-billion dollar highway systems. Here are the industry’s most significant players, each with their own unique history and specializations.

Dufferin Construction Company

Founded in 1912 by Italian immigrant James F. Franceschini, Dufferin Construction Company stands as Canada’s largest paving contractor and has built much of Ontario’s highway infrastructure over more than a century. Based in Mississauga, Ontario, the company has contributed to major projects including the construction of portions of the Alaska Highway in the 1940s, Highway 401, Highway 407 East, and numerous airport runways across Canada. As a business unit of St. Lawrence Cement Inc. (part of the Holcim Group), Dufferin claims it operates its own hot-mix asphalt plants and is recognized as both the largest paving and concrete contractor in Canada, with capabilities spanning from roadways and bridges to tunnels and marine construction.

The Miller Group (Colas Canada)

The Miller Group, now part of Colas Canada, traces its roots back to 1917 and has been a cornerstone of Canadian road construction for over a century. Headquartered in Markham, Ontario, with operations extending into New Brunswick and Nova Scotia, Miller provides comprehensive transportation infrastructure services including paving, construction, maintenance, and materials supply through numerous subsidiary companies like Brennan Construction, Georgian Paving, and Miller Paving. The company has built hundreds of highways across Canada and recently secured major contracts including the western section of Ontario’s Bradford Bypass project. With expertise spanning from routine highway maintenance to complex public-private partnerships, Miller operates asphalt plants, aggregate quarries, and ready-mix concrete facilities while maintaining long-term highway maintenance contracts across multiple provinces.

Emil Anderson Construction

Emil Anderson Construction began in 1938 when founder Emil Anderson started a small highway construction company in Fort William, Ontario, before relocating to B.C. in 1942 to help build the Alaska Highway during World War II. Now based in Chilliwack and Kelowna, BC, the family-owned company has evolved into a multi-disciplinary contractor specializing in civil construction, road building, land development, and infrastructure maintenance across Western Canada. EAC has contributed to major BC highway projects including large portions of the Coquihalla Highway, the Hope-Princeton Highway rebuild, and the complex Kicking Horse Canyon phases.

Aecon Group Inc.

Aecon Group Inc., with roots dating back to 1877, has grown into one of Canada’s largest construction companies with extensive road and highway construction capabilities through its Infrastructure division. Based in Toronto with operations across Canada, Aecon has built iconic transportation projects including portions of Highway 401, the CN Tower’s supporting infrastructure, and major highway rehabilitation projects. The company combines traditional roadbuilding expertise with advanced technology, including precision paving systems for projects requiring exceptional smoothness standards, and has established permanent asphalt plants to support major projects like those near Calgary. Aecon’s transportation portfolio spans from municipal road construction to major multi-lane highway developments, supported by their integrated approach to project delivery and materials supply.

Kiewit Canada Group Inc.

Kiewit Canada began operations in 1941 and has since become one of the country’s most respected transportation contractors. The company has delivered some of Canada’s most complex infrastructure projects, including the massive $2.5 billion Port Mann/Highway 1 improvement project featuring the 10-lane cable-stayed Port Mann Bridge—one of the world’s widest bridges. Based with major operations across Canada, Kiewit specializes in large-scale highway construction, complex interchange projects, and design-build delivery methods, with recent projects including the $32.6 million Dewdney Bridge replacement and various highway reinstatement projects following natural disasters. The company’s expertise extends from simple rural highways to complex multi-level interchanges, with a strong focus on safety, innovation, and collaborative project delivery methods.

Ledcor Group of Companies

Founded in 1947 by William Lede, Ledcor has grown into one of North America’s most diversified construction companies with over 6,000 employees and extensive highway construction capabilities. Headquartered in Vancouver, Ledcor’s Infrastructure division has constructed and maintained thousands of kilometers of roadway since its founding, specializing in complex design-build projects across challenging terrains and weather conditions. The company maintains highway contracts covering thousands of kilometers in Alberta, B.C., and Ontario, while also delivering major new construction projects and bridge work. Ledcor has made significant investments in environmental sustainability, including state-of-the-art asphalt plants that exceed emission standards and eliminate water usage through innovative particle recycling technology.

Terus Construction (Colas Western Canada Inc.)

Terus Construction operates as an integrated group of road construction and materials companies throughout British Columbia and the Yukon Territory, with a network of 29 decentralized operating companies and approximately 580 employees completing over 1,000 projects annually. The company specializes in road paving and construction projects ranging from major highway work to remote community infrastructure, supported by 17 concrete plants, 59 gravel pits and quarries, and comprehensive aggregate production capabilities. Recent major projects include the $7 million Highway 22 resurfacing project through Trail and Castlegar, complex night-shift paving through high-traffic urban cores, and specialized work in remote locations like the Masset Paving Program on Haida Gwaii. Terus offers innovative paving solutions including hot-mix and warm-mix asphalt, polymer-modified mixes, and full-depth reclamation services, while also providing ready-mix concrete and aggregates supply.

BA Blacktop (VINCI Construction Canada)

BA Blacktop, a subsidiary of VINCI Construction Canada, was founded in B.C. in 1956 and has evolved into a major general contractor and design-builder with over 300 personnel and 390 pieces of mobile equipment. Operating through BA Blacktop Ltd., BA Blacktop Infrastructure Inc., and Coquitlam Ridge Constructors Ltd., the company specializes in transportation infrastructure including major design-build projects like the Lickman Interchange and Highway 1 corridor improvements. The company recently secured a significant contract as part of a consortium to upgrade and widen a 4.5-kilometer section of Highway 1 in British Columbia, worth $94 million CAD, demonstrating their capability to handle large-scale highway modernization projects. BA Blacktop’s expertise spans from municipal road rehabilitation and paving services to complex multi-span bridge construction and innovative concrete structure solutions.

Mainroad Group

The Mainroad Group is an employee-owned company with over 30 years of experience, operating as a leader in highway maintenance and infrastructure services across B.C. and Alberta. The company manages extensive highway maintenance contracts covering thousands of kilometers of provincial highways, including major infrastructure like the Port Mann Bridge, Alex Fraser Bridge, and George Massey Tunnel through various regional subsidiaries. Mainroad provides comprehensive services from routine maintenance and snow removal to major construction projects, bridge rehabilitation, and traffic management services. With headquarters and operations centers strategically located across Western Canada, the company combines traditional maintenance expertise with construction capabilities, handling everything from ACROW bridge installations to specialized highway construction projects.

N.P.A. (Colas Western Canada Inc.)

N.P.A., a division of Colas Western Canada Inc., stands as one of Western Canada’s largest paving contractors, providing comprehensive road construction and materials services throughout Alberta, Saskatchewan, and the Northwest Territories from its Edmonton headquarters. The company offers an integrated suite of services including aggregate production and gravel sales, granular placement, asphalt paving, underground utilities, concrete and ready-mix supply, plus airport and highway construction through its group of operating companies including E-Construction, G&C Asphalt, NWT Construction, and Wapiti Gravel Suppliers.

Superior Asphalt Paving Ltd.

Superior Asphalt Paving Ltd. represents the success story of family-owned businesses in Canada’s paving industry, founded by Kuldeep Singh Lalli in 1975 starting with just one man in a pickup truck. Based in British Columbia, the company has expanded to become one of the largest paving companies in the province, with over 40 years of experience and more than 1 million miles paved. Superior specializes in residential, commercial, agricultural, and municipal paving projects, covering everything from farm roads and driveways to highways and parking lots throughout the Lower Mainland and beyond.

Volker Stevin Canada

Volker Stevin Canada specializes in civil construction and rehabilitation, highway maintenance, civil works, and bridge construction across Western Canada and the northwestern United States. The company has established productive partnerships with local and regional groups throughout Western Canada, serving municipalities requiring construction and civil works, companies needing infrastructure development, and major highway projects of all sizes. Known for exceptional employee retention in an industry with typically high turnover rates, Volker Stevin takes pride in having employees who have stayed with the company for many years, with some exceeding 50 years of service.

Key Takeaways:

• The study will explore the potential for new cross-Canada pipelines, a James Bay deep-sea port, and expanded refining capacity to improve domestic energy security and create jobs.
• Ontario, Alberta, and Saskatchewan say the corridor could help protect against supply disruptions, unlock export markets, and support a more self-reliant national economy.
• The study will include an Indigenous engagement roadmap and consider infrastructure opportunities like all-season roads, broadband, and access to Northern Ontario’s Ring of Fire region.

The Whole Story:

Ontario has issued a request for proposals to study the feasibility of a new energy and economic corridor stretching from Alberta to Southern Ontario and possibly to tidewater via James Bay.

The project under consideration includes the development of new oil and gas pipelines built entirely within Canada using Canadian and Ontario steel. The proposed corridor could also include a deep-sea port on James Bay and a new or expanded refinery along the route.

Premier Doug Ford said the initiative is a response to growing concerns over Canada’s energy security and reliance on infrastructure outside its borders.

“Canada can no longer rely on energy infrastructure that lies outside of our borders and can be shut down at a moment’s notice by another country,” Ford said in a statement Thursday. “It’s time for us to build cross-Canada infrastructure within our borders.”

The feasibility study will examine the technical and commercial viability of the corridor, as well as potential benefits to domestic energy security, job creation, and export capacity. It will also consider the establishment of a Canadian Strategic Petroleum Reserve — an emergency fuel stockpile that Canada currently lacks, unlike many International Energy Agency member countries.

Infrastructure Minister Kinga Surma said the study comes amid geopolitical instability and new U.S. tariffs on Canadian goods, arguing that cross-provincial collaboration on trade and energy is essential.

“We are seizing a generational opportunity to bring sustainable prosperity to our northern communities and strengthen both Ontario and Canada’s economy,” said Surma.

The governments of Alberta and Saskatchewan — both partners in a memorandum of understanding with Ontario — voiced their support.

“We are securing long-term energy access for families and businesses, creating thousands of jobs, and opening new doors for trade and investment,” Alberta Premier Danielle Smith said, calling it a “defining moment” for Canadian energy independence.

Saskatchewan Premier Scott Moe added that energy and trade infrastructure like pipelines and rail are key to sustaining jobs and growing exports.

The study will also assess complementary development opportunities, including road access to Northern Ontario’s Ring of Fire mineral deposits, broadband infrastructure, and local social facilities.

Ontario says Indigenous consultation will be central to the process. The province will create an Indigenous engagement roadmap aligned with section 35 of the Constitution Act, 1982, ensuring meaningful consultation and consideration of Indigenous equity participation.

The proposed energy corridor builds on a recent agreement among the three provinces to collaborate on energy development, including nuclear and critical minerals, with the aim of strengthening national infrastructure and workforce resilience.

Key Takeaways:

• Aecon expands U.S. presence with the acquisition of Bodell Construction, a non-union industrial contractor operating across the western and southern United States.
• Bodell’s leadership and 150-person team will remain in place and collaborate with Aecon’s industrial division to support growth in key U.S. sectors like oil and gas, mining, and power generation.
• The deal strengthens Aecon’s industrial capabilities and recurring revenue base while positioning the company to scale operations in the Mountain States and enter new geographic markets.

The Whole Story:

Aecon Group Inc. has acquired Utah-based Bodell Construction Company, a privately owned industrial contractor with operations across the western and southern United States, the company announced Thursday.

Founded in 1972 and headquartered in Salt Lake City, Bodell employs roughly 150 people and specializes in projects in the oil and gas, mining, water and wastewater, and power generation sectors. The company operates as a non-union contractor.

Aecon said Bodell’s existing management team will remain in place and work closely with Aecon’s industrial division to lead the business and support the Canadian firm’s U.S. expansion strategy.

“This transaction strengthens our core industrial capabilities, increases recurring revenue, and positions Aecon for expansion in key U.S. sectors and target markets,” Aecon CEO Jean-Louis Servranckx said in a statement.

John Singleton, senior vice-president of industrial at Aecon, said the acquisition would allow the company to scale operations in the Mountain States region and beyond.

Bodell president and CEO Sean Davis said the deal would allow the company to grow more quickly while offering “expanded services” to its existing clients as part of the Aecon group.

Financial terms of the transaction were not disclosed.

Key Takeaways:

• MacKellar’s five-year, $2-billion extension in Queensland is the largest deal North American Construction Group has ever signed, adding about $800 million to the original 2022 agreement.
• The award pushes NACG’s total contractual backlog to a record $4 billion, with roughly three-quarters tied to Australian projects, giving the company clear revenue visibility through 2029.
• The amended contract introduces performance-based risk-and-reward provisions but requires no additional growth capital, as the mine will continue operating at its current run rate.

The Whole Story:

Alberta-based North American Construction Group Ltd. (NACG) has landed the largest contract in its 70-year history after its Australian subsidiary, MacKellar Group, secured a five-year extension worth about $2 billion at a coal mine in Queensland.

The amended agreement, which now runs to April 30, 2030, boosts NACG’s contractual backlog to a record $4 billion on a pro-forma basis, up from $3.2 billion at the end of the first quarter. Work in Australia accounts for roughly three-quarters of that total, giving the heavy-equipment contractor “full top-line visibility to 2029 at current levels,” the company said.

MacKellar’s new scope adds roughly $800 million to the original deal signed in 2022. NACG said the extension introduces risk-and-reward provisions tied to operational performance but does not require additional growth capital because the mine will continue at its current production rate.

“Signing the largest contract in our history is a testament to the consistent execution and trusted partnerships we’ve built,” chief executive Joe Lambert said in a statement. “With record-high backlog, including more than $3 billion from Australia alone, we have exceptional revenue visibility through the decade and a rock-solid foundation for long-term growth.”

Chief operating officer Barry Palmer called the extension “a tangible demonstration of the successful and productive relationship we’ve had with this customer since inception in 2022” and said the team is “aligned with this customer’s continued success.”

NACG entered the Australian market two years ago when it purchased MacKellar for about $395 million, expanding its earthmoving fleet and diversifying beyond Canada’s oil-sands sector. Operating since 1966, MacKellar specializes in heavy earthmoving equipment and has worked on major mining and civil projects across Australia.

Headquartered west of Edmonton, NACG provides heavy construction and mining services in Canada and Australia. Its shares trade on the Toronto and New York stock exchanges under the symbol NOA.

Key Takeaways:

• The GTAA has chosen the Pearson Accelerator Construction Team—Kenaidan, Alberici, Amico and Obayashi—to deliver the initial “Accelerator” phase of the airport’s LIFT program under a progressive design-build model.
• A separate procurement is now open for the T1/T3 Revitalization, giving design-build teams a chance to bid on large-scale interior, systems and commercial upgrades to Pearson’s two busiest terminals.
• With traffic projected to reach roughly 65 million passengers by the early 2030s, the decade-long LIFT program is expected to generate thousands of skilled-trade and professional positions and a steady pipeline of MERX tenders for contractors and suppliers.

The Whole Story:

Toronto Pearson International Airport has tapped a Canadian-led consortium to deliver the first construction package in its multi-billion-dollar LIFT overhaul and has opened bidding for a sweeping makeover of Terminals 1 and 3.

The Greater Toronto Airports Authority said the Pearson Accelerator Construction Team — a general partnership of Kenaidan Contracting Ltd., Alberici Constructors Ltd., Amico Major Projects Inc. and Obayashi Canada Ltd. — will plan, design and build the “Accelerator” phase, which includes early air-side, utility and building-systems upgrades. The four firms, which together have worked on more than 170 airport projects worldwide, will be supported by a design joint venture of Egis Canada and Mott MacDonald, with architectural and engineering input from Weston Williamson + Partners, WSP Canada and Woods Bagot.

The work will proceed under a progressive design-build contract, a collaborative model the GTAA says should speed decisions and keep costs in check.

At the same time, the authority has launched a competitive procurement for the T1/T3 Revitalization program — a project to renew passenger-processing areas, building systems and commercial space in Pearson’s two oldest terminals. Tender documents are posted on the MERX platform, with a shortlist to follow in 2026.

“These three major milestones are advancements of Pearson LIFT, investing in Canadian infrastructure to position Toronto Pearson to compete well into the future,” GTAA president and chief executive Deborah Flint said in a statement. “Protecting and reinforcing Canada’s global connectivity is critical to strengthening supply chains, and fueling growth of Canadian innovation, business and jobs.”

Pearson handled 46.8 million passengers last year, up 4.4 per cent from 2023, and expects traffic to climb to about 65 million by the early 2030s. The LIFT program, which follows the 2004 opening of Terminal 1, is meant to add capacity, modernize aging assets and cut emissions through more efficient building systems. The GTAA says the effort will generate thousands of skilled-trade and professional jobs over the next decade, with future construction packages to be advertised on MERX.

Key Takeaways:

• Canada’s Building Trades Unions rolled out the national “We Built That” campaign to spotlight the 65,000 unionized tradespeople who built the LNG Canada terminal and Coastal GasLink pipeline — the country’s first liquefied-natural-gas export project.
• The $40-billion development positions Canada among global LNG exporters and could generate up to $23 billion for the economy over the next 40 years while supplying lower-emission fuel to overseas markets.
• CBTU’s digital ads, workplace events and shareable materials celebrate skilled trades careers and urge governments to back further energy-infrastructure projects that sustain high-value jobs.

The Whole Story:

Canada’s Building Trades Unions has launched a national “We Built That” campaign celebrating unionized skilled tradesworkers who helped construct the country’s first liquefied natural-gas export project.

The campaign follows last month’s inaugural shipment of LNG from the $40-billion LNG Canada terminal in Kitimat, B.C., supplied by TC Energy’s Coastal GasLink pipeline. Construction of the six-year project employed more than 65,000 tradespeople from across the country.

CBTU executive director Sean Strickland said the milestone highlights “the incredible skills and dedication of Canada’s unionized tradespeople, who built the infrastructure that puts Canada on the map as a responsible and reliable LNG exporter.”

Industry analysts estimate the project could add up to $23 billion to Canada’s economy over the next 40 years, while providing lower-emission fuel to overseas markets.

The CBTU campaign features digital ads, social-media material and workplace events designed to recognize trades careers and promote further investment in energy infrastructure. It also urges governments to continue supporting industrial projects that create high-value jobs for carpenters, pipefitters, electricians and other union members.

Canada joins the United States, Qatar and Australia among nations exporting LNG, positioning its West Coast as a potential gateway to growing Asian demand. A planned second production line at Kitimat could double capacity later this decade, subject to final approvals.

Before he was closing big deals and winning national sales awards, sales extraordinaire Johan Galeano had a very different dream — to wear a badge. Growing up in Colombia, he witnessed injustice firsthand and set his sights on becoming a police officer. That plan carried him to the RCMP training academy in Canada, but a serious injury and a family health crisis changed his course. What began as a detour into sales turned into a passion and commitment.

Today, Johan is one of the most respected sales professionals in Western Canada’s building supply sector, known for his sharp instincts, relentless work ethic, and people-first approach. Since joining Simpson Strong-Tie in 2022, he has more than doubled his territory’s sales and taken home top honours, including the company’s national “Top Gun” award. But behind the numbers is a deeper mission: to build trust, help clients succeed, and elevate the entire industry — one relationship at a time.

In this Q&A, Johan opens up about his unlikely path into construction, the habits that fuel his success, and why building a personal brand is more than just a marketing move — it’s a mindset.

SiteNews: I understand that before you got into the industry, you were going down a different career path? 

Johan Galeano: I lived in Colombia until I was 17 years old and I always wanted to be a police officer. Back then it used to be very dangerous and I would see from firsthand experience people getting abused, people getting mistreated. I wanted to be a police officer to help people. I wanted to do something to stop the bullies, to stop the bad guys, to make a positive difference in people’s lives. When we came to Canada that was my goal. I joined the RCMP. I went to the academy for almost five months out of the six month training program. Unfortunately I ended up getting injured and also my father became very ill with chronic kidney disease. So I put a pause into my plan until I healed myself up and until I helped my dad get better. So, I moved back to Calgary. 

And how did you get into what you do now?

I believe in God and God always has a plan. I used to work merchandising and a little bit of sales prior to going to the police academy. One of my good friends called me and said there is a sales position and I think you’ll be really good at it. And I thought, “maybe”. I’m personable. I’m charismatic. But I really want to become a police officer. But I went for the interview and it worked out very well. And I haven’t looked back ever since. I also ended up obtaining a bachelors degree in Project Management which has absolutely contributed to my success..My career in sales has been just growing.

What has kept you in the industry?

Sales is a job that is constantly evolving. You have to reinvent yourself frequently if you want to stay relevant. There’s that constant challenge that keeps me going. Number two, I think I developed a really good network of people not only with a lot of different construction companies but also with people in the industry so that’s allowed me to get a good reputation and people trust me, which is nice. Number three, is the fact that I’ve been very blessed to work for very good companies that not only their products are top tier products, but also the company culture has been great. So I’ve had very positive experiences.

You have set sales records at your employers and achieved a great deal in your roles. What are some of your keys to success?

I’m reliable. I’m dependable. Also, part of what sets me apart is that a lot of sales guys get into this industry thinking about themselves. I think differently. I think ‘how are my clients going to make money and be successful? How can I make your business better? How can I help you save money? I see myself as a mediator. I am a person who comes to find the best way to save the money or help them out with our company. 

You help some of the region’s biggest clients, including home builders like Excel Homes, Trico homes, Jayman Built and more, as well as building material supply stores, retail distributors and buying groups including Rona, The Home Depot and Home Hardware. How have you been able to establish and maintain those relationships?

These are very busy people, so it’s hard to get face-to-face with the decision makers. What helped me is starting from the bottom. I don’t discriminate. If you are the janitor or the CEO, I treat you the same way and give you the same respect. I started from scratch at the bottom, going to the people on site asking questions, seeing who the project manager is, who the superintendent is. When I develop a rapport they often introduce me to the CEO or the purchaser. The people on site see I am honest and respectful and knowledgeable so they open those doors for me without me even having to knock on them. 

What are some habits you have outside the workplace that help you perform at a high level?

I’m constantly eager to learn without being told what to learn. Of course we have training processes at work, and that’s great, but in my spare time I’m constantly looking for knowledge. I just finished one class and I have to start the second one on how AI technology applies to sales and building materials. I’m very curious. Working for this company at first I didn’t know much about them. I knew the reputation but I started going to Home Depot looking at their products asking how it works and how it’s installed. I would go on YouTube and watch installation videos. My curiosity and my creativity have helped me implement things from my personal life into my work life.

You have built a following of thousands on social media. What is the importance of building your personal brand in construction?

If you want to get known or you want to stand out, you have to build your brand and build it in a way that is not only helping you but helping others. Maybe that’s with posts that are relatable or informative. My wife started building her brand as an HR ambassador and people took notice and she’s got a great job. She’s the HR manager for Western Canada for a very large company. You have to build your brand because if you believe in yourself and you believe in why you’re selling to others. People will take notice.

What are some of the biggest challenges that you’ve had to overcome in your career?

My own success because. When you are successful you generate higher expectations not from yourself and the people around, your managers and superiors. I took this territory over three years ago and more than doubled it. It’s been an adventure. It hasn’t been easy. But at the same it’s scary for me because I’m always thinking about what’s next and how can I take this even further. I constantly challenge myself to improve and grow personally and professionally.

What’s the best advice you’ve ever received? 

I’ve been very blessed to have really good mentors in every company that I’ve worked for. People that see the potential in me and they push me to move forward. And I think their best advice is to be honest, be dependable, be punctual, and always have a plan. Don’t just wing it. Don’t just wake up in the morning and be like, “I’m just going to go, maybe see account A and B today to say ‘hello’”. That doesn’t work. You have to have your plan laid out and have a purpose for those meetings with your clients. Don’t just randomly show up to waste their time and yours.

What do you enjoy most about your job? What gets you excited to wake up and go to work?

I work for very good companies and I’ve been very fortunate to work for very good managers and very good people, especially with the current company that I have right now. I feel blessed to work for them because the company culture is top tier. They make you feel like family. Even though it’s a multi-billion dollar company, they don’t treat you like you’re some number in some Excel spreadsheet. The managers care, your co-workers care. So that’s what motivates me to be the best I can be every day. And the fact that the products that we sell are good and help people build safer and stronger structures. 

Key Takeaways:

• Suncor has completed a $1-billion project to replace eight massive coke drums at its Base Plant, extending the life of its Upgrader 1 facility by about 30 years.
• The multi-year project, which began in 2020, was completed ahead of schedule and under budget, with all major design, fabrication, and execution work done in Alberta.
• In addition to replacing the coke drums, Suncor upgraded foundations, piping, and safety systems—demonstrating its ability to execute large-scale infrastructure projects while supporting local industry.

The Whole Story:

Suncor Energy has completed a major infrastructure overhaul at its Base Plant near Fort McMurray, replacing eight massive coke drums in a multi-year project that will extend the life of its Upgrader 1 (U1) facility by approximately 30 years.

The project, which began in 2020, followed an extensive research and evaluation phase to determine whether the aging facility should be repaired or replaced. “After completing our research, we decided that replacing the coke drums was the best solution for our long-term business needs,” said Ryan Jackson, general manager of the Coke Drum Integrity Project. “Replacing the drums and ancillary systems, strengthening the foundations and structure and implementing extensive safety improvements will extend the U1 coker’s life by approximately 30 years.”

Each of the new drums stands 98 feet tall, measures 26 feet in diameter and weighs 270 tonnes. Lifting them into place required the Mammoet PTC210DS, one of the largest cranes in the world.

In addition to the coke drums themselves, crews replaced the cutting decks and decoking systems—modular steel structures the height of a two- to three-storey building that sit above the drums. These components were also fabricated in Alberta and transported to site from Nisku, just outside of Edmonton.

The work was carried out during scheduled maintenance events, including the 2024 Base Plant turnaround, when teams from Suncor and contractor partners reinforced the drum foundations, built up the main coke pit walls, and completed extensive piping changes.

“This project is a testament to the strength of our team and unrelenting focus on operations excellence,” said Peter Zebedee, Suncor’s executive vice-president of oil sands. “Everything went flawlessly, resulting in the project being completed safely, coming in ahead of schedule and below budget.”

Suncor emphasized the project’s strong Alberta roots. “We are very proud of being able to engage Alberta-based companies for the project,” said Stephane Gagnon, vice-president of operations upgrading. “The coke drums were engineered in Calgary and largely fabricated in Edmonton, making this a made-in-Alberta, by-Alberta, for-Alberta project.”

Although the effort involved work on a global scale, the design, engineering, fabrication and execution were all completed locally. In total, Suncor invested approximately $1 billion in the initiative, underscoring its long-term commitment to its oil sands operations and to maintaining a reliable supply of energy for Canadians.

Key Takeaways:

• Ontario has awarded a contract to North End Connectors to design and build the twin tunnels for the Yonge North Subway Extension, marking a major milestone in the province’s $70-billion transit expansion plan.
• The extension will connect Toronto’s Line 1 subway to Vaughan, Markham, and Richmond Hill, supporting over 90,000 daily trips and reducing travel times by up to 22 minutes.
• Officials say the project will create thousands of jobs, stimulate economic growth, and help shield Ontario’s economy from global uncertainty and trade pressures.

The Whole Story:

A $1.4-billion contract has been awarded to North End Connectors, a consortium led by Aecon Group Inc., to design and build the tunnels for the Yonge North Subway Extension — a key part of Ontario’s $70-billion transit expansion in the Greater Toronto Area.

The project reached financial close with Infrastructure Ontario and Metrolinx this week. Aecon, which holds a 33.3 per cent interest in the consortium, announced that its $477-million share of the contract will be added to its Construction segment backlog in the third quarter of 2025. The company had previously disclosed the deal in its second-quarter financial results released July 31.

North End Connectors — comprised of Aecon, Spain-based FCC Construcción and Italian firm Ghella — will be responsible for constructing approximately 6.3 kilometres of tunnel, launch and extraction shafts, headwalls for future emergency exits and stations, and supplying and installing tunnel boring machines and liners. The extension will ultimately run 8 kilometres from the current terminus at Finch Station to Richmond Hill, passing through communities in Vaughan and Markham.

“This transformative subway extension will improve access to transit for local residents, reduce travel times, support economic growth, and help to meet the needs of growing populations along the alignment,” said Jean-Louis Servranckx, Aecon’s president and CEO.

Premier Doug Ford called the Yonge North Subway Extension a cornerstone of the province’s broader transit plan, which includes four priority projects in the GTA.

“As we get shovels in the ground on this critical project, we’re helping keep thousands of workers on the job and we’re building the infrastructure that will boost Ontario’s economy and help thousands of York Region commuters get where they need to go faster and more conveniently,” Ford said in a statement.

The province estimates the extension will support over 90,000 daily trips and reduce some commutes by up to 22 minutes. Once complete, it will bring 26,000 more people within a 10-minute walk of transit.

Transportation Minister Prabmeet Sarkaria said the investment will help protect Ontario’s economy in the face of global uncertainty and trade pressures, pointing to the impact of ongoing U.S. tariffs on the province.

“We are building the next generation of subway service that will connect Ontarians to thousands of good-paying jobs and housing for years to come,” said Sarkaria.

Design work is now underway, with major tunnelling to begin afterward. A separate procurement will cover the construction of stations, tracks and systems. Utility relocations and other preparatory work have also begun. Upgrades at Finch Station, intended to support the future extension, were recently completed.

“This project is part of one of the largest investments the federal government has made in public transit in the Greater Toronto Area,” said Willowdale MP Ali Ehsassi. “Once complete, it will be a vital link to greater opportunities, supporting a more affordable and connected York Region.”

York Region Chair and CEO Eric Jolliffe said continued investment from all levels of government is essential to keep pace with population growth and support economic development.

Key Takeaways:

• Ottawa is offering up to $700 million in loan guarantees, $500 million for product and market diversification, and $50 million for training and income supports to help the softwood-lumber sector withstand higher U.S. duties and modernize.
• New federal procurement rules and the forthcoming Build Canada Homes financing program will require contractors to use Canadian lumber, tying the industry to the government’s plan to double housing starts to 500,000 a year.
• Ottawa will revive programs to expand sales of sustainable, value-added wood products in faster-growing overseas markets and back Indigenous-led ventures, aiming to reduce reliance on the U.S., which currently buys about 90 per cent of Canadian softwood-lumber exports.

The Whole Story:

Prime Minister Mark Carney has unveiled a $1.25-billion support package aimed at helping Canada’s softwood-lumber sector weather rising U.S. trade duties and capitalize on an expected boom in domestic construction.

The plan, announced Tuesday, sets aside up to $700 million in federal loan guarantees so producers can keep plants running and restructure operations. Another $500 million will fund product and market diversification, including Indigenous-led forestry businesses, while $50 million will go toward retraining and income supports for more than 6,000 workers.

Carney said the measures are part of a broader industrial strategy designed to make Canada “more resilient” by strengthening domestic supply chains and prioritizing Canadian materials in federally funded projects.

The forest sector is a pillar of Canada’s economy. In the face of a changing global landscape, we are focused on what we can control — building Canada strong with Canadian expertise, using Canadian lumber.

Prime Minister Mark Carney

The initiative also commits Ottawa to revise procurement rules so companies working on federal contracts must source Canadian lumber. A forthcoming Build Canada Homes program will offer financing to private-sector builders that use home-grown technologies such as mass timber.

In addition, the government plans to revive export-promotion programs to court faster-growing overseas markets for sustainable wood products.

Industry has been under renewed pressure since the U.S. Department of Commerce doubled duties on Canadian softwood lumber July 25, with further increases expected later this month. Roughly two-thirds of Canadian production is exported, nearly 90 per cent of it to the United States.

Forestry employs about 200,000 people nationwide and contributes more than $20 billion to GDP. Ottawa says its pledge to double housing starts to roughly 500,000 units a year within a decade will require almost two billion additional board feet of lumber annually.

François-Philippe Champagne, minister of finance and national revenue, called the sector “a cornerstone of our economy,” while Industry Minister Mélanie Joly said the package would “ensure resilient supply chains” and keep Canada a “trusted global trade partner.”

Forest Products Association of Canada (FPAC) welcomed the announcement, state that it confirms the federal government’s plan to stand with forest sector employees and businesses.

“Encouraging the federal government to get the best trade deal for Canada with our U.S. neighbours continues to be the most important wish of our sector and forestry communities across Canada,” said FPAC President and CEO Derek Nighbor. “As those deliberations continue, today’s measures announced by the Prime Minister are helpful as we try to stabilize the industry for the months ahead and at the same time achieve our shared goals of building more homes, improving competitiveness, increasing production and investment in Canadian operations, and growing new markets for the long-term.”

The BC Council of Forest Industries (COFI) also welcomed the announcement.

“This support comes at a critical moment for forestry workers, communities, and companies across the country,” said Kim Haakstad, President and CEO of COFI. “Initiatives aimed at supporting workers, fostering innovation, enhancing liquidity, and promoting export development through organizations like Canada Wood are important steps toward stabilizing the sector and supporting government efforts to build more homes for Canadians. These investments also lay the foundation for long-term competitiveness.”

Key Takeaways:

• Major transformation of Bonaventure Expressway begins in September 2025, converting it into a green urban boulevard with completion expected by 2029.
• $282 million project includes a shoreline green corridor featuring 32,000 new plants, a 2.5 km year-round multi-use path, and measures to protect the St. Lawrence River.
• Traffic capacity and flow will be maintained, with at least two lanes open in each direction during construction and a reduced speed limit to improve safety.

The Whole Story:

A major overhaul of the Bonaventure Expressway is set to begin this September, as federal Crown corporation The Jacques Cartier and Champlain Bridges Incorporated (JCCBI) launches work to convert the highway into an urban boulevard with a strong focus on green space and active transportation.

Site mobilization will begin in late August, with the full reconfiguration expected to take until 2029. The project comes with a total price tag of $282 million, of which $156.2 million is allocated for construction. Quebec-based firm Duroking Construction has been awarded the contract following a public procurement process.

JCCBI said at least two lanes in each direction will remain open throughout the construction period to keep traffic moving on one of Montreal’s key roadways.

The transformation will see the expressway’s footprint reduced as traffic lanes are moved farther from the St. Lawrence River, making way for an 80,000-square-metre green corridor along the shoreline. The corridor will feature public spaces, landscaped areas, and year-round active mobility infrastructure, including a 2.5-kilometre pedestrian promenade and multi-use path connecting the West Island and South Shore to the Old Port and downtown core.

“We are delighted to reach this milestone in a journey that began several years ago,” said JCCBI CEO Sandra Martel, noting the project emerged from a participatory planning process launched in 2019 that included consultations with nearly 30 public interest groups.

As part of the redevelopment, nearly 32,000 trees, shrubs and perennials will be planted, with landscaping designed to enhance biodiversity and reduce urban heat islands by 40 per cent. The project will also maintain or expand existing environmental initiatives, such as the Solution Bonaventure program, which has been treating contaminated groundwater along the shoreline since 2016.

While the speed limit will be reduced to 50 km/h to improve pedestrian safety, road capacity will remain at three lanes in each direction. Three new signalized intersections will also be added to improve access and safety along the corridor.

The Bonaventure Expressway currently handles more than 20 million trips annually and connects downtown Montreal with the Port of Montreal, Highway 15, and the Samuel De Champlain Bridge.