Author: Russell Hixson

Key Takeaways:

• BC Hydro is launching a 10-year, $36-billion capital plan — the largest in its history — to upgrade and expand B.C.’s electricity system and meet rising demand from population growth, housing, industry, and the shift to clean energy.
• The plan focuses on increasing the province’s supply of clean, renewable electricity through new generation and transmission projects, supporting B.C.’s climate goals and its transition away from fossil fuels.
• The capital plan is expected to create approximately 10,500 jobs annually over the next decade, supporting economic development in communities across the province, including significant opportunities for Indigenous participation.

The Whole Story:

BC Hydro has launched two requests for expressions of interest (RFEOI) to explore the next era of the province’s power potential, expand clean-energy resources and advance energy efficiency.

Officials say these actions are critical to ensuring a stable, reliable electricity system that supports new housing, businesses and industries while keeping energy costs affordable for people.

“We have a once-in-a-generation opportunity to lead the world in clean energy and we’re acting with urgency to make sure every British Columbian benefits,” said Adrian Dix, Minister of Energy and Climate Solutions. “By expanding our clean-power supply and increasing energy efficiency, we’re securing our power grid, building a resilient electricity system and creating sustainable jobs that drive economic growth.”

The first RFEOI focuses on expanding B.C.’s long-term capacity to meet peak electricity demand as consumption patterns evolve. BC Hydro is seeking ideas on capacity and baseload energy projects, including geothermal, pumped storage and hydroelectric resources. Capacity and baseload projects can reliably deliver firm power and provide backup for intermittent energy projects, such as wind and solar that rely on external, uncontrollable conditions such as the wind blowing or the sun shining to deliver power.

The second RFEOI targets innovation in energy efficiency by identifying partners capable of delivering market-ready technologies that help conserve energy in homes and buildings. Through the RFEOI, BC Hydro seeks to collaborate with industry leaders and forward-thinking organizations to help people in British Columbia save energy and lower costs.

Energy efficiency is the cleanest and least expensive way to meet increasing demand for power. The energy-efficiency RFEOI supports BC Hydro’s comprehensive Power Smart energy savings program and complements BC Hydro’s $700 million expanded Energy Efficiency Plan, which increases investments in tools, technologies and rebates. These initiatives encourage energy-conscious decisions and help customers reduce electricity consumption. BC Hydro estimates that this plan will save customers $80 million annually and deliver more than 2,000 gigawatt-hours of electricity savings by 2030, the equivalent of powering more than 200,000 homes.

“We are looking beyond the near term and opening up exploration of the next chapter of B.C.’s energy future by advancing the dialogue with industry participants and potential partners around clean-technology investments and expanding our leading energy-efficiency programs,” said Chris O’Riley, president and CEO of BC Hydro. “With BC Hydro’s long-standing legacy of delivering clean, reliable power, these initiatives will drive growth, sustainability and energy security, creating new opportunities across British Columbia.”

The information gathered from both RFEOIs will guide future energy planning and procurement strategies. Submissions will close in September 2025.

Both initiatives are part of the recently announced Clean Power Action Plan, an ambitious strategy to strengthen energy security, enhance system resilience and accelerate the transition to clean power. The plan also includes:

• launching a second call for power to acquire a target of as much as 5,000 gigawatt-hours per year of energy from large, clean and renewable projects, which builds on the success of the 2024 call for power and resulted in 10 new renewable-energy projects, with First Nations asset ownership between 49% and 51%, capable of powering about 500,000 new homes;
• investing more than $12 million from the B.C. Innovative Clean Energy fund in a targeted three-year call for new, made-in-B.C. clean-energy technologies that will combat climate change and create sustainable jobs; and
• streamlining connections to B.C.’s grid to enable new homes and businesses to access clean electricity faster and less expensively.

Through these actions, BC Hydro is reinforcing its commitment to delivering clean, reliable energy, supporting British Columbia’s transition to a low-carbon economy and ensuring electricity remains affordable, sustainable and accessible to all residents.

Key Takeaways:

• Isobloc and CarbiCrete have launched Isobloc ZÉRO, the first insulated masonry block made from decarbonized concrete in North America, combining thermal efficiency with drastically reduced carbon emissions.
• The product leverages CarbiCrete’s patented process, which replaces cement with steel slag and uses captured CO₂, significantly lowering the environmental impact of concrete production—an industry responsible for about 8% of global CO₂ emissions.
• Designed and manufactured in Quebec, Isobloc ZÉRO meets ASTM standards and supports green building certifications like LEED and WELL, offering contractors and developers a practical solution to meet growing environmental requirements without sacrificing performance or profitability.

The Whole Story:

Quebec-based companies Isobloc, known for its high-performance, durable insulated concrete blocks, and CarbiCrete, a world leader in decarbonized concrete, are proud to announce the launch of Isobloc ZÉRO: the first insulated masonry solution made from decarbonized concrete in North America.

This 100% Quebec innovation combines thermal performance, ease of installation, and a significant reduction in greenhouse gas emissions—helping to make building construction more sustainable.

Concrete is the most widely used construction material globally due to its affordability and durability. However, producing one of its key ingredients—cement, the binding agent—is responsible for around 8% of global CO₂ emissions, more than the entire aviation industry.

By combining CarbiCrete’s patented process—using steel slag and captured CO₂ to produce cement-free concrete—with Isobloc’s energy-efficient insulated block system, Isobloc says the ZÉRO product delivers the same performance as standard concrete while significantly reducing construction’s carbon footprint. Their team noted that the Canadian construction industry is expected to reach USD 417.3 billion by 2033, making such solutions more critical than ever.

“Many cities and municipalities have committed to decarbonizing construction in the coming years,” says Eric Dionne, President of Isobloc. “With Isobloc ZÉRO, we’re not just building walls—we’re building for future generations. This is a real revolution in construction. An insulated masonry solution that’s durable, easy to install… and now decarbonized.”

Designed and manufactured in Quebec, Isobloc ZÉRO is intended for architects, contractors, developers, and institutions looking for tangible solutions to meet new environmental standards without compromising quality or profitability. Company officials added that it offers real added value, meets ASTM 90 performance standards, and contributes to certifications such as LEED, BBCA, WELL, and SmartScore.

“CarbiCrete is constantly pushing the boundaries of green building,” says Jacob Homiller, CEO of CarbiCrete. “By combining our cement-free concrete technology with Isobloc’s energy-efficient solution, we’re giving building professionals a powerful tool to reduce both embodied and operational carbon in buildings.”

Founded in 1984, Isobloc manufactures insulated masonry blocks that combine structure, thermal insulation, and architectural finish. The company is known for its local, sustainable, and innovation-driven approach. 

CarbiCrete is a Montreal-based carbon removal technology company whose patented technology enables the production of cement-free, decarbonized concrete made with industrial by-products and captured carbon dioxide. 

Key Takeaways:

• Ontario’s proposed Protect Ontario by Securing Affordable Energy for Generations Act would, for the first time, direct the province’s two main energy agencies to make job creation and investment attraction explicit priorities, folding economic development into every major power-planning decision.
• With electricity demand forecast to rise 75 % by 2050 — driven largely by a wave of data-centre projects that could equal nearly 30 % of today’s peak load — the bill seeks to let regulators screen those facilities and green-light only the ones that deliver high-value jobs and keep Canadian data inside Canada.
• The legislation would also expand funding tools for new nuclear and hydrogen projects and let utilities spend ratepayer dollars to exclude “hostile foreign” suppliers.

The Whole Story:

The Ontario government has introduced legislation that would weave economic development, cybersecurity and hydrogen production into the province’s long-term energy planning.

The Protect Ontario by Securing Affordable Energy for Generations Act, 2025 would give the Independent Electricity System Operator and the Ontario Energy Board a new, explicit mandate to pursue projects that create jobs and attract investment. It also proposes letting utilities spend ratepayer dollars to bar “hostile foreign participants” from Ontario’s electricity sector and to prioritise Canadian-made equipment.

Energy Minister Stephen Lecce said the bill is a response to an expected 75 % jump in electricity demand over the next quarter-century — the equivalent of powering four-and-a-half Torontos — as more people plug in electric vehicles, heat pumps and data centres. “As global competition intensifies, energy demand surges, and affordability becomes more important than ever, Ontario isn’t standing still — we’re stepping up,” he said in an interview.

A key pressure point is the rapid expansion of data-centre projects that support artificial-intelligence and cloud-computing services. Proposals waiting in the queue could require as much as 6,500 megawatts of new capacity, nearly 30 % of today’s provincial peak demand. The bill would create an authority to decide which of those projects proceed, favouring facilities that promise high-quality jobs and keep Canadian data on Canadian soil.

Other measures in the act would:

• expand the Future Clean Electricity Fund so it can pay for new nuclear reactors and the transmission lines needed to connect them; and
• broaden the IESO’s responsibilities to include hydrogen initiatives financed through the existing Hydrogen Innovation Fund.

Associate Minister Sam Oosterhoff, whose portfolio covers energy-intensive industries, said the legislation “assures all power consumers of an integrated, all-of-the-above energy approach that prioritises economic growth and affordability — for decades to come.”

If passed, the act will underpin Ontario’s first Integrated Energy Plan, expected later this month. The province says the plan will map out how to keep electricity bills stable while building enough low-carbon generation to supply homes, factories and the next wave of digital infrastructure without relying on imports from neighbouring jurisdictions.

Key Takeaways:

• Canada Growth Fund Inc. (CGF) is committing up to $138 million to Calgary-based Eavor Technologies to accelerate the commercialization of its innovative closed-loop geothermal system, Eavor-Loop.
• Since CGF’s initial $90 million investment in 2023, Eavor has made major technical advances at its first commercial-scale project in Germany, including new drilling technologies and proprietary systems like Eavor-Link AMR and Rock-Pipe.
• CGF’s investment supports the retention of Eavor’s leadership and talent in Canada, aligning with its broader mandate to scale homegrown clean technologies and strengthen the country’s low-carbon innovation ecosystem.

The Whole Story:

Canada Growth Fund Inc. (CGF) and Eavor Technologies Inc. announced a financing commitment by CGF of up to $138 million to accelerate the development and commercial deployment of Eavor’s geothermal technology.

Founded in 2017, Eavor is an advanced geothermal technology company based in Calgary, Alberta. Eavor has proven pilot versions of its proprietary closed-loop geothermal system (Eavor-Loop) and a first commercial project is under construction in Geretsried, Germany. In connection with the transaction, CGF executed a definitive agreement committing it to invest up to $138 million: $89 million on financial close and $48 million upon the achievement of certain milestones.

Eavor-Loop leverages Canada’s talent and expertise to build the next generation of geothermal innovation. CGF first invested $90 million in Eavor in October 2023, through a direct commitment in its Series B preferred equity fundraise. Since CGF’s initial investment, Eavor has progressed construction of its first commercial-scale facility in Geretsried and achieved major milestones including successfully intersecting wells using its new Eavor-Link Active Magnetic Ranging (AMR) system; deploying its proprietary insulated drill pipe to enable well construction in high-temperature environments; setting, sidetracking, and retrieving whipstocks to drill deep multilateral wells; and implementing its proprietary Rock-Pipe technology to seal the multilateral wells.

CGF’s scaling capital will continue to facilitate the Company’s Canadian presence by ensuring the majority of its leadership and employee base remain in Canada and leverage Canada’s drilling knowledge and know-how to catalyze the next generation of global geothermal innovation. Eavor’s continued growth will secure its innovation and employment footprint in Canada at its Calgary, Alberta headquarters.

“Our continued investment in Eavor, as the company completes the first commercial-scale application of its technology, is a prime example of CGF’s steadfast commitment to scaling up Canadian companies and investing at a critical stage of their development,” said Yannick Beaudoin, President and CEO of Canada Growth Fund Investment Management Inc. (CGFIM). “CGF was established to drive innovation and competitiveness across new and traditional sectors of Canada’s industrial base, and Eavor is well aligned with our mandate.”

CGF has announced 13 investments since its launch in June 2023 and has committed approximately $2.7 billion to Canadian projects and companies. It has a mandate to invest in Canadian clean technology businesses that are scaling innovative technologies at the demonstration or commercialization stages of development.

“We are grateful for CGF’s continued commitment to our Canadian company, which uses Albertan expertise to drive innovation in the development of new advanced geothermal technologies,” said John Redfern, Co-Founder and CEO of Eavor. “Eavor has achieved significant development and technical milestones in scaling clean, reliable, dispatchable heat and power using its proprietary closed loop geothermal system, and we look forward to building on this progress in the months ahead.”

CGF is a $15 billion arm’s length investment vehicle that helps attract private capital to build Canada’s clean economy by using investment instruments that absorb certain risks, in order to encourage private investment in efficient low carbon projects, technologies, businesses, and supply chains.

Key Takeaways:

• VINCI Construction has acquired Peters Bros Construction Ltd, a BC-based roadwork and asphalt company with $90 million in annual revenue, to expand its footprint in Western Canada.
• Peters Bros, known for quality and innovation, has delivered major infrastructure projects across BC and received provincial awards for projects incorporating recycled materials and complex traffic management.
• The acquisition supports VINCI’s long-term strategy to meet growing infrastructure demands in British Columbia, a province projected to see a 50% population increase by 2046.

The Whole Story:

VINCI Construction has finalised the acquisition of Peters Bros Construction Ltd, a paving company providing roadwork services and asphalt products in the province of British Columbia. The company registered an annual revenue of about $90 million in 2024.

Founded in 1981 and based in the Okanagan Valley, Peters Bros employs 140 people at peak season and operates mainly in the BC interior region, with regular projects in the Dawson Creek, Williams Lake, Merritt, Kelowna and Penticton areas.

The company has earned multiple awards for quality and innovation, including provincial recognition for its work on the Highway 97 CN railway tracks to Kiskatinaw Bridge near Dawson Creek, where it incorporated recycled asphalt and managed challenging traffic conditions.

Recent major projects include a $13.5 million resurfacing contract for a 61-kilometre stretch of the Alaska Highway near Fort Nelson, which features an Indigenous subcontracting component, and an $8.9 million contract to repave 33 kilometres of Highway 97 in the Okanagan, both set for completion in 2024.

VINCI says acquisition will strengthen its presence in Western Canada where it already operates in the Vancouver area, in Alberta and in Saskatchewan, allowing for greater synergies and operational capability. With the province’s population expected to grow by 50% by 2046, the acquisition will support British Columbia’s road infrastructure needs.

VINCI is a global company the specializes in concessions, energy solutions and construction, employing 285,000 people in more than 120 countries. They design, finance, build and operate infrastructure and facilities.

Key takeaways:

• The Capital Line South LRT Extension is a $1.38 billion project that will enhance public transit by connecting key neighborhoods from Century Park to Heritage Valley North. It includes two new stations, two bridges, and an underpass, with completion expected in four to five years.
• The project is anticipated to generate over 3,500 jobs and more than $300 million in wages, with Alberta’s government contributing $365 million. This reflects its significance as both a transportation and economic stimulus initiative.
• The design-build contract for Phase 1 was awarded to Capital Line Design-Build Ltd. (Ledcor Group) with AECOM as the design partner. Construction began in early 2025, and the team emphasizes a commitment to safety, environmental protection, and community benefit.

The whole story:

The City of Edmonton is officially celebrating the first year of major construction on the 4.5 kilometre Capital Line South LRT Extension. 

“The expansion of the Capital Line South LRT marks an exciting milestone in Edmonton’s transit journey,” said Eleanor Olszewski, Minister, Emergency Management and Community Resilience, and Minister responsible for Prairies Economic Development Canada. “This project will better connect neighbourhoods, bridge communities, and give Edmontonians faster, more reliable and more efficient ways to get around their city.”

Devin Dreeshen, Minister, Transportation and Economic Corridors, explained that the Capital Line South LRT Extension is a vital project that will give Edmontonians a safe and efficient way to get to work, school and around their city. Alberta’s government is investing $365 million to help make the project a reality.

Capital Line Design-Build Ltd., a member of the Ledcor Group of Companies, with AECOM as its design partner, has been awarded the Design-Build contract for Phase 1 of the Capital Line South LRT Extension project. The high-floor LRT extension will run along the west side of 111 Street from Century Park station to the future Heritage Valley North station at the Heritage Valley Transit Centre and Park & Ride.

“Ledcor is thrilled to partner with the City of Edmonton, AECOM and our local contractors to construct this important transportation infrastructure that will serve our growing city for decades to come,” said Brad Mytko, SVP Infrastructure, Ledcor Group. “As members of the Edmonton community for over 75 years, we are proud to be part of this significant legacy project and are committed to prioritizing safety, protecting the environment and delivering the project successfully.”

Ledcor started major construction in early 2025. Construction is expected to take four to five years, followed by testing and commissioning. Phase 1 project highlights include:

• LRT underpass at 111 Street and 23 Avenue
• Two new bridges:
• Blackmud Creek LRT bridge
• Anthony Henday Drive LRT bridge

Two new stations:

• Twin Brooks station
• Heritage Valley North station (connects to the Heritage Valley Transit Centre and Park & Ride)

The total project budget is $1.38 billion. Albertans are expected benefit from Phase 1 with more than 3,500 jobs and more than $300 million in wages.

Key Takeaways:

• EllisDon has partnered with The Phil App to transform how it sources and disposes of excess soil and aggregate. By using Phil’s open marketplace and tracking tools, EllisDon aims to streamline its material handling processes while enhancing operational efficiency and environmental compliance.
• The partnership is expected to reduce average haulage distances by more than half (from 65 km to 25 km), leading to meaningful reductions in carbon emissions and transportation costs. This shift supports EllisDon’s broader sustainability and digital transformation goals.
• By listing its excess material needs on The Phil App, EllisDon is promoting transparency and collaboration across the construction value chain. The platform enables municipalities, contractors, and developers to easily find and repurpose materials, helping the industry adopt more sustainable and compliant practices.

The Whole Story:

EllisDon Corporation has announced the addition of a new Technology Ecosystem Strategic Partner, The Phil App, as a fundamental change in its excess material sourcing and disposal process. EllisDon will list and source excess soil and aggregate in Phil’s free and open marketplace, then digitally track from source to destination. The Phil App joins EllisDon’s Technology Ecosystem as a part of its ongoing commitment to operational excellence, sustainability, and digital transformation.

This partnership will assist in diverting materials away from landfills to nearby projects for beneficial reuse. By doing so, EllisDon could achieve a 60% reduction in haulage distance; Phil’s load tracking users are hauling materials 25 kilometers on average to their destination compared to the provincial average of 65 kilometers – driving meaningful economic and carbon reduction benefits.

The adoption of The Phil App aims to support EllisDon in reducing compliance risks, gaining new levels of operational visibility, and making it easier for partners across the value chain to adopt sustainable practices.

“This partnership is more than moving excess material from sites, it’s about tracking our carbon impact and understanding our impact on the environment and the industry,” said Brandon Milner, Chief Innovation Officer and Senior Vice President of Digital & Data Engineering, EllisDon. “Working alongside the team at The Phil App means we can now track and evaluate every kilometer our material travels. Furthermore, this single platform will provide our construction teams with a great technology to future-proof our sustainability and technology efforts across the organization.”

“Our mission is for every truck load of construction material to travel the shortest distance possible to a compliant site. That level of haulage optimization is only possible with our unique marketplace and tracking tools. We make it simple for estimators, engineers, contractors, haulers, owners, and municipalities to cut their haulage distance and related emissions in half.” said Bryan Kerr, Co-founder of The Phil App. “We have cracked the code on incentivizing good compliance in a very challenging environment; Ontario companies who create quality listings can now get matched with leaders like EllisDon.”

EllisDon’s excess material requirements can now be viewed publicly on The Phil App at  www.getphil.app. Projects seeking to source locally available soil or excess materials can search, match, and coordinate directly with EllisDon through the platform. Listings are updated regularly and are accessible to developers, contractors, municipalities, and other stakeholders looking to reduce their haulage costs and carbon footprint.

Eric Gaulin is now Senior Vice President Building Group at EBC.

Alisia Strautins has been promoted to Vice President, Development, at Traine Construction and Development.

Michael Brimer has joined Townline Group of Companies as Vice President of Construction.

I’ll be leading a well respected construction division focused on much-needed commercial housing developments across Western Canada. It’s a bold new chapter—one I’m truly energized for. I have much to learn, and am excited to launch in to this next phase of my career with a tremendously committed, community focused organization.

Michael Brimer, VP of Construction, Townline Group

Meaghan Willis has been promoted to Marketing Communications Manager at Chandos Construction.

Jonathan Dulay is now Senior Mechanical Estimator at Pitt Meadows Plumbing.

Ashley Allers has joined Wajax as Vice President of Industrial Projects after 23 years with Tundra Process Solutions. 

It’s been an outstanding ride where I’ve had the privilege of working with so many incredible teammates, factory partners, and clients, many of whom have become dear friends. Thank-you to everyone who has supported me over the years!

Ashley Allers, VP, Industrial Products, Wajax

Jakob Stausholm is stepping down from his role as CEO at Rio Tinto. He will stay on as CEO while a successor is appointed

Travis Gilson is now Senior VP of Operations at Fillmore Construction. 

Stephen Watson has retired after spending 35 years with BC Hydro doing stakeholder engagement. For the next stage of his career, Watson has set up his own consulting company: Stephen Watson Communications Consulting Ltd. He will continue to assist BC Hydro on their large capital projects.

Lisa Campanella has been promoted to Manager of Project Communications at EllisDon. 

Tim Smith, Senior Technical Director – Infrastructure & Specifications at the Cement Association of Canada, has received the Transportation Association of Canada’s prestigious Distinguished Service Award.

Lilian Kan has joined Canada Lands Company as its Senior Director, Housing Strategy.

As I step into this new role at Canada Lands, I’m looking forward to expanding my impact across the country—unlocking the potential of public land to enable meaningful, inclusive, affordable, and sustainable developments. Thank you to everyone who has supported me on this journey. Here’s to new beginnings and the exciting work ahead!

Lilian Kan, Senior Director, Housing Strategy, Canada Lands Company

Steven Mahaney is now Senior Digital Project Delivery Regional Manager at EllisDon. 

Chris Carroll has started a new position as Project Manager at PML Professional Mechanical. 

Katherine Coutinho has been promoted to Senior Vice President, Corporate and Public Affairs, Ledcor. She has been with the company for 7 years. 

Bob Fairbank has joined Priestly Demolition’s Executive Team, taking on the role of Vice President of Western Canada. With more than 30 years of construction and concrete experience in both Alberta and B.C., Bob brings a wealth of knowledge to the team, having held senior positions including President, CEO, and General Manager.

Bob’s appointment to the VP role is a big step forward, and is going to transform our business in the West. His energy, expertise and entrepreneurial mindset are exactly what we need to build on our company, and accelerate our growth.”

Ryan Priestly, CEO, Priestly Demolition Inc.

M.K. El Sayed is starting a new position as Senior Director, Transportation & Expansion at Infrastructure United. He is a Professional Engineer in the transportation industry who has worked on major projects, including the Ontario Subway, Eglinton Crowstown LRT, Yonge North Subway Extension and more.  

Laura Jones has advanced to Managing Partner at Pacific Land Group. She is a registered Professional Planner who has been with Pacific Land Group for many years. Her wealth of knowledge and expertise, gained over 20 years of public and private sector experience, has played a key role in shaping the success of Pacific Land Group.

Shawn Evans announced he is starting a new position as Vice President, Pursuits & Pre-Construction at EllisDon. He has been with the company for more than 15 years, starting as an estimator in 2012.

Yan Guimond is joining the Dinamo Construction team as Director of Construction.

Candace MacDonald is now Director, Special Projects, B.C., at EllisDon.

Luke Simpson has been appointed as President & CEO of CANA Group of Companies. He represents the third generation of Simpson family leadership, continuing an 80+ year legacy of construction and community building across Alberta.

Michael Quast will be taking over the CEO role at Passive House Canada. Quast has more than two decades of leadership experience spanning construction, sustainability, brand development and stakeholder engagement.

It’s an incredible honour to join Passive House Canada at this pivotal moment. Chris [Ballard] has set a high standard and built a passionate community of changemakers. I look forward to working with the team, our partners, and our members to scale our impact and lead the transformation toward a more sustainable, resilient, and high-performance built environment across Canada.

Passive House CEO Michael Quast

Mustafa Khalid is now Project Controls Director at Ledcor after spending more than five years at Aecon Group. Khalid is a past winner of Top 40 Under 40 in Canadian Construction. 

Dustin Luchka has been promoted to Vice President of Marketing and Communications at EllisDon.

Sarah Cwikla is now North American Growth Leader, Water, at Stantec. She has been with the company for more than 8 years. 

James Behnke has joined Fillmore Construction as Director of Preconstruction. 

Louis-Philippe Sylvestre has started a new role at Pomerleau as Regional Vice President, Ottawa. He brings over 25 years of experience in organizational leadership and business strategy in construction.

Aidan Connell was promoted to Vice President, Excavation, Shoring & Foundations at Hall. 

Parth Choksi has been promoted to VDC Manager at EllisDon. 

Marlene Arianna has been promoted to Senior Vice President, People & Culture at EllisDon. 

This milestone means so much—not only professionally, but personally. It reflects the incredible support of my team, the mentors who’ve guided me, and the organization that continues to believe in me. But most of all, it’s a moment I share with my family. They’ve been right there beside me. This achievement is just as much theirs as it is mine. 

Marlene Arianna, Senior Vice President, People & Culture, EllisDon

Krista Chisholm is now Health & Safety Manager at Smith Bros & Wilson. 

Lora McMillan has joined BGIS as Managing Director of Construction Services. Previously, McMillan spent more than 12 years at Ledcor.

Lorena Polovina has joined Edge Consultants as Senior Sustainability Consultant.

Crozier has announced a series of leadership appointments: Alex Fleming, P.Eng., MBA, is promoted to Vice President, Transportation; Kirsten Andersen, J.D., joins as General Counsel; Brittany Robertson, P.Eng., is promoted to Director, Development; Janet Hughes, CHRL, is promoted to Director, Corporate Services; Chris Gerrits, M.Sc., P.Eng., is promoted to Director, Development; Elaine Plewes is promoted to Director, Finance.

Peter Weiss has joined Pomerleau as Regional Vice-President at its Ottawa office. He brings more than 25 years of experience in organizational leadership as well as business strategy in construction.

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

How to Get Involved

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

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

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

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

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

Building local

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

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

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

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

Staying on track

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

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

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

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

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

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

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

Leveraging experience

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

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

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

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

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

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

Beyond the venue

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

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

Day one

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

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

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

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

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

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

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

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

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

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

Day two

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

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

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

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

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

Embracing art

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

SiteSummit is heading east

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

More photos from SiteSummit:

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

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

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

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

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

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

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

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

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

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

Dougherty

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Dougherty

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

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

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

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

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

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

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

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

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

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

A network that has your back in good and bad times

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

That’s where a strong network comes in.

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

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

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

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

Knowledge that helps you plan ahead

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

Stronger advocacy that benefits your business and the industry

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

Why membership matters more than ever

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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