Author: Russell Hixson

Key Takeaways:

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

The Whole Story:

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

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

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

Sustainable Living on the Waterfront

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

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

Revitalizing a Historic Landmark

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

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

Economic and Community Impact

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

Next Steps

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

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

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

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

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

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

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

Here are all the projects:

Boulder and Elkhart Wind Project

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

Brewster Wind Project

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

Highland Valley Wind Project

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

K2 Wind Project

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

Mount Mabel Wind Project

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

Nilhts’I Ecoener Project

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

Nithi Mountain Wind Project

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

Stewart Creek Wind Project

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

Taylor Wind Project

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

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

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

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

A return to roots

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

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

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

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

Combined resources

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

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

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

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

Community-centric projects

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

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

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

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

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

A people-first approach

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

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

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

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

Looking ahead

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

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

B.C.

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

Manitoba

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

Ontario

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

Quebec

• Pointe-Saint-Charles legion fundraises to replace roof

Key Takeaways:

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

The Whole Story:

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

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

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

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

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

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

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

Kevin O’Leary, Chairman, O’Leary Ventures

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

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

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

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

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

Key Takeaways:

• The Government of Canada announced over $1 billion in funding to expand New Brunswick’s clean electricity capacity. This includes support for Indigenous-led wind projects, a coal-to-biomass conversion of the Belledune Generating Station, and the development of small modular reactors (SMRs) at Point Lepreau Nuclear Generation Station.
• Substantial funding is directed toward Indigenous communities, including $1 billion for wind projects and $25 million for the Neweg Energy wind project in partnership with the New Brunswick Mi’kmaq First Nations. Additionally, $500,000 is allocated for technical support to seven Mi’kmaq Nations in New Brunswick to enable participation in clean energy initiatives.
• The federal and provincial governments are collaborating on Clean Electricity Regulations and other initiatives to decarbonize New Brunswick’s energy system while ensuring reliability and affordability. These efforts aim to create jobs, foster economic growth, and position the province for a net-zero future.

The Whole Story:

The Government of Canada has announced over $1 billion in additional investments to ensure that as New Brunswick’s electricity demands grow substantially over the coming years, the province meets demand with clean electricity that is both reliable and affordable. NB Power estimates the following investments could help power up to 140,000 homes.

Officials noted that currently more than 80% of Canada’s electricity is generated from clean sources like hydropower, wind, solar, and nuclear – and it’s a big part of the reason why companies are choosing to invest in Canadian workers and business.

The investment details include:

• Up to $1 billion in federal support for up to 670 megawatts of Indigenous-led wind projects through the Canada Infrastructure Bank (CIB) Clean Power priority sector and Indigenous Equity Initiative as well as Natural Resources Canada’s Smart Renewables and Electrification Pathways program (SREPs).
• $25 million from SREPs for the 25-megawatt Neweg Energy wind project, a partnership with the New Brunswick Mi’kmaq First Nations.
• $500,000 to the North Shore Mi’kmaq Tribal Council to provide seven Mi’kmaq Nations in New Brunswick resources and technical support and enable direct participation in clean energy opportunities.
• A commitment from Canada to work with New Brunswick and NB Power to support the conversion of the Belledune Generating Station from coal-fired power to biomass.
• $1.6 million from Atlantic Canada Opportunities Agency (ACOA) to further investigate the conversion through engineering and planning studies, this is in addition to a previously announced $2 million from ACOA to evaluate different biomass fuel options.
• $25 million to NB Power for predevelopment work for up to 600 megawatts in new small modular reactor (SMR) capacity at the Point Lepreau Nuclear Generation Station through NRCan’s Electricity Predevelopment Program.
• $1.3 million to NB Power for predevelopment work on the modified Atlantic Loop transmission line between New Brunswick and Nova Scotia through NRCan’s Electricity Predevelopment program.

The Ministers also announced that the Government of Canada and the Government of New Brunswick have reached a common understanding on the forthcoming Clean Electricity Regulations that will provide the flexibilities needed to enable New Brunswick’s electricity system to grow and decarbonize all while ensuring it will be affordable, reliable, and non-emitting.

The federal and provincial governments, in collaboration with First Nations partners, have already been partnering through the New Brunswick Regional Table to identify and accelerate shared economic priorities for a net-zero future in the province’s energy and resource sectors. Investments announced today demonstrate the commitment to continue to collaborate and to take action to grow and decarbonize the electricity grid.

“Canadians are leaders in generating clean electricity that powers our communities and beyond,” said Jonathan Wilkinson, Canada’s Minister of Energy and Natural Resources. “Today’s shared commitment with New Brunswick is a clear signal that investing in clean electricity in New Brunswick creates jobs, drives economic growth, and positions New Brunswickers to take advantage of the economic opportunities presented by the clean economy, now and into the future. The federal government is a partner as we build a 21st century economy, underpinned by a clean electricity system, that places affordability and reliability at its core.”

Key Takeaways:

• Bio Graphene Solutions’ graphene-enhanced concrete admixture reduces cement content by 10% in standard commercial mixes.
• The pilot concrete pour, completed in collaboration with EllisDon Corporation and Tomlinson Ready Mix, demonstrated their product in a real-world construction setting, validating lab results and showcasing its potential for broad industry adoption.
• BGS says its mixture is the only solution capable of reducing cement content by up to 20% without compromising performance.

The Whole Story:

Bio Graphene Solutions has completed a pilot commercial concrete pour with EllisDon Corporation, a global construction services and technology company, and Tomlinson Ready Mix, one of Ottawa’s largest concrete providers and part of the Tomlinson Group of Companies.  

The company’s proprietary graphene-enhanced admixture was integrated seamlessly into the operational flow of a Tomlinson Ready Mix 32MPa-C-2 sidewalk concrete pour at an active construction project managed by EllisDon’s Ottawa team. The biographene-enhanced concrete mix utilized 10% less cement than the control mix design without sacrificing the fresh properties of the concrete.

Bio Graphene stated that the pilot testing is a critical milestone in demonstrating the in-situ performance of the biographene-enhanced mix, validating lab trials which have shown that the concrete achieves the 28-day targeted strength of 32MPa by 7 days. Their team added that the real-world applicability and benefits of the biographene-enhanced admixture are many, providing measurable material cost savings and significant embodied carbon reductions – as much as 280kgCO2e¹ per average concrete truckload.

“EllisDon strives to be at the forefront of how sustainability is changing the face of construction and what’s expected for the future of the industry,” dsif Jolene Mclaughlin, Vice President of Climate and Sustainability of EllisDon. “The implementation of innovative and new technologies, like BGS’s graphene admix solution, is a great example of how material science can drive meaningful change in embodied carbon reductions. Implementing innovations like these on our worksites can enable our company to develop some of the most sustainable concrete structures in Canada, in collaboration with our subtrade partners. We look forward to the successful completion of this project with BGS and our other partners.”

In 2023, BGS announced the development of a 100% “green” graphene-enhanced admixture for commercial concrete mix designs. Developed primarily to tackle the removal of cement (the binding material in a concrete mix that also contributes to more than 8% of the global CO2 emissions), the Company’s graphene-enhanced admixture can remove up to 20% of the cement content in concrete without sacrificing the compressive strength performance of the overall concrete product. BGS believes its product is the only admixture solution in the market that can facilitate the removal of cement and still provide significant cost and CO2 savings to its potential customers in non-specialized commercial concrete mix designs (30MPa to 50MPa mixtures).

“We are extremely fortunate to have the ability to work with partners like EllisDon and Tomlinson who support innovative and new technologies,” said David Fisher, CEO of BGS. “In a market that’s typically resistant to change, it’s important to highlight that there are sustainable and cost-effective solutions, like our graphene admixture product, that can provide meaningful value to the construction supply chain in a non-invasive manner. We look forward to the success of this pilot project and further working with EllisDon and Tomlinson in supporting commercial adoption of BGS’s graphene products overtime.”

Estimator – Burnaby, B.C. – NorLand Limited

Sr. Project Coordinator – Aecon Group – Delta, B.C.

Civil Construction Project Manager – Bracebridge, Ont. – Fowler Construction

Construction Manager – Squamish, B.C. – Pomerleau

Western Operations Manager – Vancouver, B.C. – Nucor Rebar

Manager, Construction – Montreal, Que. – Aecon

Construction Site Manager – Canmore, Alta. – Highpoint Developments

Key Takeaways:

• Alberta’s government is conducting a provincewide study of over 100 potential sites for dams, reservoirs, and other infrastructure to address growing water demands from communities and industries, as well as mitigate risks of droughts and floods.
• The study will assess hydrology, dam design, environmental, social, and cultural impacts, as well as the costs and benefits of water storage infrastructure to ensure responsible and cost-effective solutions.
• This initiative, alongside feasibility studies for specific reservoirs and a $125 million Drought and Flood Protection Program, is part of Alberta’s broader effort to modernize its water management system and ensure long-term water security.

The Whole Story:

Alberta’s government is undertaking a provincewide review of potential sites for dams and other infrastructure to help meet future water needs.

Officials explained that as Alberta’s population and economy grow, demand for water from communities and industry increases at the same time. Due to the province’s prairie geography and climate, the amount of precipitation received varies a lot from season-to-season and year-to-year. Creating more dams, reservoirs and other infrastructure is one way to potentially help capture and store more water.

Alberta’s government has now begun a provincewide study looking at more than 100 locations across the province. This study will be used to help the government plan long-term ways to maximize Alberta’s water supply and reduce the risk of future droughts and floods.

Dams, reservoirs and other water storage infrastructure play a vital role in irrigation, drought management, water security, flood protection, and supporting a healthy environment. At the same time, they can be costly to build and affect local ecosystems and environments.

The provincial study will identify, review and assess potential locations where water storage infrastructure could be most effectively developed to help meet the province’s long-term water needs. Various sites will be assessed based on new and existing information regarding hydrology, dam design, environmental, social and cultural impacts, and the potential costs, benefits and risks or uncertainties for each site.

Water is a precious resource and one that is essential for agriculture. Our government is always prepared to help ensure our producers and processors have the water they need to help put food on the tables of Albertans and others around the world. Now, more than ever, we need to do more with the water we have. Identifying potential opportunities for new reservoirs will help continue to grow our province and ensure our agriculture industry has the water it needs.

RJ Sigurdson, Minister of Agriculture and Irrigation

The Water Storage Opportunities Study is expected to be completed in 2025. Alberta’s government will use the results to help identify the most effective options to improve water storage in a responsible and cost-effective way. Some of the top-ranked sites may be selected to undergo a full feasibility study in the future. 

This study is part of the Alberta government’s work to modernize the province’s water system and make every drop count. Along with this study, the province has feasibility studies in progress for the Ardley reservoir and Eyremore dams, launched the $125 million Drought and Flood Protection Program, and is currently engaging on potential ways to increase water availability and improve the water management system in Alberta.

There’s no need to hold your applause any longer.

After sifting through hundreds of submissions and combing through our past year of coverage, the SiteNews team has released this year’s list of winners for the 25 Innovators in Construction program.

Check out the entire list of winners here.

Now in its second year, the 25 Innovators in Construction award has become a coveted SiteNews honor, recognizing the industry’s most forward-thinking companies. This prestigious award celebrates organizations that are pushing the boundaries of construction through risk-taking and innovation.

This year’s winners exemplify groundbreaking advancements that are transforming the industry. From CarbonCure Technologies’ carbon-saving concrete innovations to Pomerleau’s integration of robotics on job sites, these organizations showcase a commitment to sustainability, technology, and efficiency.

Companies like RJC Engineers and Multiplex Canada lead in reducing carbon footprints, while HammerTech and Hoylu are redefining safety and collaboration through software. Meanwhile, innovators like Fettback & Heesterman and Vestacon are streamlining operations with proprietary tools and digital solutions. These pioneers are not only addressing critical challenges such as labor shortages, emissions, and project efficiency but are also reshaping the future of construction with visionary solutions and lasting impacts.

We are so proud to highlight this list of innovative companies. Some of them are large organizations you have heard of, but others are small businesses that only recently burst onto the scene. Our goal, as always is to elevate the construction sector. We hope this list plays a role in encouraging others to push the industry forward. Not only does innovation help the industry itself, it helps Canada solve some of its largest challenges.

SiteNews Editor Russell Hixson

The winners were chosen by SiteNews staff who assessed companies based on five criteria: 

• Technological innovation
• Trailblazing
• Workforce development
• Sustainability and environmental impact
• Collaboration and partnerships 

In addition to now having the honour of being named one of Canada’s most innovative companies in construction, this year’s 25 Innovators are also invited to attend an exclusive winners event. If you want to rub shoulders with the companies on this list, grab your tickets here.

Key Takeaways:

• Canada’s first-ever NIA aims to guide long-term infrastructure planning by analyzing critical data and making evidence-based investment decisions. The focus will be on infrastructure essential for housing development and addressing challenges like population growth and climate change.
• An 11-member expert advisory body, serving part-time until March 2027, will collaborate with stakeholders across sectors, including Indigenous governments and municipal authorities, to ensure the NIA’s relevance and effectiveness for all communities.
• Initially announced in 2021, the NIA is backed by $22.6 million over four years. The initiative stems from extensive public engagement and includes recommendations outlined in the 2021 report, “Building Pathways to 2050,” emphasizing sustainable and resilient infrastructure planning.

The Whole Story:

Sean Fraser, Minister of Housing, Infrastructure and Communities Canada, has announced the new Canadian Infrastructure Council, an expert advisory body that will deliver the country’s first-ever National Infrastructure Assessment (NIA).

The NIA will support Canada’s long-term infrastructure planning and decision-making by compiling data and evidence and conducting the research and analysis needed to make informed investments.

The focus will be on the core infrastructure communities need in place to support housing development over the long term – including water and wastewater, public transit, active transportation and waste management – as well as the impact of population growth and climate change on them.

Officials say the first NIA will be a critical piece in ensuring Canada can build the infrastructure needed to alleviate housing pressures and support the continued growth of sustainable, resilient, and inclusive communities. 

In support of this work, the Canadian Infrastructure Council – composed of 11 experts in relevant infrastructure sectors across the country – will engage key partners and stakeholders from industry, provincial, territorial, municipal, and Indigenous governments to seek their knowledge and expertise and ensure that the NIA is useful for communities across Canada.

The Canadian Infrastructure Council includes eleven experts from infrastructure-related fields from across the country who bring varying experience and perspectives on the challenges facing infrastructure in Canada. Each member will serve on the Council on a part-time basis until March 31, 2027.

The NIA was first announced in March 2021 when Canada launched an engagement process to shape the country’s first-ever NIA. The initiative aimed to assess Canada’s infrastructure needs and establish a long-term vision for the future. Following public engagement with over 300 organizations and individuals, the government released “Building Pathways to 2050: Moving Forward on the National Infrastructure Assessment” on July 29, 2021, which outlined key recommendations for the NIA’s design. The government allocated $22.6 million over 4 years to improve infrastructure planning and committed to establishing an independent advisory body to carry out the assessment.

Membership of the Canadian Infrastructure Council

• Jennifer Angel (Chair): Angel is the CEO of Evergreen Canada, an organization that brings private, public and community capacity, ingenuity and investment together to build inclusive, sustainable public places that attract people and investment, support climate adaptation and mitigation, and contribute to well-being for all.
• Peter Weltman (Vice-Chair): Weltman serves as Director and Employee Owner at data analysis and cost engineering company, Technomics Inc. Previously, he was Ontario’s Financial Accountability Officer from 2018 to 2023, where he and his office produced reports on the state of the province’s economy, fiscal position, and a first-of-its-kind analysis of the cost of climate change impacts on publicly-owned infrastructure. 
• Sara Brown: Brown is Chief Executive Officer of the Northwest Territories Association of Communities (NWTAC), where she leads a diverse team in supporting and advocating on behalf of member communities in the Northwest Territories.
• James Dunn: Dunn is Associate Dean of Research, Faculty of Social Sciences at McMaster University. His research investigates the health and social impacts of housing, urban form, and income policies and programs. He is the Senator William McMaster Chair in Urban Health Equity, and Director of the Canadian Housing Evidence Collaborative.
• Joanna Eyquem: Eyquem is Managing Director of Climate-Resilient Infrastructure at the Intact Centre on Climate Adaptation, focusing on practical measures to reduce flooding, erosion and heat risk, in particular working with nature and the financial sector. In this role, Joanna is leading national efforts to develop and mobilise guidance and standards to accelerate climate adaptation, and mainstream nature-based solutions across Canada. 
• Graham Gagnon: Gagnon is Dean of the Faculty of Architecture and Planning and is the Director and Professor in the Centre for Water Resources Studies at Dalhousie University.
• John McKendrick: McKendrick is a former senior executive and consultant offering strategic and planning advice for building and infrastructure projects. He brings over 25 years of experience in project delivery, financing, and management of over 75 projects.
• Doug McNeil: McNeil is a professional engineer with 36 years of public service to the City of Winnipeg and the Province of Manitoba. Doug has been involved in most aspects of water resources planning, operations and management, including hydraulics, hydrology, storm water management, and water control structures.
• Catherine Morency: Morency is a civil engineer and full professor at Polytechnique Montréal, where she holds the Mobility Research Chair, focused on assessing and implementing sustainability in transportation. She also holds the Canada Research Chair inMobility of People.
• Ren Thomas: Thomas is a Registered Professional Planner (RPP), an Associate Professor at the School of Planning at Dalhousie University, and a Founding Fellow of the MacEachen Institute of Public Policy and Governance. Ren conducts research in housing policy and transportation policy and planning. 
• Judy Whiteduck: Whiteduck recently retired after 23 years with the Assembly of First Nations (AFN) as a Senior Director for the Economic Development and Infrastructure Branch, and the Rights and Justice Branch.

Key Takeaways:

• The average tax burden on a newly constructed home in Ontario has risen to 36% of the purchase price, up from 31% just three years ago, driven largely by increased development charges. For an average new home costing $1,070,000, this translates to a tax burden of nearly $381,000, a 16% increase since 2021.
• The escalating tax burden significantly affects housing affordability, disproportionately impacting first-time buyers and lower-income households. For homes priced at $450,000—aligned with median household incomes—the tax burden rises sharply to 45.2%. RESCON says these high costs deter developers from investing in new projects, exacerbating Ontario’s housing crisis.
• RESCON says the data underscores the need for federal and provincial governments to provide more funding for municipal infrastructure to reduce reliance on development charges.

The Whole Story:

The average tax burden on a newly constructed home in Ontario has jumped to almost 36% of the purchase price, up from 31% just three years ago, a report commissioned by the Residential Construction Council of Ontario (RESCON) has revealed.

On the average price of a new home in Ontario, which is about $1,070,000, that means consumers are now paying nearly $381,000 in income taxes, corporate, sales and transfer taxes, and development charges and fees. The new number is a 16% increase over 2021 and highlights a troubling trend.

“These taxes are out of control and pushing the cost of new housing beyond the reach of most working families,” says RESCON president Richard Lyall. “The tax burden is significantly raising the price tag of a new home and directly contributing to the housing crisis we are facing by affecting the ability of developers to invest in new housing projects. This escalation presents substantial challenges to housing affordability and economic stability.

“The situation simply can not be allowed to continue. The huge increases have occurred over the last decade in large part because municipalities have hiked their development charges to pay for municipal infrastructure. The findings of this research indicate a critical need for the federal and provincial governments to get more involved in funding public infrastructure at local levels to support growth and ease the tax burden on housing in Ontario.”

The report, called Increasing Tax Burden on New Ontario Homes: 2024, was done by the Canadian Centre for Economic Analysis. Research revealed that the tax and fee burden on new homes continues to be more than twice that of the rest of the economy and governments now derive nearly four times more revenue from the sale of a new home than builders, further exacerbating the challenges faced by the residential construction sector.

According to the research, the tax and fee burden is significantly higher because of recent surges in development charges and the escalation presents considerable challenges for market stability. Of the total tax and fee burden on new housing, 70% consists of direct fees on the home, such as development charges and other fees, while the remaining 30% arises from indirect taxes paid during the development process, including income and corporate taxes paid during the ordinary course of a residential construction business.

Across the province, the tax burden varies by dwelling type and municipality. Rates in some jurisdictions are higher than the provincial average. In the GTA, excluding Toronto, the average tax and fee burden on a new home is 35.9%, a large apartment is 37%, and a small apartment is 36.9%. In Toronto, the average tax and fee burden on a new home is 35.1%, a large apartment is 34.2%, and a small apartment is 35.3%.

The system disproportionately affects first-time buyers and lower-income households. For homes priced at $450,000, an amount which aligns with what many households could afford based on median pre-tax household incomes, the average tax burden rises sharply to 45.2%. 

The report calls for immediate reform of the taxation and fee structures affecting new housing and notes there is a critical need for the federal and provincial governments to take a more active role in funding municipal infrastructure.

“Much of our economic success depends on a robust housing supply so it is critical that we address the tax burden,” says Lyall. “Municipalities lack the revenue streams to fund the infrastructure necessary for new housing and end up loading the cost onto new homeowners via development charges. This must change if we are to incentivize more homebuilding.”

The 43-storey Alberni tower project’s distinctive shape commands attention in Vancouver, even among the other iconic towers that make up the city’s skyline. 

This striking profile is achieved by chiselling two emphatic scoops out of its sides to form deep balconies. Rather than remaining static, its silhouette is always changing, creating illusionary profiles of arching cantilevers. 

It’s technical feats like this that have become synonymous with engineering firm Glotman Simpson.

While structures like these win award after award and splash the covers of magazines, they only showcase one part of the firm’s true agility. Glotman Simpson’s team also has been busy tackling industrial rendering facilities, an Olympic Cauldron, remote hospitals, seismic upgrades in downtown Los Angeles and much more. 

Their ability to utilize a wide range of materials on a wide range of project scopes in locations across the globe is rare but no accident. It has been carefully trained. 

“Glotman Simpson is a team of excellent generalists and excellent specialists at the same time. This is very unique and comes from diverse experience and exposure,” said Omar AlHarras, an Associate at the firm.

For AlHarras and Glotman Simpson, agility in engineering is expressed in three key areas: operational agility, technical agility, and agility in scale and geography.

Operational Agility: Ryan Nikiforuk, Director, Institutional Projects, highlighted the firm’s ability to respond quickly to unexpected challenges within projects. This agility is rooted in a holistic engineering approach that emphasizes collaboration across disciplines and prioritizes the success of a project as a whole. 

“We focus on integrating our designs seamlessly with other disciplines, proactively addressing challenges that may impact a project. By staying engaged and responsive throughout the design and construction process, we adapt quickly and work with our partners to develop the best solutions for a project.”  

Technical Agility: Glotman Simpson’s tool box is robust. The firm prides itself on being material-agnostic, selecting construction materials and methods when they are most appropriate. The firm’s Chinatown 7 project, which utilized concrete, structural steel, and mass timber to meet specific architectural and structural requirements, is a prime example of this approach. 

Agility in Scale and Geography: It’s not just about big downtown steel skyscrapers. The firm’s portfolio showcases a wide range of project types and sizes, from massive multi-tower developments like the Oakridge project to small-scale, complex structures like the Checkmate Winery.

“If you look at our portfolio, we have projects ranging in scale from multiple tower developments to bespoke custom projects that require very complex engineering,” noted Nick Maerkl, an Associate at Glotman Simpson. “Being able to move between these different projects and service them well is a key aspect of our agility.”

Geographical agility is another strength. While maintaining a strong West Coast presence, Glotman Simpson has successfully delivered projects across Canada and the United States, adapting to different regulations, soil types, and market needs.

“We’re delivering multiple very large-scale projects in Kelowna with technical constraints, completely different soil typologies, and different market needs,” said Harrison Glotman, Principal and third-generation leader at the firm. “Operating in multiple regions helps us avoid sticking to ‘bread-and-butter’ solutions and allows us to be more creative and open to new ideas.”

Cultivating Agility

Unlike other firms in the space, Glotman Simpson has no internal department for towers, residential projects, hospitals or any other type of structure. 

That’s on purpose. 

The firm fosters agility by intentionally avoiding silos. Engineers at Glotman Simpson are exposed to various types of projects, enhancing their ability to adapt and innovate.

“Our design team gets exposure working on all these different projects all at once,” AlHarras explained. “The more exposure you have, the stronger designer you’ll be, and the more you’ll be able to service clients.”

This agility provides significant benefits, particularly when tackling complex projects with diverse needs.

“Agility allows us to merge ideas and come up with innovative solutions. It’s about bringing value to the client by being flexible and responsive to their unique challenges,” said AlHarras. “We can zoom out to work on a very high level, providing a ton of options and brainstorming ideas, but also dive deep to give that artisanal service on a micro level.”

AlHarras’s own experience reflects the firm’s commitment to agility. Since joining Glotman Simpson nearly a decade ago, he has worked on a multitude of projects across different sectors and regions, which he credits for his development as a well-rounded engineer.

“I definitely got fortunate in that regard,” he said. “We take ownership of the project from concept design all the way through construction completion, which is the most important thing for experience and creating a well-rounded engineer.”

Looking Ahead

As Glotman Simpson continues to expand, including recent growth into Eastern Canada and additional U.S. markets, agility remains at the forefront of its strategy.

“With diverse experience and familiarity with different building codes and requirements, we’re ready to hit the ground running,” AlHarras remarked. “Being an agile firm means we’re prepared to provide good service anywhere in North America.”

B.C.

Mission Group’s 40-storey tower on St. Paul Street approved 

Stabilization work on Highway 97 begins in 2025

Vancouver luxury tower ditches social housing component

Ontario

Early work begins for Civic Campus project

Eglinton project reaches concrete pouring milestone

Provincial fund to build trades training centres open

Northstar Clean signs LOI for planned facility in Hamilton

Rental tower would replace mid-century office building

Tesla opens largest Service Center in Canada

Brockville selects design option for new main pump station

Construction work starts on LTC homes

Alberta

Next stage of Imagine Jasper Avenue project to begin next year

Edmonton opens new Stony Plain Road bridge

Saskatchewan

$52 million worth of construction under way in Moosomin

Maritimes/Atlantic

Designs for $600-million Moncton science centre released

Charlottetown’s Simmons Sports Centre opens to the public

Stratford high school cost jumps by $11M

Key Takeaways:

• The new Ksyen Regional Hospital in Terrace, B.C., has opened ahead of schedule, providing a state-of-the-art health-care facility more than twice the size of the previous hospital.
• It includes 82 beds, private rooms, advanced emergency and trauma care facilities, four operating rooms, and cutting-edge diagnostic equipment.
• Upgraded to serve as a Level 3 trauma center, the hospital aims to reduce the need for patient transfers to other facilities by offering advanced services locally.

The Whole Story:

Terrace B.C.’s new state-of-the-art Ksyen Regional Hospital is now open to the public ahead of schedule.

“People in Terrace had been asking for an upgraded health-care facility for years, and our government recognized the need and took action to make sure it happened,” said Josie Osborne, Minister of Health. “British Columbians deserve access to health care in modern, cutting-edge facilities and we are excited to be able to provide this to the community. We will continue to invest in capital health projects around the province.”

The new hospital is more than twice the size of the previous facility and has 82 beds, private rooms, a bigger emergency department space, including two trauma bays, six stretcher bays, pediatric care space and four operating rooms, as well as the latest diagnostic imaging equipment.

The hospital opened ahead of schedule. Initially, construction was anticipated to be complete in 2025.

“People in Terrace and throughout the province expect health care they can rely on when they or their loved ones need it,” said Debra Toporowski, Parliamentary Secretary for Rural Health. “With the new Ksyen Regional Hospital, we’re strengthening local care so fewer people will have to travel for services they need and more people can receive care in their own community.”

Work is underway to have the new hospital serve as a Level 3 trauma centre, upgraded from its current designation as Level 4, to support communities in northwestern B.C. by providing immediate assessment, resuscitation, surgery and intensive care. This new certification will allow more patients to be cared for locally without needing to be transported to another facility.

The new hospital will also include a Tier 3 neonatal intensive care unit and special care nursery, which will provide community-based antenatal and postnatal services, education and parenting support to pregnant individuals, especially those at a higher risk of pregnancy complications compared to Tier 1 and 2 services.

The project cost of $633 million is being shared between the provincial government, through Northern Health, and the North West Regional Hospital District, which is contributing $120.2 million.

Work has been completed or is underway throughout B.C. to plan, build or upgrade 30 hospitals or health facilities, 11 long-term care centres and four cancer centres.

The Ontario government has announced plans to introduce the Working for Workers Six Act, 2024, a suite of proposed measures intended to protect the health and wellbeing of workers, bring more people into the skilled trades and keep costs down for Ontario workers.

Officials say the package would support workplace safety by cracking down on bad actor employers, with mandatory minimum fines of $500,000 for corporations convicted of repeated offences within a two-year period under the Occupational Health and Safety Act. The government is also proposing to expand existing roadside safety laws under the Highway Traffic Act to require motorists to slow down and move over for roadworkers, such as highway maintenance workers.

“As our government continues to bring back better jobs and bigger paycheques to Ontario, we are keeping workers healthy and safe no matter where they work: On a highway, a job site, or the shop floor,” said David Piccini, Minister of Labour, Immigration, Training and Skills Development. “Our government’s proposed sixth Working for Workers bill will introduce game-changing measures to grow Ontario’s workforce by bringing more women into the trades, cracking down on bad actors who exploit newcomers and harm workers, and introducing nation-leading cancer protections for firefighters.”

Here are some of the changes that could impact the construction sector:

Health & Safety

• Supporting health and safety for tradespeople on construction projects by enhancing the dialogue and transparency between workers and employers through Worker Trades Committees, which the Minister can order to create.
• Bringing clean washrooms from Bay Street to Main Street through a new regulation for washroom cleaning records that covers what records must be posted and where. This is in direct response to advocacy from tradeswomen and other sector stakeholders who have cited better washroom facilities as a key policy to encourage more women to join the building trades.
• Bringing more women into the trades and growing Ontario’s trades workforce by explicitly requiring properly-fitting personal protective equipment (PPE) for women, and all workers with diverse body shapes. This expands on the requirement for properly fitting PPE for women and diverse body shapes in the construction sector that was included in the Working for Workers Act, 2023 to include all sectors.
• Cracking down on bad actor employers that harm workers by imposing mandatory minimum fines of $500,000 for corporations convicted of repeat offences under the Occupational Health and Safety Act within a two-year period, which resulted in the death or serious injury of one or more workers.
• Creating a new 27-week long-term illness leave for employees unable to work due to a serious medical condition as defined by a medical practitioner, such as cancer, multiple sclerosis or Crohn’s. If passed, this would be one of the longest provincial leaves in Canada and would ensure workers with a serious medical condition have the time away from work they need to get treatment and recover, without risking their jobs.
• Unlocking $400 million to invest in health and safety programs for workers and employers developed by the WSIB, focusing on mental health, preventative and chronic injury care and recovery to ensure workers have the supports they need to return to work safely and quickly. This will include expanding the WSIB’s mental health care programming to partner with 11 public hospitals and their networks of community-based service providers across Ontario to ensure workers have the care they need, when and where they need it.
• Launching a new Safe Business Bonus with an additional $1,000 bonus to eligible employers who create a new workplace health and safety action plan approved through the WSIB’s Health and Safety Excellence program, starting in 2025. Over 4,600 businesses are currently enrolled in the WSIB Health and Safety Excellence program. Since the program’s launch in 2019, members have received total rebates of over $68 million, including $15 million in additional incentives for smaller businesses that participated in 2023-2024.
• Creating a new parental leave for parents through adoption and surrogacy, with a 16-week job protected leave under the Employment Standards Act for adoptive parents and parents through surrogacy, to ensure they have adequate time to meet the demands of the adoption or surrogacy process, attach and welcome their child into their new home. This would also align with upcoming federal changes to create employment insurance (EI) benefits for adoption.

Cutting costs for businesses

• Returning $2 billion in surplus funds to Ontario businesses through the WSIB. Eligible employers will receive their one-time rebate starting in February 2025 if they are a safe employer, which includes not having been convicted more than once under the Workplace Safety and Insurance Act or Occupational Health and Safety Act since 2020. For a small construction business with 50 employees, this could mean receiving $46,000.
• Cutting the average premium rate for Ontario businesses from $1.30 to $1.25 per $100 of insurable payroll through the WSIB starting in 2025, without reducing benefits. This is the lowest rate in half a century and will save Ontario businesses about $150 million annually starting in 2025 when compared to the 2024 rate. Over the past decade, the WSIB has cut the average premium rate by more than 50 per cent, resulting in cumulative savings for businesses of approximately $18.6 billion since 2017.
• Removing the $150 fee for apprentices taking their first Certificate of Qualification exam, making it easier for more people to start their career in the skilled trades. When combined with other fee reductions and removals that the province has implemented since 2019, Ontario is saving each apprentice at least $330, putting almost $3.6 million back into the pockets of nearly 11,000 apprentices. 
• Enabling implementation of a new accelerated framework for the Ontario Immigration Nominee Program (OINP) that employers can apply for in order to access more efficient, streamlined processes, pending further regulatory changes.

Growing the workforce

• Training over one million workers through Ontario’s Skills Development Fund (SDF), including launching the second round of the SDF Capital Stream on November 29, with over $74 million in available funding to build, expand and retrofit training facilities for workers in the trades, including construction, manufacturing, technology and health care.
• Proclaiming April 2, 2025, as the date on which certain functions, including exam administration, will be transferred from the province to Skilled Trades Ontario (STO) under STO’s new Chief Executive Officer, Candice White.
• Opening access to apprenticeship opportunities to more people by creating alternative criteria for individuals who cannot meet the current academic standards to register as an apprentice.
• Accelerating registration timelines for internationally trained applicants in regulated professions by having the time limit reduced for regulatory bodies to make their decision from six to three months, enabling internationally-skilled newcomers to work in Ontario faster.
• Streamlining and accelerating processes and removing barriers for internationally trained workers by requiring regulated professions to have a plan for enabling multiple registration processes to take place concurrently, allow for alternative documents, concurrent processing of registration documents, and minimum requirements for assessing qualifications.
• Honouring workers by creating a new Skilled Trades Week during the first week of November each year.

Jared Seida has started a new position as Vice President, Construction Services at Synergy Group of Companies. Seida is an experienced operations manager with a demonstrated history of working in the construction industry.

Donna Grant is BC 1 Call‘s new President. Grant has extensive marketing experience and background in the construction sector, including her role as President of the Vancouver Regional Construction Association (VRCA).

Wayne Ferguson has been appointed Chief Operating Officer and Executive Vice President, Services Division, at EllisDon. His 27-year journey with EllisDon has seen him lead and expand company operations in Alberta, Saskatchewan, and most notably in Ottawa, where he has played a pivotal role in redefining the brand and driving growth.

Brandon Pinch has been promoted Vice President, Service, and Andrew Rowland has been promoted to Vice President , Speciality Trades & Support Services at Bird Mechanical.

Al Boissonneault has joined CMIA+ as Director, Greater Sudbury – Resource & Industry markets. Boissonneault’s new role is a critical piece of the firm’s expansion into Northern Ontario. Boissonneault’s resume includes work at Wesdome Gold Mines in Wawa, Barrick Gold , Python Mining Consultants, Kovit Engineering/Outotec (now Metso) and Vale.

Candice White will be the new Chief Executive Officer (CEO) for Skilled Trades Ontario (STO), effective November 25, 2024. White brings over a decade of executive level experience, including serving as the Chief Administrative Officer for multiple municipalities, most recently the Municipality of Port Hope, and on boards of provincial agencies.

Harold Reinders has been appointed Chair of the League of Champions. The league is a distinguished organization dedicated to promoting safety champions and advocating for a strong health and safety culture within the construction industry. 

Jesse Unke has wrapped up his time as president and CEO of Maven Consulting. He thanked his colleagues at Maven for the opportunity and is excited for his next steps. But before that, he intends to attend an auto show in Las Vegas with his father. 

Ben Martin is Ledcor Industries’ new Senior Vice President, Finance and Risk Management. Martin has more than 15 years of industry experience. 

Nathan Sikkes is McElhanney’s new Energy and Resources Market Sector Vice President in B.C. and Warren Lippitt is their new Prairies South Regional Vice President.

Appointing Warren and Nathan were no-brainers for our firm. Warren’s understanding of the region and our clients’ needs, combined with Nathan’s deep knowledge of the energy and resources market, position McElhanney to better tackle our clients’ challenges as our own

Jennifer Price, McElhanney President & CEO

Steve Chapman is Rain City Industrial’s new VP of Construction. Chapman has over 30 years of experience in industrial, heavy industrial, and commercial construction. Part of his role will be to lead the company’s newest division, Rain City Heavy Industrial, as it expands the firm’s capabilities into the oil and gas, mining, chemical processing, power generation, and heavy manufacturing industries.

Scott Miller, P.Eng., has been appointed General Manager of Associated Engineering’s General Manager for Saskatchewan and Manitoba operations.

Chris Paszkat is now President of Inscan Contractors. Paszkat is a longtime veteran of the company, having spent more than 21 years there.

Roman W. Loehnert has accepted a new role as Operations Manager for Modern Niagara. Loehnert is an experienced superintendent & project manager with a demonstrated history of working in the construction industry. His skills include AutoCAD, hydronic systems, value engineering, project management and plumbing code knowledge.

Jim Weir and Stan McGillis, bother formerly of Morrison Hershfield, have accepted post-acquisition roles at Stantec. Weir has been named regional growth leader for transportation (Canada). McGillis has been appointed infrastructure sector leader for program management and construction management (Canada).

Paul Whelan is now Manager, Project Delivery, for the Ministry of SaskBuilds and Procurement for the Government of Saskatchewan.

After 6+ amazing years at Westridge Construction Ltd., it was time for a new challenge. I’ve had the privilege of working with some of the most dedicated, hardworking people who’ve made the growth of Westridge possible over the last 6 years. The growth and success have been a result of the hard work, teamwork, and passion that each individual brought to the table.

Paul Whelan, Manager, Project Delivery, SaskBuilds

David Bianchi is now Vice President, Real Estate and Development, for Tim Hortons, after holding a similar position at Canadian Tire Corporation.

Brynn Nheiley is now Executive Director for Sustainable Buildings Canada. Previously, Nheiley worked for the City of Burlington.

Luke Schauerte is now CEO of Woodfibre LNG. Schauerte brings more than 20 years of experience in the Canadian and global energy industry. He comes to Woodfibre LNG from LNG Canada where he served as Vice President, Asset.

Robert Wong is celebrating 25 years with Prism Construction. Wong is one of only two people who can say they’ve been part of every single project Prism has built.

Shannon Fitzsimmons is MAKE Projects’ new Regional Director for Edmonton. Fitzsimmons has more than five years of experience in facility planning, design, construction, and capital program development.

Roger Halbgewachs has been promoted to Director of Sales at Western Archrib. With 35 years of experience in the glulam industry, he brings deep industry knowledge, a strong understanding of engineering, and proven problem-solving skills.

Lucie Audlauer has announced her retirement from Subterra Renewables. The CEO led the company to become Canada’s fastest growing company in 2024. She plans to spend more time with her family.

Chris Gardner, President and CEO of the ICBA, has announced his addition to the Canadian Taxpayers Federation’s board of directors.

Jorden Solecki is Navajo Stone’s new Managing Partner. Solecki has an extensive history in the wall and roofing sector.

Josh Kaufman announced he is co-founding InnoDev Partners. The real estate development company launched this month with a focus on medium density, sustainable housing.

Brandon Losse is Caliber Projects’ new Director of Business Development.

It is an honour to give back to the Lower Mainland, the place I’ve always called home and where so many core memories have been made. I’m looking forward to supporting the development community as we tackle exciting projects in our ‘sandbox’ and to connecting or reconnecting with many of you in the weeks and months ahead.

Brandon Losse, Director of Business Development, Caliber

Kaveh Boromand has joined Turner & Townsend’s Canada Infrastructure team as its new Director – Head of Scheduling. Boromand has more than 20 years of experience in scheduling and project controls in Canada, Australia, and the Middle East and has worked in a variety of industries including rail, hydro, and real estate.

Niilo Edwards, CEO of the First Nations Major Projects Coalition, has been recognized by TIME Magazine as one of the world’s 100 Most Influential Climate Leaders in Business.

Scott Foran is now President of 505-Junk. Foran co-founded the company with Barry Hartman.

Reflecting on the past 13 years since the inception of our business alongside my esteemed business partners, Barry Hartman and Alex Elsey, fills me with gratitude. Our journey has been nothing short of remarkable, marked by growth, resilience, and invaluable partnerships.

Scott Foran, President, 505-Junk

Tim Ferwerda, current managing director of Finning UK and Ireland, will transition to the role of president of Finning Canada. David Primrose, current president of Finning Canada, will assume the role of executive vice president and chief development officer.

Neil Arnold is now Director of Construction at Kerkhoff. Arnold has 24 years of industry experience and has spent the past 6 years at the company in a variety of roles.

Peter Hennig is EBC’s new Vice President, Major Projects, Tunnel & Underground Group. With over 30 years’ experience in the construction industry and leading-edge expertise in tunnelling and underground work, Hennig has successfully completed numerous large-scale, complex projects across Canada and internationally.

Dale Beard has been hired as Procore’s Sr. Director, Solutions Engineering. Beard has a history of working in the information technology and services industry. He was the CEO and Co-Founder of Intelliwave which was recently acquired by Procore.

Doug Flynn has officially transitioned from CEO and President of Flynn Group of Companies’ to serving as one its board members. Doug began his career with Flynn Canada in 1982 working in the field in Western Canada. He advanced through the organization taking on roles in estimating, project management, and various other positions.

Aidan Connell is now VP, Excavation, Shoring & Foundations at Hall.

Taylor Archer has rejoined Beedie as its Vice President of Leasing. Archer previously worked at Beedie as Senior Leasing Manager.