CFM&D Spring/Summer 2026

SPRING/

SUMMER 2026

HERITAGE

MEETS HYBRID

GAY LEA FOODS UNVEILS ITS NEW HQ

CLIMATE RISK

MONITORING

THE SENIOR

WORKFORCE

SHIFT

CANADA’S FIRST

OCCUPATIONAL

EXPOSURE REGISTRY

PART OF THE

P A R T O F T H E

Canadian Publications Mail Product Sales Agreement No. 40063056

Spring/Summer 2026 CFM&D / 1

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PHOTO BY STEVE TSAI PHOTOGRAPHY

[ contents ] 19

Inside the new office lobby at Gay Lea Foods.

22

26

12 RECRUITING WOMEN TO

SKILLED TRADES

Untapped talent is limiting the pool of specialized skills in facility management.

16 EXPOSURE TRAIL

Canada’s first occupational exposure registry will create a long-term record for medical

assessments and compensation.

19 RURAL ROOTS

Gay Lea Foods relocates its headquarters to a repurposed building in Etobicoke, Ontario.

22 INCLUSIVE WAYFINDING ON TRACK

The Toronto Transit Commission kickstarts a signage overhaul and introduces Canada’s

first alphanumeric exit wayfinding system.

26 CLIMATE CRACKS

The Auditor General of Canada uncovers gaps in climate risk monitoring within a

portfolio of federal assets.

columns

7 MANAGEMENT MEMO

8 FM LEGAL

10 FM TECH

24 FM EDUCATION

30 LAST WORD

department

4 OBSERVATIONS

6 FOUNDATIONS

focus on

29 LIGHTING


[ observations ]

UNIVERSAL

ACCESS

Although accessibility is frequently viewed as a compliance measure,

many facilities across Canada are reframing it as a responsibility

rather than a checklist.

An emerging approach to the design of barrier-free facilities

is grounded in the lived experience of people with disabilities.

Building projects that incorporate universal design principles and actively consult

with user groups are setting new standards by honouring diverse bodies, minds, and

perspectives from the start.

While contemplating inclusion, the Toronto Transit Commission has been directly

incorporating ideas from people with disabilities in their long-term wayfinding

strategy. Those inputs were mapped into a detailed customer journey framework

that shows how various riders move through the system from their home to their

final destination. That map now functions as a diagnostic and design tool to better

understand where and why information is needed. A new wayfinding pilot launched

this summer, and you can find more about that on page 24.

More Canadians are choosing to delay retirement and this will evidently impact

workplace policies and design. There are implications related to avoiding such

accommodations, but a legal expert offers great proactive advice on page 8.

The workplace is evolving and so is the transparency around employee health and

safety. This year, Canada launched a new occupational exposure registry to help

Ontario-based workers track and record incidents with 11 hazardous substances.

Employers are responsible for ensuring such exposure does not go above certain

limits, but unfortunately there are many cases proving otherwise.

Turning back to design, we go inside Gay Lea Foods’ new headquarters that was

designed with a hybrid schedule in mind — one that values social connection during

in-person days. The property had sat vacant for a long time until Crown Realty

Partners and design firm Figure3 brought it back to life.

As the cover image displays, there was a large emphasis on nature-inspired colours

to highlight the co-op’s agricultural heritage. You can find more images of the

modern farm aesthetic on page 19. More importantly, this was yet another project

where inclusivity shaped the workplace at every scale to ensure dignity and choice

for everyone.

Wishing you a happy summer and, as always, check out the REMI Network website

for ongoing news!

REBECCA MELNYK

EDITOR, CANADIAN FACILITY MANAGEMENT & DESIGN

REBECCAM@MEDIAEDGE.CA

SPRING/SUMMER 2026

Volume 41, Issue No.1

PUBLISHER: Ron Guerra

rong@mediaedge.ca

EDITOR: Rebecca Melnyk

rebeccam@mediaedge.ca

SENIOR GRAPHIC DESIGNER: Roxy Guinane

roxyh@mediaedge.ca

GRAPHIC DESIGNER: Amanda Spearman

amandas@mediaedge.ca

PRODUCTION MANAGER: Ines Louis

inesl@mediaedge.ca

CONTRIBUTORS: Barbara Carss, Marcia

O’Connor and Kelly Widger.

CIRCULATION: Adrian Holland

circulation@mediaedge.ca

PRESIDENT: Kevin Brown

kevinb@mediaedge.ca

GROUP PUBLISHER: Sean Foley

seanf@mediaedge.ca

Canadian Facility Management & Design (CFM&D)

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4 / CFM&D | Part of the REMI network | www.REMInetwork.com

PERFORMANCE BEYOND

THE SURFACE

ASPHALT PAVING

SNOW REMOVAL SERVICE

LANDSCAPE CONSTRUCTION

estimating@forestgroup.ca

service@forestgroup.ca

SITE SERVICING

BUILDING RESTORATION

CONCRETE CONSTRUCTION

24 Hour Emergency Service

416.524.3000

forestgroup.ca

[ foundations ]

AI DATA CENTRE GUIDANCE

A new online resource offers technical direction for

optimizing the energy performance of data centres

employed for artificial intelligence (AI) computing.

ASHRAE and the U.S. National Electrical Manufacturers

Association have partnered to produce guidance on the

design, commissioning, operation and retrofit of AI data

centres, which addresses thermal management, system

integration, energy and water use with recommendations

geared to varying climates, load densities and operating

circumstances.

DESIGNING FOR DEMENTIA

A newly redesigned shower room at the University Health

Network’s Toronto Rehab University Centre is improving

care for people living with dementia. The space is a

collaboration between OCAD University student research,

Kasian Architecture, and individuals with lived experience.

Located within the specialized dementia unit, the room

responds to a common challenge in care environments,

where showering can be disorienting and stressful due to

unfamiliar surroundings, noise, and limited privacy.

Wood finishes, natural colours, and a spa-inspired

aesthetic transform the patient experience. Seamlessly

integrated accessibility features, such as soft lighting,

reduced glare, clear spatial organization, and slip-resistant

surfaces, promote comfort, dignity, and independence.

SMART SUPPORT

According to Bill McQuade, ASHRAE’s 2025–26

president, the guidance helps operators improve

performance, manage costs and strengthen reliability.

The online document covers eight topic areas, from

site selection to retrofits, and includes a library of tools,

standards and resources.

CLEAN POWER PIVOT

Science World is undergoing a major energy overhaul. In

partnership with BC Hydro, the non-profit’s $39‐million

retrofit is designed to reduce the building’s energy use by

more than 40 per cent and greenhouse gas emissions by

about 75 per cent.

The retrofit includes three solar arrays — the first-of-its

kind vertical installation system in B.C. These 76 panels, in

addition to the 298 solar photovoltaic panels, have been

added to the roof. Aging fixtures are being swapped with

LED lighting. New air‐source heat pumps and electric

chillers are replacing older heating and cooling systems,

and the windows and insulation are also being upgraded

to improve efficiency.

Researchers at the University of Waterloo have

developed new healthcare technology that facilitates

the deployment of cloud-based autonomous robots to

perform routine tasks, such as moving equipment and

supplies in hospitals and long-term care facilities.

Dr. Amir Khajepour, professor of mechanical and

mechatronics engineering, says the system will

allow health-care workers to focus more on medical

responsibilities and reduce the risk of workplace injuries.

The team began working on the proposed framework

about five years ago to help address anticipated

worldwide shortages of nurses and other staff. They

tested the infrastructure in a lab with a retrofitted, robotic

hospital bed capable of autonomously moving itself and

supplies to a specified location.


[ management memo ]

BY MARCIA O’CONNOR

QUIET LEADERSHIP IN FACILITIES

Many managers underestimate how they directly influence organizational success.

Facility managers often work

behind the scenes to protect

occupants, safeguard budgets

and ensure business continuity.

They anticipate risks, prevent

disruptions, and maintain complex operations

without seeking the spotlight. As a

result, their contributions are often underestimated

— even though every successful

organization depends on their judgment.

In many ways, the true measure of

FM is invisibility: when systems perform

seamlessly, people rarely notice the work

that made it possible.

But make no mistake: the work they

do is not simply operational. It is strategic,

human-centred, and essential to organizational

resilience. Facility managers balance

physical assets, financial realities, and the

lived experience of the people who occupy

our spaces. That is leadership: quiet,

steady, and deeply impactful.

Yet many professionals underestimate

their own influence. They see themselves as

problem-solvers, fixers, or technical experts,

when in reality they are strategic partners

shaping the long-term health of their organizations.

It’s time to celebrate these leadership

qualities that define the role.

Here are some hidden strengths that

elevate FMs far beyond the “fix-it” stereotype:

Great FMs don’t wait for things to

break: They anticipate issues, interpret

early warning signs, and act before disruptions

occur. This foresight protects operations,

budgets, and reputations — often

without anyone knowing how close the

organization came to a crisis.

Invisible crisis manager: When emergencies

arise, FMs are the calm in the

storm. They coordinate, communicate,

and resolve issues with such steadiness that

most people never know how serious the

situation was. Their leadership is measured,

not in applause, but in continuity.

Working within tight budgets: FMs

make sophisticated financial decisions every

day. They use lifecycle costing, ROI, and

NPV to advocate for long-term value rather

than short-term fixes. This is strategic

leadership, not maintenance management.

Facility Managers bridge the gap between

organizational strategy and dayto-day

reality. They adapt to new technologies,

regulations, and expectations with

agility. They see the whole system, not just

the task in front of them.

Saying “no” is part of the job, but

great FMs do it with diplomacy and

clarity: They protect safety, compliance,

and budgets while maintaining relationships.

They are persuasive advocates for

what is right, not just what is easy.

Seasoned FMs lift others up: They

share knowledge, build capacity, and

strengthen the profession by investing in

the next generation. Their leadership is

measured in the confidence and competence

of the people they support.

As FMs, we generate great value within

our organizations and that work deserves

recognition. At times, it can feel

as though few people truly understand

the breadth and complexity of what we

do. Colleagues, friends, and even family

members may never fully appreciate the

decisions we make, the risks we manage,

or the crises we quietly prevent. Yet our

impact is real.

Our role matters, our expertise matters,

and our contributions to the industry are

significant. | CFM&D

Marcia O’Connor is president of AM FM Consulting Group, Chair of Membership & Education

for IFMA’s Greater Toronto and South Central Ontario and lead instructor for the University

of Toronto School of Continued Studies, Facility Management Certificate Program. She

is a strategic-minded leader with more than 20-plus years of progressive experience in

corporate real estate, asset management, and integrated facilities management. Marcia has a

passion for mentoring young professionals and helping people, teams, and organizations see

their potential.


[ fm legal ]

BY SHANNON BAKER

THE SENIOR WORKFORCE SHIFT

Employers that proactively accommodate an older generation of workers can help prevent costly

disputes and human rights complaints in the future.

More Canadians over the

age of 65 are continuing

to work, whether full

time, part time, or through

multiple jobs. For employers,

this is no longer a temporary trend; it is

a workforce shift that is reshaping hiring,

workplace policies, accommodations, benefits,

and long-term planning. It is also an

opportunity to re-think workplace design to

ensure facilities provide safety and functionality

for older workers.

Statistics Canada reports that 2025 marked

the fifth consecutive year of increasing

workforce participation among seniors.

Participation rates now exceed pre-pandemic

levels and are the highest recorded

since tracking began in 1976. Approximately

two out of five working seniors logged

an average of 16 hours per week, and many

worked more than one job.

The reasons behind this shift are complex.

Older Canadians continue to face

rising costs of living, food insecurity, personal

debt, and declining access to pension

plans. For many, working beyond age 65 is

less about choice and more about financial

stability.

The Government of Canada’s 2025

Economic Scan for Ontario noted that

labour force participation among workers

aged 65 and over has risen in recent

years as the cost of living has increased.

It also highlighted that the proportion of

seniors is projected to rise from 18.8 per

cent in 2025 to 22.5 per cent in 2035.

For employers, this means older workers

will increasingly remain part of the

workforce for longer periods of time.

Businesses that proactively review their

employment practices now will be better

positioned to reduce legal risk, support

retention, and create stronger workplace

cultures moving forward.

This area of employment law can be

nuanced because it often requires employers

to balance employment standards obligations,

human rights protections, benefits

considerations, accommodations, and

workplace policies simultaneously.

KEY CONSIDERATIONS WHEN

EMPLOYING OLDER WORKERS

Age Discrimination Remains Prohibited

Age discrimination is not permitted in

hiring, promotions, training opportunities,


workplace treatment, or terminations.

As older workers remain active in the

workforce longer, employers should ensure

workplace decisions are based on

legitimate business considerations rather

than assumptions connected to age.

Mandatory Retirement is Largely Gone

Mandatory retirement has mostly disappeared

in Ontario workplaces, subject to

limited exceptions that can be difficult to

establish legally.

The Ontario Human Rights Commission

has confirmed that employees over the

age of 65 who believe they lost employment

because of age may pursue human

rights claims based on age discrimination.

Benefits Plans Require Careful Review

Benefits and health insurance programs

involving employees over age 65 remain

legally complex.

Differential treatment in benefits plans

may create tensions between legislation,

insurance structures, and evolving human

rights tribunal decisions. Employers

should carefully review how their current

plans apply to older workers and seek legal

advice where needed.

Practical Steps Employers Can Take Now

One of the best places to start is with a

policy review. Employers should ensure

workplace policies:

• avoid age-based assumptions or language;

• are written clearly;

• align with current legal requirements;

and

• reflect how the workplace actually

operates today.

Policies worth reviewing may include:

• anti-discrimination and human rights

policies;

• recruitment and hiring policies;

• pay equity policies;

• accommodation and accessibility policies;

• health and safety policies;

• leave of absence policies;

• training, development, and performance

policies;

• flexible work and part-time employment

policies; and

• termination policies.

Workplace Culture Matters Too

Legal compliance is important, but workplace

culture also plays a significant role

in reducing risk and improving employee

experience. Employers should consider:

• encouraging intergenerational collaboration;

• addressing ageism proactively;

• supporting knowledge sharing between

employees; and

• ensuring older workers feel included

and respected.

Accommodation also remains an important

consideration. Appropriate ergonomics,

flexible scheduling, technology support,

and accessible workplace practices

can help employees continue working

safely and effectively.

Whether or not your business actively

hires employees over 65, there is a growing

likelihood that existing employees

may continue working beyond traditional

retirement age.

With Canada’s aging population and

increasing financial pressures on seniors,

employers who proactively assess their

workplace policies, benefits structures,

accommodations, and employment practices

now will be far better positioned to

reduce risk and support a stable workforce

moving forward. A proactive review today

can help prevent costly disputes, human

rights complaints, and policy gaps tomorrow.

| CFM&D

Shannon Baker is a Litigation Law Clerk at SpringLaw with 20-plus years of experience,

specializing in employment law. An early adopter in virtual law clerking, she previously ran

her own business supporting international lawyers. Her expertise in legal tech and writing

contributed to a company’s IPO. Shannon is also a visual artist who combines analytical

precision with creativity. She holds an ILCO certification, an Honours B.A. in Art History and

a Diploma in Interior Design.

This article originally appeared on the SpringLaw Blog on May 13, 2026, and includes minor updates.

CREATING WORKSPACES FOR AN OLDER LABOUR FORCE

When designing for older adults, incorporating principles from inclusive and neurodiversity-focused design is a great

starting point. It is essential to get a good brief from your clients or the buildings’ potential tenants, so you understand

what is unique to their workplaces and the relevant design demands.

For starters, your facility can provide:

• variable lighting, allowing for brighter spaces when

eyesight diminishes;

• wide traffic areas, free of clutter and accessible design

to allow for mobility aids;

• different workspaces and furniture that allow for postural

changes, such as standing, sitting and comfort;

• assistive technology that provides voice options or alternatives

to traditional keyboards, and mouse setups for computers with

appropriate acoustic controls in office spaces;

• private bathrooms;

• break rooms; and

• high contrast markings along stairs.


[ fm technology ]

BY KELLY WIDGER

HOW UNIFIED DATA IS TRANSFORMING

P3 FACILITY MANAGEMENT

In many P3 environments, facilities

already contain huge amounts of

operational data. The problem is that

it’s trapped in digital pockets around

the building. Connected buildings

and digital twin environments are increasingly

helping bridge the gap between static

building information and live operational

data. Here’s how.

THE COST OF SILOED SYSTEMS

For FM teams managing complex P3 infrastructure,

even routine tasks can become

unnecessarily time-consuming when critical

information is spread across multiple

systems, spreadsheets and departments. A

study from the International Data Corporation

found that “data professionals are

losing 50% of their time every week” – 30

per cent of the time searching for, governing

and preparing data, and 20% duplicating

work.

While FMs may not describe themselves

as ‘data professionals’, access to accurate

operational data increasingly defines

service performance. As teams spend more

time pursuing information, the limitations

of siloed data become harder to ignore.

Maintenance records sit in a CMMS, performance

data lives in a BAS, contractors

store compliance documents in Share-

Point, and building floor plans remain

tucked away in a drawer – meaning fast,

informed decision-making becomes almost

impossible.

Often, it’s easier to duplicate the data

– manually take the reading, repeat the

measurement or carry out the inspection

again – rather than waste time and mental

energy in jumping through hoops to

get it from the source. This is why more

FMs are embarking upon a digitalization

journey, aiming to make an integrated,

accurate single source of truth for all their

building data. A rip-and-replace approach

to upgrade existing systems to communicate

with each other can be prohibitively

expensive (and often unrealistic mid-contract)

so many FMs are instead looking for

best-of-breed integrations.

FROM REACTIVE MAINTENANCE TO

PREDICTIVE INSIGHT

Time sensitive environments like P3s or

healthcare FM contracts mean there is no

slack when it comes to resourcing. According

to the US Department of Energy,

reported by IFMA, reactive maintenance

costs around 20% more than preventative

maintenance, and the National Institute

of Standards Technology found that those

relying on reactive maintenance experienced

3.3 times more downtime and 16

times more defects. But planned preventative

maintenance (PPM) also comes with

its own problems.


Regular PPM schedules are more reliable

than waiting for a fault to develop

but they can use spares unnecessarily and

waste engineering time where maintenance

is not required. Over-maintaining

can also shorten asset life, such as over-lubricating

a bearing in a pump.

This is where connected sensors and

real-time operational data are starting to

change the picture. By monitoring factors

such as vibration, temperature, energy

consumption and runtime hours, facility

teams can gain a far clearer understanding

of how assets are performing, rather than

relying solely on fixed maintenance intervals.

Combined with AI-driven analytics,

this data can help identify patterns and

early warning signs that would be almost

impossible to spot manually across large

estates or multiple buildings.

REDUCING RISK IN PERFORMANCE-

BASED P3 CONTRACTS

Service providers are often penalized with

deductions because they cannot adequately

monitor or measure what they are doing.

In the past, facility managers used off-theshelf

software to manage all the operational

contract elements. Now, a combination of

building information modeling, the emergence

of digital twins, and sophisticated

CMMS, which offer in-built payment

mechanism capabilities, provide extra layers

of data integrity and auditability.

Integrated with BIM, organizations

can streamline the transition from construction

to building operation, with a

wealth of asset and building lifecycle data

as well as an intelligent 3D model. This

allows contractors to remotely visit the

site before arrival to assess what resources

they may need, any permits required, and

verify part serial numbers to check inventory.

For large sites such as hospitals or

universities, the model can even be used

for wayfinding so tight SLAs are not failed

due to contractors getting lost.

FROM BUILDING DATA TO

OPERATIONAL INTELLIGENCE

Unlike static BIM models, digital twins

ingest live operational data from connected

systems and sensors to create a

real-time representation of building performance.

This allows operators to move

beyond simply viewing building information

towards actively monitoring and

analysing how facilities are functioning

day-to-day.

While AI is still sometimes viewed as

experimental within FM, adoption is accelerating

quickly. By combining lifecycle,

maintenance and live operational data into

a unified platform, AI tools can dramatically

reduce the time spent searching for information

or compiling reports manually.

Instead of navigating multiple systems, FM

teams can query the data conversationally

to identify trends, investigate recurring

faults or generate operational insights in

seconds. Questions could be strategic –

such as “which assets are developing faults

most often and who is servicing them?” –

or more operational, such as “the lift door

won’t close properly, show me the steps to

resolve this.”

Across large estates, AI can also detect

recurring failures in the same asset type,

potentially identifying defective components

or systemic operational issues much

earlier. It may even identify that mean

time between failures consistently drops

after a particular contractor services an

asset category, helping operators uncover

supplier quality issues that would otherwise

remain hidden.

THE SUSTAINABILITY CHALLENGE

NO SINGLE SYSTEM CAN SOLVE

Sustainability is now a top priority for

Canadian P3 operators, but fragmented

data is making it difficult to manage. Increasingly,

facility teams must demonstrate

measurable improvements in energy use,

carbon emissions and asset performance

while maintaining ageing estates and delivering

against long-term contracts that

predate today’s sustainability targets.

This is where digital twin environments

and integrated lifecycle platforms

are starting to provide significant value.

Rather than replacing every existing

system, more organizations are creating

integrated data environments that bring

operational, asset and energy information

together into a single view. By connecting

live IoT sensor data with BIM and

maintenance systems, facility teams can

better understand how buildings are performing

in real time.

For Canadian healthcare estates, campuses

and civic infrastructure operating

across multiple buildings and regions, this

visibility is particularly important. Digital

twin technology can help operators

identify underperforming HVAC assets,

ensure occupancy comfort, compare energy

performance across similar facilities

and model how operational changes may

affect carbon reduction targets before implementation.

AI-driven analytics can also

help uncover patterns that would otherwise

remain hidden, such as ventilation

systems operating inefficiently during low

occupancy periods.

CONNECTED DATA. BETTER

DECISIONS

The organizations seeing the greatest success

are not necessarily those replacing every

legacy system, but those finding ways

to connect the data already available to

them.

Bringing together BIM, IoT sensors,

CMMS platforms and digital twin environments

into a unified operational view,

can help facility teams move beyond reactive

decision-making towards more predictive,

informed and proactive management.

Whether improving maintenance

strategies, reducing payment disputes or

supporting sustainability goals, connected

data is becoming the foundation of smarter

P3 facility management. | CFM&D

Kelly Widger is General Manager (North America) at Service Works Global,

international provider of CMMS, building lifecycle management and P3 payment

mechanism software. Kelly is responsible for managing key customer accounts and

overseeing P3 project delivery throughout Canada and North America. She has a

background in FM with extensive experience working at leading FM service providers.


SPONSORED CONTENT

Photo courtesy of HIAA

A SOARING SUCCESS IN HALIFAX

Engineering Precision in a Live Airport Environment

As Halifax Stanfield International

Airport continues to grow as a key

Atlantic gateway, its infrastructure

must evolve to meet rising passenger

expectations and international travel

demands. Black & McDonald (B&M)

recently played a central role in that

evolution, completing major upgrades that

modernize the airport experience while

showcasing the company’s ability to self

perform complex, multidisciplinary work

across mechanical and electrical systems.

According to Division Manager Blair

Nickerson, B&M delivered the full

mechanical and electrical scope of the

project, working in close coordination

with general contractor Pomerleau

Construction. The team executed electrical

& mechanical demolition, isolations, and

HVAC disconnections before transitioning

into new construction, with peak staffing

reaching 5 electricians and 6–8 mechanical

team members on site.

At the heart of the upgrade is the airport’s

new International Connections Facility

— a transformation that fundamentally

reshapes how international passengers

move through Halifax. Previously, travellers

arriving from abroad had to clear customs,

collect their baggage, and re-enter security

before catching a connecting flight. The

new system allows baggage to be checked

through to the final destination, enabling

passengers to proceed directly to their next

gate after clearing Canada Border Services

Agency (CBSA). This streamlined-process

brings Halifax in line with major Canadian

hubs such as Toronto.

NAVIGATING A LIVE AIRPORT

ENVIRONMENT

For the B&M team, working inside active

international airports isn’t unusual, but it

does introduce a unique set of challenges

— challenges that reinforce the company’s

SPONSORED CONTENT

safety-first culture and its ability to adapt

in real time. In this case, operating in

secure, high-traffic zones meant every

task required careful coordination, precise

timing, and constant communication

with airport authorities.

Secure zone access was tightly controlled

by CBSA, and fluctuating flight schedules

dictated when crews could enter restricted

areas. The team often had to adjust plans

on the fly as aircraft movements, passenger

volumes, and security requirements

shifted throughout the day.

“There were days when we mobilized the

crews, only to be told a flight was arriving

and everything had to stop,” Nickerson

said. “Plan A rarely survived the day.”

These unpredictable conditions

demanded flexibility and discipline.

Crews needed to be ready to pivot

instantly — finding productive work

elsewhere, reorganizing tasks, or resequencing

activities to maintain

progress without compromising safety

or airport operations.

Despite the constant changes, the team

maintained both schedule momentum

and financial performance. Nickerson

credits this to the professionalism and

adaptability of everyone involved, noting

that the project also highlighted Black &

McDonald’s ability to self-perform across

multiple disciplines — a capability he

described as “one of our greatest strengths.”

A VISUALLY STRIKING NEW SPACE

Beyond its technical complexity, the

completed facility stands out for its striking

design. The interior features Indigenousthemed

elements and aviation-inspired

motifs, creating a bright, colourful, and

welcoming environment.

“The lighting really brings the space

to life,” Nickerson noted. “You don’t see

the HVAC or mechanical systems —

they’re hidden — but the finished look

highlights the quality of the work.”

A TRUSTED PARTNER IN COMPLEX

INFRASTRUCTURE

Now complete, the Halifax Airport

project reinforces Black & McDonald’s

reputation as a trusted provider of

integrated mechanical and electrical

services — particularly in environments

where precision, safety, and adaptability

are non-negotiable. From navigating

secure airport operations to coordinating

multidisciplinary teams, the company

proudly demonstrated the depth of its

in-house expertise and its commitment

to delivering high quality results under

demanding conditions.

As airports and other critical facilities

continue to modernize, B&M’s proven

ability to self-perform complex work

positions the company as a reliable

partner for infrastructure owners

seeking efficiency, craftsmanship, and

long term-value.

Visit blackandmcdonald.com for more

information.

[ workplace ]

BY REBECCA MELNYK

RECRUITING WOMEN TO SKILLED TRADES

Canada’s skilled trades shortage is limiting the supply of specialized talent in the facility

management industry.

Recruiting more women into

the skilled trades could help

close a growing labour gap

that is disrupting building

projects across Canada.

Despite ongoing demand for workers,

women make up just 7.9 per cent of the

country’s tradespeople. This untapped talent

directly limits the pool of specialized

skills in the facility management industry.

“The majority of FMs don’t have technical

expertise and are fully reliant on the

few people who have that knowledge

within their organization,” says Marcia

O’Connor, lead instructor for the University

of Toronto School of Continued

Studies, Facility Management Certificate

Program and Chair of Membership &

Education for IFMA’s Greater Toronto

and South Central Ontario.

According to Statistics Canada, nearly

one in five tradespeople will retire by

2028, further exacerbating the skills gap.

O’Connor, who is also president of AM

FM Consulting Group, says fewer seasoned

professionals are entering the field

with in-depth knowledge about mechanical,

electrical, and plumbing systems.

Angela Coldwell, founder of Honour

the Work, a charity that advocates for

skilled trades careers beginning in elementary

school, says pervasive stereotypes

and a lack of female role models make the

trades appear less accessible for women.

“There’s a societal bias that this has been

men’s work, which doesn’t make a lot of

sense because in World War II, when men

were fighting, women were the ones in

factories using the tools,” she says.

When girls express interest in skilled

trades, guidance counselors and families

continue to steer them away from job sites


and toward traditionally “female” roles.

“It’s something that has to be explicitly

called out,” urges Coldwell. “You can’t get

more women in if they’re not given the opportunity.

And it’s not just women, but underrepresented

individuals across the board.”

Skilled trades offer wages and stability,

yet the work is not always presented as a

viable option despite evidence that women

are well suited for these careers.

“Women have excellent tactile skills.

They’re strong in hand-eye coordination.

They listen carefully and can take complex

design patterns and execute them,”

says Coldwell. “There is nothing saying

they cannot do these jobs. And on a

modern job site, no one should be lifting

heavy equipment independently anyway.”

RETAINING THROUGH MENTORSHIP

An Ontario Building and Construction

Tradeswomen (OBCT) survey in 2025

found that the majority of tradeswomen

see a future for themselves in the industry

over the next two to five years. Yet

according to a 2025 BuildForce Canada

report, women comprise only 5 per cent

of the tradespeople employed in construction

in Ontario.

Ontario’s Pay Equity Office recently

scrutinized the issues preventing women

from succeeding in skilled trades. Building

a respectful, safe workplace tops the list.

The OBCT further found the majority of

tradeswomen were dissatisfied with how

their harassment complaints were handled.

“Having a female mentor or very supportive

men that are going to advocate is

essential,” says Coldwell. “Because we are

a very male-dominated industry, we need

the fathers, the uncles, and the brothers to

step up. This has to be collective across the

industry, with unions and general contractors

saying ‘we’re not going to tolerate this’.”

Last month, Karen Pullen, chair of

OBCT, said leadership in the trades

doesn’t always come with a title. “It can

mean speaking up on a job site, mentoring

an apprentice, demanding safer work,

or simply showing up for one another

when it matters most,” she stated. “These

everyday acts of leadership are what

change workplaces and industries.”

Visible representation in leadership

roles also demonstrates the trades as a viable

career progression. Coldwell says the

trades have been framed as a backup plan

rather than a first-choice pathway that

builds communities and offers people the

pride of craftsmanship while using critical

thinking skills.

Many tradeswomen are known to

refuse jobs due to incompatibility with

childcare arrangements. According to

the Canadian Labour Congress, caring

for family members, including children

and elderly parents, more often falls to

women.

“In construction, workers begin early

on a job site until a certain hour and it’s

very difficult to accommodate shift work

if you don’t have someone to take care of

your children,” says Coldwell. “It would

be a game-changer for both women and

men, but it needs to be something close

to the job site with extended hours.”

MAKING HEADWAY TOWARD

INCLUSION

Governments and non-profits have been

forming active pathways and support systems

to build a more inclusive workforce.

Organizations such as Women Building

Futures, Honour the Work, Techsploration,

the BC Centre for Women in the

Trades, the Career Lab and Skills Ontario’s

Young Women’s Initiatives are helping

women enter skilled trades careers

through training, mentorship, education

and support programs.

Trade skills can also be a launchpad into

careers like facility management. When

O’Connor is counseling students pursuing

the FM sector, she encourages those with

mechanical, electrical and plumbing knowledge

to showcase that on their resumes.

“If you look at ROIs, it would be more

effective to hire somebody with that expertise

versus trying to get it outsourced,” she

says. “We need to find these skilled tradespeople

to join our organizations or think

about it as part of their career path.” | CFM&D


[ risk management ]

BY REBECCA MELNYK

EXPOSURE TRAIL

Canada’s first occupational exposure registry will offer long-term documentation to help with

diagnosis and compensation.

Jeff Lang, president of WSIB, said the

new registry will create more data, which

in turn could expedite access to services.

The tool can also generate meaningful discussions

with employers who, under occupational

health and safety legislation, are

required to identify the presence of hazardous

substances, assess exposure risks, and

implement appropriate control measures.

To support the effort, workers can now

anonymously submit information about

how incidents occurred and what protective

measures were in place, such as ventilation,

training or personal protective equipment.

They can record exposures to asbestos, lead,

mercury, silica, arsenic, ethylene oxide, acrylonitrile,

benzene, vinyl chloride, isocyanates,

or coke oven emissions.

Ontario-based workers can

now track their exposure

to 11 hazardous substances

through Canada’s firstever

occupational exposure

registry (OER). The province’s newly

launched online portal is designed to prevent

workplace-related diseases and provides

users with a long-term record for medical

assessments and future compensation.

The OER follows legislative changes

introduced through Ontario’s Working

for Workers Act, 2023, and responds to

recommendations from the 2023 Occupational

Disease Landscape Review. A

2020 government-commissioned study,

published by epidemiologist Dr. Paul Demers,

revealed that fewer than 10 per cent

of Ontarians with occupational cancers

receive compensation because proving

workplace attribution is challenging.

Occupational illnesses are caused by onthe-job

contact with physical, chemical or

biological agents, but they are frequently

underreported and often difficult to diagnose

due to long latency periods between

exposure and the onset of symptoms. The

most current data reveals they accounted for

roughly 76 per cent of workplace fatalities

between 2010 and 2019. In addition, there

were 20,886 approved occupational disease

claims in 2025, according to the Workplace

Safety and Insurance Board (WSIB), however,

the real toll is believed to be higher.

EXPOSURE RISKS FUEL DELAYED

CONSEQUENCES

Asbestos poses the most significant risk in

the mechanical insulation trade. Although

Canada banned asbestos-containing products

in 2018, many existing buildings still

harbour the known carcinogen in their

floors, ceilings, pipes and insulation.

There is no safe level of exposure, but

inhaling or ingesting the fibres over time

increases the risk of lung cancer. Mesothelioma,

an aggressive cancer often

caused by asbestos, can take 20 to 60 years

to develop, making early diagnosis difficult.

The most recent mortality data states

that 472 Canadians died from the disease

in 2022.

“For workers in trades like ours, exposure

doesn’t always show its impact right away,”

says David Gardner, business manager of

Ontario Insulators Local 95. “Sometimes

it takes decades. This registry is about accountability,

transparency, and making sure

no worker’s history is lost. But strong enforcement

and ongoing health monitoring

must continue to be part of the solution.”


Ontario Insulators, Local 95 is the provincial

representative for the International

Association of Heat and Frost Insulators,

which played a key role in advocating for

the registry. Many of its members, who

are also exposed to silica, face serious risks

during asbestos abatement and redevelopment

work in aging industrial, commercial,

and institutional facilities. Tasks such

as removing pipe insulation, boiler coverings,

fireproofing materials, and spray applied

products are dangerous if not properly

controlled.

Yet even with rigorous safety training,

advanced PPE, and strict procedures, exposure

can still occur. Some variables like

undocumented materials or inconsistent

employer compliance, remain outside a

worker’s control.

The sector believes centralized exposure

tracking is crucial for health and safety because

its members often move between

employers and projects. Without a registry,

exposure histories can become fragmented

or lost.

While the new platform isn’t intended

“For workers in trades like ours,

exposure doesn’t always show its impact

right away.”

as an enforcement tool, Ontario Insulators

Local 95 say health and safety obligations

are non-negotiable.

“Stronger oversight, consistent inspections,

and meaningful penalties for

non-compliance are critical to ensuring

standards are upheld across all jobsites,”

it stated over an email. “Expanded presumptive

disease coverage and continued

research into occupational illnesses are also

necessary to protect workers long term.”

This concern resonates across other

industries. Last year, there were close to

580,000 construction workers in Ontario,

all of whom were at risk of occupational

exposures. In late February, Adam Melnick,

executive director of the Construction

Employers Coordinating Council of

Ontario, agreed that a clear understanding

of exposure history will strengthen prevention

efforts.

“A well-designed registry can support

better clinical communication and longterm

health monitoring,” he maintained.

“CECCO looks forward to working closely

with the Ministry to ensure the registry’s

implementation is transparent, avoids unnecessary

duplication, and provides clarity

for both workers and employers on how information

will be used in practice.” | CFM&D

The occupational exposure self-tracker can be accessed at: https://www.ontario.ca/page/

occupational-exposure-registry


FACILITY DESIGN

RURAL ROOTS

Gay Lea Foods repurposes a long-vacant property into a hybrid

headquarters that blends agricultural heritage with modern

workplace design.

BY REBECCA MELNYK

PHOTO BY STEVE TSAI PHOTOGRAPHY


Inside the reception area of Gay

Lea Foods’ new headquarters in

Etobicoke, Ontario, a large wall

installation of black-and-white photographs

immediately comes into

view. Images of dairy cows, farming families,

and workers in vintage factory uniforms

trace the lineage of the 68-year-old

Canadian co-operative.

Relocating from an owned facility to

22,000 square feet of leased office space at

10 Carlson Court marks a new chapter for

the farmer-owned organization. The property

had sat vacant for 15 years. At one point,

it served as a gym and restaurant until it was

stripped to base condition and deemed “unleasable”.

A tenant inducement allowance

from Crown Realty Partners and the creative

vision of interior design firm, Figure 3,

enabled Gay Lea to cost-effectively double

its footprint and transform the space into

a collaborative workplace that supports a

community of more than 1,200 dairy farms.

All employees are asked to come into

the office three days a week on a hybrid

schedule. One designated “hub day”

brings everyone in for social encounters,

while individual teams determine other

in-person days.

“This wasn’t meant to be a space where

you do your day-to-day tasks,” says Katherine

Egenberger, creative lead at interior

design firm Figure3. “A large emphasis

was placed on non-traditional work-points.

About 50 to 60 per of the spaces are collaboration

zones defined by soft seating, large

communal tables, and meeting rooms.”

Egenberger was one of the designers

behind the two-storey build-out, which

was substantially completed between December

2024 and May 2025. Her team

was engaged from the beginning, alongside

the broker and a team of consultants.

“That was really key — oftentimes, we

get brought on after a space is already selected

and we have to figure out how to

make it work,” she says. “Once Gay Lea

understood their goals we could make

sure it was possible.”

That enabled the team to create a dynamic

workplace, with double-height

ceilings, a mezzanine, and a solarium with

access to outdoor patios — `features that

visually represented the project’s guiding

principles, such as nurturing connections,

idea exchange and giving every employee

a meaningful experience.

Reusing an existing structure also aligned

with sustainability goals. Abundant natural

light, ESG lease clauses, SMART HVAC

automation, occupancy-based lighting, and

ENERGY STAR appliances further contribute

to reduced energy use.

The agricultural narrative weaves

through the space in the form of greenery,

environmental graphics, and wood finishes.

The furniture is sourced from local Canadian

companies. Material colour choices

such as yellows, greens, purples and blues

echo what is found in nature. By the mezzanine

staircase, a full-sized interior tree

symbolizes renewal.

Biophilic design carries over to a large

PHOTOS BY STEVE TSAI PHOTOGRAPY.

collaboration area and lunchroom that

doubles as a 1,000 square-foot town hall.

This is strategically located by an existing

solarium that was elevated for year-round

comfort and reduced heat gain.

Angled floor-to-ceiling glazing maximizes

outdoor views of the landscape.

Built-in banquette seating in warm mustard

upholstery, integrated shelving, and

muted green cafe-style tables add a hospitality-style

quality that makes the space

feel more relaxed.

MODERN FARM AESTHETIC

There was a conscious effort to ensure the

materials and lay-out were both humble


FACILITY DESIGN

PHOTOS BY STEVE TSAI PHOTOGRAPY.

and authentic. “We learned a lot about

the traditional red barn versus what actual

modern farming is,” says Egenberger. “It’s

much more industrial, metal, more technical

and innovative.”

An existing metal pan deck ceiling, an

uncommon feature in a typical commercial

office, turned out to be a defining

architectural element. Exposed concrete

block walls and black-painted structural

steel reinforce the industrial look in the

executive leadership area, which is nestled

in a corner by the elevator.

This zone was intentionally designed as

an open, visible space, reflecting the organization’s

leadership transition and its

renewed emphasis on employee empowerment

and connection-building.

A communal table anchors the space,

rather than enclosed private offices. Adjacent

glazed meeting rooms provide quiet

areas without disconnecting executives

from the rest of the office. Frosted glass

panels offer both transparency and privacy,

while planter-topped storage lockers

create subtle spatial separation.

The entire office breaks away from traditional

hierarchy in favour of a more

team-oriented environment.“Even the

board room has a higher-end look than

some of the other spaces, but it’s not intentionally

showing its status,” says Egenberger.

Above that, the mezzanine overlooks

the open workspace below and supports

large team meetings, press announcements,

and employee training. Pastoral

images and grass-like carpeting bring an

agricultural identity to the second floor,

while additional touchdown zones further

cement the influence workplaces can have

in shaping how people connect socially.

“I think it plays such a crucial role in

the culture of a company,” adds Egenberger.

“You can have a lot of staff, but

feel very disconnected and isolated if you

don’t have a great office space where

people can come to. Gay Lea had a clear

mandate about what the purpose of the

new office would be and why people

would be asked to come in.

“Too often, organizations approaching

hybrid work focus primarily on reducing

square footage. In reality, it’s not always

about less space, it’s about creating different

kinds of spaces that are intentionally

designed around how people work today

and what their teams truly need.” | CFM&D


Validate your FM skills

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credential, the gold standard of FM.

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are optional study resources and are not a requirement of eligibility, nor are they endorsed by the IFMA Certification Commission.

[ accessibility ]

BY REBECCA MELNYK

INCLUSIVE WAYFINDING ON TRACK

The Toronto Transit Commission pilots inclusive alternatives to static signage.

Tourists visiting Toronto for

the FIFA World Cup may

find transit facilities more accessible

to navigate through

a newly launched wayfinding

project. The Toronto Transit Commission

(TTC), in collaboration with

design firm Arcadis, is piloting two different

systems across six high-traffic subway

stations, including an exit strategy that is a

first-of-its-kind in Canada.

An alphanumeric identification system

is being integrated into digital transit apps

and rolled out at Bathurst, Dufferin, Bloor-

Yonge, Union, St Andrew, and King stations.

The NaviLens app, which enables

smartphone-based navigation and real-time

transit information, will be piloted solely at

Dufferin station. Together, the systems will

help people quickly access soccer destinations

and other above-ground facilities,

while supporting those who are visually

impaired, low-vision users, multilingual

visitors, and neurodivergent riders who often

encounter cognitive overload.

The pilot will remain active until September

2026 and aligns with the TTC’s

long-term wayfinding strategy that sets

out to transform traditional static signage

into a dynamic, multi-sensory and integrated

experience. In a 2025 report by

the TTC, an audit revealed that while 39

per cent of signage reflects current standards,

61 per cent still uses legacy formats.

“Over the years, projects were designed

and rolled out by need, often one sign at

a time, rather than through upgrading an

entire station,” the report states. “This highlights

the significant work ahead to achieve

consistency system-wide and bring all stations,

loops and surface network to 100%

alignment with updated standards.”

In addition to a signage overhaul,

which requires an estimated $140 million

in funding, the TTC is prioritizing a digital

revamp. Modern-day wayfinding now

integrates both physical and digital tools


across various platforms and agencies and

incorporates elements such as personal

devices, audio cues, and architecture.

“We want everything to feel integrated

and purposeful as we go through any

updates, making sure that our systems,

whether digital or static, work all together,”

says Laura Lehming, director of customer

experience at the TTC. “It’s like a puzzle

— you’ve got all of these pieces that need

to work in order to see and understand the

whole picture.”

EXIT STRATEGY A FIRST IN CANADA

To glean international best practices, Lehming’s

team engaged with various transit

agencies around the globe and were inspired

by large-scale cities such as Paris

and Tokyo that are successfully connecting

wayfinding with different formats.

In the TTC pilot, alphanumeric codes are

currently assigned to the station exits, transfer

points, and other key locations. Each exit

will now be marked with a simple code —

such as “A” or “A 1,” which also incorporates

high-contrast pedestrian icons to help customers

pinpoint their street-level destinations.

For example, at Bathurst Station, the

Bathurst Street side becomes Zone A,

while the Markham St. side becomes Zone

B. Each zone is linked to nearby landmarks,

street corners, and transit connections,

making it easier for customers to choose

the most appropriate exit.

Julian Lum-Smith is a transit facilities

studio manager at Arcadis, the firm that

designed the TTC version of the wayfinding

system. He says this specific exit strategy

is widely used across transit networks in

Asia, where some stations have hundreds of

exits. Cities in Europe are gradually adopting

it, but this is Canada’s first application.

“Systems where you’re trying to find

your way above ground can be really

challenging underground,” says Lehming.

“When you’re unfamiliar with a station,

you really need something to help orient

yourself, which might not use cardinal

directions.”

Alphanumeric codes are designed to

reduce that confusion for anyone who is

new to the TTC, but also for Toronto’s

multicultural community of English language

learners. Rather than relying on

long route names, these short identifiers

are easier to recognize and remember. As

an example, instead of processing “King

504 Streetcar Eastbound,” riders could

simply follow a code, such as “B2,”

which becomes the only reference they

need throughout their journey.

TURN-BY-TURN INCLUSION

Another wayfinding technology aimed to

empower people is NaviLens, which is widely

used in Europe and currently operating in

Vancouver. The app translates visual signage

into audio messages, and is especially geared

to travelers who are blind or have low vision.

With a smartphone, users can scan colourful

QR codes from 40 to 65 feet away,

depending on the size. The codes prompt

the phone to deliver information about a

nearby point of interest and offer turn-byturn

directions.

“Vision impaired users are able to listen

to an audio guide, one they would almost

get in a museum, but also with music and

cues to turn left, turn right, turn around,”

explains Lum-Smith. “If you’re trying to

get the southbound bus to Toronto Stadium,

the audio will take you there —

to the elevator, through the stairs, up the

concourse.”

As well, the app automatically detects

the language on a user’s phone and translates

support in up to 42 languages. Neurodivergent

riders will also experience less

cognitive demand and more reassurance

through an app setting that displays picograms,

which are similar to MagnusCards

— a digital life skills guide that helps autistic

adults in real-world situations such as

using public transit.

“We also try to have progressive disclosure

so you only get the information you

need where you need to make the decision,”

says Lum-Smith. “If you are on the

platform, does it matter when the next bus

is coming? Some users might find that information

too much.”

SETTING STANDARDS IN

PERMANENT MOTION

As the TTC moves forward with the trial,

public feedback will inform necessary improvements.

The hope is that it will eventually

inspire permanent signage renewals and

upgrade new subways like the 15.5 kilometre

Ontario Line.

Wayfinding upgrades during high-profile

events are not new to Toronto. In 2015, the

city completed a pilot project in conjunction

with the PanAm Games, consisting of

21 different signs in the downtown core.

The project became successful and prompted

a city-wide rollout. More recent solutions

explore vehicle arrival information.

The TTC is also piloting E-link displays at

75 stops, in time for the World Cup.

“As well, we are looking at ways of fully

updating stations,” says Lehming. “St.

George is one pilot we want to start with

first because it’s a major interchange.”

Plans are in place for a potential entire

revamp, where every single sign would be

upgraded to current TTC standards to enhance

transfers between Line 1 and Line

2 and boost access to the Royal Ontario

Museum and the Bata Shoe Museum.

The team will also explore how to apply

customer feedback from the alphanumeric

identification strategy.

Once these projects come to fruition, they

will showcase a more innovative and intuitive

approach to wayfinding, one that is rooted in

universal design principles that make all riders

feel safer and more comfortable.

“I think that makes a big difference when

you’re out on public transportation — feeling

like somebody has taken care of you

and is thinking about the customer-first

approach,” explains Lehming. “It’s a great

way to see the city, and as we’re gearing up

for the World Cup, we want to make sure

everyone has that same perception.” | CFM&D


[ fm education ]

BY BARBARA CARSS

TACKLING WASTE DATA MANAGEMENT

The Open Standards Consortium for Real Estate’s in-progress standard is envisioned as a building

block for integrating governance.

Astandardized waste data

map is expected to provide

consistent direction

for users on multiple paths.

The Open Standards Consortium

for Real Estate (OSCRE) is developing

the third of its trio of environmental

data standards in sync with mounting pressure

on various industry players to accurately

report the volume of waste they produce,

disseminate and divert from landfill.

Proponents of OSCRE’s in-progress

waste data management standard are working

to categorize the myriad inputs that

flow into the waste stream, and wrestle

them into a framework that enables credible

analytics and performance comparisons.

That would underpin the collection and

retrieval of information that’s increasingly in

demand from:

• retailers and other corporate/institutional

players that may be accountable

under extended producer responsibility

(EPR) or product stewardship schemes;

• firms with voluntary commitments

and/or looming regulatory requirements

to disclose Scope 3 greenhouse

gas (GHG) emissions;

• participants in other certification and

benchmarking programs; and

• property/facility managers looking

for operational cost savings.

“What’s going to be great about a data

model is it will give us visibility of what’s

pushing waste into the supply chain,” Stephen

Weir, chief executive officer of the

sustainability consulting firm, Radar 2030,

observed during a recent OSCRE webinar.

“Then we can look at the massive pile

of waste that’s at the end and see where it

was inserted, how it was inserted and what

we can do to remove it.”

EPR MOTIVATION

EPR compliance has emerged as a major

motivator for the project. In Canada, all

provinces/territories except Prince Edward

Island, Newfoundland and Labrador,

Nunavut and Northwest Territories

compel those who convey designated

products into the marketplace to cover at

least a portion of the costs of collecting

and recovering or disposing of those materials,

while many jurisdictions throughout

North America have been ramping

up obligations in recent years.

In Ontario, for example, Jan. 1, 2026

marked the full implementation of a 100

per cent producer-funded system for managing

Blue Box materials after a three-year,

phase-in period. Designated producers of

six types of materials collected from residential

and specified institutional properties

— paper, rigid plastic, flexible plastic, glass,

metal and beverage containers — pay their

share based on the amount of those commodities

they delivered to the Ontario marketplace

during the previous calendar year.

Since 2024, program rules require producers

to report those tallies to the provincial

registry, known as the Resource

Productivity and Recovery Authority

(RPRA), by May 31 each year and pay

their fees at that time. This year, producers

with annual revenue in excess of $2

million can expect to pay $9.70 per tonne

if they generated more than 50 tonnes of

Blue Box materials in 2025. Those that

generated less than 50 tonnes, but more

than the threshold for exemption (9

tonnes of paper; 2 tonnes of plastic; or 1

tonne of glass, metal or beverage containers)

will be charged a flat fee of $95.

Depending on where they fall on that

scale, designated producers could face

steeper costs for failing to register or submit

required information to the RPRA.

For corporations, neglecting to file “complete

and accurate” information carries

a base fine of up to $50,000 along with

a supplemental fee reflective of the costs

they avoided or benefits they gained by

evading the mandate. Ongoing non-compliance

triggers further penalties.

Additional reporting requirements kick

in next year. That’s when producers will

have to submit a data verification report

for their 2026 numbers and the first triennial

audit report, covering the years 2024,

2025 and 2026. The latter tracks whether

they’ve fulfilled material recovery targets

(i.e. 80 per cent of paper or 50 per cent

of rigid plastic delivered into the Ontario

marketplace) and related promotion/education

obligations.


Looking to examples in the United

States, panellists participating in the OS-

CRE webinar speculate EPR uptake at

the state level is approaching a tipping

point toward widescale adoption. Jim

Owens, president of Marrad, a service

provider for materials management, and

Joshua Witte, director of energy, sustainability

and ESG with the U.S.-based national

retailer, Dollar Tree, identified Oregon,

Colorado and California — where

levies have recently been introduced or

are looming — as early attention-getters.

“In Oregon, I think there were many organizations

that were caught off guard, not

only by the fees, but by the magnitude of

the fees. When it gets to California, which

is coming up soon, I think that’s when

you’re going to see a seismic shift,” Owens

predicted. “This is a cost that is, in some

cases, tremendous, and it’s hitting large organizations

and mid-sized organizations

particularly hard.”

Dollar Tree estimates indicate it will cost

the company more than $15 million to

comply with EPR requirements coming

into force in Colorado and California. Witte

confirms the calculation engendered dismay

in the finance department, which had neither

anticipated nor budgeted for it and did

not have a line item to expense it against.

“I would say this would be a perfect

example of data gaps and the impact of

not having that data readily available,” he

said. “Unless you can put together solid

estimates on the weight of your packaging

and how much you’re bringing in,

it’s incredibly challenging to put together

proper reporting. We have hundreds of

different vendors that supply our products,

and we do not have good visibility

into the data around that packaging as

far as amounts and weights. It’s very, very

disjointed and trying to get that data has

been very, very problematic.”

DATA DEMANDS AND GAPS

OSCRE delineates five stages of progress

in the collection, management and practical

application of waste data, ranging

from initial estimates to a yet-to-be-realized

“pioneering” level. Ian Cameron,

OSCRE’s chief innovation officer, suggests

the majority of companies are still

at stage two with fairly basic data that’s

sourced from waste haulers and largely

held within one department’s systems.

The data management standard is tapped

as a vehicle for getting to the next level so

that waste data could be integrated into

the general ledger, tied to circularity metrics

and accommodate diagnostic analysis.

“That’s what we need to do, but many

organizations struggle to make that leap,”

Cameron said.

Owens acknowledged “it’s not uncommon

to see data capture on clipboards”

among his client base, while few have

tracking capabilities more sophisticated

than spreadsheets. Elsewhere, waste data

coverage has consistently lagged energy,

water and GHG emissions in the annual

results of the GRESB global benchmark

for ESG performance of commercial real

estate portfolios. The assessment asks for an

asset-level tally of the total amount of waste

generated and a percentage breakdown of

its disposal outcome through recycling, reuse,

composting, incineration or landfill.

In 2025, participants reported waste

data for 58 per cent of assets across the

total database, while providing energy

data for nearly 79 per cent of assets, water-use

data for 77.5 per cent of assets and

GHG emissions for 79.5 per cent of assets.

Within the database for the Amercias

region, which largely represents portfolios

based in the U.S. and Canada, waste data

was reported for just 50 per cent of assets.

Nevertheless, GRESB administrators

express enthusiasm for this highest to-date

response. “With this strong baseline in

place, the GRESB Foundation will aim

to support clearer connections between

waste management practices and emissions

outcomes to help reward best practices

in reduction, diversion and circularity,”

states the overview of the 2025 results.

That comes as many firms grapple with

measuring their Scope 3 GHG emissions,

either to meet voluntary commitments or

as real estate entities of federally regulated

financial institutions, which will be required

to report beginning with the 2028

fiscal year. For the latter group, instructions

from Canada’s Office of the Superintendent

of Financial Institutions (OSFI) also

require disclosure of the industry-based

metrics that underpin their reporting.

Speaking earlier this winter at a seminar

sponsored by the Canada Green Building

Council, Melissa Menzies, director of sustainable

finance with Scotiabank, noted a

“spectrum on the maturity scale in terms

of disclosure” even among large publicly

traded real estate owners and operators.

“I’d say most of my clients are regularly

reporting and having verified Scope 1 and

2 emissions. On Scope 3, it’s about starting

to focus on what are the most material

categories and beginning to report that on

a staged approach over their portfolio,” she

related. “It might be waste collection, for

example — taking a staged approach and

being transparent on where they’re at with

data gathering, what they expect to do in

the next one to three years. That’s a common

theme that I’ve seen.”

The OSCRE webinar presented a

sample structure for data capture with five

broad elements that can be further refined

into subsets where needed:

• waste category (landfill, recycling,

organics, etc.);

• material type (cardboard, plastics,

food waste, etc.);

• destination (recycling, reuse, compost,

landfill, etc.);

• cost elements (hauling, disposal fees,

revenue, etc.); and

• source and location (site, building,

tenant, department).

“What we care about is information capture

and integrating systems of governance,”

Cameron advised.

“It doesn’t have to be complex. While a

data model might sound like a grand thing,

it’s actually just going to be using IT to

gather existing data and present it in a useful

format,” Weir affirmed. “I would encourage

people to start mapping data, even if it’s

on a spreadsheet or even on a clipboard,

but then to look at how the OSCRE tools

in this data model can help and get some

benchmarks around that visibility.” | CFM&D

Barbara Carss is the editor-in-chief of Canadian Property Management.


[ energy & sustainability ]

CLIMATE CRACKS

Inadequate resilience efforts are exposing federal assets and services to extreme weather risks.

Key federal departments are

scrambling to catch up with

climate risk assessments and

response plans after the Auditor

General of Canada

uncovered a dearth of understanding and

preparation within government operations

and a portfolio of physical assets valued at

$113 billion. The audit subjects — Treasury

Board of Canada Secretariat, Public

Services and Procurement Canada (PSPC),

National Defence and Fisheries and Oceans

Canada — have unanimously agreed with

the recommendations in a newly released

audit report, which reveals extensive gaps in

risk monitoring and a slow rollout of adaptive

actions.

“The lack of progress in this area undermines

the protection of federal assets,

such as bridges, roads, buildings, harbours

and other assets and services under federal

control, jeopardizing the nation’s ability

to safeguard essential services in the face

of accelerating climate change,” the report

states. “Immediate and ongoing action

is imperative to increase the resilience of

federal assets and services.”

The investigative team, under the direction

of principal auditor, Marie-Pierre

Grondin, examined roughly five years’

worth of documentation tied to the federal

government’s climate resiliency specifications

and targets, covering the period

from Nov. 1, 2020 to Dec. 1, 2025. Treasury

Board Secretariat was scrutinized in

its role as lead agency for the government’s

green operations strategy, while the other

three departments’ holdings collectively

represent about two-thirds of the value of

federal physical assets.

PSPC oversees the largest share of the

federal real property portfolio, including

office space, highways, bridges and heritage

sites; National Defence counts a vast

range of military equipment along with

buildings and infrastructure on its bases;

and the Fisheries and Oceans portfolio

encompasses research stations, wharves

and lighthouses. As well, the three departments

each provide services that could be

called upon in a climate-triggered event,

including property management/maintenance,

emergency response for domestic

security and scientific research.

A requirement to assess and respond to

climate-related risks was established in the

government’s operations strategy in 2020.

Departments were initially instructed to

determine potential risks by 2021 and begin

taking actions to reduce them by 2022.

A 2024 update imposed new deadlines

to mitigate “significant” risks to assets

deemed to be critical to human health,

safety, security or economic well-being by

2035, and improve climate risk resilience

for other high-value assets by 2040. The

auditors characterize this is as a “concerning”

shift from short-term to longer term

expectations, which could stretch the


schedule out by 18 years in some cases.

“It did not convey a sense of urgency

in line with Canada’s commitment under

the Paris Agreement to undertake ambitious

efforts to adapt to climate change

and reduce vulnerability to climate

change,” they maintain.

TRACKING FLOOD RISK

The federal government has launched Canada’s first publicly available Flood Risk

Finder. Once provinces and territories join the platform, people will be able to search

and find information about the risk in their jurisdiction, rated on a four-point scale

from low to extreme.

Public Safety Canada will advance rollout over the summer. The government

department collaborated with Statistics Canada and Natural Resources Canada

to develop the tool’s data and usability testing.

DEPARTMENTAL DELIVERY ON

EXPECTATIONS

In any case, Treasury Board Secretariat has comprehensive measuring and monitoring

property, projects, procurement and mate-

not been a hands-on taskmaster in driving

framework to track progress toward rials align with those objectives.

envisioned outcomes thus far. The auditors

the climate-resilience objective and com-

From there, Treasury Board Secretariat

highlight slack guidance and monimitments

of the greening government has established four performance criteria re-

toring, demonstrated in a lack of interim strategy,” the auditors affirm. “We found lated to climate resilience. In the near-term,

targets, incomplete data collection, weak that the reporting template for climate resilience

all department and agencies are expected to:

quality assurance processes and absence of

results was not designed to track • complete three separate assessments of

public disclosure. Departments have been progress effectively.”

how chronic and severe climate-related

given few resources for executing their Theoretically, every federal department

impacts could affect their critical

obligations, and there has been little effort and agency must implement the government’s

assets, real property portfolios and ser-

to map out the “value of money” in terms

sustainability and resilience direcvice

provision functions; and

of the paybacks on resilience measures tives (outlined in the greening government • develop resilience plans for critical

versus the costs of climate change. strategy) within their operations. That assets, with priority given to those

“We found that the Treasury Board of requires them to designate senior officials that have been deemed vulnerable to

Canada Secretariat had not developed a who are responsible for ensuring that real significant risks.

26 _ 0 0 0613_CN _ Fa cilit y_ M a na g ement_ D es ig n _ S pring _ S um mer_CN M od: J a nua r y 15, 2026 3:40 PM Print: 02 /20/26 pa g e 1 v2.5

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[ energy & sustainability ]

However, follow up monitoring has been

more narrowly scoped. In 2024-25, Treasury

Board Secretariat searched out progress

reports from just 27 of 100 departments/agencies,

focusing on those that

have real property portfolios. As well, three

other departments voluntarily reported.

Those results show that 16 of 27 reporting

entities had completed climate

risk assessments of their property portfolios

as of 2025, but just nine had completed

a resiliency plan. Details about critical

assets were sketchier, as six of 30 reporting

agencies did not provide any information.

The remaining 24 identified 1,623 critical

assets among them, of which 275 were

considered at significant risk.

“Only two departments had developed

climate plans to reduce climate risks, covering

3 per cent of the critical assets known

to be at significant risk,” the auditors note.

Meanwhile, the auditors are critical of

both the extensive omissions from the

survey base and the basic “yes-no” format

of the reporting template, which does not

allow for contextual explanations or tracking

of incremental progress. They also uncovered

“inaccuracies and deficiencies” in

submitted data that leads to the conclusion

quality assurance is “not robust”.

All three of the audited departments have

completed resilience plans for their real

property portfolios. The auditors pulled

a representative sample of 43 assets within

their holdings to gauge progress on adaptive

actions and found most were still at the

planning stages within the National Defence

and Fisheries and Oceans holdings,

while PSPC had implemented some measures.

As well, they note that some improvements

have occurred through other types of

projects “driven by retrofits to address infrastructure

repair needs” that aren’t directly

linked to climate resilience plans or captured

in the reporting.

RESPONSES TO RECOMMENDATIONS

In response to the auditors’ recommendations,

PSPC has pledged to complete

climate risk assessments of its real property

portfolio by the fall of 2027 and establish a

portfolio-level monitoring framework by

the spring of 2028. It has also committed

to conduct facility-level and site-specific

climate risk and vulnerability assessments

(CRiVAs) for the Crown-owned assets

it oversees by the spring of 2029, and to

develop asset-level implementation and

monitoring plans for improving resilience

of critical assets by the 2035 deadline.

National Defence and Fisheries and

Oceans have both agreed to update climate

risk assessments of their real property

portfolios and broader departmental operations

by the spring of 2028. National

Defence also plans to conduct site-specific

assessments of critical and high-value assets

and develop an implementation plan for

required resilience upgrades by that date.

Fisheries and Oceans does not commit

to a precise date for completing the

latter activities, but confirms it will meet

the 2035 and 2040 deadlines specified in

the federal green operations strategy. The

auditors call out the department for initially

omitting small craft harbours from

its list of critical assets to be assessed, and

Canada’s Commissioner of the Environment

and Sustainable Development, Jerry

DeMarco, pointed to the issue when the

audit report was released.

“Some small craft harbours, which directly

support more than 45,000 jobs, are

vulnerable to the impacts of climate change

and require immediate repairs and reinforcement,”

he said. “Accelerating efforts to

protect federal assets and services will sustain

communities and save taxpayers’ money

over time.”

For its part, Treasury Board Secretariat

has outlined several measures it plans to

implement, including:

• updating guidance and creating additional

issue-specific guidance by

March 31, 2027;

• establishing the means for departments

to report climate resilience results

via RETscreen, to improve data

consistency and enable automated

year-over-year comparisons, by June

30, 2027; and

• publishing a summary of annual data

on climate resilience progress on the

Treasury Board Secretariat website

by March 31, 2027.

The auditors also noted the absence of

funding for either Treasury Board Secretariat

or departments/agencies to deliver

on the expectations in the federal green

operations strategy.

“Since its inception in 2017, no funding

was provided through the strategy to the

Treasury Board of Canada Secretariat and

other departments and agencies to support

the achievement of the climate-resilience

commitments. In contrast, the strategy had

a dedicated fund since 2019 to support

projects aimed at reducing greenhouse gas

emissions from federal operations,” they

state. “The three selected departments told

us that having no dedicated funding for enhancing

climate resilience created barriers in

implementing actions to enhance climate

resilience, such as infrastructure upgrades

involving significant investments.” | CFM&D


FOCUS ON LIGHTING

GLOW UP

Sculptural luminaires, acoustic solutions and illuminated signage transform function into

architectural expression.

Eureka just released its River luminaires.. The line features a range

of pendant and surface-mount fixtures in multiple shapes. River

is made with a transparent 3D-printed polymer that creates a signature

ridged body. Inside, an LED tube provides continuous illumination

of up to 400 lumens per foot. Thirteen sizes and shapes may be

selected, including linear, square, oblong, ring, lagoon, or freeform.

Potential applications include large retail areas, shared amenity spaces,

boardrooms, or office receptions.

Focal Point introduced Lia Cloche and Lia Facet into its Lia family.

These acoustic pendants offer sophisticated, high-performance

solutions that bring flexibility into a variety of spaces, from lounges,

to lobbies with high ceilings where they can be clustered. They are

crafted from fully recyclable PET felt that comes in 23 hues and feature

bidirectional or direct only illumination with independently controlled

outputs, up to 9,000 direct lumens and 5,000 indirect lumens.

Koncept’s new Ramen Mini Wall Sconce integrates lighting,

branding, and navigation into a single architectural detail. Measuring

just six inches in diameter, the fixture combines soft indirect illumination

with customizable laser cut faceplates that can display room numbers,

logos, accessibility symbols, and wayfinding graphics. It eliminates

the need for separate signage and decorative lighting elements, while

creating a cleaner and more cohesive built environment

BuzziSpace introduced five new acoustic wall ceiling solutions,

including BuzziTent Light, which won Gold at NeoCon. Inspired

by the soft overhead structures of French guinguettes, the product

reimagines the ceiling as a source of warmth, shelter, and sensory comfort.

Its sculptural PET felt form creates a tent-like silhouette to manage noise.

SoundForm by

Arktura is a modular

acoustic wall system that

brings depth, rhythm, and

optional lighting to interiors.

It transforms flat surfaces

into striking architectural

statements and comes

in three sculptural profile

geometries: curved,

rectangular, and V-shape

fluted panels.


[ last word ]

CAGBC APPLAUDS MARKET

TRANSFORMATION

Market transformation paragons

in both built and

human form were held

up for acclaim as the

Canada Green Building

Council (CAGBC) announced a slate

of 2026 award winners during its annual

national conference, Building Lasting

Change. Four buildings received plaudits

for delivering high performance through

design, construction and retrofit, while

four individuals and two organizations

were honoured for leadership within the

green buildings sector.

“The projects and leaders receiving

CAGBC Awards demonstrate how their

commitment to sustainability drives innovation

in the industry and strong performance

outcomes that translate into

clear business benefits,” maintains Thomas

Mueller, president and chief executive officer

of the CAGBC. “What stands out is the

level of practical implementation and how

these approaches are replicated and adapted

across markets, asset classes and climates.”

A 30-plus-year career advancing sustainable

development and green building

practices within the City of Montreal

earns André Cazelais CAGBC’s lifetime

achievement award for the broad impact

of his contributions as a professional and

a mentor. A longtime champion of green

building policies and a facilitator of their

implementation, he currently leads efforts

to decarbonize Montreal’s municipal real

estate portfolio. He actively promotes zero-carbon

pathways and shares his expertise

throughout Quebec and Canada.

Ryan Zizzo, founder and chief executive

officer of Mantle Climate is this year’s

green building champion for his contributions

to the industry’s understanding of

embodied carbon. Zizzo served on CAG-

BC’s zero carbon steering committee

from 2018 to 2023, and he has committed

his time and expertise to: CAGBC’s organizing

committee for its embodied carbon

summit; technical committees advising

development of the National Building

Code and CSA standard for circular construction;

and the Carbon Leadership Forum’s

Toronto chapter.

Callista Permana, a sustainability analyst

with EQ Building Performance is the

2026 emerging green leader, recognizing

a young professional at an early career

stage. Permana conducts life cycle assessments

(LCAs) for LEED, Zero Carbon

Building Standards, and Toronto Green

Standards certifications, and is a co-author

of peer-reviewed research on low-carbon

sheathing alternatives which was presented

at the 9th International Building

Physics Conference. She has also recently

been appointed co-lead of the Emerging

Green Professionals network.

Adam Stoker, a sustainable infrastructure

engineer with the City of Calgary, is

the recipient of the 2026 Ed Lim technical

volunteer award, bestowed to an individual

who freely provides expertise to support

the development and industry uptake of

green building standards. Stoker is a longtime

participant on CAGBC technical

committees and currently fills a key role as

chair of the U.S. Green Building Council’s

(USGBC) consensus committee on design

and construction. He previously served

as vice-chair of the USGBC committee

overseeing the development of LEED version

5 for building design and construction.

At the organizational level, Royal Bank

of Canada received this year’s green building

visionary award for its commitment

to decarbonizing its retail and corporate

office space. The Business Development

Bank (BDC) of Canada is recognized for

government leadership for its policies and

financing products to promote sustainability

in small and medium-sized enterprises

(SMEs).

WINNERS OF THIS YEAR’S BUILDING

PROJECT AWARDS INCLUDE:

• Rayside Labossière office expansion in

Montreal, recognized for zero-carbon

design;

• Hôtel de ville/City Hall, Montreal,

in the deep carbon retrofit category;

• təməseẂtx w Aquatic and Community

Centre in New Westminster, B.C.,

in the new construction category; and

• GEOpark at 485 Albert Street in Kingston,

ON, in the inspiring home category.

| CFM&D


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CFM&D Spring/Summer 2026

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