Capital Magazine Fall 2023 by Gordongroup

Capital

The Dawn of a New Day - Read about the exciting future of the Ottawa Senators p.26

+ Investment Uniquely Innovation Driving Growth in Ottawa Canada's Capital Region.

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THE OBOT PERSPECTIVE

WELCOME TO CAPITAL! As a lead advocate

for economic growth in Canada’s Capital Region, we are thrilled to offer this magazine asset for our business and community leaders to foster a robust conversation about Ottawa strengths and opportunities, our incredible local businesses and how we can work together to build an affordable, inclusive, and sustainable city. Transformation is a prevailing theme among economic partners in our region. The challenges and changes of the last few years unveiled many lessons for us to leverage as we shape the future of our city. Ottawa is the cultural and economic hub of the region, a gateway city for Ontario and a beacon for our country. Canada in one city. Opportunities abound for change makers, lifestyle seekers and investors. Radical collaboration is the primary learning. All of us demonstrated we can move quickly with trust when the stakes are high. In Ottawa-Gatineau, we regularly convene elected officials, executives, and entrepreneurs to calibrate priorities and

optimize our resources. This whole-ofcommunity approach is essential to address big issues like climate, housing, and transit. Together, we are working to leverage key private and public investments to realize the highest long-term return. Progress over perfection. The federal presence in Ottawa garners our region many benefits in terms of amenities, economic impact, and international recognition. Shifts in workforce strategies, mobility trends and consumer expectations inspire us to rethink how we can build up Ottawa in a more diverse, resilient, and vibrant way than ever before. The culture of trying new things is upon us and is a key strategy to protect and enhance quality of life for our citizens, employees, and the next generation. Cause and connection. Now we know and can never forget that every aspect of our lives; our businesses, our jobs, our health, our education, our social interactions are connected. And we are all connected to each other. There is no choice to be made between our economy and public health, one drives the other. That is why our business community looks for partnerships with organizations that build a strong foundation for prosperity including but not limited to Ottawa Public Health, the United Way, the Ottawa Labour Council, the Ottawa Network for Education, the Ottawa Climate Action Fund and Shepherds of Good Hope, to name just a few. On behalf of the board of directors, members, and volunteer/staff team at the Ottawa Board of Trade, we thank our business and community leaders for their determined, passionate, and innovative commitment to build up Ottawa, and forge a path to create the best capital city in the world. Together, we will. Yours in prosperity, Sueling Sueling Ching | President & CEO Ottawa Board of Trade

The magazine about doing business in Ottawa, created by the Ottawa Board of Trade in partnership with gordongroup. Capital Magazine is grateful to the COVID-19 Emergency Support Fund for Cultural, Heritage and Sports administered through the Canada Periodical Fund, Special Measures for Journalism, Department of Canadian Heritage OTTAWA BOARD OF TRADE www.ottawabot.ca President & CEO Sueling Ching PUBLISHER gordongroup | TAAG 7th Floor, 251 Bank Street Ottawa, Ontario K2P 1X3 Phone: 613-234-8468 reception@taag.ca Managing Editor James Ward Contributors Jeff Buckstein Jenn Campbell Graphic Designer Louise Casavant SALES For advertising rates and information, please contact: Director of Advertising Sales Stephan Pigeon Phone: 819-209-3344 spigeon@gordongroup.com OTTAWA BOARD OF TRADE Senior Director, Communications & Public Affairs Ottawa Board of Trade Stéphanie Montreuil Phone: 613-236-3631 Stephanie.Montreuil@ottawabot.ca www.capitalmag.ca

ISSN 2371-333X. All rights reserved. Any reproduction of the contents without prior written authorization from the publisher is strictly prohibited. PM 43136012. Capital is published two times a year: spring, and fall. Printed in Canada.

CONTENTS

Capital

FALL 2023

Capital Context

Downtown Ottawa Transformation

A New Era for Our Team

BY J E N N I FE R CA M P BE L L

Ottawa Tech Edge: Deep Roots + Fresh Founders

The Mayor's Message

BY JENNIFER C A MPBELL

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CAPITAL CONTEXT

OTTAWA. CANADA’S CAPITAL city and Canada in One

City. Rich in history, natural beauty, and international influence. Deep roots in culture, leadership, and technology. A magnet for artists, changemakers, and innovators. Ottawa’s lifestyle is unparalleled. World class education and health institutions, access to top sports and entertainment options and an international airport all form a strong foundation for growth and prosperity. Ottawa businesses and citizens have much to appreciate. And the best is yet to come. Ottawa has a once in a lifetime opportunity to be the city that gets it right. And our closeknit business and community leaders know how to get it done. The Ottawa Board of Trade, our members and partners work closely with every level of government to ensure we maintain a competitive business environment. Business success and economic growth allows us to build a city that is equitable, healthy, and safe for all. Ottawa's unique position as home to the federal government, a thriving diplomatic community, and numerous international organizations creates a rich ecosystem for government relations and shaping policies that drive prosperity. The key to our success lies in our willingness to collectively act quickly, build our brand, calibrate our priorities, leverage our investments, and optimize our resources. Today we are facing many challenges, like large metropolitan areas across the country. Fortunately, Ottawa is coming from a position of strength and a tradition of success. We have many opportunities for investment. More than that we have exciting initiatives underway as shared in pages of this edition of Capital. We are enjoying a renewed excitement and community pride for our beloved Senators hockey team since the arrival of new owner Michael Andlauer who easily shares his profound commitment to Ottawa, the fan base, and his vision of winning the Stanley Cup. Add to that partial ownership of local business leaders, the return of respected Ottawa leader, Cyril Leeder as President and CEO, the dedication of Ottawa born general manager, Pierre Dorion and the financial genius of COO, Erin Crowe and we have a team designed to win.

Ottawa continues to strengthen our global reputation as a prominent player in tech. The continued growth and diversification of the Ottawa tech sector is also enjoying new investments with companies at every stage, both local and international, driving innovation and providing global leadership in key areas. In addition to the innovation hubs at Bayview Yards, AreaX.0 and Hub 350, the ecosystem includes strong partnerships with education institutions, a concentration of companies in the Kanata North Tech Park as well as expansions throughout the city and region. The ongoing commitment to our small business community as declared by our mayor and amplified during small business week remains strong. Ottawa entrepreneurs have demonstrated tremendous resilience and creativity. A strong network of business associations works to support Ottawa small businesses including several business improvement associations who focus on key neighborhoods that attract visitors and residents alike. Finally, the transformation of the downtown as primarily a business and office district to a more diverse, resilient, and vibrant area is a key focus in our economic development plans and an opportunity to move the needle on climate action. Downtown Ottawa is the heart and soul of our city, our whole region, and our country. It is an asset for the visitor economy which is the front door to every other form of economic development including attracting talent and young leaders. The Ottawa Board of Trade is working with local business leaders, partners at every level of government and urban experts on a downtown Ottawa Action Plan to identify the next right steps. Ottawa is at an inflection point, embracing a bright future through downtown transformation, passionate sports and entertainment leadership, and a thriving tech sector. These dynamic developments are building up Ottawa into a vibrant destination and ensuring a prosperous future for our Canadian capital. Our commitment to preserving history while forging a path into the future shows Ottawa is a city that is embracing its uniqueness. And we are sharing it with the world.

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DOWNTOWN OTTAWA TRANSFORMATION BY J E N N IF ER CAMPB EL L

moment to build. A city is a habitat in which really great things grow.” Asked about whether the federal government should mandate its employees to return to work more days of the week, Rowe said she does not think ultimatums are useful. “I like to think that we find new ways to engage people who are employed by the government of Canada to think imaginatively with us about what kind of a city they want. What kind of work environment do they want? What kinds of collaborative opportunities exist? How can they make their spaces available for other uses?” She says conversions of former work spaces to residential are critical, alluding to what happened in New York, after the terrorist attacks of Sept 11, 2001. Planners realized after the Twin Towers came down that there was an issue of monoculture in Lower Manhattan because the neighbourhood was dominated by the financial sector. When they knew they had to rebuild, they created the condition for more diversity, including residential. She says there were plenty of detractors of the plan, including urban planning goddess Jane Jacobs, and they were all ultimately proven wrong. “You can actually create amenities, you can create really interesting environments where people want to live and work and play,” she says. “So we're going to see the same transformation here — no question, in my mind.” The question then becomes how to enable rather than obstruct that movement. “And how do we enable it to happen in a sustainable way?” she asks, noting that with a climate crisis on our hands, dense development is critical. “We've got to make it really easier, more interesting, more compelling to live close to one another, work close to one another, live close to where we work. Imagine if this was Burning Man and we were trying to build [downtown] on the desert. We’re not. We're here, with extraordinary built assets across this A critical point country. And the question is, how do we leverage them?” Rowe says it’s a “really pregnant moment” for Ottawa and for Rowe notes that Ottawa is a city that is “manageable” in size and many capitals like it, including Washington DC, because capitals have that means there are a lot fewer reasons to say ‘No, we can’t do X, Y all of the ceremonial functions of being the centre of government or Z.’ and they also have a large segment of the workforce in the public In addition to converting some of Centretown’s cavernous unused sector. And just like with any one-business town, it’s clearer now office buildings into residential offerings, Rowe says the city also than ever that it’s important to diversify. needs to rethink, at least for the short term and maybe even for the She also says we have to set some frameworks and processes for long term, what the tax structure looks like for investment. a plan that will bring people back to the downtown core. She says “Do we need to rethink property tax distribution? Probably,” she we have to be imaginative and take “the long view — but not so long says. “Do we need to rethink how the federal government contributes that it takes too long to [establish] these processes.” to the tax base of Ottawa?” Rowe moved to New Orleans after Hurricane Katrina and lived Rowe notes that a lot of these problems existed before the there for a handful of years and saw how it clawed its way back pandemic, but the pandemic increased to vibrancy. their urgency. “We have to think about is what kind of “Never waste a crisis,” she says. “Is it enabling conditions are we going to create time to reorganize how we invest in these here so that new things will emerge — things things, how we structure these things you and I haven't even thought of yet,” she and how we pay for them. A dilemma explains. “When you've got all these existing you've got across the country is that assets — you've got streets, you've got sidewalks, municipal budgets are spread very thinly you've got buildings, you've got lobbies, you've as they’re still dealing with the impacts got communal spaces, you've got you've got of unprecedented expenses in EMS fabulous park spaces. You've got cultural spaces, (emergency medical services) and stuff like civic spaces, you got all that to work with. To that through COVID and basic services. quote Arnold Schwarzenegger, how do you And then they're staring down the erosion unleash hell in a good way? And that may mean of the commercial tax base because people rethinking rules, rethinking processes — financial are not just not occupying buildings, institutions also need to rethink rules and need they’re giving up commercial leases.” to rethink processes, and to think about different She says urban environments have ways to get resources into the hands of social been made possible by municipal services and economic entrepreneurs. I think this is our Mary Rowe, President and CEO of the Canadian Urban Institute, that have historically been funded off ARY ROWE STANDS on the corner of Metcalfe and Sparks Streets, surveying her next project, which is to come up with a downtown Ottawa action plan. She observes that it’s quiet where she is, and yet, when asked if she thinks downtown Ottawa is dead, Rowe, president and CEO of the Canadian Urban Institute, answered: “You can’t ever count a city out.” Then she told the story of New York City in the 1970s. It was in “deep trouble,” and on the verge of bankruptcy when the city approached the federal government for support. “There's this really famous headline that the New York Post ran, which was ‘Gerald Ford to New York: Drop dead,’” Rowe says. “The federal government basically said, ‘get yourself out of your own problems.’ And, you know, 50 years later, New York City is one of the greatest cities in the world.” The urban advocate’s point that cities are resilient is even stronger for Ottawa, which, she points out, has “so many extraordinary assets.” As she surveys the corner of Metcalfe Street, with a full view of Parliament Hill’s Centre Block to the north and the National Arts Centre to the east, while standing on the Sparks Street pedestrian mall, she says she’s looking at many of them at this very minute. “You’ve got wonderful historic buildings, you've got already pedestrian-friendly areas, you've got a diversity of offerings — shops and restaurants and different kinds of services that are available to people. And increasingly, you've got more spaces for people to live in downtown,” she says, adding that the residential aspect is a really important lesson from New York City case, which is that any city that allows itself to be overly dominated by one user group or one industry group, fails. “It’s diversity that is the secret sauce of any city — diversity of user, diversity of use, diversity of experience, diversity of physical form.”

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the property tax, and then some development charges, and the odd grant. “It's probably not the most sustainable way to create thriving urban environments,” Rowe says. “So we got to rethink that. We're talking to Washington, DC, we're talking to other capital cities who also have these challenges, to figure out if there's a different way to do the math. “And what we really need is engagement — and all of us working collaboratively.” Work so far MP Yasir Naqvi’s task force on downtown revitalization was an effort in collaboration, and it pulled together considerable input from residents as well as an admirably diverse range of task force members. But while it had planned to release a report in early summer, it remained held up in late October. Hugh Gorman, a member of the task force and the chair of the Ottawa Board of Trade’s economic development committee, says Naqvi’s report will bring together a number of good ideas for the short and longer term, but Gorman feels that in the meantime, there are some measures that could be acted upon now. “I worry deeply about downtown,” Gorman says. “This is why I was so appreciative of his initiative.” The Ottawa Board of Trade has come up with five pillars it feels must be part of a downtown revitalization plan. Those include: 1. Affordable, walkable communities; 2. Efficient government approvals at all levels, including the fast-tracking of business permits, and a reduction or elimination of development charges for converting offices to residential, especially for affordable housing; 3. Investment in the public realm; 4. Encouraging employment; 5. Creating safety and security for employees, visitors, business owners and residents. While some of these pillars will take time to develop and initiate, there are some things that can be done right away, Gorman notes. “We could completely eliminate development charges and fast-track every approval for any type of housing, but specifically affordable housing in the downtown core,” he says. “I can tell you there are projects in the private sector that are on hold because of those. We just had an announcement that the feds are going to not require GST for purpose-built rental housing. The economics of rental inventory compared to condos does not make any sense so what happens with that is that it gets reflected in the rents or alternatively, as the case is now, nothing gets built because the math doesn't work.” The financing piece, as raised by Rowe, is another one. With increases in construction charges, Gorman, who is the CEO of

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Colonnade BridgePort, a real estate and investment company, says no one can get financing for projects. He says combining the elimination of development charges with the GST reduction would see some projects start up again. What the future holds Regarding the plan she’s been asked to produce, Rowe says the planning process should be exciting. “Some of my best friends are planners and some of my colleagues are planners, and we run processes that advocate for planning all the time,” she says. “Planning doesn't have to be a prescriptive, dead or deadening process. It can be an enlivening, inspiring, engaging and permissive process. And I think that's where these kinds of efforts involving all these different stakeholders become gardens for exploration and new thinking, and less about what that can't be done.” Rowe says initiatives such as efforts to rename a part of Centretown SoPa (meaning south of parliament) are just the kind of thing downtown Ottawa needs. “This kind of self-organizing is really critical,” she says, adding that Ottawa restaurateurs were first to figure out they could create their own delivery services, which they did, keeping the money in the city, instead of sending portions of it out of the country to the multinational app owners. In tandem with the revitalization plan being developed by the Canadian Urban Institute, Ottawa is one of three cities to be part of a new global effort, led by the World Economic Forum’s newly formed Alliance for Urban Transformation. The alliance connects urban innovators and entrepreneurs to new markets while trying to build more resilient local economies. It came out of efforts to help San Francisco rebound after the pandemic and that city will be the first test case for its work. Ottawa and Detroit are the other two. Invest Ottawa, the city’s lead economic development organization, is one of two chairs of the alliance. Rowe says investing in community and people is key. And what does she say to those who want to help in efforts to revitalize downtown Ottawa? “Come on down. Petula Clark was right. When you're alone, and life is making you lonely, you can always go downtown,” she says, quoting lines from the singer’s famous song, Downtown. For those who want to make a difference, she recommends starting with the downtown library to see what’s happening, or visiting the business improvement areas’ offices (though she wants to rename them business innovation areas.) “On-the-ground engagement is really critical. Start spending your money locally and start talking to folks about recommitting themselves to the vibrancy of the city.”

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CAPITAL/Cadillac Fairview

EXCITING NEW TENANTS ENRICH CF RIDEAU CENTRE SHOPPING EXPERIENCE The Rideau Centre in the heart of downtown Ottawa has bounced back smartly in the post-pandemic economy. “A lot of changes and improvements have been made by the retailers,” says Brian O’Hoski, General Manager at CF Rideau Centre. “They’ve really shored up their omnichannel. They’ve made a seamless transition between online and in-store shopping. They’ve been able to transition inventory quickly.” The 40-year old mall, with about 180 stores and 1.8 million square feet of space, including flagship stores Harry Rosen, Simons, Indigo and Uniqlo, is the fourth busiest mall in Canada, and second busiest in the Cadillac Fairview chain, behind only Toronto Eaton Centre. Stores like Lululemon and Nike are increasing their footprint size. Both retailers have roughly tripled in size as a result of increased demand for a broader product assortment. Many retailers in the mall have matched pre-pandemic sales figures, with improved productivity, although foot traffic is still down with fewer public servants in the downtown core at any given time as a result of remote working, says O’Hoski. However, “we know that the average shopper spend is way up, so people are coming for a purpose,” he adds, noting that with merchandise like fashion, “people still want to touch it, try it on,” as opposed to purchasing online. There is also a social aspect that brings people to the mall. CF Rideau Centre’s management is particularly excited about several new arrivals. Uniqlo, headquartered in Japan, is a fashion retailer, known for its casual wear and graphic tees selection. “They’re a powerhouse retailer. We’ve been trying to get them for many years,” says O’Hoski. “It’s an amazing offering - great product, great experience, and the market is really responding well to them.”

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Imaginaire, based in Quebec City, just opened a 20,000 square foot store, their first in Ontario. “They are a very unique retailer in the gaming and collectibles space. This started as a 150 square foot stamp store in the 1980s, and it’s grown into this massive collectibles dream for a lot of folks,” O’Hoski says. “I think it’s going to drive a new customer base and it will be really interesting for a lot of Ottawa residents. So we’re very excited to have them as a new tenant,” he adds. Arc’teryx, which retails activewear and sports equipment, has a niche product that it offers to a very dedicated loyal customer base, including the many local outdoor enthusiasts who enjoy “all the great outdoor activities that we have to offer in the city,” says O’Hoski. Ottawa is an excellent venue for attracting first-to-market retailers. Being the nation’s capital has always held some cache, especially in terms of international attraction. And as a government city with federal employees it offers economic stability, he explains. Cadillac Fairview helps its retail partners succeed in Ottawa and across the country because it offers a national brand and portfolio that its partners know is capable of completing deals in every major city in Canada, explains O’Hoski. Referring to CF Rideau Centre, he notes, “We’ve got a great team here. It’s the busiest shopping centre in Ottawa, connected with the Shaw Centre and Westin Hotel, which are both tenants of ours. So we’re always delivering fresh traffic and new shoppers to the Centre daily. “It’s a really great location. It’s got great partnerships, and we’re able to offer that across the entire country.”

CAPITAL/Marant Construction

FCM’s new Collaboration Centre blazes a trail forward in workplace design with a focus on core values and team centric touches.

BY J ENNIFER CROS S

CM IS THE national

voice for more than 2000 municipalities from Canada’s cities and rural communities. So, when it came time to reimagine what role the office plays to their organization, it was critical to them that the space reflect both the team, and the work they do for Canadians. After rigorously interviewing their team, they emerged with a new vision for their future of work, shifting to remote and hybrid, and accordingly a new mission for their headquarters. The resulting FCM Collaboration Centre in downtown Ottawa, is just that. “A place where our staff and members from across Canada can gather, work, and collaborate” says Carole Saab, CEO of Federation of Canadian Municipalities. “We had a choice, to get back to status quo as quickly as possible, or to lean into the opportunity for transformation and with our people as our north star, design a new workplace that reflects them as whole people, our trust in them, and the positive employee experience we want them to have. This space is part of our total offering. And while we have pivoted to be virtual-first, we have found that our team are gravitating to the space for meetings, collaborative work and learning opportunities, because it works for them - no mandates required,” Ms. Saab shares. Walking through the Collaboration Centre you will find that every detail was intentional and reflects the team culture. FCM made meaningful decisions to include a multi-faith room and a children’s area (complete with a crib, change table, and rocking chair), and from the mural depicting Canada’s municipalities from coast to coast

to coast, to the bike gear hooks – significant thoughtful attention to detail was taken to make this feel like an uplifting, dynamic space for their team. “One of the most validating moments was on the opening day of the new office space when one of our employees brought her child in because daycare was unexpectedly closed that day,” relates Ms. Saab. “So many of us have been there, life happens. She was able to meet and connect with colleagues while her toddler was nearby and told me it felt easier for her to be there and do what she needed to do, than to have stayed home. I won’t forget that powerful reminder that as employers we have that opportunity for impact.” Building communities and connections happen more dynamically in person. “Just this month, we hosted our 2nd Annual All-Staff Collaboration Week, where nearly 300 FCM staff members gathered to learn from and connect with one another and our mission. Our Collaboration Centre was packed that week. We saw how the intentional flexibility and modular aspects worked for us in real time in very different settings” Ms. Saab adds. Aligning your teams’ requirements with the vision, mission and value of the organization are critical to how your team feels in the space, and the work they create. Ms. Saab states “We wanted to design a place people wanted to be - not had to be, and while we’re still living into and learning, it seems to be achieving that objective.”

CAPITAL/Architects DCA Inc.

TTAWA ASPIRES TO be one of the best mid-sized cities

in North America. We are home to a growing population, a thriving economy and have the privilege of being the national capital of a G7 country. We’re home to professional sports teams. We have a thriving high-tech sector, beautiful parks, museums and an incredible bounty of natural spaces that improve our quality of life. We are a city of more than a million residents with diverse interests, backgrounds, and cultures. We’re lucky we have the federal government as a stable employer; we’re also lucky that the federal government provides internationally acclaimed museums, parks, and galleries. Imagine Ottawa without the Rideau Canal, Experimental Farm or Arboretum. This summer, the National Capital Commission (NCC) opened the River House, providing opportunities for swimming in the Ottawa River and expanding their network of pavilions, cafes and placemaking across the city. This showcases the talent of local firms, like GRC Architects, in heritage restoration and adaptive reuse. Ottawa, the capital, has a lot going for it. Ottawa, the city, rides the coattails of the federal government, relying on the NCC to fund and create some of our most vibrant public spaces. As a city, we should embrace the efforts the federal government makes to create this much needed space and work collaboratively with the NCC to create a dynamic, vital, thriving city. If we want Ottawa, the city, to achieve our aspirations, we need to have some difficult conversations about the city we are, the city we want to be, and how we get there. Decades of austerity budgeting, financial waste and poor planning have created significant challenges. We need to make investments in public space to continue attracting talent and improving our quality of life. Two road widening projects that shave minutes off a car commute could build all the bike lanes our city needs for the next 25 years. In last year’s mayoral campaign this became a lightening rod of contention as being unaffordable, yet we never seem to have the 14

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same debate about road widening. Our transit system is facing unprecedented financial trouble, but we seem to plow ahead with road projects as if there is no tomorrow. We should be linking economic health and vitality with public sector investments in complete streets that support active transportation. These don’t need to be an “either-or” discussion. We can, and should, have a great public transit network. We can also have good roads. We can have both a Central Library and good community centers. We can and should have a thriving ByWard Market; Lansdowne should be a vibrant place for people and our professional teams should have decent stadiums to play in; kids should have good community centres to learn to play sports in. Some of these require difficult conversations. Everyone in Ottawa should have a safe place to live, one that is affordable and meets their needs. Everyone should have access to transportation of their choice and have a safe way to get around while meeting their daily needs. As a City, we should harness local talent in design, design leadership and innovative construction to create the city we aspire to be. Everyone in Ottawa should have the opportunity to experience art, music and cultural events to fulfill their needs and lift their spirit. Everyone should have access to a library and community center in their neighborhood. As a City, we should invest in local talent at the micro and macro scale to create a city known for its cultural vitality. There may be some difficult conversations to be had. Our LRT was promised to be a world-class system but has fallen far short of expectations. We need accountability for its letdown and leadership to ensure that phase 2 won’t be the same disappointment. The then City Manager mislead Council; testing criteria were changed; in the words of the LRT Commission, “…without changes to the information-sharing process and a fundamental shift in the approach of senior City staff, the statutory oversight function of Council will be irreparably compromised.” Aside from operational reliability, we should prioritize affordable and high-quality

PHOTO CR EDIT BL A Z EJ M ARCZAK PHOTOGR APH Y

A utilitarian equipment shed mars the otherwise beautiful architecture of Ottawa City Hall, designed as the RMOC HQ by Moriyama Teshima Architects. Lack of basic public infrastructure that is beautiful and enhances our quality of life shows short term thinking and lack of design culture.

standard of living and economic growth.” We need to have a difficult conversation about where we invest and how public dollars can have the biggest impact. Its in the public interest that this be right, fair, and equitable. Our municipal cultural scene has huge potential. Leaving aside the heavy lifting the federal government provides for Tulip Festival, Winterlude and the federal museums and galleries, our ByWard Market remains a strong tourist destination, as does the Ottawa Art Gallery, local music festivals like CityFolk, BluesFest and other cultural events that celebrate the diversity and culture of Ottawa. The most recent iteration of a plan for the ByWard Market was at least the fourth plan in the last decade. None of the previous plans were implemented. The current plan, approved by council in February 2021, cost the City $650,000 and implementation of the $129 million project is unfunded. It is contingent on a P3 for the anchor destination, acknowledging a once in a generation opportunity to create an iconic destination building, but proposes no ideas for what to build. There remains no funding for the balance of infrastructure in the proposed plan. Discussions about the ByWard Market inevitably leads to discussions about housing and the urgent need to address a crisis in both the unhoused and, more broadly, in the affordable housing sector. We have numerous vacant and derelict properties in our city that could be developed. Our municipal budget for affordable housing is a fraction of our budget for roads (let alone our budget overall) and the waitlist for housing is growing year by year.

PHOTO CR EDIT M IV PHOTOGRAPHY

Despite an approved plan, the ByWard Market lacks any funding to invest in a vibrant public space. It remains choked with traffic and parking years after identifying solutions to create places for people.

development at LRT stations to create homes, destinations and experiences. We are, and will be, paying tens of millions of dollars a month for LRT and other P3 contracts until well into 2050. Is this the best choice? Have we received good value for our investment? Research on the important Value-for-Money analysis by Simon Enoch in the Canadian Centre for Policy Alternatives suggests that this isn’t always the case. Similar research by Matti Siemiatycki and Naeem Farooqui makes the argument that P3 projects are politically favorable but overvalue the extent to which risk can be transferred. By harnessing local talent and expertise, we could create better results and save money in the long run. Lansdowne Phase 1 lacks sufficient housing density and has poor transit access. That the stadium needs replacing should not be a surprise to anyone. Numerous subcontractors to Lansdowne Phase 1 went bankrupt or lost significant amounts of money due to contractual disputes. We should be making an investment in Lansdowne: a streetcar from downtown to Billings Bridge would create more sustainable options to get around, better transit and support small businesses in the core of the city. That could spur private and public sector investment in housing and other businesses. Research, such as that published by the Berkely Economic Review, suggests that public financing of stadiums is expected to yield economic benefits that justify the investment. The Berkeley Report references another study that is worth considering: “…a study by Noll and Zimbalist on newly constructed subsidized stadiums shows that they have a very limited and possibly even negative local impact. This is because of the opportunity cost…. Spending $700 million in areas like education or housing could have long-term positive consequences with the potential for long-term increases in the

The promise of quality transit infrastructure is questionable with stations orphaned in the middle of highway offramps, lacking pedestrian connection or buildable density nearby.

We should be investing in the ByWard Market as a key part of our municipal strategy to create a thriving livable city. It is an ideal location for design leadership, public and private investment and harnessing local talent. We need to have a difficult conversation about who we are building our city for and how we fund those things that a city should provide for its most vulnerable residents. If our goals are to be a sustainable, equitable city, we need our budget to reflect that. We need to fund transit and make much more significant investments in housing and healthcare. We need to address the quality of public buildings and parks our ancestors invested in before we borrow more from our grandchildren. We can have nice things; we just need to be prepared to be honest with ourselves about how we pay for them.

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CAPITAL/Greater Ottawa Builders Association

Fifth and Bank: Minto Communities Inc. Finalist for the GOHBA 40th Annual Housing Design Awards Mid-Rise Apartment (Condo or Rental)

MORE HOMES KEY TO A REVITALIZED DOWNTOWN critical part of the revitalization of our city’s downtown core. TTAWA’S DOWNTOWN IS facing an existential crisis. The Ottawa Board of Trade has called for the creation of a “road map Before the COVID pandemic, our downtown core mostly to transformation” for the city, and GOHBA members are an essential lived off the influx of federal workers between the part of that journey. We know that revitalization and a supply of new morning and afternoon rush hours. But the feds are never homes isn’t just good for residents, it’s also good for business. Ottawa coming back in full strength, leaving office buildings half-empty, needs to provide a range of centrally located housing and lifestyle while remote work has given the rest of us the ability to work almost options if it wants to attract and retain talented people, encourage anywhere, causing an exodus from the City altogether. Businesses commerce and foster exciting economic development opportunities. that relied on a busy downtown core are forced to contemplate an Like the Board of Trade, GOHBA believes that the possibilities uncertain future. Now, with the global pandemic (hopefully?) in the rearview mirror, for downtown growth and renewal are endless. Ottawa is a far more affordable city than Toronto or Montreal, cities like Ottawa are once again coming and we offer all the amenities that make back to life, and the Greater Ottawa Home a city great: exceptional entertainment, Builders’ Association believes this presents excellent restaurants, internationally an incredible opportunity to create an urban renowned museums, celebrated postcore that’s healthier, more vibrant and more secondary institutions, easy access to welcoming than ever before. And making nature and green spaces, and a corporate that happen starts with homes. environment that encourages innovation GOHBA and its members know that and opportunity. Canadians are in a housing crisis – they So now we have the chance to build a either can’t find a home of their own that prosperous, complete community in our they can afford, or they are stuck in a home downtown core by constructing more highthat no longer meets their needs because density, multi-unit homes where residents there are no affordable alternatives. That’s have safe, secure access to all the amenities why we’re committed to ensuring that they need – from groceries to dry cleaning, Ottawa residents have access to a variety and entertainment to schools – within just a of housing options, as well as a reasonable short walk. chance to live in the kind of home they want This will also contribute significantly within our city boundaries. to our environmental goals as a City, with Increasing the amount of available homes downtown Ottawa residents having better in such a desirable part of the City is a GOHBA Executive Director Jason Burggraaf

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access to active and public transportation for the majority of their trips. While much of this rejuvenation will be new construction, we also have a great opportunity to convert empty office space in some of the most central and desirable locations in the downtown core into quality homes. We’ve already seen one office building completely transformed into residential, and more are in the pipeline. The sky is the limit when it comes to revitalizing Ottawa’s downtown core, and GOHBA members – this community’s leading home builders, developers, renovators, contractors and professionals in the residential construction industry – are here to make it a reality. GOHBA members live in the communities they help build. They support affordability, quality and choice because they’re committed to making Ottawa the best city it can be. Our

The Slayte: Linebox Studio with CLV Group. Finalist for the GOHBA 40th Annual Housing Design Awards High-Rise Apartment (Condo or Rental, 5 storeys or more)

members advocate for healthy, balanced municipal housing policies and flexible, efficient legislation. We’re also addressing the labour shortage through partnerships with educational institutions and community organizations to provide access to skilled trades training and affordable housing because our goal is a better, stronger city.

The Charlotte: Richcraft Homes Ltd. Finalist for the GOHBA 40th Annual Housing Design Awards High-Rise Apartment (Condo or Rental, 5 storeys or more)

Hillside Apartments: Hobin Architecture Incorporated. Finalist for the GOHBA 40th Annual Housing Design Awards Mid-Rise Apartment (Condo or Rental)

GOHBA is a collaborative, results-oriented strategic partner for our members and for the City. Our membership has skyrocketed by 25 per cent since 2021 because businesses and organizations across the City recognize a simple fact - We get things done. Rejuvenating Ottawa’s downtown for current and future generations will require bold thinking and urgent action, and GOHBA is here to help build the future, one home at a time. Capital Park - 36 Robinson: TCU Development Corporation. Finalist for the GOHBA 40th Annual Housing Design Awards Mid-Rise Apartment (Condo or Rental) TH E BUS I N E S S M AG A Z I N E OF TH E OT TAWA BOA R D OF TR A D E | FA L L 2 02 3

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CAPITAL/Ottawa Climate Action Fund

A CLIMATE LENS BUILDS OTTAWA’S ECONOMIC PROSPERITY BY ST E V E WI NK EL MAN, EXECUTIVE DIRECTO R, OT TAWA CLIMATE ACTION FUN D (A N I N I TI ATI V E OF TH E OT TAWA COM M UN I T Y FOUN DATI ON )

ROM DOWNTOWN REVITALIZATION to affordable

housing, from tapping Ottawa’s tech prowess to building a 21st century workforce, actions to address climate change will help the city move farther, faster on all of its pressing challenges. Look no farther than the latest tornado, ice storm, derecho, heatwave, power outage, or wildfire smoke alert for proof that climate change is an urgent issue for our city. Our future prosperity depends on making the right moves, and making them soon. But Ottawa can also become living proof that action on climate change is about opportunity and gain, and averting future loss and pain. That filtering our biggest local issues through a climate lens helps us deliver faster, better, more affordable solutions to those priorities. We’ll realize that actions to reduce carbon pollution and futureproof our community against mounting climate risk connect closely to our efforts to revitalize our downtown. Make housing more affordable. Refocus our high-tech acumen on a resilient, netzero future. Attract a skilled, next-generation workforce. And make Ottawa a welcoming, equitable community where no one is left out or left behind. A focus on faster emission cuts and climate resilience may even bring us new sources of public funding and private investment. The same dollars we need to deliver on other community priorities. That’s why OCAF is planning a summit on climate action and economic prosperity, to begin translating the opportunities into an action plan. Climate Change Means Business…and So Does Ottawa The Ottawa Board of Trade has declared a sharp focus on city building, downtown redevelopment, and affordable housing. Each of these signature priorities underpins their vision of a healthy, thriving city—economically, socially, and environmentally. And each of them intersects with an all-in response to climate change, both the risks Ottawa faces and the opportunities on our immediate horizon. The risks begin with the billions of dollars’ worth of health impacts, flooded basements, infrastructure damage, and costly business interruptions that we’ll face if we don’t climate-proof our community. The opportunity lies in the 90% of local greenhouse gas emissions that trace back to buildings and transportation that need to be zeroed out by 2050¹. We envision: • A city that operates more efficiently with reliable infrastructure, less sprawl, and low-carbon buildings that are prepared for the next flood, heatwave, or power outage; • A healthier, more affordable and equitable city that attracts and retains a 21st century workforce; 1. https://ottawa.ca/en/living-ottawa/environment-conservation-and-climate/climate-change-andenergy/energy-evolution 18

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A vibrant business environment where start-ups can get a foothold and established companies can thrive. The menu of solutions includes heat pumps² , deep building retrofits³, electric vehicles, 15-minute neighbourhoods⁴, carshare⁵, e-bikeshare, microgrids⁶, and more. •

Prevent, Prepare, Prosper This climate solutions agenda aligns quite well with OBOT’s citybuilding priorities. Downtown Revitalization In June, 2023, OBOT issued an urgent call for downtown revitalization. “Downtown Ottawa is the heartbeat of our whole region,” President Sueling Ching said⁷ at the time. “What happens downtown has a direct and immediate impact on every business, every citizen, and every visitor.” Activating a dynamic city core begins with affordable, green buildings and infrastructure, making downtown Ottawa a place where people want to live, work, shop, and play. That aligns with the City’s intensification goals⁸, converting office buildings to residential, and developing neighbourhoods that are compact, walkable and resilient. Revitalization costs less than sprawl⁹, can increase return on investment in public transit, gives residents the city they want— and reduces emissions along the way. Affordable Housing The business community recognizes affordable housing as an urgent priority. “As Ontarians spend more of their income on housing, they have less available to spend on other goods and services, resulting in wide-ranging implications for the business community and overall economy,” the Ontario Chamber of Commerce declared10 earlier this year. A “Fill it First”11 affordable housing strategy for Ottawa would support missing middle12 infill and secondary suites to create practical and attractive choices for more owners and renters. Climate performance criteria for buildings and neighbourhoods, old and new, can tackle the largest emissions sources, give folks a break on their energy bills, create decades of demand for a skilled, local, green 2. https://www.efficiencycanada.org/heat-pumps-canada/ 3. https://betterhomesottawa.ca/ 4. https://engage.ottawa.ca/the-new-official-plan/news_feed/15-minute-neighbourhoods 5. https://www.ocaf-faco.ca/news-post/ocaf-celebrates-the-launch-of-the-ottawa-communityhousing-electric-vehicle-car-sharing-program/ 6. https://www.corporateknights.com/energy/5-system-changing-ways-to-fight-rising-energybills-in-heat-waves/ 7. https://www.ottawabot.ca/2023/07/21/downtown-ottawa-press-conference-speaking-notes/ 8. https://ottawa.ca/en/planning-development-and-construction/official-plan-and-master-plans/ official-plan 9. https://www.ocaf-faco.ca/news-post/economic-social-environmental-benefits-of-smartgrowth/ 10. https://occ.ca/wp-content/uploads/OCC-Housing-Affordability-Brief.pdf 11. https://drive.google.com/file/d/1NHZ_FygklVOYcibEH_ecPn_jsyiwbAkv/view 12. https://affordablemissingmiddle.ca/webinars

deployment that spans electric vehicles, vehicle-togrid technologies, energy storage and management, modular construction and more. Future Proofing and Shaping the Future Ottawa must prepare for the impacts of climate change and dramatically reduce its carbon emissions. That’s an opportunity to attract new investment, launch new businesses, create good, green jobs, and build the physical and social infrastructure on which everything else depends. That’s why OCAF is engaging with the Board of Trade and other local economic leaders to explore these questions: How do we position Ottawa’s tech sector, colleges and universities as leaders in climate-smart cities and energy resilience? What innovative strategies will accelerate our construction sector’s transition to net-zero, resilient, affordable housing? How can we build Ottawa’s “green pipeline” of local low-carbon investment opportunities? How do we redesign our neighbourhoods to be vibrant, efficient, resilient and low-carbon? How can we revitalize downtown to attract residents, workers, and businesses by converting empty offices into housing? Contact us today at OCAF@ocf-fco.ca to find out more or get involved with OCAF’s upcoming summit on climate action and economic prosperity. Carbon Down. Community Up.

workforce—and leverage significant public funding for building retrofits. Energy and Resilience Beyond the Building Green resilience13 measures for energy, transportation, and flood mitigation save money, time, and carbon by building right the first time. Beyond-the-building solutions such as district energy14, microgrids, community solar15, and green infrastructure16 yield economies of scale. They keep the lights on, our businesses running, our homes safely heated or cooled, our basements dry.

PHOTO CR EDIT ANDRE W DUN N_WIKI MEDIA. COM MO NS

The 21st Century Workforce A climate lens will help Ottawa attract and retain the smart, skilled workforce it needs to compete and win in a tough global marketplace. A large proportion of younger workers want jobs that match their environmental values and address their alarm17 about a future of climate chaos. They want walkable, vibrant neighbourhoods with housing they can afford. A climate lens for our city’s business sector will help deliver the affordable, energy-efficient homes they need and the climate-forward jobs they want. The Next Tech Wave Ottawa’s tech sector and post-secondary institutions always do best when they can anticipate the next wave of demand for tech-enabled products and services. The multiple, fast transitions to get climate change under control are one of the century’s biggest business and investment opportunities, with trillions of dollars per year in play for electrification, efficiency, and renewables18. With a new menu of federal tax credits on offer, communities across Canada are stepping up. Downtown Ottawa and critical hubs such as Kanata North can lead a wave of technology development and 13. https://summit.sfu.ca/item/17658 14. https://www.toronto.ca/services-payments/water-environment/environmentally-friendly-cityinitiatives/district-energy/ 15. https://www.seia.org/initiatives/community-solar 16. https://www.cakex.org/sites/default/files/documents/The-Value-of-Green-Infrastructure-forUrban-Climate-Adaptation_CCAP-Feb-2011.pdf 17. https://www.ctvnews.ca/canada/half-of-millennials-and-gen-z-living-paycheque-to-paychequein-canada-while-stressing-about-climate-crisis-survey-1.6585499

18. https://www.iea.org/news/clean-energy-investment-is-extending-its-lead-over-fossil-fuelsboosted-by-energy-security-strengths

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CAPITAL/WSP

POWERING OTTAWA'S FUTURE

District Energy and the Smart Building Revolution BY G EO RGE T REHEL ES

N TODAY'S RAPIDLY evolving world, the demand

for energy-efficient solutions has never been higher. With climate change concerns, rising energy costs, and the need for sustainable practices, businesses and governments are actively seeking ways to reduce their carbon footprint and optimize energy consumption. District energy systems are no exception. With the ever-increasing push for decarbonization to meet government mandates, district energy and campus heating and cooling networks are in a unique position to offer a wide range of benefits to businesses, residents, and the environment. However, the journey toward a greener, more sustainable future could be further accelerated by integrating smart building technology into district energy initiatives. Realizing Environmental, Financial Savings One of the most significant benefits of district energy systems is the substantial cost savings they offer. Through energy-efficient upgrades and initiatives, district energy systems help businesses and residents reduce their energy bills. This not only eases the financial burden on individuals and organizations but also frees up resources for investment in other critical areas. Moreover, these cost savings help drive economic growth and prosperity. District energy can also play a pivotal role in helping clients meet their sustainability goals. By encouraging the adoption of clean energy technologies and practices, these systems help cities significantly reduce their carbon footprint. This aligns with Canada's

Anthony Man Smart Building Consultant WSP - Canada 20

George Treheles Senior Technology Consultant WSP- National Capital Region

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broader commitment to combat climate change, helping cities like Ottawa lower greenhouse gas emissions and transition to a more sustainable future. As district energy gains popularity in the Canadian market, we are becoming more aware of how it can spur job creation and economic growth. These projects have generated a demand for skilled workers in sectors such as construction, renewable energy, and green technology, creating new opportunities for the next generation of the energy and buildings workforce. This not only benefits the local economy but also fosters innovation and entrepreneurship within the community. District energy systems simplify energy management for businesses and individuals by providing a centralized platform for energy consumption data and analysis. This empowers users to make informed decisions about their energy usage. This streamlined approach to energy management leads to more efficient operations and a greater focus on sustainability. The Smart Building Revolution: A Perfect Partner for District Energy While these systems already take substantial strides in the journey toward a sustainable energy future, the integration of smart building technology can take these efforts to the next level. Smart buildings are equipped with advanced sensors, automation systems, and data analytic capabilities that optimize energy usage, enhance occupant comfort, and reduce environmental impact. By combining the benefits of district energy with smart building technology, cities like Ottawa can unlock a new realm of possibilities. Smart building technology and building automation technology both play roles in modernizing and optimizing building operations, but they differ significantly in their scope and capabilities. Building automation technology primarily focuses on the control and management of individual building systems, such as HVAC, lighting, and security, through the use of sensors, Matthew Aston controllers, and programmable Director of Design Services logic. It enhances energy WSP- National Capital Region

efficiency and occupant comfort, yet often operates in silos, lacking holistic integration. In contrast, smart building technology transcends these limitations by seamlessly integrating various building systems and leveraging advanced data analytics and artificial intelligence. It provides a comprehensive and interconnected approach to building management, allowing for real-time monitoring, predictive maintenance, and adaptive responses to changing conditions. Smart buildings can optimize energy consumption, enhance occupant well-being, and improve operational efficiency on a broader scale. By harnessing the power of data and automation, smart building technology goes beyond mere automation and offers a superior, holistic solution for modern building management, ensuring sustainable and user-centric environments. Integrating smart building technology can significantly enhance Ottawa's sustainability efforts. These intelligent systems can automatically adjust lighting, heating, and cooling based on occupancy and environmental conditions. This leads to reduced energy waste and a smaller carbon footprint. Moreover, smart buildings can incorporate renewable energy sources like solar panels and wind turbines, further promoting sustainability. Smart building technology prioritizes occupant comfort and productivity. With features like automated climate control, customizable lighting, and predictive maintenance, occupants experience a more comfortable and productive environment. This not only benefits businesses by increasing employee satisfaction but also aligns with the community-wide focus on improving quality of life in Ottawa. Lastly, the integration of smart building technology enables datadriven decision-making on a broader scale. Building managers and city officials can access detailed insights into energy usage, occupancy patterns, and equipment performance. This information allows for more precise planning, investment prioritization, and policy development to further advance Ottawa's energy management goals. Challenges and Considerations While the benefits of integrating smart building technology are evident, there are challenges and considerations that must be addressed: 1. Initial Investment: Implementing smart building technology can require a significant upfront investment. However, the long-term cost savings and environmental benefits often outweigh the initial costs. 2. Cybersecurity: As smart buildings rely on interconnected systems and data sharing, cybersecurity becomes a critical concern. Adequate measures must be in place to protect sensitive data and infrastructure.

3. Education and Training: Building occupants and managers may require training to maximize the benefits of smart building technology. Education initiatives can help bridge the knowledge gap. 4. Privacy Concerns: Smart building technology collects vast amounts of data, raising concerns about individual privacy. Striking a balance between data collection and privacy protection is essential. District energy systems have already proven to be a transformative force in the city's energy landscape. By promoting energy efficiency, sustainability, and economic growth, Ottawa can continue to position itself as a leader in the pursuit of a greener future. The integration of smart building technology offers an exciting opportunity to amplify these efforts and make Ottawa a model city for sustainable urban development. As smart buildings become increasingly prevalent and accessible, Ottawa has the chance to leverage their capabilities to reduce energy consumption, lower costs, and improve quality of life for its residents and businesses. By addressing challenges and embracing the potential of smart building technology, Ottawa can further solidify its reputation as a forward-thinking, environmentally conscious city. As we continue to build our community in a way that supports a net zero future, finding opportunities to develop these systems can help make significant progress in our emission-reduction goals. Through continued innovation and collaboration, Ottawa is poised to lead the way in sustainable urban development, setting an example for cities around the world to follow. To learn more about how we’re helping property owners discover the many benefits that district energy systems can provide, visit: https://www.wsp.com/en-ca/services/district-heating-and-cooling-distribution

Authors: Matthew Aston is the Director of Design Services, National Capital Region, for WSP in Canada, matthew.aston@wsp.com Anthony Man is a Smart Building Consultant for WSP in Canada, hoyinanthony.man@wsp.com George Treheles is the Senior Technology Consultant, National Capital Region, for WSP in Canada, george.treheles@wsp.com

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CAPITAL/Envirocentre

OTTAWA’S RETROFIT ACCELERATOR STEPS IN TO SEE THAT CLIMATE ACTION BENEFITS THOSE MOST IN NEED. A

S OTTAWA AND cities across Canada wrestle with the

twin crises of affordability and climate, local non-profit, EnviroCentre, is forging a locally grown solution to tackle both, together. As part of their work to support residents and communities to reduce carbon emissions and transition to the clean energy economy, they are establishing a social housing retrofit accelerator, the Future Homes Accelerator. This project will bring the benefits of climate action and energy transition where they are needed most: lower-income residents and social housing providers who own and maintain affordable homes. Designed in the model of TAF’s Retrofit Accelerator (formerly Towerwise), EnviroCentre’s program will provide free expert services to social housing providers to help them effectively plan, finance and execute deep energy retrofits on their portfolios, creating energy savings and GHG emissions reductions while improving home comfort, health and resilience for residents. These types of retrofits are encouraged for home and building owners across the country through programs like the federal Greener Homes Program, Ottawa’s own Better Homes Ottawa Loan Program, and a range of larger-scale funding envelopes for large portfolio owners. All programs encourage building-owners to take on the work

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of reducing building-related energy and emissions, which make up about 46% of community emissions here in Ottawa. However, these supports and incentives remain inaccessible or irrelevant to housing providers with limited capacity to map the benefits or leverage the resources available. Retrofit accelerators, like EnviroCentre’s Future Homes Accelerator, step in to make the connections and ensure that social housing deep retrofit projects move forward, bringing all their benefits to the community and its residents. They help ensure that public funds, incentives and opportunities are accessed by those who can benefit from them the most, but they also help to ensure that the benefits of climate action and energy transition are experienced, first, by lower-income and/or vulnerable residents of our communities. This builds future communities and a future city that addresses affordability and climate hand-in-hand. It supports the kind of strong, clean economy that will build a thriving and resilient future for Ottawa. Retrofit accelerator projects are popping up all over the country. If you want to learn more about Ottawa’s Future Homes Accelerator, or have a social housing deep retrofit project in mind, you can reach the Future Homes Accelerator team at futurehomes@envirocentre.ca.

CAPITAL/Entuitive

Revitalizing Downtown Ottawa Complex renovations of existing buildings to address commercial vacancies

S SEEN ACROSS major Canadian cities, there has been

a rise in commercial building vacancy here in Ottawa, especially in federal office buildings. According to CBRE’s Canadian office figures, Downtown Ottawa has reached its highest commercial vacancy rate ever at 15.1 per cent. Attention to underused office space has grown alongside concerns around housing supply and affordability, as well as a renewed focus on cleaner, more efficient buildings. Canada’s Greening Government Strategy seeks to transition to net-zero carbon and climate-resilient operations, achieving net zero emissions by 2050. Underused buildings pose financial challenges for owners, planning challenges for the city, and uncertainty for Ottawa’s business community. However, for Entuitive, the leading structural engineering and sustainable performance consultants, these vacancies represent an opportunity for complex renovation of existing buildings. “Since opening our newest office in Ottawa last year, we’ve had an eye on transforming the city’s vacant commercial buildings into vibrant, sustainable buildings,” says Megan Rhind, Senior Associate and Ottawa Lead at Entuitive. “Our Structural and Building Envelope experts work with our Sustainable Performance Group, to update older, staid buildings to ensure they have a place in Canada’s green future.” Revitalization and Strategic Energy Conservation: Recognizing the environmental impact of buildings, which contribute to 40 per cent of global greenhouse gas emissions, Entuitive advocates for the renovation and repurposing of existing buildings. Its existing buildings portfolio includes commercial-toresidential conversions and building retrofits across Canada. By leveraging their expertise in energy modelling and lifecycle carbon analysis, Entuitive’s team guides the financial analysis behind building decarbonization, ensuring a sustainable and economically viable approach to a structure’s second life. Entuitive’s process begins with the creation of a baseline scenario, where energy models are utilized to identify optimal energy conservation efforts. By conducting thorough lifecycle carbon analysis and financial assessments, they can select measure that help maximize the net present value of a property. This meticulous approach allows building owners to make informed decisions regarding cost-effective and energy conservation measures, striking a balance between environmental impact and financial feasibility. Decarbonization Strategies from Structural Experts In the realm of building decarbonization, a paradigm shift has occurred, where more calculated planning and a push for low-carbon solutions prevails. “The traditional approach of evaluating energy efficiency based on payback through energy cost savings has limitations, as it often overlooks long-term financial and environmental benefits,” says Paul Carter, Building Envelope and Conversion Specialist at Entuitive. “Instead, we’re encouraging a more comprehensive approach by

comparing net present value against a businessas-usual baseline. The industry now values energy projects by their long-term worth, not just quick paybacks.” This nuanced approach enables building owners to make strategic decisions about retaining original equipment for its service life. This can minimize costs while maximizing energy efficiency and, eventually, lead to a lowcarbon option.

The Ken Soble Tower in Hamilton, ON utilized Structural and Building Envelope services from Entuitive for its 80,000 ft2 deep energy retrofit.

Entuitive’s expertise in structural analysis also The retrofitted MacKimmie Complex at the plays a pivotal role in the University of Calgary required early-stage conversion process. investigation and analysis from Entuitive and For instance, since its construction partners. Ottawa is a moderate seismic area, major changes of use can trigger expensive seismic upgrade requirements. Entuitive's proficiency in seismic evaluations, including advanced performancebased techniques, take advantage of the existing strength of the structure. This can significantly reduce the scope and cost of the upgrades, providing cost-effective options to give Entuitive was the Prime Consultant, Structural Engineer, and Building Envelope team the building a second-life. behind Neoma, a commercial to residential conversion resulting in 82 affordable housing units in downtown Calgary.

The Path to a Revitalized Downtown: As Downtown Ottawa continues to see more leasable space become available, building owners and the community alike must consider the second life potential of these buildings. Through building upgrades and complex renovation of existing buildings, Entuitive is excited to contribute to the re-shaping of the downtown core, while setting a precedent for sustainable urban development. Through their expertise, dedication, and innovative approach, Entuitive is paving the way for a greener, more vibrant, and economically robust future for Ottawa’s downtown area.

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CAPITAL/United Way East Ontario

Community wellbeing is everyone’s problem and opportunity

BY MI C H AEL AL L EN, PRES I DENT A ND C EO, U N I T E D WAY EAST ONTARI O

problems our community was already facing, O MATTER HOW many years Chances are, you know and caused significant strain for social have passed since I last returned responding on the frontlines. to school in the fall, this time someone struggling with their services Housing and homelessness. Poverty and of year always brings feelings of another beginning. This year in mental health. Maybe there’s a basic needs. Seniors and caregiver support. Mental health and addictions. particular, I encourage us all to embrace the child in your life finding school These issues are not someone else’s opportunities in front of us – to consciously problem – community wellbeing is make the most of the time we have here and a challenge, or a friend who everyone’s problem. Keeping our commit to building a stronger community. isn’t coping well with family life community strong is essential to our ability While I want to feel a sense of optimism as we emerge from what has been a terribly or work. You or someone you to bounce back from the barriers that have held us back since March 2020. difficult few years, my hope is balanced know may have experienced Our goals are safety, health, and against an acknowledgement that this moment in time is challenging for so many the death of a loved one, or an prosperity for everyone, and a strong local economy enables that. We must revitalize people. While many of the strains of the unexpected crisis. Ottawa’s downtown, but more than that, we pandemic feel behind us, we continue to see must take an all-hands-on-deck approach to the compounded issues of inflation and the strengthening the social safety net. When rising cost of living; labour shortages; wealth local business partners work with United disparities; supply chain issues; increased Way to truly invest in their neighbourhoods, we can deliver even demand for under-resourced social services; distrust in public greater impact where we play, live, and work. institutions . . . the list goes on. Last fall, United Way East Ontario brought together the Ottawa Chances are, you know someone struggling with their mental Golf courses Board of Trade and Ottawa and District Labour Council to host health. Maybe there’s a child in your life finding school a challenge, a mayoral debate ahead of the election in Ottawa. We continue or a friend who isn’t coping well with family life or work. You or to advocate together to ensure social justice, labour rights, and someone you know may have experienced the death of a loved one, economic prosperity are pursued concurrently on the city’s agenda – or an unexpected crisis. not as separate interests. We see the fallout of poor mental health affect our loved ones, our So as autumn leaves turn to winter flurries, and I look to the neighbours, and our ability to do business. We are reminded of it, future of our city, the potential for innovation stirs my optimism: starkly, when we walk along the streets of downtown Ottawa. the challenges may sometimes feel insurmountable, but I know the One in five Canadians reported that they needed help with their power of partnership can deliver real change. I invite you to join us mental health in the past year, but 45 per cent felt their needs were by reaching out to Partnership@UnitedWayEO.ca. unmet or only partially met. The pandemic exacerbated the complex

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CAPITAL/NCC

NCC RIVER HOUSE

Bringing people back to the water A

AFTER FOUR YEARS of repairs and upgrades, the NCC

River House officially reopened at the end of July. The new and improved site is now universally accessible and usable year-round. It also provides access to a public dock, food and beverage services, and rental space. The NCC River House is a remarkable structure situated on the scenic shores of the Ottawa River. Located just steps away from the Sir George-Étienne Cartier Parkway, it has served as a mainstay for canoeing, boating and aquatic enthusiasts for nearly a century. Renovating a century-old building Originally designed by architect C.P. Meredith to house the Ottawa New Edinburgh Club (ONEC), the NCC River House was designated a Federal Heritage Building in 2010, due to its timeless architectural value, important links to the history of canoeing in Canada and remarkable setting along the Ottawa River. Sadly, time, the elements, and many decades of wear and tear took their toll on the structural integrity of the site. Recognizing the incredible potential to provide more public access to the shoreline, the NCC launched the River House Revitalization Project in 2019 to incorporate modern amenities and universal accessibility features to the site, while holding true to the unique heritage character of the building. Over the course of four years, a dedicated team of NCC engineers, architects, heritage and landscape specialists worked diligently to preserve the heritage character of the pavilion and allow for fourseason use of the two upper levels of the site.

Upgrades and improvements Universal accessibility improvements that maintained the essence of the building’s heritage character, use and function were also introduced, including converting an existing parking lot into universally accessible parking; creating a universally accessible path from the parkway to the pedestrian bridge landing; and installing an elevator to allow ease of access to the three levels of the building. A new, prefabricated bridge made of Corten steel, compatible with the nautical and transportation style of the boathouse facility, was also installed at the bridge’s historic level. The new footbridge now has a longer span to reach the escarpment; an accessible pathway leads from the new raised bridge landing to the street level. In addition to the structural upgrades, the shoreline was transformed to offer ease of access to the Ottawa River. The new landscape design improves upon the shoreline resiliency of the site and includes traffic and parking management for the site. With the installation of a universally accessible public dock, visitors now have seamless access to the shoreline and swimming area along the Ottawa River. Animating the shoreline Together, with ONEC and Ottawa RiverKeeper, the NCC remains committed to drawing people back to the water. It is part of our vision of making the NCC River House a truly public gathering place by animating the shoreline with a public wharf, incorporating lively venues and ultimately, enhancing the recreational experience along the waterway. The NCC welcomes the opportunity to work with new suppliers and contractors. If you are interested in offering your services, please visit ncc-ccn.gc.ca

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A NEW ERA FOR OUR TEAM

The Ottawa Senators have a new owner, who is considering building a stadium downtown, and a roster of hot young players who are off to a good start this season. After several lackluster years, there appears to be renewed excitement about the team.

HERE WAS A palpable energy in the standing-room only crowd at City Hall’s Jean Pigott Hall when Ottawa Senators owner Michael Andlauer was the guest of honour at the mayor’s monthly breakfast. And there was news, too. Andlauer told the crowd his gut feeling was that a downtown arena for the Sens was the “the right thing. “Our fans seem to feel that way as well, so there's alignment,” Andlauer told Mayor Mark Sutcliffe when he was interviewed by Sutcliffe on stage. “Now, it's just a matter of working collaboratively and doing what's right.” Andlauer said he also wants to make sure that this big decision is still the right one in five, 10 or even 15 years. It all added up to what many Ottawa Senators fans had been feeling since the announcement of the purchase by Andlauer from the estate of the late Eugene Melnyk. Namely, it’s the dawn of a new era for the beleaguered team, and fans are more hopeful than they’ve been in a long time about the prospect of a solid team that might 26

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actually make it to the Stanley Cup finals. Andlauer’s goals are more ambitious than that: He told the mayor that he had taken a lot of selfies in the past few weeks since the paperwork for his purchase of the team had been signed. “But the next selfie? I want to take some selfies on the ice, with the [Stanley] Cup,” he says. “That’s what I want.” Asked how he would apply lessons learned from his very successful business career as a shipping magnate for pharmaceuticals and a hockey club owner, Andlauer said he thinks it’s important to be on very positive terms with all members of your team. “We have holiday parties and we create that environment that it's not just a job — I think that's really important,” he said. “The other aspect is if you have a vision and you have to be very clear [about it.] Communication is important and the feedback is probably more important.” Finally, he said, you have to find a differentiation. “As a hockey team, we are constantly trying to find the point of

Executive vice-president and COO Erin Crowe

Ottawa Senators owner Michael Andlauer

differentiation,” he says. “I think it was the combination of those things have helped me with my experience working — being close with your employees and finding that point of differentiation. One thing that transcends generations is hard work. I haven’t heard of many successful people who haven’t worked hard, whether in business or in sports.” Andlauer was until recently a part owner of the Montreal Canadiens, but with that franchise, majority shareholder Geoff Molson has the last word. With the Sens, it’ll be Andlauer who has the final say. And, Andlauer loves the idea of being underestimated as well as being a franchise between two major markets. “I love being an underdog,” he says. “When I started my business, the big players said there was no way I was going to make it. So give me that challenge. Plus, Ontario hasn’t had a Stanley Cup in a long time.” Newly minted president and CEO Cyril Leeder, who returns to a position he held as a founding member of the movement to bring the Senators back to Ottawa in the early 1990s and left only six years ago, is excited about what the team can do.

President and CEO Cyril Leeder

“It’s an exciting time for the franchise, you can feel it in the city and everywhere you go; there’s been a buzz here since Michael has arrived,” Leeder says. “We hope this talented young team can continue to grow and have success and at the same time we want to really strengthen our connection to the Ottawa-Gatineau community.” He says it “feels a lot like the team in the late 1990s” when they were a “young, inspired group that captured and hearts and imaginations of Ottawa.” Erin Crowe, executive vice-president and COO, says that in addition to on-ice success, the franchise wants “to have positive interactions with our fans and customers on every level” and that the team is working at making the fan experience the best in its class. “I’m excited to see so many fans in the building — we sold out 15 games last year and are trending to surpass that number this year,” she says. “The atmosphere inside of Canadian Tire Centre when the building is full and the team is playing great is unrivalled and something you really need to experience in person.”

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OTTAWA TECH EDGE: DEEP ROOTS + FRESH FOUNDERS

At 13.3 per cent, the city has the highest concentration of tech talent in North America. BY J E N N IF ER CAMPB EL L

T IS HOME to Canada’s largest tech park, has the highest concentration of tech talent in North America. The city boasts a 1,850-acre futureplex that allows secure research and development into everything from autonomous vehicles and drones, to smart cities and smart farming, in weather conditions that range from 30 Celsius to -30 Celsius, complete with sleet, smog, snow and sun. Ottawa’s technology sector has come a long way since the federal government funded Northern Electric and Bell-Northern Research (the company that became Nortel Networks) to make sure the country had home-grown technology parts. On the heels of this came Denzil Doyle, CEO and founder of Digital Equipment Canada, who bought 56 acres of farmland in Kanata, west of Ottawa, with a view to building a technology park there one day. It was all the advance seeding that would become strong roots in the telecom sector, part of which came with the arrival of Mitel, founded by Michael Cowpland and Terry Matthews in 1972. Two decades later, more than 90 companies were firmly planted in the tech sector and, while the implosion of Nortel in 2009 should have slowed the growth, it didn’t because the area was now home to a rich resource — talented innovators, many of whom were ready to start new ventures. Today, the National Capital Region hosts a big concentration of its tech sector on those 56 acres of farmland in Kanata, which is now called the Kanata North Business Park and is home to more than 540 companies that, according to the Kanata North Business Association, employ more than 33,000 people and together these companies contribute more than $13 billion to Canada’s GDP. The park includes a community space, run by the Kanata North Business Association, which has a co-working space, a next-door space for the L-Spark incubator, a room that hosts 1,600 meetings and events a year, and a neighbouring lab run by the University of Ottawa. “We like the [presence of] universities because we’re making sure students get that co-op experience and are really connecting to the companies,” says Amanda Gordon, interim president and CEO of the Kanata North Business Association. “We know that if we can have

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a co-op student land here, even for one term, they’re appreciating what's here. If they then go to another tech hub somewhere in the world, they’ve become brand champions for us. We also hope they may come back when they're looking for affordable place to live and putting down those roots.” Beyond Kanata, there are other Tech pockets across the city as well. Bayview Yards, headquarters for Invest Ottawa, the city’s lead economic development agency and a key player in the development of the region’s entrepreneurs, serves as an incubator and mentoring space for many entrepreneurs, whether they’re just starting out or taking the step of scaling their business. And there’s a budding tech sector in Gatineau, Que., just across the river from downtown Ottawa. The concentration of tech talent in the city sits at 13.3 per cent, the highest in North America, putting it ahead of even Silicon Valley. The aforementioned futureplex, Area X.O, brings together Nokia, Ericsson, Blackberry QNX, Accenture along with Ottawa’s postsecondary institutions and all three levels of government to create what Sonya Shorey, Invest Ottawa’s vice-president of strategy, marketing and communications, calls “a $51-million R&D complex that enables the safe and secure development, testing, validation and implementation of a multitude of smart mobility technologies.” Intelligent transportation is a stronghold, with 100 organizations contributing to the development of vehicles of the future. But the test space also sees innovation at its 100-acre smart farm, with “producers looking at food safety and security solutions that allow farmers to achieve greater productivity, performance and profitability, [while] using less fertilizer, less water, generating 33 per cent increase in yield and reducing by 90 per cent their carbondioxide emissions.” Building on those deep roots, the Ottawa region is home to innovative startups, stratospheric success stories and monster multinationals that continuously choose Ottawa because of its access to rich technology talent and its dynamic ecosystem, which includes several incubators, including programs at Invest Ottawa, the Industrial Research Assistance Program at the National Research

of an all-in-one commerce platform that allows people to start an online business, it was ubiquitous throughout the pandemic with its stock price topping $200 a share in 2021.

Council and L-Spark, an incubator that sits in the heart of the Kanata North Tech Park. The ecosystem also includes many angel investors who are looking to support other ventures. Ottawa is also home to more than 130 embassies with all of the ideas they bring, and four educational institutions that are training the next generation of tech talent. The big guns In October 2022, Finnish communications and IT company Nokia announced that it would turn its existing Ottawa facility into a $412-million research and development technology centre that would create 340 new jobs in the 5G wireless technology industry while also expanding the company’s capacity in cybersecurity, artificial intelligence and machine learning. In April 2023, Swedish wireless networking and telecom juggernaut Ericsson followed suit by announcing it would partner with the federal government and invest more than $470 in creating 5G and 6G networks, creating upwards of 1,500 jobs in Ottawa, where its existing facility is already the company’s biggest research and development office on the continent. Between those two companies, and several others, 90 per cent of telecom industry R&D in Canada takes place here, Shorey says. “Ottawa is also recognized as a public safety and security centre of excellence,” Shorey adds. “We have many, many defence companies that are doing incredible things with technology — from startup to SME to multinational.” Ottawa, she says, is also distinguishing itself as a centre of excellence for smart cities. “Our private track [at Area X.O] is not only done to spec, but it also has a variety of connected infrastructure elements that allow us to test different types of building infrastructure, street infrastructure and ways of keeping vulnerable road users safe,” she says, adding that projects have included low-speed automated shuttles, safe and smart intersections and safe railway crossings. Recent success story Shopify was founded in Ottawa and also benefited from the tech talent that surrounds the city. Purveyors

A pair of recent successes About 14 years ago, Kyle Braatz was graduating from the University of Ottawa. Now he’s the founder and CEO of Fullscript, an online dispensary of professional-grade supplements that also connects patients with their health practitioners so both parties can track their progress. He founded the company 11 years ago, and in 2023, he was projecting revenues of $750 million. The company grew organically to $40 million in revenue and then it merged with one of its biggest competitors, accelerating growth to $300 million. Another merger and more growth helped move the company to where it is today, with its more than 400 brands and 20,000 SKUs that it stocks across North America, as well as 85,000 health practitioners on the platform. The practitioners like it because they no longer have to stock the supplements and neither practitioner nor patient have to pay for platform use. Solink is another success story. It provides cloud video surveillance systems to restaurants, retailers, warehousers and financial organizations at 18,000 sites across 32 countries. Its customers include many Fortune 500 companies that use its services for security and loss prevention. Launched in 2010, Solink started as a consultant company that created solutions for ATM fraud. In 2015, it pivoted to mobile and cloud services and landed Tim Hortons as a customer in 2016. The company grew 100 per cent year over year in the early days and in recent years, it continues to grow 80 per cent year over year. “When there is more risk in the economy, you typically have more dishonesty, more crime, and as a result of more crime. We need more investment around security” says Mike Matta, CEO and co-founder of Solink. “The last [18 months have] actually been a huge catalyst for us.” Matta says his company benefits from Ottawa’s rich history in technology and the talent that exists in the city. “The city has helped build some pretty influential foundations around communications and infrastructure,” he says. “There’s also the benefits of being close to the federal government. We’ve had a ton of support from the Industrial Research Assistance Program at the National Research Council. Tech and the city’s symbiotic relationship Shorey says the tech ecosystem benefits from the city’s expertise and talent and Braatz says the city benefits from having a number of entrepreneurs who see the world in non-conventional ways. “For most entrepreneurs and technology companies, part of their DNA is thinking differently and having unique and different perspectives,” Braatz says. “Having really strong independent thinkers as leaders in the business community only contributes right back to society, because we look at what's going on around us and say, ‘This doesn't make sense. How do we how do we make it better?’” Ben Morris, vice-president of technology strategies at the global investment management firm Wesley Clover, says the tech sector has a strong foundation and a dynamic landscape — now it has to figure out how to help its companies grow, scale and stay. “We have many incredible Canadian startups that are acquired,” Morris says. “How do we maintain the Shopifys and Fullscripts to stay in Canada? We’re a G7 country and with that comes incredible conditions from a research perspective and yet that dynamic is challenged — are we a government town or a tech town?”

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CAPITAL/Syntronic

YNTRONIC RESEARCH AND DEVELOPMENT CANADA

(“Syntronic”), is a global design house providing engineering solutions to technology companies around the globe. Whether it’s providing top design solutions to support worldwide telecom OEMs or developing innovative automotive solutions for Tier 1s, Syntronic’s 40-year history of providing a one-stop-shop to their global customers has resulted in a well-earned reputation as subject matter experts. We spoke with Taimoor Nawab, SVP & Head of Syntronic R&D Canada, on what has made them successful in Canada and around the globe. Four decades is noteworthy in any sector, but in the tech world it’s downright astounding. To what do you credit Syntronic’s longevity? Our #1 focus is delivering on commitments. Always. Our customers trust us because making their projects successful is our top priority. We’ve built these relationships by delivering on time, on budget, and with quality. Our customers are global market leaders in telecom, automotive, industrial, med-tech and connected solutions. Additionally, being able to provide seamless end-to-end product life cycle support is key, from Design to NPI to Aftermarket services. Offering a turn-key level of service means that, for us, challenges are opportunities which we solve into solutions. Having offices in eight countries means we are able to cater to almost any customer need. With that in mind, how do you maintain the collaborative corporate culture that you’re so well known for? We blend our Swedish roots with Canadian culture and have been able to create a copacetic workplace. We value problem solving by all our employees regardless of titles and position. Our offices are open

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concept, and we encourage discussions and sharing of information. But, it’s more than that. Our team members are passionate about innovation and the forward momentum that good engineering creates. We’re excited about what we do! You must have a steady stream of graduates looking to begin their careers with you. How does your Kanata North office deal with the current challenges around public transportation and commuting? We’re keeping a close eye on the situation. I’ve attended meetings with other tech leaders in the area where we discuss the challenges and bring them up to the different associations like Invest Ottawa and KNBA. They’re very active and working hard towards solving the challenges. It feels like a resolution might be close. We’ll get there. In the meantime, we’re attracting enthusiastic, driven applicants who know what we’re about and want to be a part of it. What can a new customer expect in terms of initial support? How are your services structured? We are extremely flexible and work with our clients to assess where we would provide the best fit. We have flexible business engagement models and are eager to discuss how we can create a solution that works for our customers. It’s about meeting our clients needs in a way that works for them. With our global services portfolio, for example, we have the ability to provide not only outsourced assignments at our location, but also specialized consultants at the client site to turnkey product development. It always comes back to our customers and building the kind of partnerships they trust.

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CAPITAL/Performance Plus

Leading by Supporting an Inclusive Workplace: The Key to Business Success

N TODAY’S FAST-PACED and competitive business

landscape, effective leadership is more crucial than ever. During the pandemic, leaders emphasized inclusion as an integral part of their progressive work environment. Working from home not only increased the hiring of persons with disabilities (PwD), but it was also a catalyst for workplace evolution where more collaborative and empathetic teams were created with a focus on nurturing all talent. On May 10, 2023, the Boston Consulting Group (BCG) published its new study outlining actions that businesses can take to address attrition risks. After surveying 28,000 employees in 16 countries, their report revealed that “25% of employees around the world selfidentify as having a disability or medical condition that limits a major life activity.” This is drastically different than the 4% to 7% that companies are reporting. Key findings in a recent study from the Conference Board of Canada emphasized: “Canadian employers can improve career opportunities for PwD by providing more disability awareness training in the workplace, implementing accessible recruitment and onboarding strategies, and providing necessary accommodation from the start to recruitment and onboarding.” Leaders need to help change the way employees living with disabilities or medical conditions are perceived in the workplace. Throughout an employee’s lifecycle, their needs can change and accommodation plans must be dynamic to support our future Canadian workforce. As discovered by BCG, businesses cannot afford to ignore 25% of their workforce. It’s possible for leaders to undertake some practical steps to get better retention with persons living with disabilities to ensure that they will stay on the job. The study is a global overview, 32

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however, there are many leaders in the National Capital Region who are committed to disability inclusion. Performance Plus Rehabilitative Care Inc. (PPRC), a local disability service provider has worked with Fieldless Farms and Evripos who are showing a true commitment to inclusion and reaping the rewards. Their hiring of persons living with disabilities brings them diverse perspectives and experiences resulting in fresh ideas and solutions. They are creating a positive workplace atmosphere that benefits all employees. There is strong evidence linking improved employee morale and engagement to inclusive business practices. These companies also enjoy a positive reputation in the community which attracts talent and customers. By actively recruiting from a disability talent pool such as the one at PPRC, organizations can tap into a rich source of skilled and capable job seekers. This supports recruiters in widening their talent pipeline and filling positions with highly qualified candidates. Over 6.2 million Canadians or 22% of our population report living with a disability and this demographic is expected to grow in the years ahead. Hiring PwD can provide valuable insights into meeting the needs of customers and help businesses understand the challenges firsthand, especially on how to deliver more accessible and customerfriendly products or services. It's anticipated that by 2030, this consumer group’s spending will be up to $316 billion, and it makes good business sense to support the 25% in your workplace. In this rapidly changing world, companies that prioritize inclusion as a leadership principle will stand out as an employer of choice, build a more skilled and engaged workforce, and create a positive and forward-thinking culture that can adapt to change. This will ensure long-term business success and sustainability. When leaders invest in their people, they also invest in their future and this strategy will pay dividends for years to come.

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CAPITAL/Alpha Group

WHAT YOUR BANK AND WEATHERMAN HAVE IN COMMON predict don’t have knowledge. Lao Tzu

The only thing more unreliable than a weatherman predicting the weather is a bank predicting the Canadian Dollar. The recent wild deviations in the Loonie have added to the multitude of external factors directly impacting the financial performance of many Canadian companies. Business leaders have been led to believe that relying on inaccurate bank forecasts is an effective way to manage currency risk. Other than providing a false sense of security, it has been a largely ineffective “strategy”. If we look back to 2021, no bank forecast USD/CAD would trade above 1.30, and USD/CAD subsequently traded as high as 1.37. Despite this nearly 40% miscalculation, the perception of the Loonie being a stable predictable currency remains the same. The reality is that the average volatility of USD/CAD over the last 10 years has been around 12%. However, the current climate of high inflation, rising interest rates and a stalled economy is making it increasingly difficult for businesses to absorb the potential negative impacts. While companies selling to the US have been winning more business without understanding that their pricing edge might evaporate if we were to return to the historical average of 1.25. "A rising tide floats all boats….. Only when the tide goes out do you learn who has been swimming naked." Warren Buffet In an interview with Toronto based James Campbell, a senior partner of Alpha Group, an international juggernaut that managed $30 billion in currency trading volume in 50 different countries.

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“This issue is not unique to Canada, it's a constant concern all around the world. But unfortunately tends to be a common thread is the fact that the issue of currency risk doesn't tend to expose itself until it's too late. Or trying to buy fire insurance when your house is on fire.” James Campbell. Having experienced this firsthand myself in one of my businesses that primarily dealt in the US, currency, at the end of the day became the determining factor of winning or losing. And of course, I've been trying to learn from my life lessons. A little bit of research determined this is far more manageable and preventable than most realize, if they've yet come to terms with having the problem in the first place. Companies like Alpha Group, specialise in developing bespoke currency risk management solutions for small to medium sized businesses. Alpha’s simple but effective solutions reduce volatility by around 75%, enabling businesses to focus on their core competencies, rather than gambling on the currency markets. “Even for businesses that are sensitive to currency issues, many companies approach the currency issue as trying to bet for or against. This is a slippery slope with some potential serious negative outcome. The goal here is to manage the risk”. James Campbell. Unfortunately they can’t change the volatility in the Canadian weather; metaphorically speaking, but It just might smooth out the 70-degree swings between seasons where you might find yourself standing in a snowstorm in shorts and a tank top.

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CAPITAL/United Edge Structural Components & P3 Panel Company

UNITED EDGE STRUCTURAL COMPONENTS & P3 PANEL COMPANY

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TTAWA - GET ready to fulfil your building needs with

United Edge Structural Components & P3 Panels. The highest-quality structural components from United Edge "Truss and Floor Division" and P3 Panels "Wood Framed Walls Division" translate into more on-site accuracy in your build for higher job efficiency and less waste. Smaller framing crews can do bigger jobs in less time. "We're here to put the roofs over your heads and the floors under your feet," says President Stefano Ferrante, adding the company uses the latest, state-of-the-art technology to in-house design and manufacture its products right in Ottawa. "There's no job too big or too small," says Stefano, himself a developer who understands industry needs. "We're happy to work with developers, general contractors or someone building their dream home." The United Edge Structural Components team designs, manufactures and distributes structural components, including roof trusses, floor systems, wall panels, LVL beams, sheathing, I-joists, connectors and related hardware. They can provide complete component packages for your build. "We want to build a better product. We buy better wood and we offer more complete truss, floor and wall packages than our competitors," says Stefano. "When we design and manufacture a wall panel, we know every stick of wood that goes into it so lumber take offs are always accurate," he says, adding laser equipment pinpoints where every piece of wood should be placed. 36

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United Edge Structural Components and P3 Panel Company (Perfect Precision Panels) operate in a new 30,000-square-foot, state-of-the-art facility. Stefano and partners bought the existing wall panel company in 2018 and soon launched United Edge in 2020. "The growth has been incredible since that time," Stefano says, adding many P3 Panel customers were asking for packages that included additional components. The two businesses work well together. "It was just an idea in 2019 and now it's growing. It's such an exciting thing to be doing right now because the demand for housing is so strong" says Stefano. "Most lumber companies are just trying to sell you wood at the best price, but we are focused on the customer experience," says P3 Panels President and United Edge General Manager Dylan Sliter. "By offering a full supply and installation package, we are intending to add value to our customers - and customer satisfaction is very important to us." Learn more about United Edge Structural Components LP on their website, and more on the P3 Panel Company website. They are located in Smith’s Falls just off Highway 15.

"By offering a full supply and installation package, we are intending to add value to our customers - and customer satisfaction is very important to us."

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CAPITAL/Stairline Railings

Innovative Custom Projects Boost Local Profile of Stairline Railings UALITY WORK AND ingenuity has earned Stairline Railings Inc. a well-earned reputation across Ottawa’s National Capital Region, as an excellent stair and railing contractor for residential, commercial and industrial construction projects, as reflected in on-line reviews and other feedback.

Operating as Stairline Railings since 1995, the company initially was home-based. “In 2016, my long time business partner Alexis L’Italien and I formalized and incorporated our business relationship and we haven’t stopped growing since," says Sébastien Melbourne, Stairline’s Founder, President, and Director of Operations. "We gradually acquired our first commercial workshop/officespace, along with an administrator and fabrication assistant. Our growth required the eventual move to an upgraded full-scale manufacturing facility, including an in-house professional finishing facility,” he adds. In order to keep up with its exponential growth, Stairline has adopted some new technologies and automation techniques along the way, in order to keep its operations organized and on track. “We are now fully equipped to provide digital plans and 3D designs, which enhances communication between Stairline, as a specializedtrade and the general contractor or home owner, says Melbourne. “We are at the cutting edge of evolution and innovation in terms of product quality, product design and installation,” he adds. “What sets us apart is the quality of the materials, and the quality of the builds that we do.” Prospective clients often approach the company with complex builds or installations and say they are seeking the ’right’ expertise required to complete the job. “The answer is yes. Here in our shop, we focus on innovation, and are always trying to come up with new ideas,” Melbourne stresses, noting that many times Stairline must invent the tools/supports needed in order to achieve the desired finish. Providing quality customer service is another source of pride for Stairline, which has now a team of twelve employees, and is growing. 38

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“We work diligently to earn our employees’ respect and trust in order to maximize their well-being, capabilities and growth within the organization. Annually, we select an engaging team-building activity in order to welcome new members and strengthen existing relationships,” says Melbourne. “You can find us racing through the tracks at top-karting, challenging each other during a round of golf, or letting it out on the paintball field.” Stairline’s residential work which focuses mainly on custommade homes and custom-made staircases, includes retro-fit and renovation projects, as well as comprehensive household projects, such as glass staircases that incorporate living gardens, with waterfalls and lighting systems. Stairline’s commercial work includes exterior and interior railings, as well as staircases and stairlifts in store businesses. The company has built railings for staircases in high-rise apartment buildings. “We’ve also done railings in several retirement homes,” says Melbourne, citing as an example the new)Kemptville Retirement Living Long-Term Care Home, where the company recently installed railings. “We do parkade units. If you have underground parking garages that require handicap access railings or just standalone glass panels as the divider or separator, we take care of that as well,” he adds. Stairline’s work is also applied to exterior applications, such as railings on concrete applications like sidewalks and curves. “We work closely with structural engineers to ensure compliance, and can provide the stamps/certifications required for the scope of work.” says Melbourne. Stairline’s product designs use natural wood products, metal, and glass. “When it comes to wood and/or any type of material that’s going to be used for the fabrication, we can make available all types of local and/or exotic hardwoods to deliver what our customer wants,” says Melbourne. “For example, if the customer wants stainless steel, black metal, or a composite type of rail, which involves a hard, plastic material, that can all be made available to them. Or if they want exotic woods like Purpleheart, Yellowheart, or Tigerwood, Stairline has suppliers that will provide that.” he explains. The company’s custom projects offer a wide range of designs, including minimalistic, rustic, modern, and traditional. Minimalistic design might involve, say for a glass panel, a cap rail instead of a hand rail – a tiny metal strip that strings along the top of the glass panels. “That, in itself, is sufficient to count as a railing in some instances, and keeps the look very minimalistic,” Melbourne explains. “We also cut and fabricate steel posts that are as small as the Ontario Building Code will allow us. We embed them literally within the floor structuring, or steel I-beam,

or whatever the case may be, so that the only thing that remains visible when the house or the project is completed is a simple steel bar coming right out of the floor as though it grew out of there. Then you have glass panels around those or just inset with nothing on top. That makes it as minimalistic as possible,” he adds. Stairline’s rustic designs provide a country feeling – that sort of warm blanket on a cool day or a nice, cozy fire feel, using wood, such as pine, or rustic white oak and hefty posts, with perhaps a dark chocolate brown or dark walnut stain, says Melbourne. For a commercial or industrial look; Stairline services many dentist, optometry, accounting, and legal offices. “We’ll see a bit more stainless steel in those cases, because it matches a lot with everything, and the stainless steel always gives this nice, bright, awake, alive kind of look,” says Melbourne. “We can even go as far as [to] have some sand blasted designs in the glass, like say a lawyer’s office would have their logo applied right on the glass panel,” he says. A modern design would include a square railing and black plain metal spindles, along with plain square posts with no design or special feature. This type of design is most popular today, notes Melbourne. A traditional design uses colonial style posts, railings and spindles. “Today there’s the odd builder that still clings to this traditional design where it’s just like those posts that have lots of little rings and rungs around them with finials on top,” he explains. Stairline is also visible in community recreation, sponsoring a recreational adult baseball team for the past three years.

CAPITAL/accountrain inc.

EMINISCING WITH SANDY

about her 30 years at the helm of accountrain in providing specialized bookkeeping and accounting expertise to Ottawa businesses was a truly dynamic experience. It’s inevitable when you’re speaking with someone who creates this kind of momentum. Sandy didn’t just choose a path; she paved her own way. Is this what you envisioned for yourself three decades ago? I started my career in Toronto and then moved back to Ottawa, working my way up to Controller. On the day I was leaving this position, one of the owners posed a question that changed my life. He said: “Are you sure you want to be stuck behind a desk all day? You’re so good with the clients.” I had the opportunity to teach bookkeeping through Continuing Education at the Ottawa School Board. I kept hearing from my small business-owner students that what they were missing was a bookkeeper who could come in on an as-needed basis. I answered the call. Luckily, I was able to ramp up my bookkeeping business during that period, as my current contract was coming to an end. Before I knew it, I was up and running on my own. It sounds like at least part of your success comes from your ability to listen and assess the needs of others? Very much so. A big part of the accountrain story starts with networking functions and the Ottawa Board of Trade (then the Ottawa Chamber of Commerce). I would speak with someone for just a few minutes and they would ask me an accounting question. I would answer willingly because I’m always happy to share my accounting knowledge. What I was doing, without realizing it, was developing relationships. Those same people would contact me months later when they needed more structured help, because I had made an impression. 40

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Now, when I meet a potential client, I get a sense of what they need and work with them to make sure we're on the same page. Numbers freak people out. I want them to feel heard and that all their questions are being answered. Because talking about money can be overwhelming and is such a sensitive topic, my mission has always been to change the accountant-client relationship. I’m extroverted, so going to my clients’ offices and just keeping my head down in the corner was never going to happen. How did the Pandemic change that? Site visiting is a service we’ve offered since day one. Pre-COVID it was more practical having full access to files and all the paperwork. Since then, we’ve pivoted our processes to connect with each other and use Cloud based software to share documents. I miss the faceto-face interactions, but I do my best to maintain those relationships, whether it’s on a Zoom meeting or chit chat via email. We’re still available to work at their offices, but it’s no longer a requirement to get the job done. Milestones are something you obviously embrace. At what point did you first realize things were changing? It was around the ten-year mark that I started turning away work. I met bookkeepers who were saying, “I'm not interested in running my own business, I just love doing books.” It was time to start hiring. Now, we’re a team of 13! We commemorated our 25th Anniversary with a party on a fabulous rooftop patio. Carrying on that tradition, our 30th Anniversary event was a wonderful opportunity to recognize how far we’ve come and revel in all we’ve accomplished. I couldn’t have done it without my dedicated team, clients and colleagues.

CAPITAL/Magpie

HEN MARTIN WRIGHT set out for Hollywood in 1986, he

wasn’t reaching for a star. He was much more interested in diamonds. Almost four decades later, as the Founder and Owner of local Ottawa landmark Magpie Jewellery, Martin delivers on fairy tales every day.

How did you become interested in gemology? My Godmother had some very interesting natural stones, blue star sapphire and big coloured gems. They were beautiful, like exquisite toys. I really loved to touch them and handle them, so it was in my head from very young. Crossing over from a personal passion to professional credentials, how did you make that happen? I saved all my money from 1983 to 1986 and went off to L.A. At 25, I became a gemologist at the Gemological Institute of America (GIA). I then worked in a chain store for 7 years, which was interesting. I'm grateful for that job. It made me realize that I’m a pretty decent leader, and what I really wanted was to do my own thing. I started importing, going down to South America and buying gemstones. That’s when the entrepreneurial bug really took hold. The move to a brick and mortar store was a natural progression, then? Yes, in 1991 my partner (at the time) and I got a small space on Dalhousie Street in the Market. We were called Silver Moon back then. Our rent was $500 a month! We could make that in a Saturday, so it was incredible to succeed that way. We found a super nice leasing agent and I

called him every day. He found us an affordable spot in the Rideau Centre. We were prosperous from day one. What were some lessons learned along the way? I remember one of the landlords in the area, Jules igler, told me “Your only problem will be managing your inventory,” and he was so right. Getting enough, getting the right stuff and managing costs. It was an exciting time. In 1994 we changed the name to Magpie Jewellery. We opened our Glebe store and very quickly learned about stretching your brand. The neighborhood took to us and it was fantastic! We opened the Westboro store in 2013. We do all our custom work there, as well as repairs. We have 700 square feet in the back and about 1500 square feet up front. It's big. I love that we design, produce and manufacture our own work. It stimulates my imagination. Supporting Canadian craftsmanship is very important to me, which is why we use predominantly local jewellers. What’s your favourite thing about what you do? With almost forty years in the area, we’re now a family tradition. I’ve always loved helping fiancés find their perfect engagement ring, and now I do the same for their kids. As a certified appraiser, I’m skilled at pinpointing the value of storied pieces. Whether you’re coming in with gold from your Grandmother, or working from new, our CAD jewellery designers specialize in making each piece feel like you. Our Forever Bracelet, for example, could not be a more personal experience. These custom chains are welded around your wrist or ankle by our goldsmith, right on the spot. With no clasp, it provides a beautifully enduring memento. I am honoured to be a part of commemorating life’s important moments.

TTAWA’S SMALL BUSINESS community is nothing less

than a league of superheroes. It has been the greatest honour of my life to be the Mayor of my Hometown. I love this city, I love the people of Ottawa, I love this community, I love Team Ottawa. One of the wonderful aspects of this job is to observe the dynamics of our community and the exceptional people who contribute to the betterment of our city. It’s inspiring to engage with the dedicated and hard-working people of Ottawa who invest in our community and give so much to our city. In October we celebrated one of my favourite weeks – Small Business Week. Small businesses are the force that drives Ottawa’s economy. These businesses can be anything from the corner store at the end of our block, our favourite local restaurant, or a budding high-tech firm. They're at the heart of our economy, providing jobs for thousands of Ottawa residents and helping to improve our city. Small businesses shape our identity and bring vibrancy to our communities. In my job as Mayor, I get to travel to every part of this amazing city, from Navan to West-Carleton and all parts in-between. Everywhere I go, I’m constantly reminded of Ottawa’s strong small

business community. We have business owners that bring real passion, energy, and commitment to our business community. Their persistence and their determination to serve Ottawa residents and support our local economy is incredible. Today, we have a unique opportunity right now as a city to build a better future for our children and our grandchildren – to build a better city for everyone. We have all witnessed the resilience of our business community, despite the recent challenges. Having a strong economy built on small businesses is more than just about employment numbers and GDP. It’s about caring for people. A strong economy also gives us a strong community that can focus on other issues we are faced with like homelessness and affordable housing, addressing mental health and substance use - helping our most vulnerable. As someone who has started and owned a few small businesses, I am aware of all that it takes to run a business. I know all the ups and downs and all the challenges of running a small business. I know the commitment, the heartache, and the courage it takes to follow your life’s passion. I’ve said it before and I’ll say it again, Ottawa’s small business community is nothing less a than league of superheroes. You are what makes Ottawa so special, and I applaud you all for all you do for this city.

Mark Sutcliffe, Mayor of Ottawa

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