2 NOV 2025 | BUSINESS ELITE CANADA
EDITOR’S LETTER As the year draws to a close, Business Elite Canada highlights companies and projects that are actively shaping Canada’s business and infrastructure landscape. Leading our November issue is Lanthier Construction, a Canadian construction company built on a foundation of precision, innovation and enduring entrepreneurial spirit. From its roots in Québec to delivering large scale projects, Lanthier exemplifies how infrastructure firms can rise to meet modern demands. This issue also shines a light on the projects and communities building Canada’s next chapter, from the Town of Ajax marking its 70 year anniversary with renewed civic focus, to Yellowknife’s new Aquatic Centre bringing year round recreation to the North, and the Olympic Stadium roof replacement project in Montréal safeguarding one of the country’s most iconic landmarks. Together, they reflect a nation investing in its future while preserving the legacy of its past. As we enter the final months of the year, we extend our gratitude to our readers and partners for sharing in our mission to highlight the best of Canadian business and infrastructure The BEC Team 3 NOV 2025 | BUSINESS ELITE CANADA
PREVIOUS ISSUE Business Elite Canada First Canadian Place 100 King Street West—Suite 5600 Toronto, ON, M5X 1C9 Ph: 416-304-3959 Email: info@becmag.com Web: www.BECmag.com Editor Anna Guy Creative Art Director Kulvir Singh Chief Executive Officer Milos Bulatovic President & Publisher Sanjeev Amirthanathan samir@becmag.com 6 Lanthier Construction C O N 4 NOV 2025 | BUSINESS ELITE CANADA
06 Lanthier Construction 18 Olympic Stadium Roof Replacement Project 28 GeniMac 38 City of Yellowknife’s New Aquatic Centre 46 Government of Alberta Springbank Off-Stream Reservoir Project 54 Prince Rupert Port Authority- CANXPORT 66 BC Hydro Site C Clean Energy Project 74 Duz Cho Group of Companies 82 Smitty’s Canada 94 Town of Ajax 104 Ādisōke Project 118 Advanced Nuclear Materials Research Center (ANMRC) N T E N T S 5 NOV 2025 | BUSINESS ELITE CANADA
6 NOV 2025 | BUSINESS ELITE CANADA
For more than three decades, Lanthier Construction has been a trusted name in Quebec’s construction landscape. Founded by Gilles Lanthier, the company built its reputation on collaborative leadership, agility, and lasting partnerships. From its earliest projects to today’s large-scale developments, Lanthier continues to embody the same values of rigor, respect, and partnership that have shaped its culture — a culture reflected in the loyalty of many clients who have trusted the company for 10, 20, and even 30 years. Since 2018, a new generation of leadership has been steering the company into a dynamic era of growth and innovation. Guided by Co-Presidents Annie Lanthier and Martin Nuckle, Ing., Lanthier Construction thrives as a modern, strategically driven organization rooted in family values. Together, this leadership team carries forward the company’s founding principles while positioning it for the future, combining the authenticity of a family business with the vision and agility of a forward-looking builder. Annie Lanthier & Martin Nuckle (Co-Presidents) 7 NOV 2025 | BUSINESS ELITE CANADA
Over time, Lanthier Construction has become a leader in the commercial, industrial, pharmaceutical, and corporate sectors. The company’s ability to manage both large-scale new builds and detailed interior redevelopments has made it a preferred partner for clients seeking technical excellence paired with a human touch. Its guiding vision remains clear: to combine precision, innovation, and collaboration in every project it undertakes. The company’s rebranding several years ago marked an important turning point. The shift from Construction Gilles Lanthier to Lanthier Construction symbolized both continuity and reinvention—an evolution from a traditional family business to a modern organization equipped to meet complex industry challenges. “The rebrand reflected a broader mission that embraced innovation, sustainability, and a forward-looking strategic vision,” says Lanthier. “It was about honoring where we came from, while preparing for where we’re going.” That forward-thinking approach has been key to Lanthier’s continued success. Whether constructing new industrial facilities or redeveloping intricate corporate spaces, the firm has distinguished itself by balancing technical precision with creative problem-solving. “We stand out through deep technical mastery, proactive collaboration, and exceptional adaptability,” Lanthier explains. “Our ability to navigate different regulatory, technical, and Annie Lanthier (Co-President) & Gilles Lanthier (Founder) 8 NOV 2025 | BUSINESS ELITE CANADA
design contexts with precision is one of our greatest strengths.” This versatility is especially evident in sectors that demand exacting standards, such as the industrial and pharmaceutical fields. For these, Lanthier manages projects that require specialized mechanical systems, clean rooms, and sophisticated production logistics. Meanwhile, in commercial and corporate environments, the focus is on creating spaces that are functional, sustainable, and aesthetically refined. Among Lanthier Construction’s many achievements, one project in particular stands out. The redevelopment of Fondaction’s 50,000-squareFondaction 9 NOV 2025 | BUSINESS ELITE CANADA
foot building showcased the company’s ability to manage highly technical mandates while delivering outstanding design and functionality. This complete redevelopment involved a full envelope refurbishment, the installation of a new elevator, architectural staircases, and a structurally reinforced rooftop terrace — all executed within a tight schedule that demanded exceptional planning, coordination, and precision. Throughout the process, Lanthier’s teams applied continuous value engineering, optimizing construction solutions to align design intent, performance goals, and budget requirements. “Fondaction is a project that perfectly embodies our approach,” says Annie Lanthier. “It reflects our ability to balance architectural ambition with technical excellence, while maintaining rigor, adaptability, and close collaboration with our partners.” The result is a sustainable and inspiring workplace that captures both the client’s vision and Lanthier Construction’s dedication to excellence. BEHIND EVERY PROJECT, A COMMITTED TEAM At the heart of Lanthier Construction’s success is a team of passionate professionals who share a common commitment to excellence. Estimators, project managers, superintendents, coordinators, and administrative experts work hand in hand to 10 NOV 2025 | BUSINESS ELITE CANADA
deliver projects that meet the highest standards of quality and collaboration. Among them, Mathieu Gosselin, ing., Construction Director, and Sonia Pelletier, BAA, Director of Financial and Administrative Services, exemplify the company’s spirit of dedication and professionalism. Their complementary expertise — one grounded in technical precision, the other in organizational and financial stewardship — strengthens the cohesion and performance of a multidisciplinary team that reflects Lanthier’s culture of loyalty, trust, and mutual respect. With an average tenure of ten years, this experienced group anticipates challenges, finds creative solutions, and maintains a proactive approach from design to delivery. Fondaction 11 NOV 2025 | BUSINESS ELITE CANADA
12 NOV 2025 | BUSINESS ELITE CANADA
More than colleagues, they form a cohesive team driven by shared values and purpose: one that embodies the rigor, collaboration, and integrity at the core of Lanthier Construction’s success. Innovation also plays a crucial role in Lanthier Construction’s success. The company continually refines its processes, adopting digital collaboration tools that enhance coordination and accuracy, especially for complex industrial and pharmaceutical projects. Prefabrication and sequenced construction methods are also integrated to reduce schedules and improve quality. Safety, a cornerstone of every construction operation, is treated at Lanthier with the same 13 NOV 2025 | BUSINESS ELITE CANADA
rigor as design and execution. Working in heavily regulated sectors requires constant vigilance and discipline. “Maintaining high health and safety standards is a constant challenge,” says Lanthier. “We address it through a deep-rooted prevention culture, ongoing training, and structured communication. Every team member plays an active role in ensuring safe worksites.” As a multi-generational family business, Lanthier Construction draws strength from its continuity and values. “Being a family business brings a long-term vision and authentic culture,” Lanthier says. “Our principles of rigor, respect, and passion guide every decision and strengthen our relationships with clients and partners.” This culture of integrity has created a foundation for lasting success and repeat business across Quebec’s construction markets. Sustainability has also become central to the company’s philosophy. Lanthier integrates environmental responsibility throughout every project, from material selection to energy system design. “We prioritize responsible material choices, waste reduction, and the integration of highperformance systems,” Lanthier notes. “Our goal is to deliver efficient, healthy, and environmentally conscious spaces that meet modern standards.” The company’s adaptability and collaborative spirit were tested recently on an industrial project that revealed unforeseen structural issues during construction. Rather than delay progress, the Lanthier team, engineers, and the client quickly Place Victoria 14 NOV 2025 | BUSINESS ELITE CANADA
designed a safe technical solution. The experience reaffirmed the firm’s belief in flexibility and communication as essential tools for success. Looking ahead, Lanthier Construction sees opportunity in Quebec’s evolving commercial and institutional markets. “There’s a growing focus on modernizing existing spaces, integrating smart technologies, and achieving higher environmental performance,” Lanthier explains. To stay ahead, the company is investing in digital project management tools and expanding its technical expertise to meet rising expectations. After more than 30 years, Lanthier Construction continues to exemplify the qualities that built its reputation: precision, professionalism, and 15 NOV 2025 | BUSINESS ELITE CANADA
16 NOV 2025 | BUSINESS ELITE CANADA
partnership. It has grown from a respected local builder into a trusted leader capable of delivering complex, high-performance projects across multiple sectors. Yet at its core, the company remains deeply human, driven by family values, respect for its craft, and an unwavering commitment to client success. “Our team is our greatest asset,” says Lanthier. “Across all our projects, whether interior redevelopments or new builds, we bring the same rigor, creativity, and passion. That’s what makes Lanthier Construction a trusted partner for complex and ambitious projects.” For more information, visit www.lanthier.ca 17 NOV 2025 | BUSINESS ELITE CANADA
18 NOV 2025 | BUSINESS ELITE CANADA
Montreal’s Olympic Stadium, one of the city’s most recognized landmarks, is undergoing a multi-year transformation aimed at restoring its year-round functionality and enhancing its role as a hub for large-scale public events. At the centre of this transformation is the complete replacement of its roof—an ambitious, technically complex infrastructure project now underway. 19 NOV 2025 | BUSINESS ELITE CANADA
20 NOV 2025 | BUSINESS ELITE CANADA
Approved by the Government of Quebec in 2024, the new roof will address longstanding structural issues while preparing the stadium for at least 50 more years of use. The project is being led by the consortium Groupe Construction PomerleauCanam and the Olympic Park. Nadir Guenfoud, Vice President - Olympic Stadium’s Modernization and Roof Replacement, says the plan reflects a balance of engineering innovation, architectural respect, and long-term economic value. THE CASE FOR CHANGE The Olympic Stadium has faced ongoing roof issues since its original retractable Kevlar roof was installed in the 1980s. It was made permanent in 1990 after frequent tears and then replaced in 1998 with a Teflon-coated fiberglass structure that suffered similar problems. By 2024, that second roof had developed more than 20,000 tears and had reached the end of its lifespan. “In recent decades, winter use of the stadium was extremely limited,” says Guenfoud. “Since 1999, events weren’t allowed if snow or ice was in the forecast. It restricted the venue’s ability to fulfill its potential.” With a maximum capacity of 67,000, the stadium remains Quebec’s only facility capable of hosting more than 22,000 people indoors. A new roof was seen as essential to unlocking year-round usage and attracting a broader range of event organizers. 21 NOV 2025 | BUSINESS ELITE CANADA
TACKLING A TECHNICAL CHALLENGE Unlike a new build, this project requires working within the constraints of a 50-year-old structure. The stadium’s unique shape and stress profile mean the dismantling of the existing roof and supporting systems must be done carefully. “This is a highly complex engineering effort,” says Guenfoud. “We’re removing and rebuilding critical structural components, like the technical ring, on a high-rise site that spans from ground level to 165 metres at the top of the tower.” New methods have been developed to carry out the dismantling safely, and work is staged across three primary zones (ground, roof and niche). The stadium has also been winterized to manage exposure to temperature extremes and protect against heavy rain, wind, ice, and snow: conditions that Montreal experiences regularly. PROJECT TIMELINE The roof replacement is being executed in three major phases: 2024: Dismantling of the existing roof 2025: Removal and rebuilding of the technical ring 2026–2027: Fabrication, assembly, and installation of the new roof system Each stage is planned to maintain site safety and minimize disruption to nearby activities and infrastructure. 2028: Olympic Stadium reopening 22 NOV 2025 | BUSINESS ELITE CANADA
DESIGNING FOR LONGEVITY AND LIGHT The new roof will be fixed and built from durable metal panels engineered to withstand weather and wear. A translucent perimeter roof will allow natural daylight to filter into the stadium bowl, improving the atmosphere and energy inside the venue. “The design is about durability, but also about the experience for everyone using the space,” says Guenfoud. “We want it to feel bright, open, and modern.” The entire system is being designed with a 50-year lifespan in mind, incorporating energy efficiency, insulation, and low-maintenance materials. EMPHASIZING SUSTAINABILITY Rather than replacing the stadium altogether, the project team is focused on giving new life to an 23 NOV 2025 | BUSINESS ELITE CANADA
24 NOV 2025 | BUSINESS ELITE CANADA
existing structure. That approach brings significant environmental advantages. “Reusing this major piece of infrastructure means we avoid the massive footprint of demolition and new construction,” Guenfoud explains. “We’re also prioritizing sustainable materials like steel and glass and making sure systems are designed to minimize energy consumption over time.” Sustainability goals are being integrated into material selection, construction methods, and long-term operational planning for the venue. Furthermore, the Olympic Park has implemented a plan to recover the materials from the old roof aimed at their reuse, recycling, or responsible disposal. HONOURING ARCHITECTURAL HERITAGE Originally designed by French architect Roger Taillibert, the stadium remains one of Montreal’s most iconic structures. The roof replacement has been designed to complement its modernist lines and protect the architectural legacy. “We’re working to highlight what makes this building special,” says Guenfoud. “Preserving the architectural identity of the stadium is a key part of the project.” The form, proportions, and visibility of the structure will remain intact, with modern materials layered seamlessly into the original design language. 25 NOV 2025 | BUSINESS ELITE CANADA
26 NOV 2025 | BUSINESS ELITE CANADA
A COORDINATED, TRANSPARENT DELIVERY MODEL The project is being managed through a collaborative model that brings together engineers, architects, and contractors under a unified approach to risk management and project delivery. According to Guenfoud, this structure helps ensure that all parties are aligned and informed. “It’s a model that promotes transparency in budget and schedule,” he notes. “Everyone is working toward the same goal: delivering a safe, functional stadium on time and within scope.” A YEAR-ROUND VENUE FOR THE FUTURE Once complete, the stadium will once again be able to host events in all seasons—a significant improvement over the limitations of the past two decades. “We’ll be able to welcome local, national, and international events 12 months a year,” says Guenfoud. “That opens up real possibilities for tourism, culture, sport, and economic development.” With nearby assets like the Tower, the sports complex, and the surrounding esplanade, the revitalized Olympic Stadium will serve as an anchor for major events and regular community use alike. Guenfoud sees the roof replacement as more than a structural upgrade. It’s also a statement about the long-term value of public infrastructure and thoughtful investment in Quebec’s built environment. “We’re showing that an iconic facility can be updated in a way that’s respectful, sustainable, and forward-looking,” he says. “This project reinforces the role the Olympic Stadium plays, not just in Montreal, but in the life of the province, and internationally.” For more information on the project, visit: https://toiture.parcolympique.qc.ca/ 27 NOV 2025 | BUSINESS ELITE CANADA
28 NOV 2025 | BUSINESS ELITE CANADA
Founded in 2006, GeniMac is a Montreal, Québec based multidisciplinary building engineering firm specializing in mechanical, electrical, structural, civil and energy engineering solutions. Its mission “Avec vous, sur tous les plans” (translated to With You in Every Way) has always been clear: Being a true partner to its clients—from concept to construction—through collaboration, responsibility, added value efforts, leadership and a deep understanding of building design. As GeniMac approaches its 20th anniversary, Business Elite Canada had the pleasure of speaking with GeniMac’s COO Hugo-Charles Pigeon, about the company’s sustainable growth, strong partnerships and diversification with residential, industrial, commercial and energy efficient engineering. BEC: How has GeniMac approached the challenge of succession for young entrepreneurs, and what lessons have you learned in ensuring continuity and growth? HCP: We approached succession from a culture-first perspective. We didn’t start by looking at titles or roles; we focused on shared vision, complementary strengths, and long-term alignment. Succession is something you build, not something you buy. Continuity requires structure and communication well before any transition takes place. Étienne and I had the opportunity to work a certain time within 29 NOV 2025 | BUSINESS ELITE CANADA
the company before becoming shareholders, which makes the process more natural. Being a business partner is a real commitment. I often joke that I spend more time with my partners than with my wife, so I’d better make sure I like them! A great lesson I’ve faced is that growth doesn’t necessarily start at the first effort. Especially with a service company. Our value lies not in machinery or equipment, but in the knowledge and capacity of our people. Collaboration, interpersonal skills, problem-solving ability, with a smile please, are the skillset to develop. Because we don’t just deliver engineering; we understand and adapt it to our client’s needs. Staying humble and adaptable is key here. The market evolves quickly: new technologies, new collaboration tools, shifting regulations, constantly changing client needs. The best way forward is to listen, learn and adjust. Finally, transparency is essential. Our board of directors brings together people with very different perspectives, and that diversity is a true strength, but it also demands complete honesty and trust. BEC: What have been the most significant barriers to accessing venture capital in your context, and how have you managed to overcome or work around them? 30 NOV 2025 | BUSINESS ELITE CANADA
HCP: Engineering consulting firms are peopledriven organizations. Our most valuable assets— our experts—go home every night, which makes traditional financing more complex. Banks and investors prefer tangible assets. Even a profitable, stable service company often lacks the physical collateral they rely on for security. We’ve managed to work around it by building a strong financial reputation, maintaining healthy margins, and securing recurring business. With thousands of completed projects behind us, we can clearly demonstrate our stability and value creation. The hybrid financing models within the company to support our investment were the real key here. Ultimately, buying or growing a service firm isn’t for quick-fix investors—it’s long-term vision and the strength of a committed team for success investors BEC: How does being structured as a Coopérative des Travailleurs shape your decision-making, company culture, and long-term vision? HCP: Our employees now understand more than just their role in the company. The opportunity to really exchange and talk in a more open and collaborative way helped shape a team that better understands not only how we make decisions but also how we define success. We’ve remained agile and efficient but having employee-shareholders means decisions are made with greater (Left-Right )Etienne Lafleur, Marianne Vajstedt, Patrick Coutu, Hugo-Charles Pigeon, Yannick Chouinard, Rachelle Morin-Demers 31 NOV 2025 | BUSINESS ELITE CANADA
32 NOV 2025 | BUSINESS ELITE CANADA
transparency and participation. When people are part of ownership, they care deeply about quality, reputation, and long-term outcomes. This model naturally encourages accountability and open discussion. It pushes us to think beyond profit and focus on sustainable decisions that make sense for both our team and our clients. Despite being cooperative, we’ve kept a flat structure and short decision paths—we can act quickly when opportunities arise. I believe this is really building loyalty, trust, and a genuine sense of belonging within our team. BEC: What are the main advantages of being organized as a CTA compared to a more traditional corporate structure? CHP: The biggest advantage is the fast and honest feedback. Everyone feels a sense of ownership, which means people aren’t afraid to speak up. That can be challenging, thrust me, but it’s also incredibly valuable. The cooperative model aligns the interests of leadership and staff, creating an environment of engagement and shared responsibility. People stay because they know they have a real stake in the company’s direction. It also fosters transparency, both internally and with clients, for stronger teams. It’s not an easier structure, but we believe it’s an efficient one. Collaborations like this leads to smarter long-run decisions, better product and long lasting relationships across the board. Hugo-Charles Pigeon, COO (Photo Credit: Sasha Onyshchenko) 33 NOV 2025 | BUSINESS ELITE CANADA
34 NOV 2025 | BUSINESS ELITE CANADA
BEC: Where do you see the greatest opportunities for market diversification, and how are you preparing for those shifts? HCP: We see major opportunities in sustainable design, residential and industrial. Partnering with Seneca Expert Conseil and Ultragen has been a major step in that direction. Seneca brings large-scale industrial expertise and deep process knowledge, while Ultragen adds cutting-edge tools such as digital modeling, 3D scanning, and precision engineering. Both teams also align with our culture. These collaborations allow us to reconnect with our industrial roots—GeniMac actually began with industrial projects back in 2006—while expanding into areas like energy efficiency, automation, and sustainable infrastructure. Our teams have been working closely for over a year now, building trust, coordination, and a shared vision that will drive future growth. Ultragen people have been great to collaborate with, there’s really a sense of “where in this together now”. I find that curiosity has helped me a lot also! When you bring two companies together, at first, people have a certain adaptation time where it stills really feels like two completely distinct companies, but through curiosity, we get to fully unveil how both companies work. Curiosity becomes very powerful knowledge and understanding because the exposure is huge, for everyone! 35 NOV 2025 | BUSINESS ELITE CANADA
BEC: How do you balance staying true to GeniMac’s DNA and values with the pressures of competition and changing market trends? HCP: We remain anchored in our core values: quality, collaboration, and efficiency. These principles guide every decision we make. When market pressures arise, we don’t compromise on what defines us. Instead, we adapt thoughtfully — embracing new technologies, and sustainability standards, but only when they align with our mission and add real value. Being a cooperative also helps preserve that balance. Because our decisions come from within — from the people who actually live the company’s values — we can evolve naturally, without losing who we are. It’s what keeps GeniMac grounded, authentic, and resilient. BEC: Can you share more about your collaborations with Seneca and Ultragen, and what excites you most about these opportunities? HCP: Our partnerships with Seneca and Ultragen represent a great evolution for GeniMac. Seneca Expert Conseil, and Seneca Construction (the general contractor branch) brings expertise in industrial processes and construction management while Ultragen contributes advanced technological capabilities, including digital modeling and robust project management. 36 NOV 2025 | BUSINESS ELITE CANADA
Together, we offer fully integrated services — from complete mechanical, electrical, structural, and civil engineering concept design to construction. What excites me most is the synergy this creates. We can innovate faster, tackle larger and more complex projects, offer richer career opportunities for our team, and deliver even more value to our clients. This isn’t just about growth — it’s about evolution and building something stronger, together. BEC: Is there anything else you would like to share with our audience? HCP: I’d like to emphasize three things that truly define us. Sustainability is not an afterthought: it’s embedded in how we design, build, and operate. Second, our people are the foundation of everything we do. And finally, our future is guided by balance — growing responsibly, staying flexible, and continuing to learn from our partners and clients. After almost twenty years, we still see ourselves as builders—not just of buildings, but of relationships, trust, and long-term value through great projects. For more information, please visit www.genimac.ca 37 NOV 2025 | BUSINESS ELITE CANADA
38 NOV 2025 | BUSINESS ELITE CANADA
The City of Yellowknife has long recognized the importance of recreation as a cornerstone of community well-being. For decades, the Ruth Inch Memorial Pool (RIMP) was the city’s aquatic hub, but demand consistently exceeded capacity. Grant White, Director of Community Services, explained the challenge in stark terms. “For each of the swimming program sessions offered there was typically a waiting list ranging from 300-350 which equated to between 900-1,050 individuals on a waiting list annually. Staff at the RIMP maximized the usage of the facility to address the capacity issue as much as possible. Through creative use of the five lanes and lagoon area various uses of the pool were combined at one time.” By 2012, the City’s Asset Management Plan confirmed that the pool was nearing the end of its life expectancy. The conclusion was clear: Yellowknife needed to either expand or replace its aquatic facility. This decision became a civic priority, setting the stage for what would ultimately become one of the city’s most ambitious recreation projects. The process of defining what a new aquatic centre should be began in earnest in 2018, when the City allocated $75,000 for public consultation. The Aquatic Centre Advisory Committee (ACAC) was formed, with representatives spanning City Council, the Yellowknives Dene First Nation, the business community, seniors, youth, and persons with disabilities. “Through a series of public engagement opportunities including on-line surveys and public open houses, the ACAC and the consulting team received important comments and feedback on the components desired from the community on what to include in an aquatic centre,” said White. “These comments and feedback were compiled and deliberated on by the ACAC with the result being the Aquatic Centre Pre-Design Report which was submitted and adopted by Council.” 39 NOV 2025 | BUSINESS ELITE CANADA
Aquatic Centre Leisure and Lap Pool Aquatic Centre Mosaic of Yellowknives Dene First Nation Flowers 40 NOV 2025 | BUSINESS ELITE CANADA
Designing the new facility became a collaborative exercise that reflected the city’s values. Indigenous design features are prominent, from the Dene Flowers and Metis Sash mosaic tiles in the natatorium to the medicine wheel motif in the lobby. Sustainability was another guiding principle. “The Aquatic Centre is designed with an emphasis on sustainability, following an energy model which places the facility 15% above the National Energy Code of Canada for Buildings,” White noted. “Features like a regenerative filtration system, a leading-edge full stream UV system, and a pellet boiler as the first source of heat minimize energy consumption and reduce the facility’s environmental impact.” Accessibility was equally critical. The new centre includes ramps leading into pools, an elevator, universal change rooms, an aquatic wheelchair, and adult change tables. “The Aquatic Centre is an inclusive facility, with a range of features to accommodate families and individuals with accessibility needs. Diversity, equity and safety are among our top priorities. Our staff is committed to ensuring everyone, regardless of ability or limitations, can enjoy our facility,” said White. Funding such a significant undertaking required a multi-pronged strategy. The City successfully applied to the Government of the Northwest Territories for a $12.9 million grant under the Build Canada Fund, which required a $4.3 million municipal contribution. Additional funding came from the GNWT’s Greenhouse Gas Funding Program and a public referendum to borrow $10 million. “The remaining funds were comprised of Formula 41 NOV 2025 | BUSINESS ELITE CANADA
Aquatic Centre Therapy Pool Aquatic Centre Upper Viewing Area 42 NOV 2025 | BUSINESS ELITE CANADA
Funding, Gas Tax Rebate and Reserves,” White explained. The project was guided through multiple phases of planning and consultation, with Stantec assisting in the initial community engagement. Taylor Architect Group developed the concept design, while Colliers Project Leaders served as project managers. Ultimately, Clark Builders was selected as the design-builder. “Taylor Architect Group remained on the project throughout as the City’s representative to provide key architectural and engineering input and advice,” said White. The finished facility represents a leap forward for Yellowknife. While the old pool offered five lanes and limited amenities, the new Aquatic Centre features a three-lane leisure pool, an eight-lane lap pool, therapy pool, lazy river, splash pad, steam room, large waterslide, diving boards, multipurpose rooms, and revenue-generating lease spaces. Indigenous art and design flow throughout the building, connecting the space to the community’s cultural roots. For youth, seniors, and athletes alike, the new centre brings opportunities that were previously out of reach. “The 25 meter 8 lane pool includes key components for a successful meet that includes touch pads and a large format score clock tied to the starting/timing system. The Aquatic Centre exceeds the RIMP in these capacities which now provides the opportunity for the Polar Bear Swim Club to host larger regional events,” White said. Seniors and youth were directly represented in the advisory process, ensuring that the facility’s features address their needs. School Groups doing Canoe Training 43 NOV 2025 | BUSINESS ELITE CANADA
Aquatic Centre 1 Meter Springboards and Mosaic of North Slave Métis Sash Aquatic Centre Lobby Aquatic Centre Splash Pad 44 NOV 2025 | BUSINESS ELITE CANADA
Building such a large facility in the North was not without its challenges. The most significant disruption, however, came in 2023. “The biggest event that affected the project was the 2023 Wildfire Evacuation Order that was issued on August 16, 2023 and lasted approximately 22 days. The impacts to the project were substantial including both schedule and costs,” said White. Despite these hurdles, the project was delivered, and anticipation built steadily across Yellowknife. “Many were shocked at the magnitude of the building once inside. The open vistas within, the colours and design all garnered many positive comments which continued to this day,” White said of the opening in May 2025. Looking forward, the aquatic centre is expected to play a central role in the city’s quality of life, complementing existing amenities such as ice surfaces, gymnasiums, climbing walls, and extensive outdoor recreation spaces. “The Aquatic Centre is one of several amenities within the community that enhance the experience of living and being in Yellowknife,” White said. “An abundance of recreation, arts, culture and sporting organization all play a part in providing a great quality of life for these opportunities to those interested in these pursuits.” To learn more, please visit www.yellowknife.ca/en/getting-active/aquaticcentre.aspx (Left to Right) Grant White - Director Community Services , Johanna Elliot - Facilities Manager & Carly Saunders - Programs Manager 45 NOV 2025 | BUSINESS ELITE CANADA
46 NOV 2025 | BUSINESS ELITE CANADA
When the 2013 Southern Alberta Flood devastated Calgary and its surrounding communities, it inflicted more than $5 billion in damages to infrastructure, businesses, and households. In the aftermath, it became clear that proactive, large-scale mitigation strategies were needed to protect Alberta’s economic engine from future disasters. The Springbank Off-stream Reservoir (SR1) is at the heart of that strategy. Hon. Rebecca Schulz, Minister of Environment and Protected Areas, described SR1 as “a critical part of Alberta’s flood mitigation strategy. SR1 works in tandem with the Glenmore Reservoir in Calgary to accommodate water volumes equal to the 2013 flood on the Elbow River, helping protect infrastructure, homes, and businesses, and Alberta’s economy from the costly impacts of flooding.” Unlike traditional reservoirs, SR1 is designed as a dry facility, only filling during flood events. “As the dry reservoir will only hold water during a flood event, in most years a lot of the land will be available for other uses, including First Nations exercising Treaty Rights and traditional uses, as well as general public use and access for recreational purposes,” says Schulz. Diversion Structure and Elbow River looking east. Spring 2025. (Photo Credit: Vinci) 47 NOV 2025 | BUSINESS ELITE CANADA
Diversion Structure on Elbow River. Spring 2025. (Photo Credit: Vinci) Looking north at the Diversion Structure during the testing operations. Spring 2025. (Photo Credit: Vinci) 48 NOV 2025 | BUSINESS ELITE CANADA
BUILDING ECONOMIC RESILIENCE The $850 million price tag reflects more than the urgency of flood protection; it underscores Alberta’s long-term commitment to safeguarding its economy and communities. Proactive measures are always more cost-effective than rebuilding after disaster. “In this case, proactive flood mitigation like SR1 is far more cost-effective than post-disaster recovery and rebuilding,” says Schulz. She added that minimizing risk for businesses and homeowners also stabilizes the broader economy: “Reducing the risk of catastrophic flood damage, SR1 safeguards homes, businesses, and critical infrastructure, minimizing costly emergency responses and service disruptions.” SR1 also provided an employment boost during construction. At its peak, about 500 workers were engaged in roles spanning skilled trades, engineering, environmental monitoring, and support services. Opportunities extended to Indigenous communities as well. Nine First Nations participated as environmental monitors and contributed to cultural training, creating both jobs and long-term expertise. WHY SR1 WAS THE BEST OPTION Flood mitigation alternatives such as McLean Creek and Bragg Creek were fully studied before SR1 was selected. The conclusion was clear: SR1 offered the best balance of protection, integration, and environmental outcomes. “It was clear that the SR1 project offered broader regional protection Commercial. Residential. Agricultural. High quality, custom-engineered precast concrete products for commercial and industrial builds in Western Canada. Structural Precast would like to extend our sincere thanks to VINCI Infrastructure Canada Limited for the opportunity to supply precast blocks for the Springbank Off-Stream Reservoir (SR1) Project. Sales@structuralprecast.com 1-844-299-2557 49 NOV 2025 | BUSINESS ELITE CANADA
Looking at the Service Spillway gates during testing operations. Spring 2025. (Photo Credit: TEC) Elbow River looking north. Spring 2025. (Photo Credit: Vinci) 50 NOV 2025 | BUSINESS ELITE CANADA
for Calgary and surrounding communities, unlike the Bragg Creek option,” Schulz explains. “SR1 also offered fewer environmental risks than the McLean Creek option, and ultimately would better integrate with existing infrastructure and emergency systems.” That integration has become a defining feature. Rather than acting in isolation, SR1 works in tandem with the Glenmore Reservoir. Together they create a two-tiered system—SR1 captures peak floodwaters upstream, while Glenmore fine-tunes water levels within Calgary. Schulz called this coordination “quite sophisticated” and emphasized that it allows for adaptive responses to shifting conditions in real time. There is also a strong environmental dimension to this operational strategy. Careful water management not only protects urban assets but also reduces riverbank erosion and shields aquatic habitats. As Schulz noted, “Carefully managed water releases help minimize riverbank erosion and protect aquatic habitats, balancing flood mitigation with environmental stewardship.” COLLABORATION WITH INDIGENOUS COMMUNITIES From the outset, Indigenous knowledge shaped how SR1 was planned and built. Schulz said she was “so grateful for the participation and contribution of the First Nations. Treaty 6 and Treaty 7 First Nations Rebecca Schulz, Minister of Environment and Protected Areas 51 NOV 2025 | BUSINESS ELITE CANADA
from nine different communities participated as environmental monitors, contributing traditional knowledge and cultural insight throughout the project.” One of the most important contributions was the principle of “resting and healing the land” for two years after construction or any flood event. This practice, along with the establishment of a First Nations Land Use Plan Implementation Committee, ensures that traditional perspectives continue to guide stewardship long after construction is complete. Environmental mitigation was another core priority. SR1 was deliberately designed to reduce disruption to the Elbow River’s natural flow, protecting fish populations and aquatic habitats. Regulatory processes required detailed plans for managing potential impacts on water quality, wildlife, and vegetation, and these plans were reviewed by Indigenous groups as well as government regulators before construction began. “The area is closed to unauthorized access for at least two full growing seasons after construction,” Schulz explains, “allowing vegetation time to regenerate and give wildlife time to adapt to the altered landscape. Environmental monitoring was conducted throughout construction and continues during operations to ensure long-term protection of the environment.” 52 NOV 2025 | BUSINESS ELITE CANADA
LOOKING AHEAD With construction complete, attention now shifts to how SR1 lands will be used in the years ahead. The land use plan strikes a balance between treaty rights, ecological stewardship, and limited recreation. “The plan designates the area as Crown land, allowing First Nations to exercise Treaty Rights and engage in traditional practices,” Schulz said. While it is not intended as a recreational hub, low-impact activities such as walking, cycling, and hunting will be permitted in designated areas. The focus remains on ecological protection, through measures such as vegetation management, wildlife-friendly fencing, and ongoing environmental monitoring. Importantly, ongoing operational costs are already covered: “Operations and maintenance for SR1 fall within the Ministry of Agriculture and Irrigation’s existing budgets.” For Alberta’s business community, SR1 provides protection against the financial and operational shocks of natural disasters. It reinforces economic stability across the region while also demonstrating how government and Indigenous partners can work together on shared priorities. For more information, please visit www.alberta.ca/springbank-off-stream-reservoir Diversion Structure during normal conditions. Spring 2025. (Photo Credit: Vinci) 53 NOV 2025 | BUSINESS ELITE CANADA
54 NOV 2025 | BUSINESS ELITE CANADA
The Prince Rupert Port Authority (PRPA) is advancing a project with national significance: CANXPORT. Originally launched as the Ridley Island Export Logistics Project (RIELP), the initiative has been rebranded to reflect its scale and long-term role in Canada’s trade future. A NEW GATEWAY FOR EXPORTS At its core, CANXPORT is a large-scale export transloading and logistics facility being built on a 108-acre site on Ridley Island at the Port of Prince Rupert. The facility is designed to transfer bulk commodities from rail into containers for global shipping, improving the flow of goods through Canada’s west coast. Once operational, CANXPORT will be able to accommodate 4.5 full-length unit trains per day, representing approximately 8 million tonnes of export capacity annually. In its first phase, the facility will add more than 400,000 TEUs of laden export capacity each year, with the potential to expand to 750,000 TEUs in the future. ORIGINS AND VISION According to Katherine Bamford, Vice President, Business Development, “CANXPORT originated as the Ridley Island Export Logistics Project (RIELP), a strategic initiative by the Prince Rupert Port Authority (PRPA) to enhance Canada’s export logistics capabilities. The project was rebranded as CANXPORT to reflect its broader national significance and long-term vision. Early works began in 2023, and in May 2024 the Canada Infrastructure Bank committed a $150 million loan to support the development.” 55 NOV 2025 | BUSINESS ELITE CANADA
She emphasizes that the initiative is about longterm competitiveness. “The development of new logistics capacities and capabilities in Prince Rupert is a critical element in ensuring the container business here stays competitive in the long run. CANXPORT was designed to establish largescale export transloading capacity to improve the import/export balance of container trade at the Port while enhancing stability and agility for Canadian exporters.” The rebranding was symbolic rather than structural. As Bamford explains, “The scope and vision did not change. As we moved from our working project name to something more permanent, we wanted a name that emphasized the benefits this facility will bring to Canada’s export industry.” SUPPORTING WESTERN CANADIAN INDUSTRIES Western Canada’s resource economy is at the heart of CANXPORT’s purpose. “Western Canada is an economic driver for Canada through export sectors like forestry, petrochemicals, mining, and agriculture,” Bamford notes. “These industries have historically faced challenging economic periods resulting from fluctuating market economies, supply chain instability, and dependence on US markets.” She adds that these challenges reinforce the need for diversification. “Canada’s growing resource sectors need stable and competitive supply chains to provide access to a diversified global market. The Prince Rupert Gateway enables that through 56 NOV 2025 | BUSINESS ELITE CANADA
strategic investments in terminal, logistics, rail, and road infrastructure like CANXPORT.” THE ROLE OF CN CN Rail plays a critical role in ensuring the new facility achieves its efficiency objectives. “CN is a key supply chain partner and enabler of trade through the Prince Rupert Gateway. The unit train capable trackage designed into the CANXPORT operation will support further intermodal efficiency with large-scale loop tracks that maximize the use of the Port’s footprint.” CONSTRUCTION PROGRESS Over the past 18 months, construction crews have brought the site closer to readiness. Bamford Katherine Bamford - Vice President, Business Development 57 NOV 2025 | BUSINESS ELITE CANADA
58 NOV 2025 | BUSINESS ELITE CANADA
explains that “most earthworks on the 108-acre greenfield development are nearing completion. Blasting and levelling of the platform is finished. Work is now focused on readying the embankments for the outbound rail tracks in preparation for rail and roadwork beginning in September.” The next phase involves new infrastructure for handling exports. “CANXPORT’s terminal operator, Ray-Mont Logistics, will commence construction on its new facilities for handling resin and other export products in coming months, with their operations expected to begin in June 2026 and become fully operational in early 2027.” EFFICIENCY AND SUSTAINABILITY Sustainability has been built into the project’s design from the outset. “CANXPORT will be the most efficient transload operation on the west coast – it’s integrated with the CN mainline and will have a direct link to Fairview Container Terminal via the port authority’s private dedicated road, the FairviewRidley Connector Corridor,” Bamford says. She stresses that reducing truck movements will have a measurable environmental impact. “With logistics operations fully contained within the Port 59 NOV 2025 | BUSINESS ELITE CANADA
60 NOV 2025 | BUSINESS ELITE CANADA
of Prince Rupert integrated intermodal ecosystem, CANXPORT will help minimize environmental impacts by significantly reducing greenhouse gas emissions generated by truck drayage operations.” Beyond efficiency gains, geography is an advantage. “This careful and deliberate design builds on the Port of Prince Rupert’s many natural advantages. As North America’s closest trade gateway to Asia, Prince Rupert provides safe and efficient access from transpacific trade routes through open and deep approaches. This helps significantly reduce pilotage times and shaves days off transportation of cargo to-and-from locations across western and central Canada and the US Midwest via CN’s continent-wide network.” INVESTMENT AND PARTNERSHIPS The financing model behind CANXPORT reflects strong collaboration across governments and industry. “Canada Infrastructure Bank, in its first port investment, provided a $150 million loan to the Prince Rupert Port Authority for the first phase of CANXPORT’s development,” Bamford says. “The Government of Canada and the Government of BC are also financial contributors to the project 61 NOV 2025 | BUSINESS ELITE CANADA
infrastructure, as well as PRPA, Ray-Mont Logistics, and CN.” INDIGENOUS PARTNERSHIPS Indigenous involvement has been a defining feature of the project’s development. “CANXPORT will support a variety of agricultural, forestry, and manufactured petrochemical products from across Western Canada with capability for additional commodities,” Bamford says. “In addition, local Indigenous partners are involved in the development and operation of CANXPORT. The primary contract site development was awarded by PRPA to an Indigenous joint venture that includes Metlakatla First Nation, Lax Kw’alaams Band, Gitxaała Nation, and IDL Projects Inc.” She also highlights their role in logistics operations. “Metlakatla and Lax Kw’alaams are also majority owners of Gat Leedm Logistics, the largest provider of truck drayage services within the Port, that will also support CANXPORT’s operation.” 62 NOV 2025 | BUSINESS ELITE CANADA
SHAPING THE FUTURE OF PRINCE RUPERT The facility is central to the future competitiveness of the Prince Rupert Gateway. “The diversification of our Gateway and the further development of the Port’s fully contained intermodal ecosystem are paramount to our success and will continue to set Prince Rupert apart from other ports in North America,” Bamford explains. “The CANXPORT project is at the centre of the transformation. It will enable transloading and logistics services on an unprecedented scale and unlock significant competitive advantages for Canadian exporters.” The scale of its impact is clear. “Once operational, CANXPORT will be able to accommodate 4.5 full length unit trains per day of bulk exports and empty containers, representing approximately 8 million tonnes of export capacity annually. With 400,000+ TEUs of laden exports capacity annually in Phase 1 with the ability to expand to 750,000 TEUs in the future, this project brings significant cargo optionality to Canada’s exporters.” 63 NOV 2025 | BUSINESS ELITE CANADA
64 NOV 2025 | BUSINESS ELITE CANADA
The port authority views CANXPORT as part of a wider effort to reshape Canada’s trade infrastructure. Bamford says, “The core of what we are building together is a better Canada through trade.” That broader agenda includes $3 billion in active investments across terminal, logistics, rail, and road projects. Alongside CANXPORT, PRPA is advancing the South Kaien Import Logistics Park (SKILP), an Indigenous-led collaboration with Metlakatla Development Corp., as well as the Ridley Island Energy Export Facility (REEF), a partnership with AltaGas and Vopak. “What we are building here is fundamental to enabling trade diversification and resiliency in our supply chains,” Bamford notes, emphasizing that “the Port of Prince Rupert is uniquely positioned to continue to grow capacity and market access for Canadian trade to new and existing Asia-Pacific markets.” For more information, please visit www.rupertport.com 65 NOV 2025 | BUSINESS ELITE CANADA
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