Skills Ontario has consistently demonstrated a deep and unwavering commitment to advancing diversity, equity, and inclusion across the skilled trades and technology sectors in Ontario. As an organization, they do more than advocate for change—they actively create it. They have shown clear commitment to community benefit programs through its longstanding investment in workforce development initiatives that prioritize equity-deserving groups, including women, Indigenous communities, newcomers, racialized youth, and persons with disabilities.

Through strategic partnerships, inclusive programming, and outreach initiatives like their Young Women’s Initiatives, First Nations, Métis, and Inuit-focused programs, and Black Youth in Skilled Trades events, Skills Ontario ensures that youth from all backgrounds—especially those who have historically been underrepresented—see themselves in trades, and more importantly, believe they belong.

One example is the Umoja Series, a culturally-responsive and inclusive program created by Skills Ontario to support Black youth in exploring career opportunities in the skilled trades and technologies. Through storytelling, panel discussions, mentorship, and real-world exposure, the Umoja Series uplifts Black voices in trades and helps break down systemic barriers that limit access and awareness.

A Women’s Work Support Centre (AWW) is a groundbreaking, woman-led non-profit organization that sets a new standard for community benefits in the construction industry. As Ontario’s first trade school dedicated exclusively to women, AWW provides free skilled trades training designed to address barriers faced by women—particularly those from underrepresented and marginalized backgrounds. The organization’s 16-week program includes hands-on training in areas like drywall, tiling, and framing, paired with mentorship, mental health support, and job placements.

AWW has enrolled over 900 women to date, successfully training more than 150 and placing 45 into construction roles between 2024 and 2025—a measurable, attainable, and timebound achievement that demonstrates its commitment to industry best practices. By creating a reliable pipeline of skilled, job-ready women workers, AWW not only meets the labor demands of the construction sector but also fosters equity and long-term community impact.

WMRCC of Durham has been in the community for 32 years. It was the only organization in Durham Region back in the day providing services and programs to Black and racialized women in the Region. The organization has grown in not only delivering trauma informed care services but entrepreneurship to assist immigrants and racialized women and young women get into skilled trade and owning their business. WMRCC is a centre for worker cooperative development. (WCD). Through this initiative women partner with like minded women to start their cooperative business in different areas.

WMRCC is a recognized leader in the community on DEIA and Social Justice, delivering training with both the Toronto and Durham Regional Police, OAITH member agencies across Ontario, in BC at the Canadian Race Relations Foundation Conference, Ontario Power Generation staff, shelters and social services in Durham Region, and many businesses, and hospitals, Toronto Western Hospital, Lakeridge Health, CMHA, colleges and universities, etc. These activities exemplify best practices in construction-related community benefits by fostering inclusive workforce development, training, and employment pathways that are targeted, sustainable, and equity-focused.

Canadian Turner Construction Company Ltd. exemplifies leadership in integrating core values of community benefits into infrastructure projects through measurable, attainable, and inclusive practices. With a 2024 workforce that is 58% diverse—exceeding Toronto’s demographic average—Turner sets annual hiring quotas to ensure continued progress, with over 50% of new hires from underrepresented groups. The Turner School of Construction Management equips minority- and women-owned businesses for success, while partnerships with the Afro Canadian Contractors Association and WoodGreen support BIPOC contractors and single mothers.
Turner’s inclusive culture is driven by employee resource groups, structured mentorship, and anti-racism training. All Turner leadership and officers took anti-racism training that focused on the history of racism, privilege and allyship.Their recruitment process includes bias-reducing scorecards and outreach to equity-seeking communities through career fairs and colleges. Procurement policies emphasize engaging diverse suppliers, and all trade partners are encouraged to support equity goals on project sites. Turner’s strong alignment of values, strategy, and execution makes them a national model for embedding equity, diversity, and inclusion into the core of infrastructure development.

Bass Installation, led by Stephen Callender and now under the leadership of CEO Natasha Callender-Wilson, exemplifies community benefits in the construction industry through its commitment to diversity, inclusion, and local engagement. Their proactive approach serves as a model for integrating community benefits into construction practices. Bass Installation has implemented comprehensive policies to foster a diverse and inclusive workforce. Their Diversity, Equity, and Inclusion Policy ensures fair treatment regardless of gender, race, or background. The Performance Management and Human Rights Policies further reinforce this commitment by promoting equity and preventing discrimination. These policies are complemented by an Employee Manual that emphasizes respect and dignity for all employees.

Bass Installation actively participates in community initiatives, such as Build a Dream events, to empower underrepresented groups in the trades. Their collaboration with the Afro Canadian Contractors Association and the Toronto Community Benefits Network demonstrates a commitment to broader community development. Additionally, their involvement in projects like the Sixteen Mile Sports Complex reflects their dedication to community-oriented construction.

Tridel's $26.8 million commitment to community benefits in Regent Park and similar efforts in Alexandra Park highlight their focus on local economic empowerment, including local hiring, training, and small business support. Additionally, they have invested over $360,000 in social procurement, prioritizing diverse and social enterprises. The company tracks success through employee engagement surveys (with over 90% participation) and analytics from their recruitment system, ensuring equitable opportunities for all.

Tridel’s Multi-Year DEI Action Plan guides inclusive recruitment, leadership development, and workplace culture. Tridel actively partners with organizations like Toronto Community Housing (TCHC), Miziwe Biik, and the BOLT Foundation to engage underrepresented groups and provide pathways into construction careers.Their community impact extends beyond hiring, including youth mentorship programs, scholarships, and support for local businesses. Tridel’s focus on Indigenous reconciliation, exemplified by internships for Indigenous youth and procurement from Indigenous-owned businesses, further strengthens their social responsibility efforts. Through these initiatives, Tridel provides measurable and sustainable community benefits while driving meaningful change within the construction industry.

The Canadian Union of Postal Workers (CUPW), led by Jan Simpson, exemplifies best practices for community benefits. Under Simpson’s leadership, CUPW has implemented policies that significantly increase the representation of Indigenous and racialized communities at Canada Post and within the union. Their commitment to diversity is evident in the affirmative action plans they developed to encourage the hiring of Indigenous workers, as well as their role in shaping Canada Post’s employment equity policies.

CUPW has also adapted its recruitment and hiring practices to be more inclusive. For instance, since Simpson’s election, the national office has diversified significantly, with more Black employees now represented in a space that previously lacked such diversity. These efforts are measurable, as CUPW tracks the increase in hiring and leadership representation of Indigenous and racialized groups, notably through the activities of their Joint National Human Rights Advisory Committee. Beyond workforce diversity, CUPW champions community-based initiatives, such as the proposed expansion of postal banking services to underserved rural and Indigenous communities. This initiative is designed to improve economic inclusion by providing essential financial services in marginalized areas.

LiUNA Local 183 exemplifies leadership in advancing diversity, equity, and inclusion (DEI) within the construction industry. It has adopted the LEAD Charter of Inclusion and Diversity, which is incorporated into the 2022–2025 construction industry collective agreements. The charter commits the union to promoting racial and gender diversity and inclusion in the industry and communities. With over 70,000 members, the union has implemented several initiatives that align with community benefits goals and objectives.

LIUNA Local 183 has actively participated in initiatives like the NexGen Builders Mentoring Program for Black youth, which was initiated in partnership with the LiUNA African American Canadian Caucus. Another notable example is the partnership with Aecon to deliver the Women in Trades program. This collaboration provides women with Construction Craft Worker training at the LiUNA Local 183 Training Centre, preparing them for employment in the construction industry. The program aims to increase female participation in trades, with a goal of having 20% of training participants be women. Through these initiatives, LiUNA Local 183 demonstrates a strong commitment to fostering an inclusive and equitable construction industry.

Trades NL represents 14 building trades unions in its work operations and prides itself on having a diverse, qualified, safe, and productive workforce of over 14000 unionized skilled trade workers. Trades NL fosters a culture of inclusion and belonging for all, including employees, members, and communities. Trades NL values diversity, inclusion and belonging within its organization and recognizes the mental health impact that comes with having a safe and respectful workplace. As part of the organization’s diversity work, Trades NL created an Indigenous Skilled Trades Office (ISTO) in 2018, located in Happy Valley-Goose Bay. In 2023, the office expanded to Corner Brook and St. John’s which gave staff the ability to offer services province wide to more diverse communities.

The ISTO has advanced the DEI within Trades NL and the community by successfully assisting over 500 clients with job search skills, preparedness, and/or employment interventions.
As its mission, the office seeks to create new employment opportunities for Indigenous apprentices and journeypersons while increasing apprenticeship completion rates.
The ISTO also fosters greater commitment and participation of employers and unions to create employment opportunities, overcome barriers and enhance support in the workplace.

Buy Social is a social enterprise that believes that procurement is more than an economic transaction, it contributes to community social and economic goals. We see opportunities to buy and sell with impact at all levels in the marketplace. Through social procurement advocacy, education, and consulting, we are unleashing the transformative power of the market. Established in 2014, Buy Social Canada brings together purpose-driven purchasers and social value suppliers to build business relationships that generate social benefits for communities across the country. We work with the community, private sector, and public sector to provide training, develop policy, and share resources. We offer a recognized, Canada-wide social enterprise certification that opens the door to our growing network of social purchasers. Our team has been engaged in Community Benefits in construction policy and practices for over a decade. We have also created a guide that brings together that innovation and expertise so that community organizers, policy makers, and construction companies can leverage construction projects to achieve community goals.

The Oakwood Vaughan Community Organization (OVCO) was formed out of the Oakwood Vaughan Neighbourhood Action Partnership (OV NAP), a city-mandated community consultation table. In response to the imminent closure and potential privatization of Vaughan Road Academy (VRA), OV NAP created a resident-led sub-committee to address the issue. This sub-committee quickly became the driving force behind OV NAP’s work and was eventually incorporated as OVCO to function independently. With this transition, OVCO gained the capacity to lead advocacy efforts, deliver services, and administer community-driven projects outside the framework of the City-sponsored initiative.

OVCO is a grassroots, community-based organization committed to uniting residents, advocating for a vibrant and healthy neighbourhood, and establishing a hub for local services and shared space. The organization operates on principles that recognize the strengths of every individual, the need to challenge systemic oppression, and the importance of supporting those with fewer choices and greater needs. OVCO emphasizes respectful engagement and empowers residents to make decisions for their community. It is widely recognized by local residents, other community organizations, all levels of government, and the Toronto District School Board (TDSB) for its leadership in mobilizing action, conducting relevant research, and championing community priorities with integrity and inclusivity.

The HCBN began in response to the opportunities presented by the Hamilton Light Rail Project. With pressure from the community, the previous Ontario government included in Bill 6: The Ontario Infrastructure for Jobs and Prosperity Act, a mandate for Community Benefit requirements for some infrastructure projects in Ontario. Inspired by the success of the Toronto Community Benefits Network (TCBN) and the opportunity afforded by the Hamilton Light Rail project, The Hamilton Community Benefits Network was formed.The HCBN envisions Hamilton as an inclusive, thriving city in which all residents have equitable opportunities to contribute to building healthy communities and a prospering economy.

Crosslinx Transit Solutions Constructors (CTSC) is a leading example of how the construction industry can deliver meaningful and measurable community benefits. As the first contractor to embed a Community Benefits Agreement into its Project Agreement for the Eglinton Crosstown LRT, CTSC has built a strong foundation for inclusive workforce development. Through its Community Benefits and Apprenticeship Program, CTSC hired over 600 individuals from diverse backgrounds, many of whom advanced into other major transit projects or earned professional certifications such as PEng, PMP, and LEED—clear, timebound markers of success.

CTSC’s workforce includes 30% women, an exceptional achievement in a male-dominated industry. The company actively partners with unions like LiUNA 506 and Local 793 and collaborates with community groups such as Building Up and the Toronto Community Benefits Network. CTSC also invested $8.8M in local businesses and $1M in social enterprises, including 30,000 hours of work with Building Up. Its inclusive approach spans leadership training, mentorship programs, culturally sensitive onboarding, and events marking Black History Month, Pride, and Indigenous reconciliation. Through its policies and partnerships, CTSC sets a clear, replicable standard for equity, diversity, and community impact in the construction industry.

With a formal Community Benefits Agreement (CBA) in place, the Gordie Howe International Bridge project is a transformative $7 billion infrastructure initiative linking Windsor, Ontario and Detroit, Michigan, with completion slated for fall 2025. This cross-border bridge project exemplifies industry-leading standards in community benefits within the construction sector.

The CBA was developed through meaningful engagement with equity-deserving groups and is comprehensive in both scope and duration, ensuring benefits extend across the lifecycle of the project. Although not all targets are currently measurable, the project incorporates strong implementation mechanisms—such as detailed clauses in agreements with contractors and unions, dedicated resources and procedures, and allocated funding. Key components include an active Community Benefits Program, quarterly and annual public reporting, and a working group where community members co-chair and hold equal voice. These practices underscore a commitment to inclusivity and accountability. A collaborative structure between stakeholders ensures that risks are managed, and deliverables are enforced through remedies when necessary.

The New St. Paul’s Hospital project in Vancouver stands as a model for integrating community benefits into large-scale infrastructure. Initiated in 2021, this $2.174 billion development is the first to activate the City of Vancouver’s Community Benefit Agreement (CBA) policy, aiming to deliver measurable, attainable, relevant, and time-bound outcomes for local communities. Under the CBA, the project set clear targets: 10% of new hires from equity-deserving groups, 10% local procurement, and 10% social procurement from certified social enterprises. As of early 2023, the project has exceeded these goals, with 48% of new hires identifying as equity-deserving, 30% of procurement spent locally, and 16% directed to social enterprises.

The project's commitment extends beyond construction. Providence Health Care, the hospital owner, is required to uphold these community benefit standards throughout the building's operational life, ensuring sustained positive impact. Through strategic partnerships with organizations like EMBERS Staffing and CleanStart Property Services, the project has facilitated employment for individuals facing barriers and supported social enterprises, demonstrating a comprehensive and impactful implementation of community benefit principles.

As Human Rights Representative and lead instructor of the IBEW 353 Pathways Program, Ticha has consistently applied strategies to dismantle barriers for historically excluded groups—particularly Indigenous, racialized, and newcomer women. Under Ticha’s leadership, the Pathways Program has, since April 2022, accepted 169 participants, including 150 women, with a focus on those from Indigenous, racialized, and newcomer communities. Of these, 136 participants have completed the intensive 15-week skills training, and 57 have started 10-week job placements. To date, 49 have been sponsored as apprentices, and 42 are now registered as at least first-term apprentices—demonstrating clear and measurable success in transitioning participants into the IBEW 353 apprenticeship stream and into the electrical industry. These outcomes demonstrate not only impact but a sustainable pathway into the trades. Ticha also secured public funding and ensured culturally safe, barrier-free access to training—concretely advancing equity goals linked to publicly funded infrastructure projects.

Ticha’s creation of the Bystander Intervention Train the Trainer program—launched in partnership with Hamilton Interval House—marks a sector-first initiative that addresses psychological safety. Its rollout beginning May 22 reflects a commitment to industry-wide cultural change, positioning it as a new gold standard for workplace inclusion. Beyond job sites, Ticha’s work with the Canadian Labour Congress and the IBEW Electrical Workers Minority Caucus has influenced national labour equity strategies. Their leadership not only changes policy—it changes lives.

Varni Tayalan, Community Relations Specialist at Aecon, is a distinguished leader in advancing measurable, timebound, and impactful community benefits within the construction industry. As a champion of equity, diversity, and inclusion, Varni played a pivotal role in the Finch West LRT project, where her efforts resulted in 21% of hires coming from community benefit targets and over $25 million invested locally. She led outreach that connected 46 BIPOC and equity-seeking professionals to employment and coordinated over 120 outreach events, 60 information sessions, and 50 resume workshops.

Varni developed a first-of-its-kind internship program with the Toronto Community Benefits Network, placing 20 newcomers into internships—19 of whom secured permanent roles. She collaborated with unions such as LiUNA Local 506 to arrange direct dispatch to apprenticeships, contributing to a workforce that included 12% apprentices and 20% women. She’s also educated over 400 subcontractors on inclusive hiring practices, created new demographic tracking systems, and applied Global Diversity & Inclusion Benchmarks to her work. Her advocacy extends to Metrolinx, the City of Toronto, and non-profits like TRIEC and Access Employment. Through measurable results and long-term strategic planning, Varni sets a high bar for inclusive infrastructure development across Canada.

Walied Khogali Ali is a standout leader and advocate for equity in Toronto’s construction and urban development sectors. As Co-Chair of the Regent Park Social Development Plan, Neighbourhood Association, Community Benefits Oversight Working Group (CBOWG), and Build Ontario Line Differently (B.O.L.D.), Walied has played a transformative role in aligning the construction industry with community benefits standards and best practices. Walied spearheaded the finalization of a Community Benefits Agreement (CBA) for the Regent Park Phases 4 & 5 Revitalisation Project valued at $26.8 million. Targeted for completion by November 2025, the CBA includes bold local hiring goals, especially for Black, Indigenous, and newcomer residents, and integrates mentorship, apprenticeship, and job retention supports.

Walied’s leadership is rooted in collaborative engagement, from mentoring dozens of youth to advising developers, unions, and governments on inclusive practices. His initiatives reflect measurable outcomes: diverse workforce pipelines, job preparation strategies, and systems-level reforms including the advocacy for income-based affordable housing policies (OPA558). Through advocacy, coalition-building, and policy reform, Walied exemplifies the best practices for equity-driven construction, making him a deserving recipient of the Community Benefits Champion Award.

Amadou Ceesay, a Journey Carpenter with Carpenters Union Local 27 and founder of Fanatech Cladding, exemplifies the highest standards of community benefit in the construction industry. His work is grounded in measurable, attainable, relevant, and timebound impacts. In 2024, Amadou won the Ontario Regional Siding Competition and represented his craft at the National Apprenticeship Competition, proving his technical excellence. But his true legacy lies in mentorship: as a previous mentee in the NexGen Builders Mentoring Program, Amadou has turned around to become a peer mentor and mentor in his union and the community. He has trained and supported over 100 apprentices, newcomers, and underrepresented individuals across the GTA, Halton, and Durham regions.

Amadou’s leadership is action-driven. He co-organized Local 27’s first Black History Month celebration, served on the EDI Subcommittee, and mentors through Sisters in the Brotherhood. His initiatives—such as mentoring at TCBN, building planter boxes for seniors, and supporting youth workshops—reflect clear, purpose-led timelines and outcomes. Internationally, he’s empowered 80,000 youth in The Gambia and raised $20,000 for humanitarian construction in Jamaica.

Through Fanatech, Amadou creates inclusive job opportunities for individuals seeking a second chance, turning job sites into communities of learning and growth. His leadership style—humble, empathetic, and culturally aware—makes him a vital force in shaping a more equitable trades sector. Amadou truly embodies what it means to be a NexGen Builders Champion.

Said Keyliye, a Drywall Apprentice with Local 675 Drywall Union, exemplifies the core standards and best practices for community benefits in the construction industry. Through his measurable and timebound goals—such as completing Health and Safety certifications and a Project Management course by the end of the summer, and achieving his Red Seal certification by year’s end—Said demonstrates a focused and attainable pathway toward professional excellence. His active involvement in Health and Safety Committees at every job site shows a deep, ongoing commitment to workplace well-being and leadership.

Said’s journey began with the Quick Start program at TCBN in 2021, a foundational experience he credits as launching his career. Despite pandemic-related challenges, he remained connected and resilient, highlighting his capacity to navigate obstacles constructively. Now a registered mentor in the NexGen program, he shares his insights with emerging tradespeople, directly contributing to workforce development and community empowerment. By promoting safe, respectful, and inclusive work environments and consistently investing in his education and leadership, Said aligns with the broader goals of building equitable, skilled, and diverse talent in the construction trades. His growth-oriented mindset and dedication to uplifting others make him a standout nominee for the NexGen Builders Champion Mentee Award.

Samuel Kuluuqtuq is an outstanding young Inuit tradesperson whose dedication, leadership, and commitment to community make him a role model for the next generation of builders in Nunavut. Sam began his journey in construction as a laborer and has steadily progressed through hard work, mentorship, and formal training. After completing a carpentry course at Algonquin College, he returned home to Iqaluit to work with NCC Development Limited, where he continues to grow as an Apprentice Carpenter. He is currently preparing to challenge his Red Seal Exam.
What sets Sam apart is his passion for giving back. He is determined to mentor other Inuit youth and encourage them to pursue careers in the trades. He demonstrates a deep respect for craftsmanship, sustainability—including knowledge of green and net-zero building—and the value of community-based work. Through every step, he embodies the best practices of the construction industry: attainable goals, cultural relevance, and a vision for long-term community benefit. Sam’s journey reflects both personal determination and a broader impact, making him an ideal candidate for this award.

Brittany Anderson, a Natural Gas Pipeline Inspector at Enbridge, is recognized for her leadership within her union, where she contributes to equity and inclusion committees and actively supports outreach to underrepresented jobseekers impacted by COVID-19, job loss, and poverty. Her mentorship is deeply rooted in building lasting confidence and capability in mentees, particularly women entering a male-dominated field. Brittany creates safe, empowering spaces that encourage open dialogue, enabling mentees to ask questions, confront challenges, and celebrate milestones without fear of judgment. She mentors not only through technical instruction but also by modeling advocacy, leadership, and resilience—instilling tangible skills and emotional strength in her mentees.

Brittany’s contributions provide measurable growth in mentee confidence and leadership engagement, attainable steps through individualized guidance, by providing relevant support in addressing systemic barriers, and transformation through her consistent involvement in mentoring programs like TCBN’s NexGen Builders. Her clarity, commitment to anti-racism, and motivational presence make her an outstanding candidate for the NexGen Builders Champion – Mentor Award.

Joel Kitaka, a Journey Person Carpenter with Carpenters Union Local 27, is a standout mentor in the construction industry whose leadership embodies the highest standards of community benefits best practices. As Chair of the Equity, Diversity & Inclusion (EDI) Committee, Joel drives systemic change through initiatives that are **measurable** (such as increased representation of Black and racialized workers), **attainable** (connecting mentees to apprenticeships), **relevant** (celebrating cultural events like the union’s first Black History Month), and **timebound** (active outreach during COVID-19 recovery efforts).

Joel mentors through the Toronto Community Benefits Network’s NexGen Program and in the workplace, where he delivers hands-on coaching while fostering emotional intelligence and self-advocacy. His outreach to marginalized communities directly contributes to inclusive hiring and economic opportunity. He’s known for offering “tough love” grounded in lived experience, which helps mentees overcome systemic and personal challenges. By inspiring confidence and access, Joel transforms mentorship into real-world impact: mentees gain employment, leadership roles, and the ability to mentor others. His mentorship model is not only personal—it’s structural, community-oriented, and deeply transformative. Rokhaya Gueye notes that Joel’s commitment has catalyzed hope and leadership across communities, making him an ideal recipient for the NexGen Builders Champion – Mentor Award.

Wade Whittle, Superintendent at NCC Investment Group Inc., stands out as a mentor deeply committed to community-based capacity building in the construction industry. Wade exemplifies best practices for community benefits by fostering local employment, career advancement, and long-term skill development in Gjoa Haven—a remote community of just 1,350 people.
Through direct mentorship, Wade has guided eight local trainees who recently completed pre-trades training. His leadership has set clear, time bound goals—preparing these individuals to sit for the TEE (Trades Entrance Exam) and pursue apprenticeships. These efforts are measurable and impactful, transforming the lives of youth who previously faced employment instability. His approach is rooted in attainable and relevant objectives: creating meaningful pathways into the construction sector for those who would otherwise be overlooked.

Wade’s mentorship goes beyond technical training. He provides consistent support, sets high expectations, and delivers the tough but compassionate guidance necessary for long-term success. By doing so, he’s not just building infrastructure—he’s building confidence, purpose, and future tradespeople within the community. Wade Whittle embodies the spirit of the NexGen Builders Mentor Award through results-driven mentorship that delivers tangible and lasting benefits to both individuals and the broader construction industry.

BC Infrastructure Benefits Inc. (BCIB) is committed to building a diverse and inclusive workforce in the skilled trades through its mandate under the Community Benefits Agreement (CBA). The CBA’s objectives are to foster culturally respectful, discrimination-free workplaces, and to prioritize apprenticeship and employment opportunities for Indigenous people, women in non-traditional roles, people with disabilities, and other equity-seeking groups. BCIB ensures these objectives are embedded across 15 major infrastructure projects—nine active, five completed, and one in procurement—through systems, supports, and policies that uphold equity and retention goals.

BCIB sets and monitors apprentice hiring targets aligned with provincial ratios, and its Apprenticeship & Trainee Committee ensures apprentices are prioritized for dispatch and receive support toward Red Seal certification. Apprentices benefit from structured check-ins at 7, 30, and 60 days, union sponsorship, appropriate supervision, and priority rehiring on CBA projects. BCIB collaborates with unions and training institutes to support apprentices returning to school and transitioning into careers. As of March 2025, 11% of project hours were worked by trainees and apprentices, exceeding the 10% target, and 20% of the workforce comprised apprentices or trainees toward a 25% goal. In 2024, BCIB marked a milestone when a first-year electrical apprentice won the Top Apprentice Award at the National Training Institute Tradeshow.

Building Up exemplifies industry-leading standards in advancing community benefits in construction. On the job, Building Up provides hands-on training and culturally relevant mentorship, ensuring individuals feel supported from day one. Their structured alumni program extends this support post-training through job placement, career coaching, and networking—clearly defined steps toward sustained employment. Apprenticeship success is strengthened through strategic partnerships, notably with LiUNA 506, offering a direct and time-sensitive path into unionized trades careers.

Leadership development is another core area of impact. Notably, two women—one Black and one formerly incarcerated—were recently promoted to managerial roles, demonstrating achievable, timebound internal growth. Building Up's leadership team is 50% women, BIPOC, and LGBTQ2S+, setting a benchmark for inclusivity in a traditionally homogenous industry. In addition, Building Up engages in social procurement and partners with other social enterprises to extend its impact beyond construction. Through its inclusive leadership model, wraparound support, and strategic community-building efforts, Building Up embodies the transformative potential of community benefits in construction.

NCC Investment Group Inc., a 100% Inuit-owned organization based in Nunavut, exemplifies best practices in community benefits within the construction industry by fostering an inclusive, supportive, and empowering work environment. Their initiatives are measurable, attainable, relevant, and timebound, reflecting a strong commitment to the development of Indigenous talent. NCC actively supports Inuit and other diverse employees by offering financial assistance, on-the-job training, tutoring for entrance exams, and support for childcare needs—removing common barriers to advancement in skilled trades and apprenticeships. Apprenticeship pathways are clearly defined and bolstered by wraparound supports, ensuring career goals are both reachable and sustainable.

Leadership development is another cornerstone of NCC’s approach. Through structured mentoring—including one-on-one coaching from the CEO—employees are guided from operational roles into senior management positions. A notable example is the promotion of a young Inuit staff member from supervisor to Corporate Operations Manager, under direct mentorship. Additionally, NCC invests in workforce training programs tailored to small communities, allowing residents to access skilled positions without relocating. Their efforts not only enhance economic opportunities but also contribute to building stronger, self-sufficient communities in the North.

The Centre for Inclusive Economic Opportunity, Golden Mile (A-GM) is a community-driven construction social enterprise based in Scarborough, Ontario, operating in the Greater Toronto Area. Established in July 2022 as a joint venture between Aecon Utilities (49%) and CIEO Golden Mile (51%), A-GM delivers utility infrastructure services including hydrovac, traffic control, fibre optic installation, and surface restoration. With union affiliations (LiUNA 183 & 793) and successful project delivery up to $1.7M, A-GM bridges commercial excellence with a strong community mission.

Since A-GMinception, the company has hired 35 individuals—most previously unemployed and trained through local pre-apprenticeship programs. Of its workforce, 67% are racialized and 38% are newcomers to Canada. A-GM has paid nearly $2 million in wages, directly increasing local income levels, and commits to reinvesting 51% of its profits into the Greater Golden Mile—demonstrating an attainable and relevant model for community wealth-building.
By combining Aecon's construction expertise with CIEO’s grassroots connections, A-GM exemplifies best practices in equitable hiring, workforce development, and reinvestment. This innovative model redefines subcontracting in the infrastructure sector through accountability and local impact.

Énska, co-led by Tim Coldwell and Wes Hall, is Canada’s first Indigenous real estate advisory and project governance firm. Based in Toronto, Énska works with First Nations, institutions, governments, nonprofits, and investors to drive inclusive development. Rooted in the Mohawk concept of unity (“Énska” meaning "one"), the company leverages real estate to generate shared value, build community wealth, and foster environmental stewardship.

The company is committed to impacting 50,000 families through skilled trades employment—an ambitious, quantifiable goal addressing the construction labour crisis. They achieve this by creating pathways for youth, particularly from underrepresented communities, and by forming national partnerships, such as with *Honour the Work*, to introduce students to trades through curriculum-integrated tools and materials. Énska embeds inclusion into project governance by ensuring First Nations are involved in all phases of development. They also work with *Buy Social Canada* to verify and track community benefits as part of monthly project reporting—demonstrating accountability and transparency. Through inclusive team building, measurable impact goals, and verified social procurement, Énska exemplifies best practices in creating relevant and attainable community benefits within the construction industry.

ProPlanix Consulting Group Inc., led by Neil Lowhar, is a distinguished leader in construction consulting, specializing in project planning, estimation, training, and design-build solutions. Under Neil's leadership, the company has built a strong reputation for delivering high-quality services while championing diversity and inclusion in the construction sector. ProPlanix provides comprehensive project controls and planning services, including the development of detailed, resource-loaded critical path method (CPM) schedules using tools such as Primavera P6, Microsoft Project, and Tilos. These schedules help clients predict project outcomes and manage timelines effectively. In addition, the firm implements cost control systems and procedures, utilizing Earned Value Management (EVM) methodologies to continuously monitor the financial performance of a project.

Neil is also an influential mentor in the NexGen Builders Mentoring Program, where he dedicates his time to guiding emerging construction professionals, especially from underrepresented communities. His commitment to nurturing the next generation of builders is evident in the growth of countless protégés in the industry. As a Platinum Member of the Afro Canadian Contractors Association, ProPlanix actively contributes to initiatives that support Black and racialized professionals in construction. The company’s dedication to fostering an inclusive industry aligns with its mission to break down barriers and provide opportunities for marginalized groups.

President at the Toronto Community Benefits Board of Directors, Chris Campbell’s transformative leadership in the Canadian construction industry spans over three decades, marked by a steadfast commitment to equity, mentorship, and community empowerment. As President of Carpenters’ Union Local 27 and Director of Equity, Diversity, and Inclusion at the Carpenters’ Regional Council, Campbell has been instrumental in creating pathways for Black, Indigenous, and racialized youth into the skilled trades. Campbell's influence extends beyond his union roles. He served on the Coalition of Black Trade Unionists, and the Toronto Police Black Community Consultative Committee. His volunteer work with The Children’s Breakfast Clubs further underscores his commitment to community service.

In 2023, in his role at the George Brown College Foundation Board of Directors, he established the Chris Campbell Perseverance Award at George Brown College, a scholarship supporting exceptional full-time students from diverse backgrounds enrolled in construction and skilled trades programs. His accolades include the 2024 Impact Award from George Brown College, the 2022 Bromley Lloyd Armstrong Award for equity and human rights, and recognition as one of Canada’s 100 Most Influential Black Canadians in 2022 . Through his unwavering dedication, Campbell continues to inspire and pave the way for future generations in the construction industry.

David Galvin has demonstrated long-standing leadership and innovation in advancing community benefits within the construction sector. As Labour Relations Manager for Crosslinx Transit Solutions (CTS), the consortium delivering Toronto’s Eglinton Crosstown LRT, David has been instrumental in embedding equity, diversity, and inclusion across all stages of the project. David led the implementation of a Community Benefits and Liaison Plan that has delivered measurable, timebound, and transformative results. Under his guidance, CTS hired over 424 individuals from equity-deserving groups, including 202 apprentices and journeypersons, and 222 in technical, administrative, and professional roles.

He worked directly with union partners—such as LiUNA Local 506—to recruit from underrepresented neighborhoods and ensure training and retention support. His direct mentorship and advocacy helped many participants progress to long-term careers in construction, extending beyond the Crosstown project to other major transit builds like the Ontario Line and Hurontario LRT. Beyond hiring, David has built strong partnerships with community and social organizations, driven cultural change within CTS, and served as a role model for inclusive labour practices.

Judy Brooks has made significant contributions to community development through her role at Metrolinx and her involvement in various community initiatives. As the Manager of the Community Benefits and Supports Program at Metrolinx, she has been instrumental in integrating community-focused strategies into large-scale transit projects. Under her leadership, the program has created over 1,700 job opportunities, with a notable percentage filled by individuals from BIPOC communities and women. Additionally, the program has directed substantial economic benefits to local businesses and social enterprises, totaling $171.2 million across various projects.

Beyond her work at Metrolinx, Judy Brooks has actively participated in community organizations. She is recognized for her leadership in community and policy development, particularly in areas related to program development, organizational effectiveness, and community planning and engagement. Judy' work exemplifies how infrastructure development can be leveraged to create lasting positive impacts on communities, demonstrating a commitment to social equity and community empowerment.