In this episode of ‘Expanding the Possible’, our guest is Krigh Bachmann, HH Angus’ Design Technology Leader, who has more than twenty years of design experience and technical expertise in the integration of digital technology. Krigh discusses how to incorporate the ISO 19650 standard into digital practices, the value of a common data environment, and how to start defining digital requirements.
Today, the AGO is considered one of the largest art museums in North America with a collection of over 120,000 works of art. Currently 583,000 ft2 and growing, the gallery ranks among Ontario’s premier cultural attractions, drawing over one million visitors annually. But like most well-established cultural icons, its origins were far more modest.
The Art Museum of Toronto began life on July 4, 1900, at 165 King Street West. A few years later, it relocated to ‘The Grange’, a large home bequeathed to the Museum and still part of the AGO today. In 1919, the name was changed to the Art Gallery of Toronto. Admission to its three galleries was 25 cents. In 1920, the Gallery hosted the first exhibition by the newly formed Group of Seven. In 1966, the name was changed again, to the Art Gallery of Ontario, underscoring the growing importance of the gallery.
HH Angus began providing consulting services to the AGO in 1925, creating design and engineering drawings for its first HVAC system and we subsequently worked on numerous projects for the gallery. For its comprehensive 2008 ‘Transformation AGO’ project, we acted as the mechanical engineering and vertical transportation consultants.
The Transformation project was designed by world-renowned architect Frank Gehry and included 97,000+ ft2 of new space to increase viewing areas by 47%, plus 187,000 ft2 of renovations to the existing space. Innovative design considerations were implemented for phased construction, installation and commissioning, and in the integration of the new and existing spaces.
‘Transformation AGO’ Project - Engineering approaches to protecting and preserving works of art
To achieve the desired functionality and aesthetics of the project, the client and architectural team proposed three main challenges:
The building was divided into 70 zones, with each gallery space fitted with dedicated sensors controlling the individual equipment in remote rooms.
Frank Gehry’s design aesthetic provided some interesting challenges for the engineering design. Adrienne Cressman, HH Angus’ Lead Mechanical Engineer for the Transformation project and currently Director of our Project Management Office, recalled that “the attention to detail on the part of the Gehry team was unparalleled. No direction was passed on to the design team until it had been modelled in physical 3D by the architectural team. There was also a heightened level of coordination with curators at the Gallery for our scopes of service, regarding the specific requirements of individual exhibit areas.”
Among the requirements, the mechanical systems had to be virtually invisible, so that normal HVAC connections were not seen by visitors to the galleries. Executing this design feature was complicated by the fact that, to avoid the risk of water leakage, which would be a serious issue for the collection, all mechanical rooms were situated in no-impact locations well away from gallery spaces. For the same reason, no equipment was housed above ceilings in the galleries. According to Tom Halpenny, HH Angus’ Principal-in-Charge of the Transformation project and current Executive Vice President, the architectural vision for the project dictated a custom approach not only to our system designs but also for equipment specifications: “We made a number of changes to our specs in order to meet Frank Gehry’s design vision; for example, for the HVAC system, we replaced standard air supply and return vents with air slots that appear as a line at the top and bottom of the gallery walls, as these were considered to be a more aesthetic alternative. Even sections of the fire sprinkler system, wherever these could be seen by visitors, were fitted with stainless steel piping rather than the normal standard steel piping.”
A reduction in fresh air intake during off-peak visitor hours simplified the HVAC system control by reducing the influence of changes in outside air temperature and humidity. This approach helped considerably in providing more stable environmental conditions for the artworks. Tom Halpenny noted that, “the success of HH Angus’ design had two important results for the AGO: first, being able to guarantee the stability of the HVAC system allowed the gallery to attract touring exhibits of rare and fragile artwork and artifacts that have very specific and stable environmental conditions; second, the reliability of the HVAC system was recognized by the AGO’s insurance provider such that the gallery was able to secure better terms.”
Integrating the new mechanical systems with the existing building systems made an already complicated assignment even more complex technically. The form and arrangement of the new and renovated spaces resulted in an irregularly connected multi-level project. Interconnected atrium spaces required careful attention to detail to ensure that mechanical services were concealed and that service access routes were maintained. The prediction of temperature- and pressure-induced airflow patterns and the arrangements to segregate returns for balancing of the return air to the individual air handling units all required complex analysis.
The vertical transportation system included three passenger elevators, one high-capacity freight elevator, two material lifts, and two platform lifts to accommodate persons with physical disabilities. All elevators are of the “traction” type, with special design features to accommodate large groups and the travel distances required.
We’re very proud of our association with the Art Gallery of Ontario and wish them many years of continued success!
For more information about the AGO’s 125th anniversary events, click below for their website: AGO125.
Mike Hassaballa, HH Angus’ Lead Consultant on Energy Infrastructure, summarizes the ‘need to know’ about Ontario’s current electricity market reform.
May 1, 2025 wasn’t just a date on IESO’s calendar. It marked the start of Ontario’s boldest electricity market reform since 2002, a full system reboot designed to fix inefficiencies that have quietly cost ratepayers hundreds of millions of dollars per year.
If you’re an energy engineer, building owner, electricity generator, distributed energy resources (DER) developer, or anyone whose business touches the grid, this is the moment to pay attention - the playing field is shifting under our feet.
Since its inception, Ontario’s market has used a “two-schedule” system: one engine for dispatch, another for price. It’s like driving with one GPS for the map and another for fuel costs - they never aligned. That disconnect forced Ontario to pay ~$100 million annually in Congestion Management Settlement Credits (CMSC), a patch to make up for pricing that didn’t reflect grid realities. Even worse, these payments created gaming opportunities and buried congestion costs in opaque adjustments.
CHP - Combined Heat and Power
DAM - Day-Ahead Market
DER - Distributed Energy Resources
CMSC - Congestion Management Settlement Credits
HOEP - Hourly Ontario Energy Price
LMP - Locational Marginal Pricing
MRP - Market Renewal Program
IESO - Independent Energy System Operator
NYISO - New York Independent System Operator
OZP - Ontario Zonal Price
ERUC - Enhanced Real-Time Unit Commitment
PJM - Pennsylvania-New Jersey-Maryland Interconnection
PPAs - Power Purchase Agreements
PRL - Price Responsive Load
SSM - Single Schedule Market
The Market Renewal Program (MRP) replaces this duct-taped design with a cleaner, more efficient architecture, centered around:
Together, these form the backbone of a smarter, more transparent, and more disciplined electricity marketplace.
Building Owners & Facility Operators
If you’re a Class A customer or run a large energy portfolio, Ontario’s Market Renewal Program isn’t just noise in the background - it’s a new cost structure with real cashflow consequences. And if you know how to play it? You can win.
Your old HOEP-indexed strategies are now out of date. Under MRP:
The new DAM is a two-settlement system. For savvy operators, this is a big win:
This isn’t theory. It’s a new market you can play in, every single day.
This is not business as usual. You’ll need to:
Bottom line: You’ve been given tools, don’t leave them in the box.
For developers building the next wave of Ontario’s energy infrastructure solar, battery, CHP, or hybrid systems MRP isn’t background noise. It’s the new rulebook for how you’ll make money (or not) on future assets. This market reset directly affects siting decisions, financial models, and bankability.
With Locational Marginal Pricing, every project will earn based on its nodal value. That means:
If your site selection doesn’t model nodal prices, you’re already behind.
Ontario finally has a real DAM. For developers, this changes the game:
Persistent price separation across zones will now show:
This means you don’t have to rely on opaque planning reports or uplift data anymore the market will show you where you’re needed. And for large-scale infrastructure (transmission-connected projects, utility-scale batteries), this clarity can make the difference between bankable and borderline.
Your financial model still assumes a fixed HOEP or simple real-time average? Time to hit delete.
Bottom line: Given the rules just changed, developers who understand nodal pricing, DAM strategy, and basis risk will capture upside. Those who don’t may build stranded assets.
If you own or operate DERs batteries, CHP, rooftop solar, or aggregated HVAC systems, the MRP is a paradigm shift. We’re moving from a world of flat prices and opaque value streams to a market where location and flexibility directly determine your revenue.
Under the old HOEP system, a solar installation in a congested downtown node earned the same as one in a remote surplus region. That’s over.
Now with Locational Marginal Pricing, a battery in a Toronto high-rise during peak hours might see $200/ MWh prices, while a wind farm in the Northwest gets a negative LMP during surplus. If you’re not thinking in nodal terms, your revenue models will be wrong.
The DAM is a gift to flexible DERs:
This turns DERs into serious market players. You’re not just shaving peaks - you’re offering dispatchable, schedulable services.
MRP introduces real volatility in both time and space. For smart DER operators, that’s not a risk - it’s a playground:
The IESO wants DERs in the market. Parallel initiatives (DER Market Integration, telemetry standards, aggregation rules) are evolving fast. But onboarding is still a barrier especially for small players.
If your business model relied on net-metering or fixed feed-in contracts, it’s time to model LMP exposure and DAM participation seriously.
And here’s the twist: inflexible DERs (e.g., standalone solar in surplus regions) could see low or negative prices during off-peak hours. Without storage or curtailment capability, they might be paid little or even be penalized.
This isn’t just an IT system upgrade, it’s a complete behavioral reset for Ontario’s electricity sector. The old rules rewarded predictability. The new rules reward flexibility, location, and foresight.
MRP is not perfect. It’s complex, introduces volatility, and demands a steeper learning curve. But it is built on reasonable ideas, and it opens the door for smart energy users and innovators to thrive.
Whether you’re bidding into the DAM, optimizing building loads, or developing the next battery project, your next move should assume MRP is the new normal.
Please reach out if you have insights or would like to discuss facilities needs.
Mike Hassaballa, M.A.Sc., P.Eng
Lead Consultant, Energy Infrastructure, Senior Engineer
In 2022, the building sector accounted for approximately 13% of Canada’s total greenhouse gas (GHG) emissions, according to Environment and Climate Change Canada (see Figure 1), or the equivalent of 89 million tonnes of CO₂. This makes it the third-highest emitting sector after Oil & Gas and Transportation.[1] Fossil fuel consumption and GHG emissions remain among the most pressing contributors to climate change, with various sectors of the economy playing a role in escalating the crisis. Negative impacts of GHGs on Earth’s climate include prolonged droughts, disruptions to food production, accelerated ice cap melting and rising sea levels. This whitepaper provides the building sector with key insights into Energy Master Planning, and details methodologies and strategies for improving efficiency and sustainability in buildings. It presents HH Angus’ approach for conducting energy-related feasibility studies and energy master plans. These studies are designed to help clients navigate both major and minor concerns regarding energy consumption and GHG emissions in buildings.
Climate change is an urgent global challenge with significant social, economic, and political implications. The rapid pace of environmental changes has placed substantial pressure on policy makers, scientists, and industry leaders to devise effective mitigation strategies.
Climate action is a fundamental component of the United Nations’ 17 Sustainable Development Goals (SDGs). Goal #13 emphasizes the development and deployment of effective, scalable, and affordable solutions to mitigate climate change. Governments, organizations, and businesses are encouraged to incorporate sustainability into long-term strategies and policies.
The 17 SDGs are interrelated and go beyond solving specific problems, as each depends on the others to be achieved. Climate Action (Goal #13) is related to Industry, Innovation and Infrastructure (Goal #9), which focuses on the potential benefits of utilizing new technologies and more efficient and sustainable use of resources. [2, 3] This is particularly relevant to how HH Angus approaches projects, with the goal of utilizing the most efficient technologies in the market to help clients achieve their energy and sustainability targets. Climate action is also related to Responsible Consumption and Production (Goal #12), which promotes programs for more sustainable consumption and production of resources, and encourages sustainable practices in line with national policies. [4]
Buildings are indispensable to human activities, providing spaces for offices, warehouses, educational institutions, healthcare facilities, and residential housing. However, the energy-intensive nature of buildings presents challenges, particularly when poor planning and management lead to excessive energy consumption and high operational costs
Each building exhibits unique energy consumption patterns, commonly measured through Energy Use Intensity (EUI). Every building type has a specific median EUI, which refers to the energy consumed by the building in relation to its gross floor area. Figure 2 presents the EUIs for the common property types in Canada. [5]
GHG emission lock-in occurs when fossil fuel-intensive systems continue to prevent the transition to low-carbon alternatives.[6] This phenomenon is common in the building sector due to the long lifespans of buildings and limited opportunities for natural interventions and retrofits. To avoid this, building managers must allocate time and resources to develop an effective Energy Master Plan that acts as a roadmap to help improve the efficiency of mechanical and electrical systems, reduce operational costs, meet public expectations, and ultimately achieve sustainability by a pre-defined time.
Energy Master Planning emerges as an essential mechanism for enabling organizations to adopt proactive approaches to energy use and efficiency. This aligns with broader sustainability efforts which aim to promote cleaner technologies, responsible energy consumption, and resilient infrastructure.
HH Angus' Energy Infrastructure Team Methodology
Partnering with HH Angus offers clients valuable benefits for conducting both short-term and long-term feasibility studies. Our long tradition of engineering low energy and sustainable buildings enables us to surpass expectations and set new benchmarks in efficiency. Our deep industry knowledge, combined with strong relationships, allows HH Angus to assist clients with project funding challenges; in addition, our team conducts building analyses to generate realistic results that can be implemented to achieve project goals. We also have a deep understanding of healthcare operations and resiliency requirements. Our team believes that sustainability is the natural outcome of good planning and design practices, and we achieve this through the following methodology:
Data Gathering
This process ensures that all building information is collected, including but not limited to:
Baseline Model Assessment
In this step, HH Angus develops an energy model of the building based on the provided data to assess the energy consumption profile, energy cost, and associated GHG emissions. This helps us gain an understanding of the impact of various energy conservation initiatives. Based on the type of building, we analyze several energy efficiency or conservation measures related to buildings systems, such as hot and chilled water, steam, natural gas, and electricity. We then focus on managing building energy consumption in a way that will reduce the demand across the different energy loads.
Our benchmarking uses Energy Star Portfolio Manager, a no-cost, interactive energy management tool that allows users to assess and monitor energy consumption in their building.[7] This step is important as it enables us to understand the existing building stock and to manage expectations regarding what is achievable.
The next task involves conducting site visits to ensure the accuracy of the information provided, identify areas for improvement, and interview the property manager and operational team to better understand the current condition of the building. This process also helps us assess factors impacting energy changes such as activity, weather, service-level effects (e.g., increased use of auxiliary equipment) and structural factors.
Next, we develop a comprehensive energy model of the existing building using a reliable energy modeling software such as RETScreen Expert, IES, or Energyplus. This allows us to match the building’s current energy consumption with various input parameters. Key inputs include (but are not limited to):
The team conducts load calculations for each thermal zone in the building, including the heating and cooling loads. This is done to determine the peak loads that the proposed measures will have to meet. Next is the energy use analysis, which focuses on the used energy in response to internal loads such as lighting and plug loads, and heat loss through the building envelope (walls, windows, roof, etc.). HH Angus can conduct this analysis on an hourly basis to estimate the building’s annual energy use. Lastly, we organize in-person or virtual workshops to share progress, confirm the overall direction of the study, and discuss milestones, scheduling, and potential conflicts.
Feasibility Study and Analysis
Once we establish a clear understanding of the baseline system, the HH Angus team explores multiple pathways to enhance overall system performance. This process involves three key steps: target selection, measure analysis, and pathway development.
Target Selection: We identify key client goals to refine the project scope and set measurable objectives, such as a specific reduction in energy consumption and GHG emissions. Meaningful key performance indicators (KPIs) are established to track progress.
Measure Analysis: Each proposed measure is assessed based on feasibility, economic viability, and implementation potential. High-level design details and underlying assumptions are documented to ensure clarity.
Pathways Development: Rather than treating building systems independently, we integrate them into holistic pathways, grouping measures into strategic packages. The focus is primarily on electric and thermal energy systems, balancing four critical elements:
To develop and assess these pathways, our process includes:
The team conducts a thorough financial analysis, beginning with the development of a capital cost estimate based on the class estimate outlined in the scope of work. This estimate factors in equipment costs, constructability, necessary upgrades, and potential disruptions to building operations. Additionally, the operational costs, including utility and maintenance costs, are calculated and modeled on an annual basis. A sensitivity analysis is then performed to assess the impact of variable factors, such as utility rate escalation, carbon tax, inflation, discount rates, and emission factors, providing a comprehensive understanding of how changes in these assumptions influence the overall financial outlook.
Finally, we compare the developed pathways against the baseline model, ranking them based on project-specific criteria such as efficiency, reliability, environmental impact, cost, constructability, ease of implementation, and safety.
Energy Strategy Towards a Goal
This step involves developing a roadmap to ensure the selected pathway is successfully implemented. This process, also known as Energy Master Planning, is a “strategic vision for the production, distribution, consumption, and conservation of energy in a building, campus or community.”[8]
Efforts are focused on understanding the site’s future needs, providing a comprehensive approach to energy management, and ensuring that key goals are met sustainably. A crucial task is collaborating with stakeholders to develop a plan with reasonable terms and timelines.
A measurement and verification phase is necessary to track the performance of the installed systems against expected energy savings and GHG reduction targets. The operational strategies must be adjusted based on the performance data to optimize energy efficiency and comfort. The plan should comply with municipal and regional standards. Additionally, the development of energy policies should be initiated to support the implementation of such a plan. A detailed schedule/timeline with milestones should be developed to track the progress of each phase.
Post-Project Monitoring and Validation
This step will ensure that the building owners and operators have a clear plan to manage their energy consumption. This is done by evaluating the current state of energy management that the facility has in terms of commitment, planning, organization, financing, tracking, communication and training.
This plan will help achieve the targets/goals identified during the Feasibility Study and Analysis step. It will outline the actions required, assign responsibility for each task, estimate the cost of implementation, define the duration of each action, and establish the KPIs to measure success. Additionally, the plan will identify methods to ensure smooth and continuous improvement.
The plan will also discuss the importance of training and education, informing individuals about the dangers of the climate change crisis and how they can contribute positively to minimize energy consumption. The final step will include tracking and publicizing incremental achievements toward carbon neutrality, while updating the energy master plan goals as needed. These updates can be triggered by:
Energy Master Planning is essential for enhancing operational efficiency and promoting sustainability in the building sector. By leveraging a structured, data-driven methodology, HH Angus assists clients in identifying opportunities, implementing innovative solutions, and aligning their energy strategies with long-term sustainability goals. Strategic energy planning provides a clear pathway for organizations to optimize energy usage and future-proof their infrastructure. Through a combination of advanced modeling, feasibility studies and implementation strategies, HH Angus is committed to helping clients transition toward a more sustainable and resilient built environment.
HH Angus was tasked with conducting an extensive decarbonization study for the 4 Manchester Court warehouse in Bolton, Ontario, which has a gross floor area of 253,000 ft2. This study followed the seven-step guideline outlined by the Federation of Canadian Municipalities (FCM) Community Buildings Retrofit (CBR), as shown in Figure 3. The study focused on assessing the building’s energy performance and suggesting ways to reduce GHG emissions.
[1] Environment and Climate Change Canada. (2024). Where Canada’s greenhouse gas emissions come from: 2024 National Greenhouse Gas Inventory. Canada.ca. https://www.canada.ca/en/environment-climate-change/news/2024/05/where-canadas-greenhouse-gas-emissions-come-from-2024-national-greenhouse-gas-inventory.html
[2] International Institute for Sustainable Development. (n.d.). Goal 13 - climate action. SDG Knowledge Hub. https://sdg.iisd.org/sdgs/goal-13-climate-action/
[3] Government of Canada. (2024). Canada.ca. https://www.canada.ca/en/employment-social-development/programs/agenda-2030/industries-innovation-infrastructure.html
[4] International Institute for Sustainable Development. (n.d.-a). Goal 12 -responsible consumption & production. SDG Knowledge Hub. https://sdg.iisd.org/sdgs/goal-12-responsible-consumption-production/
[5] Energy Star. (2018). Canadian energy use intensity by property type. https://www.nrcan.gc.ca/sites/www.nrcan.gc.ca/files/energy/pdf/Canadian National Median Tables-EN-Aug2018-7.pdf
[6] Sato, I., Elliott, B., & Schumer, C. (2021). What is carbon lock-in and how can we avoid it? World Resources Institute. https://www.wri.org/insights/carbon-lock-in-definition
[7] Portfolio manager. Energy Star. (2024). https://www.energystar.gov/buildings/tools-and-resources/portfoliomanager#:~:text=EPA%27s%20ENERGY%20STAR%20Portfolio%20Manager%20is%20a%20nocost%2C,energy%20and%20water%20consumption%20across%20your%20building%20portfolio
[8] Barker, M. (2024). Energy master plan. EnergyFlexibility.org. https://www.energyflexibility.org/energy-masterplan/#:~:text=You%20will%20need%20a%20roadmap%20showing%20you%20how,policies%2C%20and%20strategies%20for%20the%20short-%20and%20long-term
A total of six GHG reduction pathways were developed to provide options for replacing the existing mechanical system. Proposed pathways included an all-electric heating system and Air Source Heat Pump system. Additional pathways suggested included different solar PV layouts and a battery energy storage system in combination with the previously mentioned pathways. The recommended pathway will help the facility reduce both energy consumption and GHG emissions by 53.2% and 88.5% respectively, within a relatively short period. This aligns with the site’s capital replacement cycle for equipment.
Souheib Seddi, B.A.Sc., M.Eng
Mechanical Engineering Designer, Energy Infrastructure
Souheib Seddi is a Mechanical Engineering Designer at HH Angus, specializing in the design of mechanical systems such as heat pumps, chiller and boiler plants, and performing load calculations. He has advanced expertise in AutoCAD, Revit, and RETScreen Expert. Souheib has significant project experience, including conducting comprehensive energy and decarbonization analyses to reduce building energy consumption and lowering GHG emissions, developing detailed energy models for decarbonization, pathways, and assessing feasibility through financial and life-cycle analyses. His previous experience includes designing a thermal oxidizer to limit pollution from sour gases and hydrogen sulfide. Souheib holds a Masters in Mechanical Engineering from the University of Ontario Institute of Technology and a Bachelor of Applied Science from Texas A&M University
Mike Hassaballa, M.A.Sc., P.Eng
Lead Consultant, Energy Infrastructure, Senior Engineer
Mike Hassaballa serves as HH Angus’ Lead Consultant, Energy Infrastructure, with a focus on advancing sustainable building design and operations. Since joining the firm, Mike has been dedicated to decarbonizing heating and cooling systems, implementing energy-efficient initiatives, and promoting eco-friendly practices. His expertise spans HVAC systems, chilled water systems, smart building automation, and integrating low-carbon renewable energy sources. He is committed to optimizing energy performance and reducing carbon footprints in buildings. Mike holds a Master of Applied Science from McMaster University and has completed graduate coursework in Mechanical Engineering at the University of Waterloo. His extensive project experience includes leading energy efficiency initiatives for commercial, industrial, and healthcare clients, such as Enwave Energy Corporation’s low carbon heat pump plant, Cadillac Fairview’s TD Centre energy plan, and St. John’s Rehab’s microturbine cogeneration feasibility study.
We’re pleased to announce that Diane Lee has been promoted to Associate Director in HH Angus’ Technology Division. Diane is responsible for overseeing highly complex projects for the Technology team in the mission critical and healthcare sectors in both Canada and the US. Her diverse skillsets serve our clients and team well, as they include a rare combination of commissioning, project management and project delivery experience from working on consultant, contractor and client delivery aspects of projects. This unique blend of skills can only be acquired over time and through many successful projects. Diane’s expertise also supports our project management, technical and business administration functions and continuous improvement
Diane is currently focused on leading one of our high-profile mission critical projects throughout the US. This includes management and oversight in project delivery for a combination of design and engineering, commissioning, quality assurance and quality control services. Several of the projects located in Atlanta, Chicago, Kansas City and Dallas. Most notably, our Technology team is thrilled to share their next new project located in Phoenix, Arizona.
While her focus is on mission critical, Diane continues to expand her experience in healthcare and is an integral team member at our Royal Columbian Hospital, PH2 Redevelopment project in British Columbia as the Commissioning Authority Compliance Consultant. Her leadership position will continue to include supporting Craig Sievenpiper, Vice President, Technology with the management of operations and teams located throughout multiple offices. Diane is also a local leader for our Calgary operations alongside Nick Mons, Senior Manager.
Congratulations Diane!
For more information about how HH Angus can add value to your next mission critical project, please contact Craig or Diane for more information. Examples of our mission critical and commissioning projects are listed on our website.
Diane Lee
diane.lee@hhangus.com