Each year, HH Angus staff teams flex their creativity and ingenuity in our Innovation Hub Challenge - devising creative solutions for engineering-related questions or issues.

Our most recent challenge focused on how to leverage artificial intelligence (AI) to improve specific internal workflows. 

Each team was assigned a unique process that could potentially be improved through the use of AI and were tasked with creating an AI prototype to address their challenge. Their submissions also required a business case addressing real-world considerations such as cost, privacy and implementation strategies.

The ‘AutoMates’ team took top prize. Team members Laura Farid, Max Mizrahi, Nigel Harvey, Shaun Lee, and Shawn Shi took on the challenge of automating the capture of meeting minutes and formatting them into HH Angus’ standardized template. Meeting minutes are a critical but time-consuming aspect of project management for consulting engineers, and the multi-disciplinary team impressed the judging panel with a smart and scalable AI solution that not only produced meeting minutes, but also included attendee lists, content summaries, and other key information.

The AI model addressed a tangible need and demonstrated the strength of cross-functional collaboration and the power of applied technology. Ultimately, the AutoMates’ work and that of the other teams showcased the company’s commitment to innovation in professional services.

Identifying the Issue

The initial spark for the project came from a scenario familiar to engineers and designers. How to ensure during meetings, especially those involving multiple stakeholders, that all valuable ideas and action items are documented, while discussion moves rapidly in new directions and input comes thick and fast. Assigning a team member to take minutes presents its own problems: it disrupts that person’s ability to participate fully in the discussion and introduces the risk of bias or omission. Even when recordings are made, manually reviewing them to extract notes is time-consuming and inefficient.

Recognizing this is recurring issue across not just the firm but the industry at large, the AutoMates team set out to answer a deceptively simple question: What if there was a way to capture everything from a meeting—discussion points, action items, next steps—automatically and accurately?

Ensuring a 360⁰ Perspective

What made the AutoMates team uniquely positioned to solve this challenge was its composition. Members came from different corners of HH Angus, bringing fresh insights and a range of expertise. The group included professionals from the Science & Technology, Energy Infrastructure and Health divisions in our Vancouver and Toronto offices and included both electrical and mechanical designers as well as new grads. The multidisciplinary mix ensured the solution would be technically robust while remaining grounded in real-world workflow needs.

This diversity fueled their brainstorming process. Because team members represented both the users and the builders of the tool, they were able to identify pain points with clarity and propose features with practical value.

Exploring the Solution Space

From the outset, the team knew that AI had potential to ease the burden of minute-taking. But they didn’t want a tool that merely transcribed conversations. They envisioned something smarter—an AI that could listen, interpret, and summarize; that could identify who said what and flag key takeaways and next steps. In short, they wanted to automate the way great minutes are written.

They began by investigating existing AI models capable of transcribing and analyzing speech. While early outputs showed promise, the team quickly realized that model tuning would be necessary to meet their standard of accuracy and relevance.

Another challenge was formatting. Meeting minutes are not just a record—they are a tool for alignment. They must be clear, well-structured, and easy to navigate. The AutoMates built in logic to ensure the tool output clean, professional summaries, automatically categorizing content by speaker, topic, and outcome.

Designing for Real-World Use

The team was mindful that the solution needed to be easy to deploy and user-friendly. They designed the tool so it could be used in a variety of meeting formats—virtual, in-person, or hybrid. Uploading a recording or transcript should be straightforward, with minimal manual steps. Once uploaded, the AI would process the input and deliver a formatted summary with participants, discussion points, action items, and a timestamped transcript.

To test the tool, the team used real internal meetings on non-confidential topics to gauge how well the summaries matched what actually happened. They refined parameters, adjusted formatting, and iterated based on feedback from colleagues.

Winning the Innovation Challenge

The HH Angus Innovation Challenge rewards forward-thinking ideas that improve processes, reduce waste, or enhance client outcomes. The AutoMates met all these criteria with their AI tool’s broad applicability across project teams, internal meetings, and client-facing discussions.

The judges were impressed by the combination of technical sophistication and everyday usefulness. By using off-the-shelf AI models in a smart and tailored way, the AutoMates team solved a problem most consulting engineering professionals encounter regularly.

Their solution also aligned with broader strategic goals: digital transformation, operational efficiency, and knowledge management. It showed how emerging technologies can be applied to elevate the quality of work without disrupting workflows.

Looking Ahead

During the Innovation Challenge, the AutoMates team provided detailed steps on how to refine the tool, exploring ways to integrate it with other HH Angus platforms. Perhaps most importantly, the project has sparked further conversations about how AI can support—not replace—human contributions in professional services. By offloading routine tasks like minute-taking, engineers and designers are free to focus on what they do best: thinking critically, solving problems, and collaborating with others.

Conclusion

The AutoMates' AI meeting minutes tool is more than a clever hack—it's a practical example of how thoughtful innovation can improve everyday work. It reflects HH Angus’ culture of cross-functional collaboration, curiosity, and continuous improvement. Innovation isn’t just about ideas—it’s about identifying needs, testing solutions, and delivering something meaningful. And with this project, the AutoMates have proven that even something as routine as meeting minutes can become an opportunity for transformation. Congratulations to the winning team and to all the Innovation Challenge participants. People will always be at the heart of what we do, and it is encouraging to witness bright and talented minds come together and make cool things!

Expanding the Possible. Together. For a Better Tomorrow.

The Art Gallery of Ontario (AGO) is celebrating its 125th anniversary this year, and we congratulate the AGO on this important milestone.

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:

Phased construction to allow continued regular service to galleries
Sophisticated mechanical systems to meet the specific needs of each gallery to be physically remote from the galleries for aesthetic reasons
Integration of new systems with existing base systems.

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.”

A-35721a — HVAC systems were designed to be separate from gallery spaces and hidden from visitor view

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.

neighbour down the block — Separation of Cooling Towers and Sky Lights

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.

Why Reform? Because the Old System Was Broken

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.

Glossary of Acronyms

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

What’s Changing?

The Market Renewal Program (MRP) replaces this duct-taped design with a cleaner, more efficient architecture, centered around:

Single Schedule Market (SSM): No more separate pricing and dispatch. Now, dispatch decisions and locational prices are produced in a single algorithm that respects transmission limits. This ends routine CMSC payouts. Other side payment mechanisms will be retained but with significant modifications that address inefficiencies.
Locational Marginal Pricing (LMP): Every node on the grid gets its own price. Electricity now costs more where the grid is tight and less where it’s plentiful. Think of it as price transparency with surgical precision.
Day-Ahead Market (DAM): Ontario’s first real forward market. You can now buy/sell electricity a day in advance at locked-in prices. Generators gain certainty, flexible loads and DERs get new revenue tools.

Together, these form the backbone of a smarter, more transparent, and more disciplined electricity marketplace.

What Does This Mean for You? Let’s Break It Down.

Building Owners & Facility Operators

Your energy strategy just got more powerful and more complex.
With DAM and LMP, there are real savings in shifting load or using storage strategically.
Demand Response can be now financially binding. Flexible HVAC, batteries, and thermal storage? Time to monetize!

New Risks, Bigger Rewards

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.

Goodbye Hourly Ontario Energy Price - Hello Locational Pricing

Your old HOEP-indexed strategies are now out of date. Under MRP:

You’ll settle energy at the Ontario Zonal Price (OZP) or possibly at your local LMP if you’re a dispatchable load.
If you’re in a high-demand, import-constrained zone (e.g., Greater Toronto Area or Ottawa), expect higher average prices.
If you’re in a surplus or export-constrained zone, you might benefit from lower wholesale prices. What this means: location-based cost volatility is now a real factor in your energy bill.

Day-Ahead Market = New Procurement Strategy

The new DAM is a two-settlement system. For savvy operators, this is a big win:

You can lock in prices a day in advance, smoothing your cost curves and budgeting with more confidence.
If you operate flexible loads, you can bid reductions into the DAM (via Price Responsive Load or demand response mechanisms) and get paid to not consume.
You can hedge LMP exposure more precisely using DAM data and new tools from energy retailers.

This isn’t theory. It’s a new market you can play in, every single day.

Time to Update
Your Playbook

This is not business as usual. You’ll need to:

Map your site’s LMP exposure.
Evaluate procurement strategy changes fixed vs index, DAM participation, retailer contracts.
Explore whether PRL registration makes sense (yes, it requires telemetry and some effort, but the economics may justify it).
Work with consultants and energy advisors who understand basis risk, nodal dynamics, and two-settlement optimization.

Risks If You Sit Still

Prices will spike in some areas. If you can’t respond or hedge, you’re exposed.
Retailers will pass through these costs, maybe with a delay, maybe with a markup.
This is no longer a passive procurement game.

Bottom line: You’ve been given tools, don’t leave them in the box.

Generators and
Developers

Location matters more than ever. A generator in a congested zone could see higher returns. In surplus zones? Brace for negative prices.
The end of CMSC means no more side-payments. You either make money or you don’t.
DAM and Enhanced Real-Time Unit Commitment (ERUC) help you manage risk and fuel costs better, but you’ll need sharper bidding strategies.

The Market Just Got Smarter;
Your Project Model Should Too

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.

Location is No Longer Just About Interconnection

With Locational Marginal Pricing, every project will earn based on its nodal value. That means:

A battery in a congested urban zone could make 3–4X more on arbitrage than one in a low-price surplus zone.
A CHP unit near a load pocket might earn premium capacity value, while the same asset in a hydro-rich region faces rock-bottom LMPs.

If your site selection doesn’t model nodal prices, you’re already behind.

The Day-Ahead Market
= Revenue Certainty

Ontario finally has a real DAM. For developers, this changes the game:

You can lock in prices before real-time volatility hits.
You can offer flexible assets (e.g. batteries, demand response portfolios) into the DAM and earn guaranteed revenue.
You can better structure merchant revenue models without relying entirely on fixed contracts or PPAs.
For the first time, Ontario supports a merchant style pathway that looks more like NYISO or PJM.

LMP = Real Investment Signal

Persistent price separation across zones will now show:

Where to build new supply
Where storage earns best arbitrage margins
Where demand response or DER aggregation can fill a local gap

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.

The Complexity is Real

You’ll need to model nodal revenue, not just average price curves.
Intertie projects and exporters must now navigate DAM pricing at the border node which can vary substantially.
MRP introduces Market Power Mitigation, Make- Whole Payments, and two-settlement accounting. That’s a lot of financial logic to wrap into your pro forma.

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.

DER Operators

Batteries, solar, and CHP all gain better market access.
Arbitrage opportunities multiply under LMP and DAM.
Sophistication is required: small players may need aggregators or software to navigate the complexity.

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.

The Big Shift is From Uniform Pricing to Granular Value

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.

Day-Ahead Market = Better Tools, More Certainty

The DAM is a gift to flexible DERs:

You can now bid in expected production or curtailment in advance.
If you lock in a day-ahead price, you know your value before real-time volatility hits.
Aggregators can offer portfolios of DERs HVAC controls, batteries, or EV fleets into the DAM and get paid for reliability.

This turns DERs into serious market players. You’re not just shaving peaks - you’re offering dispatchable, schedulable services.

Price Volatility = Arbitrage Playground

MRP introduces real volatility in both time and space. For smart DER operators, that’s not a risk - it’s a playground:

Charge your battery when LMPs dip (e.g., midday solar oversupply).
Discharge when your node spikes (e.g., during constrained peaks in urban zones).
Bid demand response or CHP output into the DAM for guaranteed returns.

The IESO Is Watching

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.

Flexibility is now bankable. But a warning: this Isn’t Plug-and-Play anymore.

MRP is complex bidding, settlement, nodal forecasts, market power mitigation rules.
DERs will need forecasting, optimization, and compliance tools.
Many will rely on aggregators or retail partners to handle the backend.

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.

Who Loses?

Passive participants - those used to fixed prices, predictable CMSC payouts, or set-it-and-forget-it operations will struggle.
Projects in surplus regions (especially non-dispatchable renewables) may see lower spot revenue.
Retailers and LDCs will need to rethink
procurement and risk exposure.

Strategic Takeaway

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.

My Final Thoughts

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

mike.hassaballa@hhangus.com

HH Angus is pleased to announce the appointment of several new Principals and Associates to the firm’s leadership, and to recognize their contributions to our growth and business practices. Their demonstrated excellence in client service, continuous professional development, and mentorship of their team members strongly support our values and goals.

“The appointment of these deserving individuals reflects their commitment to advancing our technical expertise, innovation, outstanding project delivery, development of strong client and industry relationships, and motivating their colleagues to excel”, comments Paul Keenan, President, HH Angus.

We congratulate all our new Principals, Senior Associates and Associates for achieving these exceptional career milestones, and for their contributions to the growth of the firm’s leadership, as well as to the ongoing expansion of our services and portfolio across Canada and internationally.

OUR NEW PRINCIPALS

Andy Crosson, Associate Director – Angus Connect

Andy quickly assumed a leadership role when he joined HH Angus and currently carries dual responsibilities for market development and management of major pursuits and projects throughout Western Canada and across the country. With 25+ years of industry experience, he has acquired an excellent grasp of both the opportunities digital technologies offer to building owners, and the practical implications of implementing these in design and construction – from new construction to renovations/retrofits of existing buildings. From projects in North America, the UK and the Middle East, Andy brings deep knowledge of and expertise in design, project management and delivery of major complex projects, specializing in telecommunications, audio visual, smart buildings and network design. Some of Andy’s notable projects include New Surrey Hospital and BC Cancer Centre, Burnaby Hospital Phase 2, operational readiness consulting for Dawson Creek and District Hospital Replacement, UHN’s Toronto Western Hospital New Surgical and Patient Tower, and Burrard Exchange in Vancouver for Hudson Pacific Properties.

Andy:
“I am excited and grateful to join the ownership group at HH Angus and am looking forward to continue working with our growing team in BC to deliver high quality, meaningful and impactful projects with our clients and partners.”

Chris Piché, Vice President – Commercial Division

Chris brings over 24 years of leadership in high-performance design and the delivery of energy-efficient, low-carbon solutions. A former member of the Board of Directors for the Canada Green Building Council, Chris is deeply committed to environmentally responsible design that evolves with advancing technology and aligns with client goals and project objectives. Recognized for strength in stakeholder engagement, Chris excels at building strong relationships and ensuring alignment between project goals, client expectations, and regulatory requirements—while balancing technical, financial, and sustainability priorities. He leads HH Angus’ growing Commercial Division, which delivers a wide range of services including base building engineering, tenant improvements, vertical transportation, lighting design, ICAT/IMIT, sustainability consulting, energy modeling, commissioning, fire protection, smart buildings, and more—across sectors from office towers and post-secondary campuses to airport terminals and sports venues.

Chris:
“I'm grateful for the opportunity to step into this role and for the trust and support that made it possible. HH Angus is the ideal place to continue championing people and community-focused design—creating spaces that serve, inspire, and drive lasting, meaningful impact through innovation, sustainability, and a shared commitment to positive change.”

Kelly Henderson, Associate Director – Angus Connect

A key member of the Angus Connect leadership team, Kelly’s experience ranges from large-scale redevelopments to strategic planning, resulting in a proven capability to skillfully balance a diverse set of stakeholders from end users to C-suite, consultants and contractors. Kelly brings to her work a deep experience in facilities and technology planning, project management, government capital planning processes, and systems integration. She has been instrumental in expanding the Angus Connect practice into systems integration consulting, smart campus planning, and operational readiness. Kelly’s recent and current notable projects include Lakeridge Bowmanville Redevelopment ICAT Advisory, Toronto Western Hospital Surgical Tower, Smart Campus Planning for Saskatchewan Polytechnic and operational readiness consulting for the Dawson Creek & District Hospital Replacement Project.

Kelly:
“Having been a client, vendor, and now a leader at HH Angus, I’ve long respected the firm’s integrity, insight and commitment. I’m honoured to join such talented colleagues as we grow our business and deliver meaningful, lasting impact to the communities we serve.”

Nader Moslemian, Senior Manager | Senior Associate – Technology Division

Nader’s leadership in delivering mission critical facilities is founded on thirty-plus years of experience in the design, construction, commissioning, start-up, validation and qualification of mechanical systems. Deep engineering and technical knowledge, complemented by outstanding project management skills support Nader’s successful execution of projects. As a Senior Manager, he oversees a team responsible for the design of mechanical systems for critical spaces, including data centres, pharmaceutical, biotech, and laboratory buildings. Nader has also been instrumental in business development and the execution of laboratory projects; for example, a 20,000 ft2 Biosafety Level 2 wet laboratory fitout for Spec Lab. He is actively involved in mentoring junior members of his team and supporting their career development. A few of Nader’s recent and ongoing projects span a range of highly confidential facilities, such as a 4MW data centre in Alberta, a 27MW greenfield data centre in Ontario, and a 10MW data centre and a 140MW greenfield hyperscale data centre – both in Quebec.

Nader:
“Working at HH Angus during past decade, where I could contribute to the growth and development of the company’s mission critical facilities business, while helping young talents to blossom and gain huge experience in such a fast-paced industry, has been my real pleasure and provided me with a great satisfaction. I am grateful for this opportunity!”

Laura Sisson, Senior Manager | Associate – Health Division

Laura has consistently demonstrated strong leadership skills and a comprehensive understanding of design for healthcare spaces. Her deep knowledge of clinical requirements and hospital-specific codes supports a focus on effective design coordination and client satisfaction. As a Senior Manager, Laura oversees healthcare projects across the country and manages a team delivering multidisciplinary mechanical design from report/feasibility stage to the development of contract documents all the way through to contract administration. Her experience includes new builds, renovations and numerous P3 projects, in both pursuit and execution stages. Some of Laura’s notable projects include Royal Inland Hospital, Penticton Regional Hospital, Prince Edward County Memorial Hospital, Bayers Lake Community Outpatient Centre, and Centre hospitalier de l’Université de Montréal (CHUM).

Laura:
“Since my first day at HH Angus, I have been honoured to work on interesting and important projects with an amazing group of colleagues who foster a knowledgeable and collaborative work environment. I’m excited to move on to this next phase of leadership at the firm and continue to contribute to the success and positive future here at HH Angus.”

OUR NEW SENIOR ASSOCIATE

Will Evans, Senior Engineer – Health Division

Will’s leadership abilities have been amply demonstrated throughout the construction process, from conceptual design through to contract administration and project completion; for example, he provided on-site construction supervision as HH Angus' representative for Fort St. John’s greenfield hospital in northern British Columbia. Will’s high-level responsibilities include design and coordination of power, lighting and communications systems. He came to HH Angus with experience in commercial tenant projects, municipal infrastructure and controls automation, all of which served to broaden his skills and sector knowledge. Will’s notable projects include UHN’s Toronto Western Hospital New Surgical and Patient Tower, UHN’s Toronto General Hospital Rapid Assessment Centre, Centre hospitalier de l’Université de Montréal, Fort St. John Hospital and Peace Villa, and General Electric’s ‘Brilliant Factory’.

Will:
“I would like to thank HH Angus for the opportunity to work on such exciting projects and with such good people. I look forward to continuing my journey here.”

OUR NEW ASSOCIATES

Adrian Rybak, Senior Manager – Montreal/Ottawa Region

Adrian has been active in expanding HH Angus’ presence in Quebec while playing an important role in training and mentoring his team of engineers, designers, and project managers in HH Angus’ Montreal and Ottawa offices. His strong belief in the transformative power of digital technologies in the design and construction industry drives the widespread adoption of BIM across the firm, fostering interdisciplinary collaboration and improving project efficiency. Adrian challenges the Montreal/Ottawa team to use data, tools, and analysis before the design phase of a project to inform better decision-making, enabling clients and design teams to understand the project's context, goals, and constraints early on. Adrian’s notable projects include the Children’s Hospital of Eastern Ontario Integrated Treatment Centre, the Whitby Health Centre, various recreational and cultural facilities in Ontario, multiple Design/Build pursuits and, recently, supporting the new Smart Centers Head Office tower.

Adrian:
“An investment in knowledge pays the best interest — and at HH Angus, we're fortunate to have a strong culture of mentorship and knowledge sharing. I'm truly excited to be a part of it.”

Behnam Jowkar, Senior Manager – Health Division

Behnam has assumed increasingly senior leadership roles in HH Angus’ Health Division. His deep experience in HVAC, hydronic heating and cooling systems, fire protection, and control systems for healthcare facilities has made him a valuable member of multi-disciplinary project design teams. Behnam manages a team responsible for code-compliant engineering calculations, developing fire protection, heating and ventilation REVIT and AutoCAD drawings, and engineering reports. He brings to each project specialized experience in the design of HVAC systems, mechanical design analysis of mechanical/architectural design and shop drawings for LEED compliance, as well as ventilation and heat loss calculations under CSA and ASHRAE requirements. Key projects in Behnam’s portfolio include UHN’s Toronto Western Hospital New Surgical and Patient Tower, Trillium Health Partners’ New Peter Gilgan Mississauga Hospital, and Kingston General Hospital Mechanical Infrastructure Upgrades.

Behnam:
“I want to thank HH Angus for this great opportunity. I am looking forward to being able to contribute more to the success and growth of HH Angus. I have found my calling here and I’m extremely excited to experience the future of our industry with HH Angus.”

Greg Snow, Generation & BESS Lead – Energy Division

Greg leads electrical design teams and provides technical leadership on projects in the energy sector, specializing in power systems, electrical infrastructure, and energy storage systems. With a passion for sustainable energy solutions and a strong background in electrical engineering design, he has contributed to numerous BESS and decarbonization projects, resulting in deep technical knowledge. Greg is skilled in navigating the complexities of project delivery, stakeholder engagement and regulatory compliance. His leadership approach emphasizes collaboration, mentorship, and fostering a culture of continuous improvement, enabling teams to achieve both technical and operational excellence. Some of Greg’s notable projects include the TD Centre’s Long Term Energy Plan, Creative Energy’s Beatty Street District Energy and Low Carbon Steam Plant, Cadillac Fairview’s East Harbour Utility Infrastructure Planning, and GM’s Kapuskasing Cold Weather Testing Facility Power Upgrade.

Greg:
"After nearly 15 years with the firm, I’m grateful for the opportunities I’ve had to learn, grow, and lead at HH Angus. It’s been a rewarding journey, especially working alongside such exceptional colleagues. I'm excited for what lies ahead."

Ted Benstead, Manager – Health Division

Ted’s technical background and detailed knowledge of BIM incorporation and execution in construction projects deliver considerable benefits to our clients’ projects. Through extensive experience with Revit, Ted provides clients with precise design data and well-supported solutions. His experience in all facets of project design and delivery, including Prime Consulting, P3 and Alliance projects has contributed to developing a breadth of team leadership and technical skills. Ted manages a team of skilled professional designers and engineers, whose work includes conceptual design, preparation of specifications, electrical design and coordination, report writing, project coordination, design implementation and contract administration. Some of Ted’s notable projects include Burnaby Hospital Phase 2 and BC Cancer Centre, Thunder Bay Regional Health Sciences Centre Cardiovascular Surgery Expansion, Centre Hospitalier de l’Université de Montréal, Jerry Coughlan Health and Wellness Centre, and Michael Garron Hospital Patient Care Centre PDC.

Ted:
“It is incredibly fulfilling to watch HH Angus grow and know that it is made possible by the drive and expertise of everyone who contributes to our work across the country. The future is bright for HH Angus, and I am grateful for the opportunity to participate in exciting new projects, to mentor staff, and help expand our business.”

Vishal Bhana, Senior Manager – Angus Connect

With 15 years of experience, Vishal has taken on a lead role for major projects, developing market sectors and contributing to continuous improvement initiatives across the firm. As a senior manager in our Connect Division, Vishal is focused on technology design in the healthcare, mission critical, and commercial sectors. His strong client management skills and ability to mentor employees have been instrumental in fostering a collaborative and innovative work environment. Through his leadership, Vishal has driven the development of market sectors and contributed significantly to the firm's capabilities, delivering innovative solutions to complex challenges. Notable projects for Vishal include the Dawson Creek and District Hospital Project, the New Surrey Hospital and BC Cancer Centre, and the BC Mental Health and Substance Use Red Fish Healing Centre Expansion Business Plan.

Vishal:
“It’s incredibly fulfilling to collaborate with team members and clients on projects that serve our community and leave a legacy for many decades. I am honoured to be part of one of the leading consulting firms in the industry and am excited about our continued growth in British Columbia, as well as the opportunity to keep serving our clients with dedication and excellence.”

British Columbia's first fully electric healthcare facility has achieved Zero Carbon Building - Design Standard™ certification from the Canada Green Building Council. This is the first hospital in Canada to achieve this certification. The Standard guides the design of new buildings and major renovations of existing ones so they can achieve zero carbon operations. Environmentally sustainable hospital design delivers benefits for healthcare operators, patients and healthcare staff, and the communities they serve.

The Zero Carbon Building (ZCB) - Design Standard™ defines low-carbon design and operational performance for buildings. According to CaGBC’s website, “The Zero Carbon Building – Design Standard™ guides the design of new buildings and major renovations of existing ones so they can achieve zero carbon operations. The Standard is comprehensive and evaluates the anticipated carbon emissions from building operations like heating and cooling. Project teams must carefully consider the embodied carbon of construction materials, refrigerants used in HVAC equipment, and building airtightness. Project teams must also evaluate strategies to minimize electrical grid impacts."

The Project

HH Angus is providing mechanical and electrical consulting engineering to the Cowichan District Hospital Replacement Project (CDHRP) on Vancouver Island, as part of the design team under the Nuts'a'maat Alliance (Island Health, EllisDon Corporation, Parkin Architects, BC Infrastructure Benefits and Infrastructure BC). The project is being developed for Island Health to replace the existing facility in North Cowichan, BC. When it opens in 2027, the new hospital will be three times larger than the existing facility at 57,448 m2 (607,601 ft2), and will increase capacity from 148 beds to 204 beds. The hospital will expand capacity for inpatient and ambulatory care, with seven operating rooms, additional procedure rooms, an expanded birthing unit, pediatric spaces, outpatient clinic services, expanded diagnostic imaging, an expanded emergency department, and a rooftop helipad. Mental health services will be updated with a 20-bed inpatient psychiatry unit and a four-bed psychiatric intensive care unit.

Sustainability Features

Sustainability has been at the core of the decision-making process for this project, with a focus on carbon reduction. Its ZCB – Design™ certification reflects achieving a 38% embodied carbon reduction from baseline and, as the first all-electric healthcare facility in British Columbia, the CDHRP’s design has an operational energy performance that significantly surpasses its target.

The design strategies focused on reducing the project's embodied carbon emissions, maximizing energy efficiency, electrifying the mechanical systems, using new-generation low GWP refrigerants, and designing an optimized PV array.

In its press release announcing the ZCB – Design™ certification, Island Health provided the following highlights of the hospital features supporting patient and staff wellbeing and environmental benefits:

Fully electric operation: The first all-electric hospital in B.C., it eliminates reliance on fossil fuels.
Highly energy efficient design: A high-performance building envelope minimizes heat loss, reducing overall energy demand by 30% compared to the current hospital.
Better air quality: Advanced ventilation and filtration systems support cleaner air, benefiting people with respiratory conditions such as asthma and COPD and providing greater operational resilience during wildfire smoke events.
On-site renewable energy generation: Rooftop solar panels will generate 2.5 percent of the hospital’s annual energy needs, reducing operating costs and reliance on external energy sources.
Water conservation strategies: 60% more water-efficient than the current hospital
Sustainable materials: Use of low-carbon concrete, mass timber, rebar and insulation to minimize embodied carbon in construction.
LED lighting which uses 75 percent less energy than incandescent bulbs; and
Low global warming potential refrigerants to minimize carbon emissions in mechanical equipment.

The EllisDon and Parkin-led (ED+P) design team, in association with HH Angus, ZGF Architects, Bush Bohlman and Partners, and RDH, understood the significance of the project goals and the importance of targeting the Zero Carbon Building – Design™ certification. Their leadership, efforts and collaboration allowed the team to meet and exceed the project requirements, together with the leadership of Island Health. The project team members have been consistently committed to following through on the design approach and to finding all opportunities to improve.

To view a short video about the project’s construction progress, click here.
To read more about our work on the Cowichan District Hospital Replacement project, click here.

Image/s courtesy of EllisDon Construction & Parkin Architects