We’re proud to share that HHA's Ontario Power Generation Headquarters project has been recognized for excellence at the Ontario Engineering Project Awards (OEPA)a program that celebrates the very best in engineering innovation, complexity, and impact across the province.

This project set out to bring Ontario Power Generation's teams together in a single, modern workplace while breathing new life into a landmark site through the adaptive reuse of the former GM headquarters. The result is a highly efficient, collaborative environment designed with long-term sustainability at its core.

HH Angus played a pivotal role as mechanical and electrical engineers, IMIT and lighting consultants, owner’s engineer, plumbing/fire protection/life safety designer, and commissioning authority. Working within an accelerated schedule, fixed budget, and increased occupancy demands, the team delivered forward-thinking solutions—from dual-function HVAC systems and high-efficiency heat pumps to ice storage and advanced energy recovery strategies.

Congratulations and thank you to our client, Ontario Power Generation, for your vision and collaboration, and to our project partners and dedicated team members who made this achievement possible. This recognition reflects what’s possible when strong partnerships and thoughtful engineering come together to create meaningful, sustainable impact.

Read more about the OPG project on our website.

 
 

HH Angus is pleased to welcome Chris Doel as Director, Advisory Services.

Chris brings more than 20 years of leadership experience in the architecture, engineering, and design industry, with deep expertise in sustainability, building performance and strategic advisory work. In this role, Chris will work closely with teams across the firm to help clients make informed, data-driven decisions from early planning and feasibility through design, construction, and ongoing operations.

HH Angus’ Advisory Services practice complements the firm’s core engineering offerings by providing specialized expertise in:

  • building systems strategy and early-stage feasibility
  • data-driven design analysis and performance simulation
  • energy and decarbonization strategy
  • technology integration and smart building advisory
  • independent review
  • owner's representation throughout design and construction, and
  • performance verification and commissioning support at project close

Welcoming Chris to the firm, Paul Keenan, President, said: “Chris brings a strong combination of leadership, technical depth, and strategic perspective. As our clients face increasing pressure to improve performance, reduce carbon, and plan for the future, his experience will help us deliver the clear, data-driven advice they need.”  

Chris joins us from Introba, where he spent 16 years in progressively senior leadership positions, most recently serving as Senior Vice President, Canada and Regional Director. Over the course of his career, he has led complex, sustainability-focused projects across the post-secondary, institutional, and commercial sectors, with a strong track record of helping clients advance high-performance, future-ready buildings.

On joining HH Angus, Chris said: “I’m excited to join HH Angus at a time when clients need clearer, earlier advice on building performance and long-term value. Advisory work is most valuable before decisions are locked in and options narrowed. HH Angus has the technical depth and client trust to make that kind of upstream guidance genuinely impactful. I'm here to help build that capability and make it easier for clients to move forward with confidence.”

Chris’ appointment reflects HH Angus’ continued investment to expanding the depth of its advisory capabilities, giving clients the clarity they need to make better decisions at every stage of the project.

To learn more about HH Angus’ Advisory Services practice, or to connect with Chris, visit the Advisory Services page or contact him directly.

 
 

Chris Doel, P.Eng., CEng., MCIBSE
Director, Advisory Services
T 778 357 3742

 
 

How can real-time data transform healthcare spaces-without major capital investment?


At the Canadian Centre for Healthcare Facilities Conference in Vancouver (May 4-6), we're sharing how Sunnybrook Health Sciences Centre (SHSC), in collaboration with HH Angus, is using near real-time occupancy intelligence to unlock hidden capacity and improve patient flow.

Presenters:
Akira Jones, Director, Digital Services, HH Angus
Carol Robinson, Patient Care Manager, Garry Hurvitz Brain Sciences Program, Sunnybrook Health Sciences Centre (joining virtually)

Starting with pilot deployments in high-demand legacy spaces, discreet sensors revealed underutilized areas, scheduling mismatches, and operational bottlenecks—leading to measurable improvements using existing infrastructure.

Building on these insights, SHSC implemented 3D stereo-optic occupancy sensors in the Barzakay Brain Health Clinic and Cipriano Clinic. Integrated with the Angus Remote Management System (ARMS), this solution provides actionable data on exam room utilization, peak demand, and scheduling trends.

The result? Even purpose-built clinics can benefit from continuous occupancy intelligence—enabling more precise scheduling, better alignment of staff and space, and an enhanced patient experience.

This work demonstrates a scalable, evidence-based approach to optimizing healthcare environments today while future-proofing them for tomorrow.

Also attending the conference from our broader team are Vishal Bhana and Ryan Kennedy.

Read about our work on SHSC's Garry Hurvitz Centre for Brain Sciences.

 
 
 

For many people, the term ‘digital twin’ is an elusive one and carries with it a certain mystery. As consultants, we see it as our responsibility to help clients understand just what a digital twin is and how it fits into their building asset strategy. The reality for many building owners is that a digital twin is typically not considered a priority for ‘today’, but rather a goal on the horizon to work toward. And that is where we help our clients maximize their building strategy and identify the foundational pieces needed to get to either a specific use case or a computer model of their entire facility. It's about building towards an integrated future.

 
 

Making the case for the ROI

Many building owners and facility managers are still grappling with how to define—and justify—the return on investment for digital twins. Part of the challenge is that the concept is often presented as an aspirational “future state,” making it difficult to connect with current operational realities. As a result, digital twins can feel abstract or overly complex, rather than practical tools delivering measurable value today.

A more effective approach is to start with clearly defined, near-term use cases. For example, optimizing a chilled water system can demonstrate tangible energy and cost savings, sometimes in the range of 20–40%. By focusing on specific systems or combinations of systems, organizations can begin to see real returns and build confidence in the broader potential of digital twin strategies.

However, the true value of a digital twin lies in moving beyond isolated optimization toward a more integrated, holistic view of building performance. Rather than analyzing systems in silos, digital twins bring together multiple data points—such as building systems, occupant behavior, and external environmental conditions—to provide a more comprehensive understanding of how a facility operates. This integrated perspective is particularly important in complex environments like laboratories, where system interactions significantly impact both energy use and operational outcomes.

There is also some confusion in the market about what digital twins actually look like. They are often associated with highly detailed 3D models, which can create the impression that advanced visualization is a prerequisite. In reality, many organizations are not yet at the stage where 3D modeling adds value. The priority should instead be on data integration, actionable insights, and scalable use cases that support operational and decarbonization goals.

By starting small, focusing on high-impact applications, and building toward greater integration over time, organizations can unlock the practical benefits of digital twins while laying the groundwork for more advanced capabilities in the future.

 
 
 
 
 
 

Testing real-world options in a virtual model

For existing facilities, one of the most compelling advantages of a digital twin is the ability to visualize complex building data in a spatial context. By overlaying operational data—such as occupancy patterns and energy use—onto a building model, facility teams can better understand how spaces are actually being used. This can reveal insights that are difficult to capture through traditional data analysis alone, such as movement patterns, underutilized areas, or equipment that is operating more frequently than expected. In environments where performance and efficiency are closely tied to how spaces are used, this level of visibility can inform more targeted and effective interventions.

This capability is particularly valuable in laboratories, where their continuous operation limits opportunities for real-world experimentation. Because these facilities must run 24/7 to maintain safety and environmental conditions, it is often not feasible to test new strategies directly in the live environment. Digital twins offer a way to address this challenge by enabling scenario testing in a virtual setting. By creating a digital representation that reflects real-world conditions, teams can explore the impact of potential changes—such as adjusting equipment schedules, modifying ventilation strategies, or introducing new technologies—without disrupting ongoing operations. These simulations allow organizations to evaluate sustainability measures in advance, reducing risk and increasing confidence in implementation.

A helpful way to think about this is as a working copy of the building: a parallel environment where changes can be tested, refined, and validated before being applied in practice. As digital twins continue to evolve, the ability to connect these virtual models with real-time data further enhances their value—providing a feedback loop that helps confirm whether implemented strategies are delivering the intended performance and decarbonization outcomes.

 
 

Where are we in the digital twin timeline

While interest in digital twins continues to grow, industry adoption is still in the early stages. The underlying technologies largely exist, but many organizations are only beginning to explore how to apply them. Rather than viewing digital twins as a single solution to implement, it is more accurate—and more effective—to think in terms of a long-term strategy that evolves over time.

Digital twin development is often described along a maturity curve. At the foundational level, organizations may begin with elements such as 3D models or asset data—capabilities that, in many cases, already exist within design models or advanced building automation systems. The next step is less about adding new tools and more about connecting what is already in place: breaking down silos between systems, aggregating data, and enabling a more integrated view of building performance.

 

There are also practical barriers that can slow progress. In some cases, systems are not designed to communicate with one another, limiting the ability to integrate data. In others, the necessary data simply is not being captured—for example, due to gaps in metering or monitoring infrastructure. Without access to reliable, relevant data, even well-defined use cases can be difficult to implement.

Over time, these challenges are likely to diminish as technologies mature and industry practices evolve. For now, however, most organizations are focused on building the foundational capabilities that will enable more advanced digital twin applications in the future.

As maturity increases, this integration supports more advanced insights and, ultimately, more automated or predictive operations. However, reaching that level requires a strong foundation. Many organizations today are still at the early stages—developing strategies, identifying priority use cases, and piloting targeted applications.

 
 
 
 
 

Don’t forget your roadmap

For organizations starting from a clean slate, one of the most important, and most overlooked, steps is defining clear use cases from the outset. This begins at the highest level, with organizational goals. Whether the priority is operational efficiency, sustainability, or long-term asset performance, these objectives should guide every subsequent decision.

This top-down approach mirrors established BIM practices: start with what the organization is trying to achieve, then determine how assets will be managed, and from there define the data, systems, and equipment required to support those outcomes. When applied to digital twins, this ensures that technology decisions are driven by purpose—not the other way around.

A common misstep is to begin with a specific technology or vendor solution and attempt to build a strategy around it. Because while these tools may offer value, they are not always aligned with an organization’s specific needs or long-term goals. By contrast, starting with clearly defined outcomes allows organizations to identify the right systems and data requirements to support meaningful use cases.

A structured roadmap can help translate this strategy into action. Rather than approaching digital twins as a large, all-at-once investment, organizations can break the journey into manageable steps. This might involve:

Taking this phased approach makes implementation more practical and cost-effective, while still aligning with a broader vision. By focusing on achievable milestones, organizations can demonstrate value early, build internal momentum, and progressively expand their digital twin capabilities in a way that supports long-term decarbonization and operational goals.

 

Identifying early wins

When it comes to achieving early returns, some of the most impactful opportunities are also the most fundamental: measuring performance and making that data usable. Many organizations have set ambitious decarbonization and ESG targets, but without reliable data, it is difficult to track progress or make informed decisions. Establishing the ability to monitor key metrics—such as energy use, system performance, and occupancy—is often the first and most valuable step in a digital twin strategy.

Once this foundation is in place, organizations can begin to identify inefficiencies and adjust operations accordingly. Even at the level of individual systems, improved visibility can lead to meaningful energy and cost savings. However, greater value emerges as data from multiple systems is brought together.

Integrating systems enables more coordinated and responsive building operations. For example, occupancy signals from one system—such as lighting—can be used to inform another, like ventilation, allowing building systems to respond dynamically to actual usage. While this type of integration may be more complex in specialized environments like laboratories, the principle remains the same: connecting data across systems creates opportunities for smarter, more efficient control strategies.

Ultimately, the progression from measurement to integration supports a more holistic approach to building performance. By starting with accessible data and building toward more connected systems, organizations can unlock practical, high-impact improvements that advance both operational efficiency and sustainability goals.

 

Reducing risk and cost in existing labs with digital twins

For existing laboratory facilities, the path forward is not about wholesale replacement, but about making better use of what is already in place. Because these facilities are operational, they offer an immediate advantage: access to real performance data. This creates an opportunity to begin measuring how systems, equipment, and spaces are actually being used, and to use those insights to guide targeted improvements.

Digital twin strategies in this context often start with focused use cases. This might include analyzing how occupants move through a space, how frequently specific equipment is used, or how energy consumption varies across different lab environments. These insights can be applied at multiple levels—whether examining individual pieces of equipment or understanding how a lab interacts with the broader building systems.

One of the most valuable early applications in laboratories is predictive maintenance. Given the critical nature of lab operations, equipment failure is not only costly but can also compromise research and safety. By leveraging connected systems and real-time data, digital twins can help identify early warning signs of equipment issues, enabling proactive maintenance and reducing the risk of unexpected downtime.

In parallel, digital twins support ongoing tracking of energy, carbon, and resource use, providing a clearer picture of performance over time. They also create a platform for testing potential upgrades—such as new equipment or operational changes—in a virtual environment before implementing them in the real world.

Importantly, these benefits can be realized incrementally. With a clear strategy in place, organizations can align capital planning with long-term digital twin goals. For example, when equipment is due for replacement, specifying systems that are capable of capturing and sharing data ensures that each investment contributes to a more connected, intelligent facility over time.

By taking a phased, data-driven approach, existing lab facilities can steadily improve performance, reduce operating costs, and advance decarbonization—without disrupting critical operations.

 
 
 
 
 

Should you start with a pilot project

Pilot projects can play an important role as valuable entry points in moving digital twin initiatives forward. In many cases, facility teams are already aware of specific challenges or improvements they want to pursue. Targeted pilot projects—focused on a particular system or use case—allow organizations to demonstrate value quickly, without waiting for a fully developed, enterprise-wide strategy.

That said, pilots are most effective when they are guided by a broader vision. Understanding the long-term direction—what systems need to be connected, what data will be required, and how different use cases may evolve—helps ensure that early investments support future integration. Without this context, there is a risk of implementing solutions that are difficult to scale or connect later.

A thoughtful approach combines both elements: a clear roadmap informed by a comprehensive understanding of existing systems and data, alongside focused pilot projects that deliver early results. This enables organizations to build momentum while maintaining alignment with long-term goals.

Ultimately, digital twins are not a single project, but an evolving capability. By starting with what is available, prioritizing high-impact use cases, and building toward greater integration over time, organizations can create a strong foundation for more efficient, resilient, and lower-carbon laboratory environments.

 
 

Akira Jones, P.Eng., LEED AP

Division Director – Digital Services


akira.jones@hhangus.com

 
 

Krigh Bachmann, B.Des., BIM AP

Design Technology Leader


krigh.bachmann@hhangus.com

 
 
 

From Insight to Impact: Internal Competition Spots Opportunities in How We Work

“How can HH Angus use data already available within our firm to better understand where time and effort are being spent—and help focus on more meaningful work?”

That was the core question behind our recent Innovation Challenge, HH Angus’ annual in-house contest where teams suggested new ways of working to our panel of judges. This year’s first-place team, ‘The Outliers’, responded with a practical, people-focused approach: use real company data to spot patterns, identify opportunities for improvement, and suggest ways to support better project delivery, smoother workflows, and stronger knowledge sharing.

Rather than trying to force every dataset into one story, the team looked at several sources separately and focused on what each could reveal.

Smarter resourcing: matching experience to project needs

Using anonymized project data, the team explored patterns in how work is typically shared between senior and junior staff across different types of projects.

Their key takeaway was that having a clearer view of these patterns can help teams plan resourcing more intentionally, balancing budget, risk, and staff development. Over time, this could support more consistent delivery approaches and help ensure expertise is applied where it has the greatest impact.

Knowledge sharing: what internal questions reveal

Another area of focus was HH Angus’ internal Stack Overflow (a knowledge sharing software tool) activity—how employees ask and answer technical questions.

The team discovered that a large share of questions were related to Revit and other design tools, reinforcing how central digital workflows are to daily delivery. They also observed strong participation by in-house experts who share answers and solutions that others can reference later.

This highlights Stack Overflow’s value as a vital living knowledge base—a place where staff can learn from each other, solve problems faster, and reduce repeated effort.

Engagement over time: encouraging consistent participation

Finally, the team looked at participation trends on the Stack Overflow platform. Like many internal tools, usage increased during early promotion and then normalized over time.

They also observed that response times improved—questions were answered faster as the platform matured—showing that even with fluctuating participation, active contributors are helping to keep knowledge moving.

A clear outcome: data as a tool to support people

Across all findings, the first-place team demonstrated how thoughtful analysis can reveal opportunities to improve how work gets done—without losing sight of what matters most: enabling people to do their best work on our clients.

Their solution points toward practical next steps to continue exploring, including:

  • planning project resourcing with more visibility and intention
  • identifying technical bottlenecks that affect productivity
  • strengthening internal knowledge-sharing practices

Congratulations to all The Outliers on their winning submission - Eason Hou, Jackie Wu, Shaun Lee, Vanessa Tan and Victor Cheng Ji; and to all the participating teams for the time and effort dedicated to developing your presentations.

The annual Challenge contest continues to show that innovation at HH Angus is not just about new technology—it’s about using insight to support smarter decisions, stronger collaboration, and long-term success.