Community of CIB

May is Asian Heritage Month, and it has me reflecting on the persistence it takes to build a career in a new country and the many perspectives that shape the work we do at the CIB.  

I’m originally from Metro Manila, Philippines, and my path into finance was always intentional. Encouraged by my father, an investment banker, I studied electrical engineering first to build strong analytical and problem-solving skills before later adding a business education through an MBA.

Over the years, I’ve stacked those perspectives—from engineering to equity research and project finance. What continues to draw me to infrastructure is its complexity. It’s where the technical and financial worlds come together to get things built.

My own path to the CIB, however, was anything but straightforward.

Before moving to Canada just over 20 years ago, I was only one thesis away from finishing my engineering degree. But when I arrived here, I learned my education wasn’t recognized. I was told by several universities that my background lacked depth and that I wasn’t competitive enough for a Canadian program.

I’m glad to see that international degrees are much more widely recognized now, but back then, the only way forward was to start over. I went back to year one and repeated the entire degree from scratch.

Doing the work twice was a lesson in resilience—a characteristic I think many in the Asian immigrant community share. It’s that same resilience and long-term view that we need when we build infrastructure projects designed to outlive us. In our industry, the most impressive projects are only as good as the foundations beneath them. Sometimes rebuilding from the ground up is what ensures something can last for generations.

That long-term impact is one of the most rewarding parts of working at the CIB. There’s something meaningful about helping ensure these projects truly perform for the communities they serve.

And for me, my community is what kept me going as I was rebuilding my foundation. Back then, no matter how frustrating the day had been, it always ended at a table overflowing with Filipino food and conversation.  

Whether it was a bowl of sour Pork Sinigang to power through a late-night study session or a plate of Sizzling Sisig to celebrate a passed exam, those meals were the anchor. They reminded me that even when you’re repeating a course, you’re never starting from zero if you have your community and your family behind you.

To my younger colleagues: If you face a detour, keep the long-term view. That grit is a hidden asset. And if the rebuild feels long, find your version of a Sunday Filipino feast—it’s the best way to fuel your journey.

After seven years with the CIB, I find myself reflecting most on the culture we built together. One moment that really stands out was our 2025 employee assembly. I stood at the very back of the room and just looked around. When I started on my first day, there were only about eight other people here, so seeing a room full of 160 hardworking, passionate colleagues was an incredible moment of pride for me. It reminded me how far we’d come.

We’ve built a place where people are collaborative and purpose driven. That “get things done” mindset has always been at the heart of who we are, and we’ve proven it time and time again through what we’ve delivered.

When we began, we had closed just one deal and were working every day to prove our value. Today, we’ve closed roughly 110 investments worth nearly $19 billion across the country and are working on a wide range of areas—from Indigenous equity loans to AI data centres, airports, agriculture and more. What has impressed me most is how our teams have embraced those challenges: building expertise, developing strategies, going to market and ultimately delivering.

As I pass the torch, I have tremendous confidence in the team and the leadership ahead. My hope is that the CIB continues to focus on the big, impactful projects that truly move the needle for Canadians, and keeps that same relentless focus on getting things done. 

At the CIB, impact measurement means answering a simple but important question: what tangible changes are made in the real world because we invest public capital? Unlike traditional lenders, the CIB is not only measured on financial performance, but on whether our investments help deliver public outcomes such as sustainable economic growth, more connected communities and a more competitive, low-carbon energy system.

My role as Director, Impact Measurement and Evaluation, sits at the intersection of rigour and ambition. On one hand, I oversee impact assessments for every deal we bring forward, applying our measurement standards and thinking carefully about project scenarios to determine how our investments drive real-world outcomes. Every deal has its own nuances, and I’m lucky to work with a thoughtful team that digs into those questions with me.

The other side of my role is more forward-looking. I spend a lot of time thinking about how we can strengthen and evolve the CIB’s approach to measuring and maximizing impact by shifting impact considerations earlier into the investment process, so they help guide which projects we prioritize in the first place. That work requires collaboration across the organization and building on the strong integrated investment process already in place.

My path here has taken me through the federal public service, impact investing, policy research and several years working internationally on innovation and industrial policy. Those experiences shaped how I think about public institutions: they work best when they are clear on outcomes, open to learning and willing to adapt. The CIB stood out to me because of its track record in designing effective public-private partnerships that deliver public value, and because it combines a strong public-interest mandate with agility and focus, which is something you don’t find often.

My role spans two main areas: shaping our corporate narrative—how we tell the story of our impact and priorities—and overseeing our production team, the talented group that brings those stories to life.

What I love most about my work is its variety. One moment I’m working on strategies to build employee culture, and the next I’m working to tell the story of how the CIB’s investments are helping communities across Canada. It’s a job that keeps me learning, thinking and constantly growing.

My communications career has always centred around helping organizations bring together strategy, storytelling and purpose. I studied language and writing in university, so using language to persuade and connect with people, I think, is exactly where I was meant to end up. 

Right now, I’m especially interested in telling stories through the voices of those who will benefit from the CIB’s work. That’s when infrastructure becomes truly meaningful: when you hear how a project is helping someone start a business, access reliable power or feel more connected to their community. It’s a reminder that lives can be shaped by the work we do.

Outside of work, I sing in a pop and rock choir called newchoir . It’s a fun way to express creativity and be a part of a team. Like communications, it’s about listening, finding the right balance and making sure every voice contributes to something meaningful.

Two years ago, I was introduced to an opportunity at the Canada Infrastructure Bank, and now I’m fortunate to work with an incredible team of executive assistants (EA), helping things run smoothly behind the scenes.

My career path has been anything but traditional. I served in the British military as a systems administrator and resettlement officer, supporting soldiers transitioning into civilian life. Later, in New Zealand, I was a Prison Liaison Officer for the Tax Department – a role that pushed me out of my comfort zone and changed how I see the world. Then, after moving to Canada, I started as an EA in a government relations company, without knowing what that even meant!

What I love most about my role at the CIB is the trust placed in me. As an EA, I manage schedules, coordinate meetings and support day-to-day operations to help everything run smoothly. I take pride in knowing I help others get where they need to go, both literally and figuratively. It’s fulfilling to be as an essential part of the team.

In 2024, some changes in my personal life led me to relocate to Calgary. I was terrified. Another big move, another unfamiliar place, but I took the leap. Thanks to the warmth and support of the team, it quickly began to feel like home. It’s been a rewarding transition, and I can’t wait to continue making a meaningful impact here. 

I love the way infrastructure can transform communities for the better. Over the last 30 years, I’ve built experience in infrastructure, energy and asset management. It’s a journey that has taken me through some truly remarkable roles. Whether it was working at the Carlyle Group, or the 16 years I spent at CDPQ, where I led the development of the infrastructure group from the ground up. One of the proudest moments of my career was watching that group grow to manage the largest institutional infrastructure portfolio in the world.

Looking back, some of the most impactful projects I worked on include the Réseau express métropolitain (REM) project in Montreal. As the largest public transit project in Quebec in over 50 years, it is not only transforming the city’s transportation landscape but is also contributing to a significant reduction in road traffic and pollution, benefiting the environment. The ability to contribute to such transformative projects has always been one of the most rewarding parts of my work.

Now, as Chair of the Board at the Canada Infrastructure Bank (CIB), I am excited to bring my experience and passion for infrastructure to the table. The CIB has already proven its ability to accelerate strategic projects across Canada, including in Indigenous communities, and I am committed to ensuring it continues to play a key role in Canada’s sustainable future. For me, the most fulfilling part of this role will be leveraging my expertise, network and leadership style to guide the CIB towards further success.

Outside of work, family is incredibly important to me. I’m married with three children, and when I’m not busy with professional commitments, I love spending time with my wife, walking, cycling and enjoying the water. I strive to maintain a healthy work-life balance, and after over 30 years in the industry, I know how crucial it is to keep that harmony.

I joined the CIB nearly five years ago, and it’s been an incredible journey witnessing our evolution from a small organization to a significant player in Canada’s infrastructure landscape. My role focuses on leading investments in building and industrial retrofit projects within Canada, as well as supporting investment opportunities across the CIB’s priority sectors in Quebec from our Montreal office. 

My career began in asset financing, gradually shifting to project finance in the energy and infrastructure sectors over the last decade. When I learned about the CIB’s mission, I was drawn to its commitment to purpose-driven investments. I’m passionate about making a positive impact – not just for today, but for future generations. One initiative I’m particularly proud of is the development and market roll-out of our building retrofits program. This effort was part of our $10 billion growth plan, aimed at addressing Canada’s infrastructure gap while also reducing emissions. 

Through innovative financing, we’ve set new standards for retrofitting that enable significant improvements across all building types, such as our retrofit investment in the recently completed Modern Niagara project in Kingston. This progress sets the stage for ongoing work to reduce emissions from industry. 

I am proud to contribute to a mission that emphasizes climate action and sustainable growth. At the CIB, we are dedicated to creating lasting change, ensuring a better future for Canadians and generations to come.  

I started my journey at the CIB as an intern from the Munk School of Global Affairs and Public Policy, where I learned the necessary skills to succeed in a highly dynamic and fast-paced environment.

Now, as a full-time analyst, I support initiatives in areas including sustainability, corporate reporting and planning, research, and government relations. I conduct research on low-carbon construction materials for infrastructure and analyze the potential role for the CIB to help support the development of these materials and practices. My analysis has contributed to the creation of new initiatives that leverage the CIB’s role as an investor to reduce embodied emissions, while aligning with federal government priorities.

An initiative I’m particularly proud of is the CIB’s upcoming disclosure of financed emissions, which focuses on developing a framework to calculate the annual emissions linked to the CIB’s investment projects. Disclosing our financed emissions helps us align with industry standards and stay informed to broader net-zero objectives, positioning the CIB as a committed leader in the field.

As I continue in my role, I am eager to explore opportunities across the public and private sectors to further enhance sustainability practices and drive impactful change in infrastructure development.

I never imagined myself in Human Resources (HR) as a learning and development (L&D) associate, but life has a funny way of guiding you down unexpected paths. My role as a paralegal allowed me to indulge in research and case management while building on my value of continuous learning. Connecting with people from all walks of life and supporting them through personal development is what later sparked my interest in HR.

Now, as a L&D associate, I help shape our training programs to create a dynamic learning environment that fosters diversity, equity, and inclusion while empowering individuals to reach their full potential. Through collaborative efforts, I conduct research and work with each department to tailor programs to employees' needs, ensuring they find value and engagement in what we offer.

One of my most fulfilling projects has been our Wellness program. More than just promoting physical health, it's designed to nurture holistic well-being, supporting employees both in and out of the workplace. Integrating personal values with professional goals within this program has been incredibly rewarding.

My path leading to this role has been anything but conventional, but it's taught me the importance of adaptability, empathy, and perseverance, preparing me to make a meaningful impact here at the CIB.

At the CIB, I bring together expertise and passion, combining my legal knowledge with our corporate vision. As Associate General Counsel in the enterprise division of the legal department, I handle various corporate and commercial tasks, and provide strategic counsel on investment projects spanning the CIB’s priority sectors. From contract reviews to procurement, compliance, and operational matters, I ensure alignment with our organizational goals.

Working closely with the Investments team, our team plays a pivotal role in helping the CIB engage the right advisors to assess project viability and investment potential. By exercising due diligence and strategic negotiations, together we help pave the way for transformative infrastructure investments.

Beyond my legal responsibilities, I am deeply committed to diversity, equity, and inclusion (DEI) within our workplace. As a member of the former Diversity & Inclusion Committee, and the newly appointed chair of the DEI Advisory Committee, I advocate for a culture of inclusivity, where every voice is not only heard but valued. By championing our value of “Celebrating Our Differences”, I strive to create an environment where diversity of perspectives and inclusion drives innovation and growth.

For me, the CIB represents more than just a job; it’s a place where my personal beliefs align with our organizational goals: infrastructure projects that are rooted in public good. Through my journey here, I hope to contribute meaningfully to the advancement of sustainable infrastructure initiatives that not only drive economic growth but also positively impact communities and the environment.

I first learned about the CIB when I was completing my Master of Real Estate and Infrastructure at the Schulich School of Business. I had the opportunity to hear from CIB employees like Sashen Guneratna and Stephen Scott, and it became very clear to me that the organization, and its employees, cared deeply about ESG and impact. It’s the main reason I joined the CIB.

As an Indigenous person, and having spent part of my career in the First Nation and social housing industry, it’s very fulfilling working to help close the infrastructure gap in those communities. The Indigenous Community Infrastructure Initiative team is having a real impact by working on the enabling infrastructure that allows housing developments to occur.

The Port Stalashen Wastewater Treatment Plant project is a great example of this. Through the CIB’s financing, this aged infrastructure is being replaced and upsized – mitigating environmental impacts and helping to not only support housing developments, but also the continued growth of social services in this community.

In my personal time, I serve on the Board of Directors for the Native Canadian Centre of Toronto and the Anishnawbe Health Foundation. Organizations like these played a critical role in my successful adaptation to urban life when I moved to the city over five years ago. It’s important for me to give back to the community that gave me so much.

I have witnessed profound changes in Nunavut throughout my lifetime. I grew up living off the land with my family, following a nomadic lifestyle, before moving into a community that was beginning to develop. To see where we are today, where Arctic development and security are finally being recognized as priorities, is remarkable. Infrastructure is not just about roads and ports; it is about addressing Inuit social challenges, creating opportunities and ensuring that economic development benefits our people.

We have made great progress, but there are still significant gaps. One of the most important examples is the proposed Grays Bay Road and Port project. This project offers a chance to connect Nunavut to the national highway system in the Northwest Territories. For too long, air travel has been our only option and it is becoming increasingly expensive and difficult. A road connection would allow Northerners to drive to other communities, to connect and to imagine new possibilities. The port will enable larger vessels to reach the region, improving access to more affordable goods and supplies for local communities.  

I want young people to ask themselves: how can I use this future road and port to develop our area and strengthen our community?

That is why the partnership with the Canada Infrastructure Bank (CIB) has been so critical. The CIB signed a Memorandum of Understanding with West Kitikmeot Resources Corp., committing up to $3 million in project accelerator funding to advance the Grays Bay Road and Port. From the beginning, it was clear the CIB understood not only the importance of Indigenous leadership in the project, but also its national significance. With a project of this magnitude, we needed technical expertise and financial support to move forward. The CIB stepped in as more than an investor, they became a partner.

Working closely with our organization, the CIB has ensured we remain on track and continue to progress. The CIB has shown a willingness to learn about the challenges we face and to adapt to the unique realities of the North. Their involvement demonstrates how public and private sectors can come together to invest not only in Nunavut, but in Canada’s future and sovereignty.  

The timing is right, and I am excited to move this project forward, not only for Nunavut, but for the benefit of all Canadians. 

My research focuses on sustainable finance, pension funds, retirement systems and household finance. Essentially, my goal is to design well-functioning financial markets that allow people to save and funnel those savings into productive, long-term and clean investments. 

With Canada facing a major infrastructure deficit, the need for strong financial markets is clear and government cannot shoulder the cost alone. 

We need private sector investment, but infrastructure projects are costly and complex, presenting risks that many private investors are unwilling to take on.

This challenge is what led me to research six infrastructure banks across North America, Australia, the Nordic-Baltic region and the UK. Infrastructure banks like the Canada Infrastructure Bank (CIB) represent a powerful business model that catalyzes private capital alongside public funds. Whatever public capital is invested, it is repaid over time.

What stood out in my interviews with infrastructure bank leaders was how widely misunderstood this model is – by both governments and the private sector.

Many of these banks are quite new. Governments need to recognize they now have an additional tool – one that can help implement policy goals more cost effectively than the traditional way of financing infrastructure, through grants. 

Infrastructure banks are working on groundbreaking projects with enormous potential to drive both decarbonization and economic growth. For example, the CIB financed the first major clean battery energy storage facility in Canada—and one of the largest in the world—in southwestern Ontario, in partnership with NRStor, Six Nations of the Grand River Development Corporation, Northland Power and Aecon Concessions. 

The key to the success of the infrastructure bank model is its ability to combine the government’s long-term perspective with the operational agility of the private sector. It’s about pairing know-how with the capacity to invest and take risks over time. That’s how projects get built – and how returns are generated. It can take several years for an infrastructure bank to establish the right investment framework and governance structure to make meaningful progress, but once they’re running, they can begin to demonstrate a strong track record.

Another point that surprised me in my research was the passion these infrastructure banks bring to using their business model to its full potential. That came through clearly.

These banks are striving to make an impact. This is what drives me in my own work—to bring solutions and common sense to determine how individuals and governments can both invest in the most efficient and sustainable way possible.

Learn more about Sebastien’s research here.

From initial outreach to project finance to marketing, I enjoy the challenge of getting a district energy project off the ground. I joined Enwave as an accountant in a typical finance role, and the collaborative and entrepreneurial culture has kept me here. Working with cross-functional teams, municipalities and developers keeps things interesting. 

I love problem-solving. Tackling a complex situation with multiple stakeholders to find solutions is what continues to motivate me in this role. My job requires me to think creatively, consider different perspectives and align with the right partners to move a project forward.

In the case of Lakeview Village, the CIB was the right partner. The CIB’s mandate and innovative financing approach aligned well with this project. Lakeview Village will feature 16,000 new homes, a community of parks, recreational opportunities, event spaces and commercial areas for work and shopping, all heated and cooled by district energy. This system will be more reliable, resilient and efficient than traditional systems.

A project like this is built from the ground up, requiring significant upfront capital. This project has brought its challenges, but it also provides us with an opportunity to demonstrate that you can do things differently with the right partners.

Rather than setting us back, challenges inevitably end up moving us forward. I’ve watched the district energy space evolve into a true leader in the energy transition, and I’m proud to be a part of that.

Five years ago, I was handed a cell phone and a proposal to develop social services for the Matawa First Nation communities. Representatives from all nine communities came together and gave our organization the name Awashishewiigiihiwaywiin, which means “to wrap a child in a blanket of care, support and love”. To me, it symbolizes holistic care, encompassing mental and physical health, education, and strong community and cultural ties.

I’ve worked on and off reserve with child welfare and adolescent treatment for many years and seeing families succeed makes all the hard work worth it. 

In the beginning, we faced significant program challenges due to limited space. We operated out of a small, windowless room with only six cubicles and no area for programs. We also lacked temporary housing for families in crisis. Despite these obstacles, I encouraged my three staff members to “dream big”.

Fast forward five years, and we now have an incredible full-service hub which meets the needs of everyone who walks through our doors. We offer next steps programs, transitional housing, a community kitchen, and soon, the Matawa Health Cooperative will be on site. This allows us to provide a continuity of care that was previously impossible.

Our new facility was initially a 1950s care home with a flooded boiler system and old hospital beds. Thanks to the CIB’s financing, we are retrofitting the building into a modern, energy efficient facility, enabling us to deliver the comprehensive care we envisioned from the start.

I started working for the port shortly after university, excited by its potential to grow into something much bigger—and I never left.

As the third-largest port in Canada, we handle about 23.5 million tonnes of cargo each year. Working at the port, I get to see how we contribute to global trade, but I also see how our growth enables jobs for my neighbours down the street. In a community of just over 12,000 residents, it’s not hard to see our impact. The port provides 4000 direct jobs, with half of those right here in Prince Rupert. 38% of our workforce is Indigenous and reflects the demographics of our community.

The CANXPORT logistics project has been in the works for a decade. Essentially, it utilizes empty containers moving westbound into Asia-Pacific markets, unlocking latent capacity in containers that are already in transit, and increasing efficiency in handling cargo. This balance of imports and exports is vital for serving industries across Canada, but measuring the economic returns for a project like this is difficult. 

The CIB recognized the bigger picture and the significant impact this investment will have, allowing us to realize our potential. This project is expected to handle 6 million tonnes of cargo annually and will serve as a catalyst for growth, leading to incremental increases in Canadian trade.

In a small town like Prince Rupert, the ripple effects of our work extend far beyond our immediate community. The jobs we create, the economic opportunities we foster, and the global connections we build all contribute to economic growth across Canada. The port is not just a local asset; it’s a vital link in Canada’s trade network, and with the support of the CIB, we are poised to enhance this impact even further.

HTEC started 20 years ago, during the Hydrogen Highway days. Five of us, the founders, saw an opportunity to harness a byproduct source of hydrogen being vented in North Vancouver. We pulled together a project, worked with other users, and set up a small pilot demonstration that purified and compressed the hydrogen, making it available for use. 

I served as a founder and director for the first seven years. This experience really drove home the fact that interest in clean tech and climate change solutions can fluctuate but the climate crisis doesn’t come and go.  

In 2012, I stepped in as CEO to develop a broader business plan and strategy. Since then, we’ve become vertically integrated, handling production, distribution, and even starting a transportation solutions business unit. This unit promotes the use of hydrogen fuel cell vehicles, especially in the heavy-duty sector. 

The Canada Infrastructure Bank (CIB) offered us an alternative to other funding programs which have timeline constraints. Infrastructure takes longer to build than people think, and the CIB was able to provide the timeline flexibility we needed. 

With the CIB’s help, we’re demonstrating a successful ecosystem for hydrogen. They understood the need for both supply and demand. This deal will support the production of hydrogen and refuelling infrastructure that will in turn support a fleet of up to 300 heavy-duty and 2,000 lightweight vehicles that emit no emissions. We’re bringing all these pieces together to demonstrate success. As we continue to innovate and expand, HTEC remains committed to leading the charge towards a sustainable, hydrogen-powered future, proving that with the right support and vision, clean energy solutions can thrive. 

My role at FNBC is easily the best job I’ve ever had. I’m excited to get up in the morning and lead an amazing team who are dedicated to bringing innovative financial services to Indigenous communities. We handle the financial part of Nation Building.

I grew up in Terrace, B.C., until I was 15, when I moved to Vancouver with my mom. I spent some time finding my career path. I did undergraduate work in economics and Japanese before moving into completing law at UBC. However, I quickly realized that I was more interested in finance and investments. So, I decided to pursue an MBA and was lucky enough to get into Columbia Business School in New York. From there, I started working on Wall Street.

As a kid, I had no idea jobs like mine even existed. FNBC operates on a for-profit basis, but our mission is our driving force. I love that we are enabling Indigenous communities to aim high and build stronger communities by financing infrastructure and community-based projects. It’s a wonderful feeling to witness all the great projects we’ve contributed to across the country. Our partnership with the CIB will further enable the Nations we work with to achieve their goals.

The loan product we developed with the CIB came out of a project we worked on jointly. We realized our objectives of delivering financing to Indigenous communities were closely aligned. By working together, we could provide more opportunities at a faster pace for Indigenous communities.

The FNBC/CIB Indigenous Land Development Program will lower the cost of capital for Indigenous communities engaged in land development. If a project is eligible, all approvals will be granted by FNBC. This means that Indigenous communities won’t need to apply separately to the CIB for approval. The impacts on communities can be substantial, including job creation and the provision of much-needed infrastructure.

At FNBC, we are not just building a bank; we are helping to build Indigenous nations. This ethos is mirrored by the folks at the CIB, underlining our shared commitment to progress.

Meet Crystal Nicholas, President, and Interim General Manager of Wskijinu’k Mtmo’taqnuow Agency Ltd.

Crystal has many roles including graduate student, Indigenous business leader, and infrastructure partner. In her words…

I’m always on the road…heading to and from Dalhousie University where I’m finishing a part-time law degree. The drive from Potlotek First Nation, my hometown and current residence, to Halifax is a familiar one. Each time I make the journey, I notice the lack of basic infrastructure and housing in our community. We’re grappling with a housing crisis, much like many other First Nations communities.

In 2019, I was appointed as the president of Wskijinu’k Mtmo’taqnuow Agency Ltd (WMA), with a focus on economic development for our communities. WMA Ltd., owned by 13 Mi’kmaw communities, was established to remove politics from the business side of things and concentrate solely on our directives. We have the autonomy to finalize agreements and allocate funds where they’re most needed. I see WMA Ltd. as an opportunity to foster unity within our province. The projects we work on benefit not only individual First Nations communities but also contribute to the well-being of Nova Scotia as a whole.

Last June (2023), I became involved with the Nova Scotia Energy Storage project, which benefitted from the CIB’s first equity loan under the Indigenous equity program. I was excited about the equity option and the chance to be a voice at the table, actively participating in the process of carbon reduction on the land we steward.

For me, true economic reconciliation involves engaging with communities, not merely as required tokens, but by genuinely listening. I appreciated the moments of dialogue and learning that occurred during the project. With the equity provided, our hope is to acquire usable land for essential infrastructure.

To other Indigenous communities considering partnerships, my advice is simple: don’t be afraid. Forge ahead and collaborate with proponents. There are people out there willing to assist in Indigenous inclusion. Let’s continue to listen, learn, and work together toward meaningful economic reconciliation.

Curtis Ross, CEO of Thompson Regional Airport Authority, recalls when he met with the Thompson Airport board in 2005 and was handed a big opportunity. The task? Leading the development of a new terminal and related infrastructure to combat the impacts of climate change on the existing airport terminal. Now, 20 years later, the project has finally come to fruition with the help of CIB’s financing.

Ross knew the project would be a challenge. The airport terminal, originally built as a temporary structure on discontinuous permafrost, had begun to sink into the ground due to regional temperature increases: “Because we’re removed from the town, we don’t have access to municipal funding for projects like this.”

“We are, in essence, the Thompson ‘community’ airport. We offer crucial passenger and cargo services to 37 northern communities, including medical and emergency evacuation services, forest fire suppression, food delivery, and access to the University of the North.”

On a personal note, Ross shares that funding secured from the CIB allows him to fulfill a long-time career goal. “My roots in Manitoba run deep, and I’m proud that the communities where I grew up in will have a lifeline for the next 70 years. This terminal allows these communities to showcase themselves and the reliable services they offer.”

“We’re excited for even more revitalization in the area. Plans are underway for a new Helitack base. This base will accommodate water bombers, pilot lodgings, a mechanic shop, an equipment base, and eight additional buildings. The crews stationed here will have the capacity to be dispatched anywhere in Canada. It’s one more development towards a promising future for the area and our community.” The new terminal and upcoming developments ensure the continuation of vital services for northern communities and open up possibilities for further regional growth.

In the early years of Cherie Brant’s career, she was focused, in her words, on trying to survive in the field of law. Looking back on her success, she reflects on how “surviving” evolved into “thriving”.

Now, she leads the national Indigenous law practice at BLG, one of Canada’s largest law firms, and played a leading role as legal advisor in the development of the Canada Infrastructure Bank’s (CIB) Indigenous Community Infrastructure Initiative (ICII).

---

My identity as an Indigenous person is at the core of my practice as Partner and National Leader of Indigenous Law at Borden Ladner Gervais LLP (BLG). Throughout my 20-year career, I have been interested in advancing Indigenous economic opportunities, so we have our place recognized in the broader Canadian economy.

First Nations have systemic barriers that limit traditional forms of secured lending, but lenders, like the CIB, recognize that we may have access to stable own source revenues that can ensure timely repayment. This is why partnerships based on the duty to consult Indigenous communities are so critical to enabling our Indigenous economies – and enabling Canada’s major projects to be built.

There is a reciprocity here that when it happens it benefits everyone at the table. When Indigenous communities say, “nothing about us without us”, in my view they are speaking about this reciprocity concept.

In partnership with the CIB, I helped develop their ICII program through building understanding of the unique land tenures on First Nations lands and assisting the CIB on navigating the Crown’s duty to consult obligations. This is one of the CIB’s innovative tools designed to deliver towards their goal of providing at least $1 billion in loans towards revenue-generating Indigenous infrastructure projects across the country.

Since the program’s creation, I have seen first-hand how the CIB has answered the call for flexible loans and guided communities throughout the project development process.

While they are a lender focused on getting more infrastructure built and quicker, the CIB goes the extra mile to connect Indigenous communities to resources to advance their projects and to understand their unique perspectives throughout the project development journey.

By lending to Indigenous-owned and operated projects, like the wastewater treatment facility at Grasswood Urban Reserve, the CIB is focused on addressing local infrastructure needs to help communities grow and enhance their quality of life. And with the recent announcement of a program to provide equity financing to Indigenous groups where the CIB is already a lender, I expect we will see great projects financed by the CIB to support energy transition activities, such as battery storage and small modular reactor projects.

I always said, give us 20 years and I will show what we can do. Now that we are here, with our roots firmly planted in this country, and our histories and connection continuing to be recognized – I can’t wait for the next chapter!

Public service has always been at the heart of my professional career, whether at the City of Montreal, the Quebec Government or today at Aéroports de Montréal (ADM). As an organization at the service of the community, I am deeply aligned with ADM’s mission to maintain harmonious coexistence with its surroundings.

As Vice President of Public Affairs and Sustainability, I’m proud of ADM’s ambitious goal to become net-zero by 2040 – 10 years earlier than the air transport industry’s commitment.

Becoming net-zero will require us to move quickly to reduce our direct emissions while also working alongside communities to decrease emissions produced by travelling to the airport. That’s why we are aiming for 20 per cent of journeys to and from the airport to be made through public transport by 2030.

Through a more efficient and reliable mode of transportation compared to what we have now in service, which is mainly buses, we are confident we will be able to reach this goal. The Réseau express métropolitain (REM) network, will play a critical role in connecting the Greater Montréal area to Aéroport-Montréal-Trudeau (YUL).

The Canada Infrastructure Bank’s (CIB) financial contribution was essential to getting shovels in the ground and making the airport REM station a reality.

At a time when the pandemic was especially hitting Canadian airports and ADM hard, and as we were looking to secure financing for the construction of the REM station, the CIB came through by providing a loan of up to $300 million.

Through project financing, we saw firsthand the remarkable solidarity at all levels of government to enable a transit project benefiting the whole catchment area of the YUL airport, Quebec and our visitors.

The REM will encourage passengers and airport employees to use more environmentally friendly modes of transportation and create a more welcoming airport, benefiting travellers, employees and the community.

In working with the CIB, I have seen the organization’s desire to have a real impact by investing in net-zero communities and sustainable, world-class cities.

We look forward to opening our station doors and welcoming more visitors and top talent to Montreal.

As the co-founder, President and CEO of FLO, I’m all in on the electric vehicle (EV) transition. In my role, I proudly oversee our vertically integrated charging network, where we offer reliable EV charging infrastructure at home, at work and on the go.

By electrifying our transportation system and accelerating EV adoption, we can advance climate change action. Increasing access to public chargers will provide a better charging experience to electric vehicle drivers and will enable more drivers to make the switch to emission-free vehicles.

Through our partnership with the CIB, we will nearly double the number of public fast EV charging ports across the country, bringing more than 2,000 high quality, reliable charging ports online.

In the current market, risks such as uncertainty in the rate and pace of EV adoption and charger utilization can create barriers to private investment in charging infrastructure. CIB financing helps us mitigate these financial risks, enabling us to accelerate the expansion of our EV charging network.

We are grateful to partner with an organization committed to delivering the infrastructure necessary to lower transportation sector emissions and advance the adoption of zero-emission vehicles.

In my role at Edmonton Transit Service, I oversee bus, light rail (LRT), paratransit and on-demand services. Alongside my dedicated team, I provide strategic direction to implement long-term transit plans in support of Edmonton’s City Plan and Climate Adaptation and Energy Transition plans.

To lower greenhouse gas emissions, we are transitioning our bus fleet away from diesel vehicles and towards zero-emission buses (ZEBs). Although electric buses result in significant cost savings through lifetime fuelling and maintenance costs, they have higher upfront costs which can deter municipalities from making the switch. Through the CIB’s financing, we were able to address this barrier head-on.

The CIB’s investment accelerated our purchase of 20 ZEBs and expanded our fleet to a total of 60 electric buses. With all ‘CIB buses’ now on our roads, we are already progressing towards our climate goals and offering Edmontonians a cleaner, quieter and more comfortable ride.

As a leader in transit electrification, I’m grateful we could partner with the CIB. They have successfully enabled the purchase of zero-emission vehicles in communities across Canada and directly supported a more sustainable transit network in Edmonton.

Meet Max, Chief Performance Officer at Avenue Living. In my role at Avenue Living, an owner and operator of residential properties primarily located in western Canada’s prairie provinces, I work on improving building efficiency and optimizing resident experience through projects such as building retrofits.

The CIB, and its proven experience in enabling large-scale building retrofits, was the natural partner to help us advance upgrades to our low-rise, multi-family rental apartments. We worked closely with the CIB team to develop an investment plan that would result in positive outcomes for both the residents of our buildings and the environment.

Through this partnership, the CIB has committed $120 million towards retrofitting 132 buildings in Avenue Living’s portfolio across Alberta and Saskatchewan. The result? Better energy efficiency and environmental sustainability at over 6,700 residences. These projects include the installation of on-site power generation, bringing new low-carbon heating and cooling systems online and introducing smart technologies and water management systems to reduce utility costs for renters.

I’m proud of what we will accomplish with the help of the CIB, modernizing more buildings, and in turn, improving the day-to-day experiences of approximately 10,000 residents.