Union labor has long been a cornerstone of Canada’s construction industry, but few developers have made it as central to their identity as Concert Properties. Owned by 49 union and management pension plans and institutional investors, the real estate corporation represents more than 200,000 Canadians.
Concert Properties develops, owns and manages rental apartments and condominiums, but it is also maintaining a growing industrial and office portfolio. Across every asset type, people remain at the heart of its mission, whether through the creation of affordable rental properties or the use of skilled union labor that support local employment and long-term community stability.
In this Q&A with Multi-Housing News, Senior Vice President of Property Management Kerri Jackson discusses how the company’s labor partnerships shape its developments and ESG priorities, and why workforce collaboration is a key pillar of Concert Properties’ impact.
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Concert Properties started with a very distinct vision and ownership structure. How have those original values influenced your long-term approach to developing and managing rental housing?
Jackson: Concert Properties’ origins are unique in the Canadian real estate sector. In 1989, we set out to address Vancouver’s urgent need for assured rental housing by bringing together union pension capital and long-term business investment for the benefit of communities.
That stewardship mindset keeps us focused on quality, service excellence and long-term value rather than short-term wins. It’s why we uphold high construction and operating standards, continually reinvest in the rental, industrial and office properties in our portfolio, as well as measure success by the positive impact we create.
Our ownership by union and management pension plans, as well as institutional investors representing over 200,000 Canadians, enables us to take a long-term view. We use quality materials, invest continually in maintenance and improvements and make decisions that support sustainable and thriving rental communities. Our team’s culture is to think well beyond short-term trends. We focus on building homes that endure and deliver value for decades to come.
Concert Properties describes its mission as “building a people-first future.” What does that look like in practice across your developments and day-to-day operations?
Jackson: Building a people-first future means placing residents at the center of every decision. This is reflected in the design of our communities—from inviting outdoor gathering spaces to thoughtfully curated common areas that feel like a natural extension of home. These spaces provide opportunities for residents to entertain friends, relax and connect with neighbors, helping to foster a genuine sense of belonging. Through intentional community planning and well-designed homes that simply feel like home, we create environments where people can thrive.
Also, our onsite teams regularly host tailored appreciation events to strengthen community ties and ensure everyone feels welcome. Behind the scenes, our property management team is dedicated to attentive support and service, always aiming for personal, positive interactions at every step.
Union partnerships are built into Concert Properties’ DNA. How do those relationships influence development decisions today, and what steps are you taking to invest in the future workforce?
Jackson: Our commitment to creating jobs for union labor was one of our founding principles. Partnering with skilled trades ensures our buildings are constructed to the highest standards of quality, which translates into homes and spaces that stand the test of time. It’s also about supporting good jobs and investing in the communities where we build, creating shared prosperity and instilling a sense of pride in the finished product.
Supporting the next generation of skilled trades is vital to the real estate industry as well as the broader economy. Quite simply, our industry can’t function without an adequate supply of skilled trades and this shortage has been persistent for decades. That’s why Concert Properties has been actively fundraising for trades education since 1995, primarily through the annual Concert Properties Corporate Charity Golf Tournament.
Over the past 20 years, in partnership with industry and community partners, we have raised more than $12.5 million for trades training programs, bursaries and scholarships across Canada. This includes our $7.5 million donation to launch the Concert Properties Centre for Trades and Technology at the British Columbia Institute of Technology, which will train an additional 700 students yearly and help reduce program waitlists. Beyond BCIT, we also support colleges such as Camosun College in British Columbia, as well as George Brown College and Hammerheads in Ontario.
Concert’s focus on skilled trades and lasting quality carries through to its community-scale projects, including Collingwood Village in Vancouver and Village Gate West in Toronto. How does scale influence the livability and long-term success of your rental communities?
Jackson: Concert Properties’ master-planned communities reflect our people-first design principles, creating vibrant communities that residents feel connected with. Our communities, including Collingwood Village in Vancouver and Village Gate West in Toronto, together encompass over 1,400 rental homes integrated with amenities, green spaces and services within cohesive, thoughtfully designed urban environments.
These communities begin with walkable locations that offer easy access to rapid transit, local services and everyday conveniences. Their design incorporates extensive parks and open spaces, children’s play areas, tennis and basketball courts, a 25,000-square-foot community centre, an elementary school and even Canada’s first community policing station—all aimed at fostering a strong sense of belonging, community and safety for residents.
One of your core, initial mandates was to create assured rental housing. How has that mission evolved over the years?
Jackson: Our original mandate was to deliver assured—and in many cases, affordable—rental housing at scale, a goal that has only grown in relevance with the ongoing housing challenges. As no single entity can solve the crisis alone, a collaborative, multi-sector approach is essential. Our history shows that partnerships between developers, all levels of government and not-for-profits unlock the potential to deliver affordable homes at the scale that today’s challenges require.
For example, in the 90s we had success utilizing long-term land leases from the City of Vancouver for rental housing, an approach which expedited the delivery of new homes and made projects viable when they otherwise may not have been.
We believe this proven model can be adapted by governments anywhere and must be part of other initiatives to remove barriers and unlock supply for those who need it most. In recent years, we have successfully partnered with various levels of government and not-for-profits to secure funding that enabled 170 suites of affordable housing to be created within our rental communities in Coquitlam and Toronto.
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That focus on lasting community impact also speaks to sustainability. How is ESG built into your development and management practices, and how does it intersect with your labor philosophy?
Jackson: Sustainability is woven into every aspect of Concert Properties’ work, guided by a comprehensive ESG Framework and Responsible Investment Policy centered on environment, social responsibility, governance and Indigenous engagement. We pursue carbon reduction, climate resilience and responsible resource use on a science-based, net-zero pathway, climate risk analysis and early integration of sustainability goals in our projects.
Our commitment extends to social inclusion, robust governance, transparent reporting and partnerships with Indigenous groups, while our signatory status with the United Nations Principles for Responsible Investment reinforces accountability.
Practically, we design and manage buildings for efficiency and longevity, using centralized maintenance and data-driven solutions to enhance performance and safety. Community engagement, support for union labor and events that foster belonging further reflect our holistic, people-centred approach to ESG.
How do you approach expansion into new markets and what criteria guide those decisions?
Jackson: For residential communities, we prioritize sites near transit, focusing on locations where strong demand intersects with opportunities to create accessible, vibrant neighborhoods. Our decisions are guided by local market fundamentals, alignment with community plans and the ability to deliver and manage high-quality homes.
For our industrial and office portfolio, we apply the same disciplined approach. We select locations based on market demand, growth potential and the unique requirements of our business tenants—whether that’s proximity to major transportation routes, access to skilled labor, or integration with the broader community. Across all sectors, we seek opportunities that support long-term operational excellence and contribute positively to the communities where we invest.
Tell us more about how you’re preparing to meet future housing demand in a changing economic climate.
Jackson: Our approach focuses on three key areas: people, operations and portfolio resilience. We invest in skills training and leadership development to empower our staff today and as their careers progress with the company. With over 9,000 condominium and rental homes in development, we prioritize quality construction and long-term maintenance programs designed to keep our communities resilient as demographic, technological and climate factors evolve. This disciplined, people-first strategy ensures we remain adaptive and prepared for the future.
The post Building Community Through Labor: Concert Properties’ Union-First Approach appeared first on Multi-Housing News.
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