Market Responsiveness: Expanding Access and Appeal
Addressing Housing Affordability
Broadening Market Appeal
ESG Goals for 2025-2026: Fostering Resiliency in a Time of Uncertainty
Environmental Leadership
The Tarry Brothers L to R: Bill, Greg, Doug
SUSTAINABILITY REPORT 2024:
EXECUTIVE SUMMARY
We are pleased to present this Sustainability Report highlighting the Environmental, Social, and Governance (ESG) initiatives currently undertaken by Doug. Tarry Limited (DTL) and its subsidiaries. This report provides a focused overview of our key ESG activities in 2024 and outlines our goals for 2025-2026.
LAND ACKNOWLEDGEMENT
Doug. Tarry Limited acknowledges that our employees gather, and our communities are built, on the traditional territories of the Haudenosaunee, Anishinabek, Attiwonderonk (Neutral), the Mississauga peoples and Métis peoples, the Wyandot, and by Anishinaabe Nations including ancestors of Chippewas of the Thames First Nation, and is now home to many diverse Original Nations, Inuit and Métis peoples.
We are grateful for Indigenous peoples’ stewardship of the lands and waters our business relies on.
We acknowledge the earth and its continuing connection to every single living thing.
We acknowledge the early civilizations who lived in harmony with the earth and who continue to utilize the land today.
We acknowledge the future and that together we can revitalize our livelihood once again. We acknowledge the earth once again—the essence of energy to give us life, and love. Thank you to our mother earth.
Statement provided by our friend Ray John Jr.
‘Fruition’ — Artwork generously shared by our friend, artist Sean Couchie
About Us
Since its inception in 1954, Doug Tarry Homes has been a beacon of excellence in homebuilding, deeply committed to the communities of St. Thomas and the surrounding areas. This legacy, passed down by our founder, Doug Tarry Sr., embodies the ethos of leaving every place better than we found it, a philosophy that resonates through every aspect of our work.
Our homes are more than mere structures; they are the culmination of superior quality, craftsmanship, and a deep understanding of our clients’ needs. This commitment to excellence has been recognized through numerous awards, including the Tarion Award of Excellence, the St. Thomas & Elgin Home Builders’ Association Golden Hammer Award for Leadership in Environmental Excellence, and the Canadian Home Builders’ Association National Awards for Housing Excellence, among others .
Our focus on creating the perfect homes for our clients is reflected in the testimonials of many satisfied homeowners who praise the quality, comfort, energy efficiency, and exceptional customer service they have experienced with Doug Tarry Homes.
We continue to build upon the solid foundation laid by our founder, one family at a time, ensuring each home we create is a testament to our dedication, craftsmanship, and commitment to the communities we serve.
A NOTE FROM OUR LEADER, DOUG TARRY JR.
As a father and grandfather, I deeply appreciate the lasting impact our choices today will have on future generations. At Doug Tarry Homes we recognize that our responsibility as home builders and developers goes far beyond simply providing a place to live, especially in a world that is evolving so rapidly. We are committed to creating homes that are not only resilient, comfortable, and energy-efficient but also to cultivating communities where nature thrives, and people can
grow to their fullest potential. Our legacy of giving back is harmonized with paying it forward, as we make conscious, thoughtful decisions about the materials we use and the care we show for the land and environment. By integrating sustainability and responsibility into every step, we ensure that what we build today contributes positively to the world of tomorrow. It’s about more than just homes; it’s about leaving a lasting, meaningful legacy for the generations to come.
ENERGY EFFICIENCY
Simply put, we take pride in building highly efficient homes that meet Net Zero or Net Zero Ready standards.
To date, the Canadian Home Builders’ Association (CHBA) has certified 625 of our homes* as either CHBA Net Zero Energy or Net Zero Energy Ready, representing an impressive 30% of all homes labeled under the CHBA NZE/r program across Canada. (*Data effective December, 2024)
By adhering to these rigorous standards, we provide our clients with homes that dramatically reduce carbon emissions compared to those constructed under conventional building codes. Our homes are designed with enhanced insulation, and we carefully select windows with excellent insulative properties and low solar heat gain coefficients to minimize energy loss and maximize efficiency.
In addition, we install heat pumps to provide efficient heating and cooling, and ensure the home is airtight while integrating Energy Recovery Ventilators (ERVs) to maintain healthy indoor air quality.
These features work together to lay a foundation for the Four Principals of Modern Design.
THE FOUR PRINCIPALS OF MODERN DESIGN
OCCUPANT COMFORT
Doug Tarry Homes believes occupant comfort is critically important to their health and wellbeing. We design our homes using best building science practices to maximize comfort. Special attention to right sized mechanicals, balanced ventilation and low-solar gain glazing all work together using House-as-a-System principles to bring comfort throughout the home. Survivability of occupants and the building are critical sustainability issues which are guiding our LifeARK concept.
TOTAL CARBON FOOTPRINT INDOOR AIR QUALITY (IAQ)
Doug Tarry Homes is committed to expanding its sustainability efforts beyond energy efficiency to assess and reduce our total carbon footprint. While energy efficiency remains a key factor, carbon emissions stem from multiple sources, including materials, transportation, waste, and operational processes. By taking a holistic approach, we aim to identify and mitigate emissions at every stage of the construction lifecycle, from raw material sourcing to the final build and beyond.
The health of our clients is of utmost importance. Properly sized and balanced ventilation systems ensure that occupants are receiving the right amount of fresh air in the areas they need and want it most. Radon barrier systems, low and no VOC finishes, and Graphenstone paint are all features included in our IAQ strategy.
CLIMATE RESILIENT BUILDINGS
Climate change is bringing ever-increasing storm severity and frequency which has a direct impact on building assets. Insurance companies and the financial industry are taking notice and adapting their business strategies to address climate and weatherrelated risks. We are pursuing wind load and water management strategies and considering other physical and non- physical climaterelated risks.
These principles ensure we create homes that not only offer exceptional comfort and efficiency with reduced operating costs but also contribute to lower operational carbon emissions helping to combat climate change.
Sharing Knowledge for a Sustainable Future
In his book, From Bleeding Edge to Leading Edge: A Builders Guide to Net Zero Homes, Doug Tarry shares first-hand experience on building Net Zero homes, offering insights into what has worked and what hasn’t. The book includes expert advice from leading builders, building scientists, and energy consultants. While much has been written about the technical aspects of high-performance homes—the “what”—this book goes further to explore the “why” and “how”, including key topics like holistic design, embodied carbon, the Four Principals of Modern Design, the 100-year home, and climate resiliency. Written in the spirit of knowledge-sharing, this book is a valuable resource for everyone in the construction industry, including fellow builders, aiming to advance sustainable practices and design principles that will shape the future of home building.
THE TWO COMMANDMENTS OF HIGH-PERFORMANCE HOME BUILDING
WATER MANAGEMENT PLAN
Severe storms with increased intensity and frequency are predicted for our region of Ontario because of climate change. As such, we take water management details very seriously as they not only pose a threat for the homeowners, but a liability risk to builders. We provide special attention to our water management systems and have adopted the Tyvek 10-year warranty system into our builds.
AIR TIGHTNESS PLAN
Every Doug Tarry Home is air tested to verify air tightness levels. Air tightness benefits include reduced energy loss, lower energy bills, better control of indoor air quality, reduced dust infiltration, pollen, pollutants, insects, better humidity control within the home, and reduced risk of moisture penetration into the envelope of the home. Air tightness is an environmental and social benefit for our clients.
CONSERVATION, ENERGY AND WATER
ADVANCED FRAMING
Our team employs advanced framing techniques, where possible, to improve insulation values while reducing the embodied carbon of each home.
WATER CONSERVATION
We install plumbing fixtures that meet US WaterSense® standards, such as American Standard, FloWise®, and Delta Faucets, ensuring that our homes conserve water without compromising performance.
OPERATIONAL CARBON EMISSIONS
Operational carbon—referring to the greenhouse gas emissions from heating, cooling, energy, and water use—has been significantly reduced in the operation of our homes thanks to our high-efficiency design. To further advance our commitment to sustainability, we selected three of our single-family dwelling models and engaged Building Knowledge Canada, a building science advisory service, to compare the operational emissions of these homes to the same models built under the provisions of the Ontario Building Code (OBC).
Data from Building Knowledge shows that our NZE/r specification homes achieved up to 70% reduction in operational emissions compared to the same models built under the OBC.
• Ivystone: 70% reduction
• Rosewood: 64% reduction
• Kensington: 57% reduction
Greenhouse gas (GHG) emissions consist of several different gases, each with its own global warming potential (GWP). To standardize the measurement of these gases, we convert them into a common metric known as tons of carbon dioxide equivalent (tCO2e).
Key Differences Between an ENERGY STAR® Home and a Net Zero Home:
Energy Efficiency: Both ENERGY STAR® and Net Zero homes are built to high energy-efficiency standards. However, while an ENERGY STAR® home may not include a renewable energy system, a Net Zero home is designed to produce as much energy as it consumes with any surplus invested back into the grid for future use.
Energy Independence: Net Zero homes are designed for energy independence by generating their own energy for immediate use or investing back in the grid for future use, whereas ENERGY STAR® homes focus primarily on reducing energy consumption, without necessarily achieving energy self-sufficiency.
WASTE AND RECYCLING
From our panel framing company, Panel-It, manufacturing walls and floor systems, to reducing the size of our waste bins, we are committed to minimizing our environmental impact by managing construction waste responsibly. To achieve this, we have partnered with Better Bin, a leading recycling company, to handle all waste removal from our sites. Better Bin ensures that as much material as possible is recycled, helping to reduce the amount of waste sent to landfills.
Based on hundreds of low-rise residential buildings already studied in the BEAM Estimator app, the material carbon emissions (MCE) of a typical house range between 30-40 tons, with some results as high as 60-90 tons!
By working closely with Better Bin, we can divert a significant portion of construction waste, including materials like wood, metal, and concrete, from traditional disposal methods. This partnership aligns with our commitment to sustainability, reducing both our ecological footprint and the embodied carbon associated with construction projects. Through these efforts, we aim to promote a circular economy in the building industry, ensuring that valuable resources are reused and repurposed whenever possible.
EMBODIED CARBON
Embodied Carbon refers to the greenhouse gas emissions generated by the materials used in constructing a home. We’ve made significant strides in creating homes that are energy-efficient and low in carbon emissions, but our next step is to reduce the embodied carbon as well. As the saying goes, “If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.” With this in mind, we decided to take action by measuring and analyzing the embodied carbon in our homes. To support us in this goal, we engaged Chris Magwood, zero-carbon building designer, author, co-founder of Builders for Climate Action, Manager at Rocky Mountain Institute, and the developer of the BEAM Estimator app which Doug Tarry Homes proudly sponsored. Chris modelled three of our homes: Rosewood, Ivystone, and Kensington. This exercise provided invaluable insights, helping us identify alternative materials to reduce embodied carbon and set a clear path for continuous improvement.
We acknowledge that our homes use more materials than typical code-built homes, particularly in insulation. This results in a higher embodied carbon footprint than a code-built home. As such, we have put our efforts into reducing the embodied carbon in our homes. The first change we made was to replace the type of spray foam insulation that we use. The results of this material change, and others, were significant and motivating, as shown in the comparisons below:
The embodied carbon reduction of the alternative spray foam was:
Ivystone = 52.8%
Rosewood = 76.4%
Kensington = 55.1%
These improvements show that with careful material selection and innovation, we can reduce the embodied carbon of our homes and continue to make strides toward a more sustainable future.
ADAPTATION / RESILIENCE
Climate change is already affecting us with rising temperatures, shifting precipitation patterns, and increasingly frequent severe weather events. These changes pose significant risks to homes, with the potential for substantial damage or even destruction. At Doug Tarry Homes we understand that sustainability is not just about energy efficiency, it’s about ensuring that homes are built to last. Without durability, there can be no true sustainability.
In response, we have partnered with Western University, the Institute for Catastrophic Loss Reduction (ICLR), the Canadian Wood Council (CWC), and other leading organizations to develop and implement resilient construction methods. Our focus is on creating homes that can withstand the growing extremes of climate change, from high-wind events to intense storms.
Our approach integrates the requirements of the Ontario Building Code (OBC) while also implementing simple, cost-effective systems to strengthen homes, particularly roofs, against wind damage. Utilizing innovative assemblies that enhance structural integrity, we aim to protect homes from increasingly severe weather-related threats.
The development of LifeARK™ —a resilient, sustainable housing solution, was directly inspired by the urgent need to address these climate challenges. LifeARK™ homes incorporate forward-thinking design that not only meets today’s standards but anticipates the environmental demands of tomorrow. At Doug Tarry Homes, we are committed to advancing construction practices that ensure homes are ready for the changing climate, providing long-term protection and sustainability for future generations.
LifeARK™
Our LifeARK™ concept is designed to provide critical life support systems in the event of prolonged power outages caused by grid or infrastructure failures. LifeARK™ homes are built to ensure occupants can remain safe and comfortable during emergencies, even when external resources are unavailable. These homes feature the same advanced insulation and airtight construction as all our homes, allowing them to maintain internal temperatures for extended periods without active heating or cooling. In addition, the inclusion of backup power generators and independent water supply systems ensures that essential needs are met, enabling occupants to shelter in place during extended outages or severe weather events. With LifeARK, we are not just building houses, we are creating resilient, sustainable homes that prioritize the safety and well-being of their occupants in the face of increasingly unpredictable climate conditions.
SOCIAL ACTIONS
EMPLOYEES
A recent report from BuildForce Canada highlights a critical challenge facing the construction industry: 18% of Ontario’s construction workforce—around 82,600 workers—are expected to retire in the next decade. At the same time, the Canadian Home Builders’ Association estimates that over one million additional residential construction workers will be required to meet the Canadian Housing Plan’s target of 3.87 million new homes by 2031. The ongoing labor shortage has been identified as the “primary constraint” in achieving this ambitious goal.
Despite these challenges, our team has grown in 2024, reflecting our commitment to both expansion and workforce retention. To ensure we retain top talent, we offer competitive wages and a comprehensive benefits package that support our staff’s well-being and job satisfaction. Key benefits include:
• Annual company-wide activity day
• Quarterly breakfasts
• Paid volunteer opportunities
• Clothing and work boot allowances
• Christmas luncheon
• Wellness spending account
• Employee Housing and Rental Discounts
Our dedication to fostering a positive, supportive workplace is integral to our success and growth in this competitive industry.
Continuous learning plays a vital role in our ongoing success. We believe in empowering our employees to reach their full potential, which is why we offer a reimbursement program that provides our employees up to $1,000 each fiscal year. This program encourages our team members to enhance their skills and advance their careers through professional development opportunities.
By investing in our workforce, we not only improve individual capabilities but also strengthen the company, ensuring we remain competitive in the evolving construction industry.
Our employees are also members of the Canadian Home Builders’ Association, the Ontario Home Building Association, and our local St Thomas & Elgin Home Builders’ Association.
We maintain an active Joint Health & Safety Committee (JHSC), with dedicated representatives who actively conduct regular safety inspections of our properties and workplaces to ensure compliance and identify areas for improvement. The committee meets monthly to discuss findings, address concerns, and provide actionable recommendations, which are submitted to the Leadership Team for review.
JHSC members receive comprehensive training, including JHSC Level 1 & 2 certifications and Advanced First Aid. In addition, we offer First Aid training to all employees upon request, and currently, over 20% of our staff are certified. To further support workplace safety, all company vehicles, offices, and work sites are equipped with fire extinguishers, fully stocked first aid kits, and our buildings are equipped with Automated External Defibrillators (AEDs), ensuring preparedness in case of emergencies.
This commitment to health and safety reflects our ongoing dedication to providing a secure and well-protected environment for all employees.
DTL EMPLOYEE BENEFITS
DTL offers a comprehensive benefits package to support the health, well-being, and development of our employees.
• Life Insurance: 1x annual salary
• Accidental Death 1x life benefit
• Accidental Dismemberment
• Dependent Life Insurance
• Long-Term Disability Insurance
• Out-of-Province Travel Medical Insurance
• Health Coverage: Includes prescription drugs, vision care, and hospital services
• Dental Coverage
Additional Employee Benefits:
• Wellness Spending Account: $500/yearEmployees receive financial support to enhance their health and well-being through wellness-related expenses.
• Education Dollars: $1,000/yearThis benefit provides financial assistance to employees seeking to improve their career skills, promoting personal growth and advancement within the company.
• Talent Ambassador Program: $1,000 per successful referralEmployees are incentivized to refer potential hires. Referrals receive $500 after the new employee completes their 90-day probation and another $500 after they have been with DTL for one year.
• Group Registered Retirement Savings Plan (Group RRSP): To help build a secure retirement future, we offer a Group Registered Retirement Savings Plan (Group RRSP) to all employees working 25 hours or more per week. To further enhance retirement savings, DTL also provides a Deferred Profit-Sharing Plan (DPSP), matching employee contributions up to an additional 3% of pensionable earnings. This investment in our team reflects our dedication to financial security, empowerment, and shared success.
• Employee Share Ownership Plan (ESOP): We believe in shared success! Through our Employee Share Ownership Plan (ESOP), many of our employees are partial owners of the company, aligning their financial well-being with the company’s long-term growth. This structure not only enhances retirement security but also fosters a culture of engagement, accountability, and innovation—ensuring that every team member has a vested interest in driving sustainable success.
INDUSTRY CONTRIBUTION
At Doug Tarry Homes, we firmly believe that the challenges of the housing shortage and climate change require an “all-hands-on-deck” approach. Tackling these issues demands collective action, and being actively engaged within our industry is key to driving meaningful progress.
We are dedicated to strengthening relationships between all stakeholders in the building sector —architects, engineers, developers, and policymakers—and sharing our knowledge with fellow home builders. By fostering these partnerships, we aim to accelerate the necessary actions to increase housing supply while simultaneously reducing both operational and embodied carbon in new construction. We are members of groups such as the Responsible Buildings Pact, which is a coalition of building sector leaders who are driving changes to reduce the embodied emissions of buildings through a collaborative effort.
BUILDER, SUPPLIER & TRADE ALLIANCE (BSTA)
Doug Tarry Homes is proud to have one of the longest running Builder, Supplier & Trade Alliances in North America. This collaboration brings together key DTL team members, material suppliers, and trades to foster clear communication, address site challenges proactively, and implement timely solutions. By working closely with our partners, we enhance efficiency, minimize waste, and continuously improve the quality of our projects.
INDUSTRY LEADERSHIP & ADVOCACY
Doug Tarry Homes is committed to shaping the future of sustainable and resilient home construction. In addition to actively participating in both provincial and federal building code discussion groups, we are proud members of:
• The Ontario Home Builders’ Association
• The Canadian Home Builders’ Association
• The Carbon Emissions and Resilience Working Group (a Canadian Home Builders’ initiative)
• The Resilient Homes Task Force Working Group (a collaboration between the Institute for Catastrophic Loss Reduction and the Canadian Home Builders’ Association)
Furthermore, we play a key role in advocating for industry advancements by representing the sector on the National Model Code Committee. This committee is responsible for harmonizing building codes across Canada, ensuring consistency, safety, and sustainability. Our Climate Change Adaptation representative actively contributes to the National Model Code Development System, helping shape future building code changes to address evolving environmental challenges.
And our very own leader has been appointed as the Chair of the Energy & Environmental Building Alliance (EEBA) for 2025. https://www.eeba.org/about
The Energy & Environmental Building Alliance (EEBA) plays a vital role in advancing cutting-edge building science and promoting sustainable business practices within the residential construction industry. Through education, knowledge sharing, and collaboration, EEBA helps builders and developers stay ahead of the rapidly evolving codes, rating systems, and homeowner expectations.
As demand for healthy, resilient, zero-energy, and zero-carbon homes continues to grow, driven by both regulatory requirements and consumer preferences, sustainable design and construction have become more important than ever. In some regions, these high-performance homes are not just desired, they are required.
EEBA supports this shift by providing the education, resources, and support necessary for professionals to meet these new standards. Whether it’s staying updated on the latest building science techniques or understanding sustainable business practices, the EEBA community equips builders with the tools to create homes that are not only energy-efficient but also future-proofed against the challenges of climate change.
For those dedicated to building better, more sustainable homes, EEBA offers a platform to access leading-edge knowledge and collaborate with like-minded professionals in the field.
COMMUNITY ENGAGEMENT
We are deeply committed to strengthening the communities where we live and work. Through volunteer efforts, charitable contributions, and active partnerships, we strive to create meaningful and lasting impact. One of the key ways we support community well-being is through our Community Enhancement Fund, which allocates $250,000 annually to projects that foster local development and resilience.
A central part of our reconciliation efforts includes our collaboration with Imagine Build and Oneida Nation of the Thames. This relationship began with a housing consultation that led to an extraordinary 3-day blitz build: a four-bedroom, Net Zero, accessible home for an honoured elder. This non-profit project was delivered in partnership with our dedicated trades and suppliers and served as the prototype for our LifeARK model, a Net Zero Ready home capable of operating off-grid for extended periods.
Our commitment to this partnership continues. We are proud to support Imagine Build’s fifth home, providing technical services including design, material review, scheduling, and coordination to assist the Oneida Nation and the Imagine team. This next build will provide a safe, sustainable home for a single father and his three children, and we look forward to sharing House #5’s progress in our next ESG report.
These actions reflect DTL’s belief that building sustainable homes goes hand in hand with building stronger, more resilient communities. By supporting these initiatives, we aim to drive meaningful change and contribute to the long-term well-being of the communities we are honoured to work with.
The Imagine Build 2024
TINY HOPE PROJECT:
A COLLABORATIVE SOLUTION FOR AFFORDABLE HOUSING
The Tiny Hope Project in St. Thomas is a transformative initiative led by Doug Tarry Homes, in partnership with the YWCA St. Thomas-Elgin and Sanctuary Homes, to provide 40 affordable housing units for individuals and families in need. By bringing together nonprofit organizations, industry leaders, and municipal stakeholders, this project is creating a sustainable, long-term housing solution that prioritizes affordability, energy efficiency, and community support.
At the heart of Tiny Hope is the power of collaboration. In a remarkable community effort in 2024, Doug Tarry Homes joined forces with seven local builders—Wastell Homes, Collier Homes, WINMAR Property Restorations, MP Custom Homes, DHP Homes, Gilbert Contracting & Renovations, and Woodfield Design and Build—to complete eight tiny homes in a threeday blitz build from September 24th to the 26th. This incredible achievement highlights the local industry’s shared commitment to addressing housing insecurity. These highperformance, energy-efficient homes were rapidly constructed using prefabricated panels from our Panel-It division, featuring advanced insulation techniques and high-wind resilient assemblies to ensure long-term durability, comfort, and affordability.
The YWCA St. Thomas-Elgin will own and operate these homes, providing wraparound support services focused on life stabilization, economic security, wellness, and community connectedness, ensuring that safe housing is just the first step toward a stable and empowered future.
Tiny Hope is more than just a housing project, it is a model for sustainable, community-driven solutions to the housing crisis. By integrating green building practices, shared community spaces, and vital social support services, this initiative is setting a new standard for affordable housing.
Through strong partnerships between industry leaders, non-profits, municipal staff, and community members, Doug Tarry Homes is proud to be the builder of this visionary project, working toward the completion of 40 tiny homes that will make a lasting impact on the St. Thomas community.
LAND STEWARDSHIP
Our commitment to environmental stewardship is reflected in our incorporation of naturalized landscapes within our developments. By prioritizing green spaces, we enhance the long-term health and well-being of our clients, support wildlife habitats, and mitigate land erosion risks. This approach fosters a resilient ecosystem that benefits both the environment and the community. To learn more about our approach to creating and preserving green spaces within urban environments, please read our “Naturalization of Sites” document here.
TRAIL SYSTEMS
Our trail systems serve as vital social assets, seamlessly integrating into the fabric of our communities and natural areas. These trails promote physical activity and well-being among residents, encouraging a healthier lifestyle for all. To enhance the educational experience, interpretive signs are strategically placed throughout many Doug Tarry Homes communities, offering insights into local ecology and sustainability practices.
At Doug Tarry Homes, we like to think outside the box. We’re solving problems for people that they dont’ even realize they have, while building communities that they love to live in. Our connection to nature plays a big part in that. At Doug Tarry Homes, we don’t just build for humans.
WILDLIFE HABITATS
Tall prairie grasses, wildflowers, and native Carolinian tree species flank parklands, trails, green corridors, stormwater facilities, and open spaces, benefiting our residents, community members, wildlife, pollinators and their natural habitats. By striking a balance between developmental needs and ecological preservation, our nature areas provide a practical framework for sustainable growth, embodying a commitment to responsible stewardship of the planet. These habitat banks contribute to improved air quality, enhanced biodiversity in the communities we build, and the provision of recreational spaces for urban residents. By integrating nature into urban planning, these habitat banks promote a harmonious coexistence of city life and the natural world, fostering well-being and ecological balance within urban landscapes. These urban landscape butterfly / pollinator meadows also reduce ongoing operational carbon and cost expenditures for municipalities as they reduce the amount of mono species grasses that need regular lawn mowing and maintenance.
Harvest Run Naturalization
Photo: Stefanie Coleman
PHILANTHROPY
COMMUNITY VOLUNTEERISM AND CONTRIBUTIONS 2024
Our annual $250,000 community engagement fund extends across a wide array of causes. Some of our notable contributions include:
$20,000
North America Railway Hall of Fame-Elgin
County Railway Muse-
um and CASO Station
Community Partner
Championship City Boxing Club
Grace Café
St Thomas Curling Club Teen Challenge YWCA Keep a Roof Over their Head Campaign
CORPORATE DONATIONS
We are proud to have made significant contributions to larger projects meant to grow our community through our Corporate Donations.
$400,000
Eastwood Housing $100,000 CASO Station
$150,000 Hospice of Elgin
$250,000 $50,000 $50,000 YWCA Project Tiny Hope Elgin-St Thomas Community Foundation Malahide Athletic Centre
GOVERNANCE ACTIONS
At DTL, leadership is structured across two key groups: the Board of Directors and the Leadership Team. This dual structure ensures both strategic governance and effective operational oversight.
The Board of Directors focuses on governance-related issues and long-term vision, while the Leadership Team, which is made up of our senior operational management, oversees day-to-day operations and business execution. Together, these teams provide strong leadership, driving DTL’s commitment to excellence, innovation, and sustainability.
BOARD OF DIRECTORS
• Doug Tarry – President
• Greg Tarry – Director
• Shane Tarry – Secretary
• Tim Maloney –Treasurer
• Amy Dale – Director
LEADERSHIP TEAM
• Doug Tarry – President
• Shane Tarry – Vice President of Panel-It
• Shellie Chowns – Vice President of Construction
• Suzie Dennis – Vice President of Sales & Marketing and Community Engagement
• Scott Switzer – Vice President of Finance and Chief Financial Officer
Together, these leaders guide DTL in its mission to build innovative, sustainable homes while fostering a positive workplace culture and contributing to community enhancement. Their diverse expertise ensures that DTL continues to thrive in a competitive and evolving industry.
ACHIEVEMENTS
During our 70 years in business, Doug Tarry Homes has a long history of achievements that stand as a testament to our unwavering commitment to our community, the environment, and our clients. These accomplishments are the result of a collective effort from our dedicated staff, skilled tradespeople, reliable suppliers, and the supportive homeowners who trust us to build their homes. Our strong leadership, guided by a clear vision and values centered on doing the right thing, has been instrumental in driving our success. From industry innovations to community contributions, we have consistently earned recognition for our work. Our awards and recognitions highlight our leadership in sustainable building, energy efficiency, and community engagement. These accolades not only celebrate our technical achievements but also reflect our dedication to delivering homes that balance performance, environmental responsibility, and aesthetic excellence. For a comprehensive list of awards and recognitions, please visit this link where you’ll find a detailed overview of our journey in pushing the boundaries of homebuilding while remaining true to our core values.
One of the standout moments of 2024 was the announcement that our leader would be honored in January of 2025 with the King Charles III Coronation Medal in recognition of his outstanding contributions to our community, province, and country. We take immense pride in this well-deserved achievement.
MPP Rob Flack and former MP Karen Vecchio presenting Doug Tarry Jr. with the King Charles III Coronation Medal in January 2025
VERTICAL INTEGRATION & INNOVATION
At DTL, sustainability isn’t just a goal—it defines who we are. We are constantly pushing the boundaries of innovation to reduce the environmental impact of our homes while simultaneously enhancing performance, durability, and energy efficiency. This forward-thinking approach keeps us ahead of evolving regulatory demands and aligns with rising consumer expectations for sustainable living.
By integrating our operations vertically, we are tackling some of the biggest challenges in the construction industry, such as labor shortages and supply chain disruptions. For instance, we established Abode Home Comfort to ensure access to a reliable, skilled workforce in heating, ventilation, and air conditioning (HVAC) systems.
Additionally, our Home Tight division provides state-of-the-art air sealing technologies with AeroBarrier and Aeroseal® Duct Sealing which drastically reduces air leakage and improves indoor air quality. These innovations not only enhance the comfort and efficiency of our homes but also reinforce our dedication to sustainable building practices.
Our vertically integrated structure extends to Panel-It, our climate-controlled facility where we manufacture high-performance wall panels and floors. By producing panels in a controlled environment, we protect materials from exposure to the elements, preserving their integrity, accelerating construction timelines, and improving overall build quality. With faster enclosure of the structure, we minimize weather-related risks, enhance indoor air quality, and ensure greater consistency in the final product. Panel-It’s precision manufacturing also enables us to consistently deliver high-quality panels and floors that support the longevity, energy efficiency, and environmental performance of every home we build.
Through this seamless integration across our operations, we are creating homes that are not only built to last but also contribute to a greener, healthier future.
CONCLUSION: NAVIGATING RISKS AND BUILDING A STRONGER FUTURE
PHYSICAL RISKS
As climate events intensify, insurers, investors, and lenders are demanding stronger Environmental, Social, and Governance (ESG) practices. In Southern Ontario, heavy precipitation and strong winds are increasingly impacting infrastructure. Some insurers have even pulled coverage for overland flooding in areas like St. Thomas, shifting more liability to homeowners, developers, and builders. Climate-driven supply chain disruptions further add to operational challenges.
TRANSITIONAL RISKS
With the escalation of extreme weather events, regulatory bodies are expected to implement stricter rules around resilient construction practices, land development, and mandatory ESG reporting, especially around climate resilient construction, and its impact on the ability to provide Homeowners Insurance. At the same time, businesses must account for extended carbon taxes and environmental “shadow costs” when assessing project viability. Proactive data collection, transparent reporting, and a forwardthinking risk management strategy are no longer optional, they’re essential.
REPUTATIONAL RISKS
In today’s era of heightened public scrutiny, reputational risks can escalate quickly. Formalizing best practices and transparent processes will protect DTL’s reputation and foster trust, especially in the homebuying experience where fairness and transparency are paramount.
OUR PATH FORWARD: KEY MITIGATION STRATEGIES
CUSTOMER CARE: CREATING A CUSTOMER FOR LIFE
At the heart of our customer care strategy is a simple but powerful goal: to create customers for life. To achieve this, we have launched a comprehensive audit of warranty claims to identify common pain points that contribute to inefficiencies such as rework, wasted time, and unnecessary material use. This initiative, led collaboratively by our Sales & Marketing and Customer Care teams, will generate valuable insights to be integrated into our LEAN framework, helping us reduce waste at its source and improve the customer experience.
Beyond addressing immediate issues, we are committed to fostering lifelong relationships with our customers. We aim to be a consistent, positive presence in their lives, a trusted partner they turn to as their housing needs evolve. Whether it’s a growing family, a shift toward aging-in-place solutions, or a lifestyle change, we want our customers to confidently choose us to help them adapt. At every stage, we ask ourselves: “What are we providing to demonstrate our value and strengthen our relationships?” This mindset ensures that we remain not just a builder, but a lasting, reliable partner in our customers’ lives.
LOWERING EMBODIED CARBON IN OUR BUILDS
An analysis of our Net Zero Energy Ready (NZEr) homes shows that they have approximately 15% higher embodied carbon compared to modelled code-built homes due to the extra materials included for advanced energy conservation and climate resilience. To address this, a review of insulation, concrete, masonry cladding, and interior surface finish materials will be conducted to identify lower-emission alternatives that can reduce the carbon footprint of our buildings.
STRENGTHENING OUR FOUNDATIONS
Following the Core Values exercise, DTL is creating a Vision Statement that will clearly articulate our aspirations. We’re also refreshing our Mission Statement to ensure it reflects today’s evolving priorities.
ENHANCING COMMUNICATION AND ROLE CLARITY
Having completed a full review and update of all job descriptions and continuing our work on wage bands and job ladders, we are now focusing on further collaboration amongst all departments. In 2025-2026 we’ll look to review both our internal and external customer relations by looking at interdepartmental cross-training with the goal to create raving fans of our customers.
FINANCIAL STABILITY: BUILDING RESILIENCE
Economic cycles are inevitable, but resilience is a choice. DTL is strengthening financial governance across all business segments to ensure stability and growth. Our key initiatives include:
• Defining financial Key Performance Indicators (KPIs) and performance targets across the company and its subsidiaries.
• Standardizing financial reporting structures to integrate budgets, KPIs, and strategic plans.
• Creating a structured framework to evaluate the financial viability of investment properties from planning to long-term operations.
MARKET RESPONSIVENESS: EXPANDING ACCESS & APPEAL
ADDRESSING HOUSING AFFORDABILITY
A growing gap between new home prices and local incomes is reshaping the market. Recognizing this challenge, DTL has already begun to diversify its housing offerings by adding townhouses and apartment-style properties to the local market. This is being done in addition to — not instead of — traditional single-family homes.
To meet this challenge, DTL has expanded its portfolio to include townhouses and apartment-style developments and is looking at other housing opportunities for our markets. Looking ahead, DTL plans to expand further by introducing stacked townhouses, as well as 6-plex and 12-plex developments. These homes will broaden access to both ownership and rental opportunities as we work to meet the evolving needs of the community. This broader range of home types will support affordability goals, provide greater options for a wider range of buyers, and help us meet the growing need for attainable housing in the community.
Taking inspiration from similar moves by builders in other markets facing affordability challenges, this strategy positions DTL to maintain a competitive edge while helping to address the pressing issue of affordability.
BROADENING MARKET APPEAL
Today, 55% of DTL’s buyers are over the age of 50. To sustain longterm growth, we’re introducing smaller, more affordable homes designed to appeal to younger buyers, building not just homes, but vibrant, diverse communities for the future.
ESG GOALS FOR 2025-2026: FOSTERING RESILIENCY IN A TIME OF UNCERTAINTY
How do we look at all aspects of our business so that all areas are more resilient to economic, political and environmental stresses?
ENVIRONMENTAL LEADERSHIP
We recognize that leadership in the construction industry today demands a central focus on energy efficiency, greenhouse gas emissions reduction, waste minimization, and water conservation. These efforts are critical to addressing the most pressing environmental ("E") challenges of our time. At the same time, we understand that resilience must be a foundational pillar of sustainable building. Structures that lack resilience are not only more vulnerable to the impacts of climate change, but they also hinder long-term carbon reduction goals by requiring more resources, more energy, and potentially full-scale rebuilding over time. These buildings are not just missing the mark — they are actively working against a low-carbon future.
Importantly, we believe that resilience must not become a luxury available only to the few. True environmental leadership requires ensuring that cost-effective resilience is accessible at all price points. To this end, we are committed to developing and implementing innovative, affordable methods and materials, and to openly sharing our knowledge with other builders and industry stakeholders. This cannot be "black-box" thinking; it must be "white-paper" thinking.
Recognizing that affordable climate resilience is essential to achieving meaningful carbon reductions, we are setting a bold goal: reduce embodied carbon in our homes by 10% through innovations in materials, prefabrication, and high-efficiency systems, without compromising quality, performance, or occupant well-being.
SOCIAL RESPONSIBILITY: EMPOWERING PEOPLE AND COMMUNITIES
At Doug. Tarry Limited (DTL), the health, well-being, and prosperity of our employees, trades, homeowners, and the communities we serve are central to our social ("S") mission. We believe that fostering a supportive, inclusive workplace — where work-life balance and belonging are not only valued but prioritized — is essential to attracting and retaining top talent in today’s competitive market.
Beyond our internal culture, DTL is deeply committed to building stronger, more connected communities. Through strategic partnerships, we support the development of walkable neighborhoods, affordable housing initiatives, and the growth of local businesses and nonprofits. We recognize that thriving communities are not only essential for individual well-being but are the very foundation of long-term, sustainable success.
We believe that housing is a basic human right, and that access to safe, affordable housing is something we must constantly strive to achieve. A major focus of our social sustainability efforts is bridging the wealth gap by expanding access to attainable homes, providing people not only with a roof over their heads, but with stability, dignity, and a pathway to building equity. Housing is more than shelter; it is essential for healthy, resilient communities and for meeting the rising demand for socially responsible investments.
This belief ties directly back to our vision statement which captures the spirit of DTL: thinking outside the box to solve problems people may not even realize they have, while building communities that people love to live in. Our deep connection to nature, to each other, and to future generations drives us to build not just for humans, but for the ecosystems and communities in which they thrive.
Our goal is to foster positive, lasting relationships with all stakeholders by promoting inclusive growth, equity in housing access, and economic resilience. We aim to integrate these values into every aspect of DTL’s business operations by:
• Expanding support for affordable housing projects that address both social and economic inequalities
• Strengthening partnerships with local businesses, nonprofits, and municipalities to build vibrant, walkable communities
• Enhancing communication and education efforts with stakeholders to ensure a clear understanding of our social sustainability practices
By leading with these commitments, DTL is not only helping to create a more just and equitable society — we are reinforcing our role as a leader in socially responsible development, committed to the well-being of people, communities, and the environments we all call home.
Even our corporate structure is uniquely designed for regeneration. Rather than operating as a traditional pyramid, where leadership sits at the top and problems roll downhill, our structure is inverted. DTL is designed like a tree: the shareholders are the roots, providing strength and stability; senior leadership forms the trunk, supporting the company; junior leaders are the branches, reaching outward with guidance and connection; and our staff are the leaves, the true source of energy, absorbing the sunshine of our customers. This regenerative, nature-inspired approach reflects our belief that true leadership nurtures and uplifts, creating vitality throughout the entire organization.
Supporting this structure are a number of specialized committees, beginning with our Operations Managers Team (OMT) which ensures that operational decisions stay aligned with our broader strategic goals.
We also know that good governance means good data. That’s why we are focused on collecting consistent, reliable ESG data—just as meticulously as we manage our financial reporting. Establishing clear, measurable Key Performance Indicators (KPIs) for our ESG initiatives ensures that we can track progress, address risks early, and maintain transparency with all stakeholders.
Our Goal: Strengthening Governance for Sustainable Growth We are committed to continually evolving our governance practices to ensure clear reporting, effective risk management, and strong accountability. Our focus includes:
• Consolidating ESG reporting across all DTL subsidiaries into a single, transparent report aligned with industry best practices.
• Conducting materiality assessments to identify and prioritize the ESG topics that matter most to our stakeholders.
• Performing gap analyses to ensure we have the right policies and processes in place for future challenges.
• Integrating risk analysis into our governance framework, addressing both physical and transitional risks related to climate change and sustainability.
By strengthening our governance systems, DTL is building a more resilient, forward-thinking organization, one that is prepared to lead with integrity, innovation, and responsibility in a rapidly changing world.
GOVERNANCE EXCELLENCE: BUILDING A STRONGER FUTURE THROUGH LEADERSHIP AND ACCOUNTABILITY
At Doug. Tarry Limited (DTL), strong governance isn’t just about compliance—it’s about building a foundation for lasting success. We believe that clear leadership, transparent reporting, and accountability are essential to earning the trust of our employees, partners, homeowners, and investors.
Under the leadership of our President, Doug Tarry Jr., we have formalized and strengthened our governance structure to ensure DTL is well-prepared for sustainable, long-term growth. Doug has established a Board of Directors focused specifically on governance, while our Leadership Team serves as our senior management committee, setting the strategic direction of the company. In addition, we have expanded our operational management team to bring mid-level managers into the strategic conversation, helping to grow our leadership base and create a strong pipeline for the future.
LOOKING AHEAD
As we continue our journey toward innovation, sustainability, and community impact, we remain committed to transparency and progress. The initiatives outlined in this report reflect our dedication to building a better future, one that prioritizes environmental responsibility, social well-being, and strong governance.
We are excited to build upon these efforts in the years ahead and look forward to sharing our continued progress and measurable results in our 2025-2026 report.
Always leaving our campsite better than we found it!
Doug Tarry with his dad, Doug Sr., in Algonquin Park
